Agenda item

Annual Plan for Internal Audit Activity

To set out the revised annual plan for internal audit activity for 2020/21 (report of the Head of Internal Audit for SHDC enclosed).


Consideration was given to the report of the Head of Internal Audit which set out the revised annual plan for internal audit activity for 2020/21.


The 2020/21 Internal Audit Plan was approved by the Governance and Audit Committee on 12 March 2020.  However, in line with the PSIAS, the risk-based plan was required to be sufficiently flexible to reflect the changing risks and priorities of the organisation.


The Coronavirus pandemic had impacted the Council significantly in several ways and Internal Audit therefore needed to remain responsive to the needs and risks of the Council by revising the agreed Internal Audit Plan.


In response to the significant pressure placed on the Council to react effectively to the pandemic, the Chief Executive requested that all 2020/21 Internal Audit activity be paused until at least quarter 2.  In addition, the Internal Audit contractors TIAA took the decision to furlough their workforce until 1 July 2020.


The Internal Audit Plan for 2020/21 would therefore be revised to respond to the changing risk profile of the Council, to ensure that Internal Audit and Officer resources were able to support the assurance work required to formulate an opinion on the governance, risk and control framework for 2020/21.


Members were advised that the revised plan had been agreed by managers in October, TIAA had started work on the plan and it had reduced the number of audit days from 225 to 150.  The revised plan covered the necessities for the current year, and included a change of direction for some of the audits.  This included an assurance mapping exercise to understand how the initial Covid outbreak had impacted on systems and processes and whether anything from the outbreak had impacted enough to warrant further audit work, impacted on the plan for the current or next year, or whether the internal audits being undertaken in the current year needed to be revised.  Consideration had been given to the Council’s response to the outbreak, and how anything around the governance and assurance processes affected the plan.  It also included a reduction in the remaining areas, and a Covid audit to be undertaken in quarter 4 to follow on from the assurance mapping exercise.  This would look at the Council’s long-term response to Covid, how it was managed, and how it was managing the governance, risk and assurance around the Council.


The following issues were raised:


·         The report stated that Internal Audit reviews that were included in the original plan for 2020/21 would be deferred to 2021/22, and that a risk assessment would be undertaken to establish whether each area was still required early in 2021 when the risk based internal audit plan for the year ahead was developed.  What risk assessment had been undertaken relating to them being deferred in the first place?

o   This was part of the assurance mapping exercise.  As part of the exercise, the auditors would be looking to see what was removed from the plan that was a key area to be included, and if there was anything else that was relevant to be included.  A comparison was being undertaken with other Councils to see what their plans were, what they had done in response to Covid and if any of these points were relevant to SHDC.  The outcome of this comparison exercise would be presented to a future meeting. 


·         How did the reduction in the number of audit days compare to other Councils?

o   Within the consortium, each authority’s plans had been reduced, in other areas, authorities had retained the same level of days. SHDC’s number of audit days had not been reduced as much as other authorities.  Some areas that were to be looked at in the current year, such as Planning and Licensing (day to day business and how long-term effects of Covid were affecting day to day business) would be considered next year. 


·         As the number of audit days had reduced, would the amount of payment for the audit also be reduced, or would it be held in contingency for the future?

o   In terms of the contract, TIAA were only paid for the work delivered.  It was a flexible contract therefore a reduction in days would result in a reduction in income for TIAA, although there was a contingency in place to cover this.


·         The report stated that the decrease in the amount of days for the audit represented the absolute minimum assurance required to form a caveated opinion on the governance, risk management and control framework for 2020/21.  Were the auditors satisfied with the amount of audit that was being undertaken?

o   Again, this was part of the assurance mapping exercise.  A detailed review of the response to Covid was being undertaken and management assurances for each of the areas had been gained.  The outcome of the assurance mapping exercise would be presented to the next meeting of the Committee and would highlight whether actions had been undertaken to an appropriate level.  Another issue for small councils was payments to businesses, the impact of it and how individual councils were responding to this.  The assurance mapping exercise was currently being finalised and consideration would be given to whether the number of audit days should be increased. Consideration was also being given to potentially including another audit and the options for this were to either add to the current year’s plan or move to next year’s plan.


·         With the deferment of a number of audits from this year to next year, did the Authority and TIAA have sufficient resources to undertake next year’s programmes in a timely manner, not knowing whether the current difficulties that the Covid pandemic had caused would continue into next year.

o   For the current year, resources had already been allocated to the various audits within the plan.  Quarter 3 was already well underway, and resources had been allocated to quarter 4.  Consideration had also been given to the resourcing requirements for the next year, with the amount of work going up, and there was spare capacity available to do this.  TIAA was well placed to deliver the audits.



That the revised internal audit plan of work for 2020/21 be noted.

Supporting documents: