Audit Committee Handbook - Scottish Government
Audit Committee Handbook - Scottish Government Audit Committee Handbook - Scottish Government
AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core Scottish Government
- Page 2 and 3: AUDIT COMMITTEE HANDBOOK: Guidance
- Page 4 and 5: CONTENTS CONTENTS Foreword v Part 1
- Page 6 and 7: FOREWORD FOREWORD Corporate governa
- Page 8 and 9: PART 1. ACCOUNTABILITY, AUDIT AND G
- Page 10 and 11: PART 2: OPERATION OF CORE SCOTTISH
- Page 12 and 13: PART 2: OPERATION OF CORE SCOTTISH
- Page 14 and 15: PART 2: OPERATION OF CORE SCOTTISH
- Page 16 and 17: Communication PART 2: OPERATION OF
- Page 18 and 19: ANNEX A: FACETS OF ACCOUNTABILITY A
- Page 20 and 21: Systems and frameworks which direct
- Page 22 and 23: ANNEX E: MODEL LETTER OF APPOINTMEN
- Page 24 and 25: ANNEX F: MODEL TERMS OF REFERENCE F
- Page 26 and 27: • Directors’ Certificates of As
- Page 28 and 29: APPENDIX 2: SUGGESTED CORE ANNUAL P
- Page 30 and 31: ANNEX G: KEY LINES OF ENQUIRY FOR A
- Page 32 and 33: ANNEX G: KEY LINES OF ENQUIRY FOR A
- Page 34 and 35: SGAC ANNEX I: SCOTTISH GOVERNMENT C
- Page 36 and 37: ANNEX J: THE ROLE OF THE CHAIR IN C
- Page 38 and 39: ANNEX L: SHELL ANNUAL REPORT FROM P
- Page 40 and 41: ANNEX L: SHELL ANNUAL REPORT FROM P
AUDIT COMMITTEE HANDBOOK:<br />
Guidance for audit committee members in<br />
the core <strong>Scottish</strong> <strong>Government</strong>
AUDIT COMMITTEE HANDBOOK:<br />
Guidance for audit committee members in<br />
the core <strong>Scottish</strong> <strong>Government</strong><br />
The <strong>Scottish</strong> <strong>Government</strong>, Edinburgh July 2008
AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
© Crown copyright 2008<br />
ISBN: 978-0-7559-1783-9<br />
The <strong>Scottish</strong> <strong>Government</strong><br />
St Andrew’s House<br />
Edinburgh<br />
EH1 3DG<br />
Produced for the <strong>Scottish</strong> <strong>Government</strong> by RR Donnelley B55712 07/08<br />
Published by the <strong>Scottish</strong> <strong>Government</strong>, July, 2008
CONTENTS<br />
CONTENTS<br />
Foreword v<br />
Part 1: Accountability, audit and governance arrangements in the <strong>Scottish</strong> <strong>Government</strong> 1<br />
Part 2: Operation of core <strong>Scottish</strong> <strong>Government</strong> audit committees 3<br />
Annex A Facets of Accountability and Governance in the <strong>Scottish</strong> <strong>Government</strong> 11<br />
Annex B Map of Accountability in the <strong>Scottish</strong> <strong>Government</strong> 12<br />
Annex C <strong>Scottish</strong> <strong>Government</strong> Corporate Governance Framework 13<br />
Annex D Core <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong> Competency Framework 14<br />
Annex E Model letter of appointment to serve as a member of a portfolio audit committee 15<br />
Annex F Model terms of reference for portfolio audit committees 17<br />
Annex G Key lines of enquiry for an audit committee 23<br />
Annex H <strong>Scottish</strong> <strong>Government</strong> Assurance Framework 26<br />
Annex I <strong>Scottish</strong> <strong>Government</strong> Certificates of Assurance Map 27<br />
Annex J The role of the chair in core <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong>s:<br />
Good Practice 28<br />
Annex K <strong>Committee</strong> support: good practice 30<br />
Annex L Shell annual report from PACs to SGAC 31<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong>
FOREWORD<br />
FOREWORD<br />
Corporate governance is about the way organisations are directed and controlled. It is concerned with<br />
structures and processes for decision-making, accountability, control and behaviour at the upper levels of<br />
the organisation. Three fundamental principles of corporate governance apply equally to all public sector<br />
bodies – openness, integrity and accountability. However, for central government organisations, there is a<br />
separation of roles between the legislature (Parliaments) and the Crown (Ministers and the politically<br />
impartial role of civil servants).<br />
Good practice in relation to corporate governance requires that an organisation should be independently<br />
advised by an audit committee. The organisational structure of the <strong>Scottish</strong> <strong>Government</strong> has led to the<br />
establishment of the overarching <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong> (SGAC) with additional audit<br />
committees supporting Portfolio Accountable Officers. Taken together these audit committees cover the<br />
core <strong>Scottish</strong> <strong>Government</strong>. For the purpose of this guidance, Portfolio <strong>Audit</strong> <strong>Committee</strong>s include the audit<br />
committee of the Crown Office and Procurator Fiscal Service.<br />
This guidance is designed to provide – within the context of the <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong><br />
<strong>Handbook</strong>* – the non-executive members of SGAC and Portfolio <strong>Audit</strong> <strong>Committee</strong>s with relevant background<br />
information about the <strong>Scottish</strong> <strong>Government</strong> and detailed information and guidance on the role, membership<br />
and work of their committees.<br />
Securing good governance is essential to the <strong>Government</strong> in Scotland and we commend this guidance<br />
to you.<br />
Sir John Elvidge Alyson Stafford<br />
Permanent Secretary for the Director of Finance for the<br />
<strong>Scottish</strong> <strong>Government</strong> <strong>Scottish</strong> <strong>Government</strong><br />
*The <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong> <strong>Handbook</strong> draws on, and is consistent with, generally accepted principles concerning<br />
corporate governance and the role of audit committees. Relevant source publications include:<br />
HM Treasury’s <strong>Audit</strong> <strong>Committee</strong> <strong>Handbook</strong> (March 2007)<br />
HM Treasury’s Corporate Governance Code for Central <strong>Government</strong> Departments (July 2005)<br />
Financial Reporting Council’s Combined Code on Corporate Governance (June 2006)<br />
<strong>Scottish</strong> Public Finance Manual<br />
On Board: A Guide for Board Members of Public Bodies in Scotland (February 2003)<br />
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PART 1. ACCOUNTABILITY, AUDIT AND GOVERNANCE ARRANGEMENTS IN THE SCOTTISH GOVERNMENT<br />
PART 1:<br />
ACCOUNTABILITY, AUDIT AND GOVERNANCE<br />
ARRANGEMENTS IN THE SCOTTISH GOVERNMENT<br />
Accountability<br />
1.1 Normally the head of a government organisation is also appointed as the Accountable Officer (AO).<br />
The AO is individually and personally accountable for achieving good value for money, regularity and<br />
propriety in the administration and operation of the organisation, and securing Best Value (see the<br />
<strong>Scottish</strong> Public Finance Manual (SPFM) sections on Accountability and Best Value for more details).<br />
1.2 There is no legal or statutory corporate structure to senior management in the <strong>Scottish</strong> <strong>Government</strong><br />
– unlike the private sector in which the directors are individually and severally accountable and liable<br />
for the decisions of the Board. Management Boards in the <strong>Scottish</strong> <strong>Government</strong> (e.g. the Strategic<br />
Board and <strong>Scottish</strong> <strong>Government</strong> Executive Agency Management Boards) are essentially tools of the<br />
relevant AO and are more akin to private sector ‘Executive <strong>Committee</strong>s’ than to private sector<br />
Boards. Although authority is delegated by the AO to other senior managers, the responsibilities of<br />
an AO cannot be delegated or shared.<br />
1.3 The Principal Accountable Officer (the Permanent Secretary) and AOs designated by him/her are<br />
held to account by the Parliament through the Parliament’s <strong>Audit</strong> <strong>Committee</strong>, usually in response to<br />
reports prepared by the <strong>Audit</strong>or General for Scotland (AGS). Similarly, any accounts and associated<br />
statements that AOs prepare are laid before the Parliament. There is no direct equivalent of the private<br />
sector annual shareholders meeting at which the Board is held to account by the shareholders.<br />
1.4 An important boundary to the responsibility of the AO lies in the area of policy formulation. There is<br />
a separation between the policy decisions made by the responsible Minister and the policy advice<br />
provided by the AO. If the AO considers a decision made by the Minister would breach the<br />
requirements of the AO’s duties and if the Minister does not accept the AO’s advice, the AO must<br />
seek a written instruction to proceed from the Minister, with a copy being sent to the AGS and the<br />
Parliament’s <strong>Audit</strong> <strong>Committee</strong>. Ministers are held to account by the Parliament through the relevant<br />
subject <strong>Committee</strong>. This contrasts with the private sector arrangements whereby the Board will<br />
normally be accountable for all aspects of policy decisions.<br />
1.5 AOs appoint non-executives to serve on their audit committees. In the private sector non-executives<br />
have a clearly defined role of acting as a ‘check’ on the executive, while also having a liability for the<br />
corporate actions of the Board. As the core <strong>Scottish</strong> <strong>Government</strong> and its Executive Agencies have no<br />
comparable corporate Board structure, non-executives are more like external advisors or consultants.<br />
Their role is to provide an effective ‘assurance and challenge’ function to the executive.<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
1.6 AOs of organisations that publish annual accounts are required to make suitable provision for<br />
internal audit in accordance with the <strong>Government</strong> Internal <strong>Audit</strong> Standards. That provision may be<br />
made through an in-house team or the function may be bought in under contract. The <strong>Scottish</strong><br />
<strong>Government</strong>’s Internal <strong>Audit</strong> Division provides the internal audit service for the core <strong>Scottish</strong><br />
<strong>Government</strong> – and some of its Executive Agencies.<br />
1.7 The AGS is responsible for securing the external audit for the core <strong>Scottish</strong> <strong>Government</strong> and its<br />
Executive Agencies and he/she is served in this by <strong>Audit</strong> Scotland. The AGS is appointed by the<br />
Crown on the recommendation of the Parliament, but is independent of both the <strong>Scottish</strong><br />
<strong>Government</strong> and the Parliament – see the AGS: <strong>Audit</strong>ors and Examiners section of the SPFM for<br />
more details. There is consequently no role for the core <strong>Scottish</strong> <strong>Government</strong> audit committees in<br />
recommending the appointment of external auditors. As well as certification of the relevant<br />
accounts, the AGS may investigate the circumstances in which Ministers have issued written<br />
instructions to AOs, and may choose to conduct value for money studies into the activities and<br />
operations of relevant organisations.<br />
Governance<br />
1.8 Although the core <strong>Scottish</strong> <strong>Government</strong> and its Executive Agencies have no formal corporate structure,<br />
AOs are required to make governance statements (a Statement on Internal Control) alongside the<br />
accounts for which they are directly responsible. These are supported by a certificates of assurance<br />
process. Detailed guidance on the requirement for governance statements can be found in the SPFM<br />
sections on Statement on Internal Control and Certificates of Assurance and is supported by<br />
strategic guidance on the implementation of business risk management processes – see the SPFM<br />
section on Risk Management for details.<br />
1.9 Although there are similarities between governance statements in central government and in the<br />
private sector, there are subtle but significant differences. While both are designed to deliver<br />
assurance that assets are protected and robust processes are in place for assessing and managing<br />
business risks, in the private sector these focus on maximisation of shareholder value, while those in<br />
the <strong>Scottish</strong> <strong>Government</strong> focus on delivering public service objectives (within the policy set by<br />
Ministers), value for money, regularity and propriety. The <strong>Scottish</strong> <strong>Government</strong> has also committed<br />
itself to delivering better public services through adherence to the principles of Best Value.<br />
Mapping<br />
1.10 Diagrams setting out the Facets of Accountability and Governance in the <strong>Scottish</strong> <strong>Government</strong>,<br />
the Map of Accountability in the <strong>Scottish</strong> <strong>Government</strong> and the <strong>Scottish</strong> <strong>Government</strong> Corporate<br />
Governance Framework are provided respectively at Annex A, Annex B and Annex C.
PART 2: OPERATION OF CORE SCOTTISH GOVERNMENT AUDIT COMMITTEES<br />
PART 2:<br />
OPERATION OF CORE SCOTTISH GOVERNMENT<br />
AUDIT COMMITTEES<br />
Role of Core <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong>s<br />
2.1 The organisational structure of the <strong>Scottish</strong> <strong>Government</strong> has led to the establishment of an over-arching<br />
audit committee, i.e. the <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong> (SGAC) with additional committees<br />
covering, essentially, the separate <strong>Scottish</strong> Cabinet portfolios. Taken together these audit committees<br />
cover the core <strong>Scottish</strong> <strong>Government</strong>. <strong>Audit</strong> committees do not have any executive responsibilities<br />
although they may draw attention to strengths and weaknesses in control and make suggestions on<br />
how weaknesses might be addressed.<br />
2.2 The audit committees support the Principal/Portfolio Accountable Officers by reviewing the<br />
comprehensiveness of assurances provided to the Accountable Officers, and reviewing the reliability<br />
and integrity of these assurances. Assurances draw attention to those aspects of risk management,<br />
governance and internal control that are functioning effectively and, just as importantly, those that<br />
need to be improved.<br />
Linkage to <strong>Audit</strong> <strong>Committee</strong>s in Executive Agencies and Sponsored Bodies<br />
2.3 <strong>Audit</strong> committees in <strong>Scottish</strong> <strong>Government</strong> Executive Agencies, non-ministerial Executive Agencies<br />
and bodies sponsored by the <strong>Scottish</strong> <strong>Government</strong> exist essentially to service the specific assurance<br />
needs of their Accountable Officers and Boards. However, they also have a role in providing the<br />
assurance required to underpin the Statement on Internal Control provided by the Principal Accountable<br />
Officer alongside the consolidated accounts of the <strong>Scottish</strong> <strong>Government</strong>.<br />
2.4 An audit committee in an Executive Agency or sponsored body is therefore required to notify the<br />
relevant Portfolio <strong>Audit</strong> <strong>Committee</strong> if it considers that it has identified a significant problem which<br />
may have wider implications. In non-ministerial Executive Agencies and sponsored bodies that are<br />
not included in the consolidated accounts of the <strong>Scottish</strong> <strong>Government</strong> (i.e. outwith the <strong>Scottish</strong><br />
<strong>Government</strong> accounting boundary) only relevant issues relating to the ‘sponsorship’ role need to be<br />
notified. Portfolio <strong>Audit</strong> <strong>Committee</strong>s will in turn report relevant issues to SGAC.<br />
<strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong><br />
2.5 SGAC supports the Permanent Secretary in his/her role as the Principal Accountable Officer for the<br />
<strong>Scottish</strong> Administration. In that role the Permanent Secretary appoints Accountable Officers for parts<br />
of the <strong>Scottish</strong> Administration – including Portfolio Accountable Officers – and signs the<br />
consolidated accounts of the <strong>Scottish</strong> <strong>Government</strong>. SGAC provides assurance to the Principal<br />
Accountable Officer on risk, control and governance through a process of constructive challenge<br />
and review.<br />
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Portfolio <strong>Audit</strong> <strong>Committee</strong>s<br />
2.6 The purpose of Portfolio <strong>Audit</strong> <strong>Committee</strong>s (PACs) is to support Portfolio Accountable Officers – and<br />
through them the Principal Accountable Officer – with regard to their responsibilities for issues of<br />
risk, control and governance and associated assurance through a process of constructive challenge<br />
and review. PACs report to SGAC.<br />
2.7 The Principal Accountable Officer retains Accountable Officer responsibility for the core <strong>Scottish</strong><br />
<strong>Government</strong>’s administration costs (except with regard to the Crown Office and Procurator Fiscal<br />
Service). These costs fall within the remit of the Corporate <strong>Audit</strong> <strong>Committee</strong> (which is one of the<br />
PACs). In respect of finances the other PACs are concerned only with programme costs.<br />
Administration costs are the resources consumed in providing services (e.g. staffing,<br />
accommodation, office services) while programme costs are essentially all other expenditure,<br />
including grants (i.e. support for NDPBs, local authorities, etc.).<br />
Membership<br />
2.8 The core <strong>Scottish</strong> <strong>Government</strong> audit committees must be independent and objective. In addition<br />
each member should have a good understanding of the objectives and priorities of the <strong>Scottish</strong><br />
<strong>Government</strong>/Portfolio and their role as an audit committee member. The core <strong>Scottish</strong> <strong>Government</strong><br />
audit committees must have at least three members. All members must be non-executives.<br />
Non-executives cannot be <strong>Scottish</strong> <strong>Government</strong> employees.<br />
2.9 The Chairs of PACs should also be non-executive members of relevant Boards (e.g. the Programme<br />
Board) in order to promote and maintain understanding and knowledge sharing.<br />
Skills and Training<br />
2.10 The core <strong>Scottish</strong> <strong>Government</strong> audit committees are charged with ensuring that the Principal/Portfolio<br />
Accountable Officers gain the assurance they need on risk management, governance and internal<br />
control. They need to have a range of skills and experience relevant to various aspects of risk,<br />
governance and control. Because of the importance of financial management and financial reporting,<br />
at least one member of each committee should have recent and relevant financial experience. This<br />
experience should be sufficient to allow them to engage competently with the financial<br />
management and reporting arrangements in the <strong>Scottish</strong> <strong>Government</strong>, and the associated<br />
assurances. The audit committee should identify, and agree with the Principal/Portfolio Accountable<br />
Officer, the other skills required for committee effectiveness. These identified skills should inform the<br />
choice of members of the committee. The required skills set should be periodically reviewed. A<br />
competency framework for core <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong>s is set out in Annex D.<br />
2.11 All core <strong>Scottish</strong> <strong>Government</strong> audit committee members will have training and development needs.<br />
Recently appointed members will receive induction training, either to help them understand their<br />
role, or if they have audit committee experience elsewhere, to provide relevant information about<br />
the <strong>Scottish</strong> <strong>Government</strong>/Portfolio. In particular, those joining a public sector audit committee for<br />
the first time will receive guidance about public sector standards, especially those relating to<br />
governance and accountability.
PART 2: OPERATION OF CORE SCOTTISH GOVERNMENT AUDIT COMMITTEES<br />
2.12 As the audit committee may be the only contact some members have with the <strong>Scottish</strong> <strong>Government</strong>,<br />
such members will have to make particular efforts to obtain and maintain appropriate understanding<br />
of the organisation. This is vital if they are to make a meaningful contribution to the audit<br />
committee’s business.<br />
Conflicts of Interest<br />
2.13 Normally the process for recording declarations of conflicts of interests in the core <strong>Scottish</strong> <strong>Government</strong><br />
audit committees should mirror the processes used at Strategic Board level. Each member of an audit<br />
committee should take personal responsibility to declare pro-actively any potential conflict of interest<br />
arising out of business on the committee’s agenda or from changes in the member’s personal<br />
circumstances. The Chair of the committee should then determine an appropriate course of action<br />
with the member. For example, the member might simply be asked to leave while a particular item of<br />
business is taken; or in more extreme cases the member could be asked to give up their membership.<br />
If it is the Chair who has a conflict of interest, the relevant Accountable Officer should ask another<br />
member of the committee to lead in determining the appropriate course of action. A key factor in<br />
determining the course of action will be the likely duration of the conflict of interest: a conflict likely<br />
to endure for a long time is more likely to suggest that the member should resign.<br />
Terms of Appointment<br />
2.14 The terms of appointment of members of core <strong>Scottish</strong> <strong>Government</strong> audit committees should be<br />
clearly set out at the time of appointment. A model letter of appointment to serve as members of<br />
PACs is provided at Annex E. Independent external members are not subject to the full public<br />
appointments process. Appointments may be terminated, without notice, if attendance is considered<br />
unsatisfactory.<br />
Terms of Reference<br />
2.15 The scope of an audit committee’s work should be defined in its Terms of Reference, and encompass<br />
all the assurance needs of the Principal/Portfolio Accountable Officer. The SGAC agrees its own<br />
Terms of Reference consistent with good practice principles and clears Terms of Reference for PACs.<br />
Model Terms of Reference for PACs are provided at Annex F. Some key lines of enquiry members<br />
might wish to pursue are set out at Annex G.<br />
2.16 Appendix 2 to the model Terms of Reference includes a suggested core work programme for PACs.<br />
The actual agenda and timing of meetings are, however, matters for the PAC Chairs. The work<br />
programme for the Crown Office and Procurator Fiscal Service (COPFS) PAC would, of course, have<br />
to reflect the need for it to consider matters relating to the COPFS accounts and statement on<br />
internal control.<br />
Attendance by Officials<br />
2.17 The Principal Accountable Officer should attend all meetings of the SGAC together with the <strong>Scottish</strong><br />
<strong>Government</strong>’s Head of Internal <strong>Audit</strong>, the <strong>Scottish</strong> <strong>Government</strong> Director of Finance and a<br />
representative from <strong>Audit</strong> Scotland. Portfolio Accountable Officers should attend all meetings of<br />
relevant PACs together with representatives from Internal <strong>Audit</strong> Division, <strong>Audit</strong> Scotland and<br />
Finance. Other officials should attend audit committee meetings as and when required.<br />
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Meetings<br />
2.18 SGAC and PACs must meet at least four times per year. A minimum of 2 members of the committees<br />
must be present for the meetings to be deemed quorate.<br />
Risk Management<br />
2.19 The management of risk should be assessed at every full meeting of SGAC and PACs by a detailed<br />
review of risk management arrangements in relevant areas of responsibility. In the case of PACs this<br />
will include satisfying themselves that relevant Directorates are following the risk management<br />
guidance in the SPFM.<br />
2.20 Overall assurance with regard to risk management is unlikely to be capable of expression in a single<br />
phrase, sentence or indicator because it is highly unlikely that all risk will be equally managed.<br />
Rather, the overall view may draw attention to areas where:<br />
• risk is being appropriately managed (no action needed);<br />
• risk is inadequately controlled (action needed to improve control);<br />
• risk is over controlled (resource being wasted which could be diverted to other use); and<br />
• there is lack of evidence to support a conclusion – and if this concerns areas material to the<br />
operations of the organisation more audit and/or assurance work will need to be done.<br />
Performance Management<br />
2.21 <strong>Audit</strong> committees have no responsibilities for managing and monitoring performance. They should,<br />
however, be assured that adequate performance management systems are in place across the<br />
<strong>Scottish</strong> <strong>Government</strong> and within portfolios and that they are being operated effectively.<br />
Internal <strong>Audit</strong><br />
2.22 The work of Internal <strong>Audit</strong> Division is the single most significant resource used by the core <strong>Scottish</strong><br />
<strong>Government</strong> audit committees in discharging their responsibilities. This is because the Head of<br />
Internal <strong>Audit</strong>, in accordance with the <strong>Government</strong> Internal <strong>Audit</strong> Standards, has a responsibility to<br />
offer an annual opinion on the overall adequacy and effectiveness of the <strong>Scottish</strong> <strong>Government</strong>’s risk<br />
management, control and governance processes. There is consequently a major synergy between<br />
the purpose of Internal <strong>Audit</strong> Division and the role of the core <strong>Scottish</strong> <strong>Government</strong> audit committees.<br />
2.23 The role of the SGAC in relation to Internal <strong>Audit</strong> Division should include advising the Principal<br />
Accountable Officer on:<br />
• the <strong>Audit</strong> Strategy and periodic <strong>Audit</strong> Plans, forming a view on how well they support the Head<br />
of Internal <strong>Audit</strong>’s responsibility to provide an annual opinion on the overall adequacy and<br />
effectiveness of the <strong>Scottish</strong> <strong>Government</strong>’s risk management, control and governance processes;<br />
• the results of Internal <strong>Audit</strong> Division work, and management response to issues raised by that work;<br />
• the resourcing of Internal <strong>Audit</strong> Division; and<br />
• the Terms of Reference (or equivalent) for Internal <strong>Audit</strong> Division.
PART 2: OPERATION OF CORE SCOTTISH GOVERNMENT AUDIT COMMITTEES<br />
2.24 SGAC approves the over-arching internal audit strategy and allocation of resources. Flowing from<br />
this periodic plans are drawn up and approved by each PAC. PACs will not routinely receive every<br />
Internal <strong>Audit</strong> Division report, although they will receive summary information about each. A summary<br />
of the main findings of each audit is also included in the annual Internal <strong>Audit</strong> assurance statement<br />
provided to PACs, and it is open to PAC members to ask to see any specific reports at any time. It is<br />
also crucial that the PACs are satisfied that management has in place appropriate procedures for<br />
dealing with the audit reports received. Internal <strong>Audit</strong> Division provides a report to each meeting of<br />
the various PACs on the implementation of recommendations contained within its reports. PACs<br />
have the authority to ask Internal <strong>Audit</strong> Division to undertake or revisit programmes of work.<br />
External <strong>Audit</strong><br />
2.25 Although the work of External <strong>Audit</strong> (the <strong>Audit</strong>or General for Scotland (AGS)/<strong>Audit</strong> Scotland) is<br />
primarily conducted for the benefit of the Parliament, it is still of significant benefit to the <strong>Scottish</strong><br />
<strong>Government</strong>. <strong>Audit</strong> Scotland’s work programme is decided by the AGS following consultation with<br />
stakeholders, including the <strong>Scottish</strong> <strong>Government</strong>. SGAC/PACs, however, are entitled and encouraged<br />
to raise questions about the purpose and scope of examinations and should expect <strong>Audit</strong> Scotland,<br />
on behalf of the AGS, to provide a full explanation.<br />
2.26 As well as considering the results of external audit work, the core <strong>Scottish</strong> <strong>Government</strong> audit committees<br />
should enquire about and consider <strong>Audit</strong> Scotland’s planned approach and the way in which <strong>Audit</strong><br />
Scotland is co-operating with Internal <strong>Audit</strong> Division to maximise overall audit efficiency, capture<br />
opportunities to derive a greater level of assurance and minimise unnecessary duplication of work.<br />
Finance<br />
2.27 It is not a function of core <strong>Scottish</strong> <strong>Government</strong> audit committees to manage or monitor budgets<br />
but they should be satisfied that proper systems are in place to do so.<br />
Financial Reporting<br />
2.28 Only SGAC and the PAC for the Crown Office and Procurator Fiscal Service within the core <strong>Scottish</strong><br />
<strong>Government</strong> will have a role in reviewing annual accounts in order to advise the Accountable Officer.<br />
They will not, however, be able to review the accounts in detail and in reaching a view on the<br />
accounts the following should be considered:<br />
• key accounting policies and disclosures;<br />
• assurances about the financial systems which provide the figures for the accounts;<br />
• the quality of the control arrangements over the preparation of the accounts;<br />
• key judgements made in preparing the accounts; and<br />
• any disputes arising between those responsible for preparing the accounts and the auditors.<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
2.29 Cases of actual or attempted fraud within a PAC’s area of responsibility should be reported to the<br />
committee for information and consideration. PACs should also consider, at least annually, whether<br />
or not any local arrangements – as opposed to the <strong>Scottish</strong> <strong>Government</strong> corporate arrangements –<br />
for the reporting and handling of cases of actual and suspected fraud are sufficiently robust. A report<br />
on fraud across the <strong>Scottish</strong> <strong>Government</strong> is submitted annually to SGAC, at which point the SGAC<br />
considers the approach to fraud in the <strong>Scottish</strong> <strong>Government</strong> as a whole.<br />
Assurance<br />
2.30 Core <strong>Scottish</strong> <strong>Government</strong> audit committees have a key role in the annual assurance exercise undertaken<br />
in support of the Statement on Internal Control (SIC) provided by the Principal Accountable Officer<br />
alongside the consolidated accounts of the <strong>Scottish</strong> <strong>Government</strong>. (See the <strong>Scottish</strong> <strong>Government</strong><br />
Assurance Framework at Annex H and Certificates of Assurance Map at Annex I.) PACs advise<br />
Portfolio Accountable Officers (PAOs) on the content of the PAO assurances to the Principal Accountable<br />
Officer. In doing so PACs must take into account all matters and intelligence falling within their remits,<br />
including the assurances provided by relevant Directors to PAOs.<br />
2.31 In relation to assurance core <strong>Scottish</strong> <strong>Government</strong> audit committees should constructively challenge:<br />
• assurance providers as to whether the scope of their activity meets the assurance need of the<br />
Principal/Portfolio Accountable Officer; and<br />
• the actual assurances to test that they are founded on sufficient reliable evidence and that the<br />
conclusions are reasonable in the context of the evidence.<br />
2.32 This adds to the value and usefulness of assurances by enhancing confidence in their reliability.<br />
Core <strong>Scottish</strong> <strong>Government</strong> audit committees should also be proactive in commissioning assurance<br />
work from appropriate sources if they identify any significant risk, governance and control issues which<br />
are not being subjected to sufficient review, and in seeking assurance that weaknesses identified by<br />
reviews that have been conducted are actually remedied.<br />
Self Assessment<br />
2.33 Core <strong>Scottish</strong> <strong>Government</strong> audit committees should periodically review their own effectiveness using<br />
the <strong>Audit</strong> <strong>Committee</strong> Self-Assessment Checklist adopted by SGAC and report the results of that<br />
review to the Principal/Portfolio Accountable Officer.<br />
Secretariats<br />
2.34 The secretariat function could be biased if provided by Internal <strong>Audit</strong> or Finance. The SGAC secretariat<br />
is therefore provided by the Strategy and Ministerial Support Directorate while support for PACs is<br />
supervised by the appropriate DG Co-ordination Unit or equivalent.
Communication<br />
PART 2: OPERATION OF CORE SCOTTISH GOVERNMENT AUDIT COMMITTEES<br />
2.35 Core <strong>Scottish</strong> <strong>Government</strong> audit committees should ensure that they have effective communication<br />
with the Principal/Portfolio Accountable Officer, Internal <strong>Audit</strong> Division, <strong>Audit</strong> Scotland, and other<br />
stakeholders. In addition, the role of the Chair and provision of appropriate secretariat support are<br />
important elements in achieving audit committee effectiveness. Good practice guidance on these<br />
roles is provided in Annex J and Annex K.<br />
2.36 The work of the core <strong>Scottish</strong> <strong>Government</strong> audit committees needs to be communicated appropriately<br />
if it is to be effective. After each meeting of the audit committee minutes should be prepared,<br />
highlighting advice to the relevant Accountable Officer and action points, and circulated to interested<br />
parties, including Internal <strong>Audit</strong> Division and <strong>Audit</strong> Scotland. Individual PACs should ensure that<br />
SGAC and other PACs are made aware, at the earliest opportunity, of any issues arising within its<br />
area of responsibility that may have implications for the wider <strong>Scottish</strong> <strong>Government</strong>. Minutes of<br />
SGAC meetings should be circulated to all members of the <strong>Scottish</strong> <strong>Government</strong> Strategic Board and<br />
to the chairs of PACs.<br />
Rights of Access<br />
2.37 There should be mutual rights of access among each of the Chairs of the core <strong>Scottish</strong> <strong>Government</strong><br />
audit committees, the Principal/Portfolio Accountable Officer, Internal <strong>Audit</strong> Division and <strong>Audit</strong><br />
Scotland. Whether or not that right of access is exercised, there should be an annual bilateral meeting<br />
between the Chair of each audit committee and each of these parties to ensure that there is a clear<br />
understanding of expectations and mutual understanding of current issues.<br />
Annual Reports<br />
2.38 The SGAC should provide an annual report to the Principal Accountable Officer, timed to support<br />
preparation of the Statement on Internal Control. This internal report needs to be open and honest<br />
in presenting SGAC’s views if it is to be of real benefit to the Principal Accountable Officer.<br />
2.39 The annual report should summarise the SGAC’s work for the year past, and present its opinion about:<br />
• the comprehensiveness of assurances in meeting the Principal Accountable Officer’s needs;<br />
• the reliability and integrity of these assurances;<br />
• whether the assurance available is sufficient to support the Principal Accountable Officer in his/her<br />
decision taking and accountability obligations;<br />
• the implication of these assurances for the overall management of risk;<br />
• any issues the SGAC considers pertinent to the Statement on Internal Control provided alongside<br />
the <strong>Scottish</strong> <strong>Government</strong> consolidated accounts and any long term issues the committee thinks<br />
the Principal Accountable Officer should give attention to;<br />
• financial reporting for the year;<br />
• the quality of both Internal and External <strong>Audit</strong> and their approach to their responsibilities; and<br />
• the SGAC’s view of its own effectiveness, including advice on ways in which it considers it needs<br />
to be strengthened or developed.<br />
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2.40 PACs should submit an annual report to the SGAC in a format and to a timetable determined by the<br />
SGAC giving an assurance that the PAC is operating in accordance with SPFM guidance (and the<br />
<strong>Audit</strong> <strong>Committee</strong> <strong>Handbook</strong>) and drawing the SGAC’s attention to issues that may fall within its<br />
remit, e.g. those arising within the PAC area of responsibility which may have wider implications.<br />
This report should include any significant problems notified to the PAC by the audit committees of<br />
relevant Executive Agencies or sponsored bodies within their area of responsibility that may have<br />
wider implications. PAC secretariats should therefore ensure that the audit committees of relevant<br />
Executive Agencies and sponsored bodies are reminded of their responsibilities in this respect and,<br />
where appropriate, should be in a position to provide a nil return. A shell annual report from PACs to<br />
SGAC is at Annex L.
ANNEX A: FACETS OF ACCOUNTABILITY AND GOVERNANCE WITHIN THE SCOTTISH GOVERNMENT<br />
ANNEX A:<br />
FACETS OF ACCOUNTABILITY AND GOVERNANCE<br />
IN THE SCOTTISH GOVERNMENT<br />
PARLIAMENTARY FACING: ACCOUNTABILITIES<br />
– External<br />
– Statute driven<br />
Accountable Officers for parts of<br />
the <strong>Scottish</strong> Administration<br />
Principal Accountable Officer<br />
Accountable Officers for<br />
Other Public Bodies<br />
The Principal Accountable Officer designates AOs then each AO has the duty of obtaining written<br />
authority (unfettered)<br />
AO designation has to be for defined ‘parts’ of the administration<br />
It is for Ministers to decide priorities for the use of resources<br />
Parliament approves the budget for <strong>Scottish</strong> Ministers – so there is an expectation of a read across to<br />
portfolios for any sub-division of the total budget<br />
INTERNAL: INDIVIDUAL RESPONSIBILITIES<br />
– Corporate Governance driven (Codes of Good Practice)<br />
– delegations<br />
– authority to act/spend<br />
– line management as the vehicle (traditionally)<br />
– different arrangements for programme and administration budgets<br />
INTERNAL: BOARDS AND COMMITTEES<br />
– Corporate Governance Driven<br />
Defined<br />
– Membership; role of non-executives<br />
– Authority<br />
– Decision-making<br />
– Reporting requirements<br />
– Assurance landscape alongside<br />
Line Managers SGAC<br />
X X X<br />
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ANNEX B:<br />
MAP OF ACCOUNTABILITY IN THE<br />
SCOTTISH GOVERNMENT<br />
<strong>Scottish</strong> Ministers<br />
<strong>Scottish</strong> Parliament<br />
Principal<br />
Accountable Officer<br />
(Permanent Secretary)<br />
Portfolio<br />
Accountable<br />
Officers<br />
Executive Agency Accountable<br />
Officers<br />
External Reporting/Accounts<br />
SGAC<br />
Portfolio <strong>Audit</strong><br />
<strong>Committee</strong>s<br />
Executive Agency<br />
<strong>Audit</strong> <strong>Committee</strong>s<br />
Accountable Officers in Arm’s-Length Bodies<br />
(appointed by the Principal<br />
Accountable Officer)<br />
Key:<br />
Accountability Flow<br />
External Reporting/Accounts<br />
Internal Reporting<br />
Scrutiny and Challenge<br />
Information Flow<br />
<strong>Audit</strong> <strong>Committee</strong>s in<br />
Arm’s-Length Bodies<br />
The <strong>Scottish</strong> <strong>Government</strong> (SG) consolidated accounts reflect the consolidated assets and liabilities and the<br />
results of all entities within the SG ‘departmental’ accounting boundary: Cabinet Portfolios, SG Executive<br />
Agencies, the Crown Office and Procurator Fiscal Service and Health Bodies. The departmental accounting<br />
boundary is the term used within the HM Treasury produced <strong>Government</strong> Financial Reporting Manual (FReM)<br />
and in this case refers to the SG and its consolidated bodies. The Crown Office and Procurator Fiscal Service,<br />
SG Executive Agencies and individual Health Bodies also produce and publish their own annual accounts.<br />
The SG sponsors of a number of arm’s-length bodies, including executive, advisory and tribunal<br />
non-departmental public bodies, that do not fall within its accounting boundary. They produce and publish<br />
their own annual accounts where appropriate. Non-ministerial Executive Agencies are also outwith the SG<br />
accounting boundary.
Systems and frameworks which direct and control the <strong>Scottish</strong> <strong>Government</strong><br />
� Accountability<br />
Principal Accountable Officer<br />
Accountable Officers<br />
Ministers/<strong>Scottish</strong> Parliament<br />
<strong>Audit</strong> <strong>Committee</strong>s<br />
Control and Assurance<br />
Systems of internal control<br />
Arrangements for prevention and detection of fraud<br />
Risk management<br />
Planning, monitoring and reporting arrangements<br />
Monitoring and reporting of overall financial position<br />
Performance management<br />
Behaviour<br />
Standards of conduct, integrity and openness<br />
Taking stock<br />
ANNEX C: SCOTTISH GOVERNMENT CORPORATE GOVERNANCE FRAMEWORK<br />
ANNEX C:<br />
SCOTTISH GOVERNMENT CORPORATE<br />
GOVERNANCE FRAMEWORK<br />
Best Value – continuous improvement culture<br />
Effective leadership and strategy<br />
Corporate Governance<br />
�<br />
�<br />
<strong>Scottish</strong> Ministers<br />
Decision Making<br />
Corporate Leadership Team<br />
DGs/Directorates<br />
Line Managers<br />
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ANNEX D:<br />
CORE SCOTTISH GOVERNMENT AUDIT<br />
COMMITTEE COMPETENCY FRAMEWORK<br />
All members of the audit committee should have, or acquire as soon as possible after appointment:<br />
• understanding of the objectives of the <strong>Scottish</strong> <strong>Government</strong>/Portfolio and current significant issues;<br />
• understanding of the <strong>Scottish</strong> <strong>Government</strong>’s culture;<br />
• understanding of any relevant legislation or other rules governing the <strong>Scottish</strong> <strong>Government</strong>;<br />
• broad understanding of the government environment, particularly accountability structures and current<br />
major initiatives.<br />
The audit committee should corporately possess:<br />
• knowledge/skills/experience (as appropriate and required) in:<br />
– financial management;<br />
– accounting;<br />
– risk management;<br />
– audit;<br />
– technical or specialist issues pertinent to the core <strong>Scottish</strong> <strong>Government</strong>’s business.<br />
• relevant management experience;<br />
• understanding of the wider relevant environments in which the <strong>Scottish</strong> <strong>Government</strong> operates; and<br />
• detailed understanding of the government environment and accountability structures.
ANNEX E: MODEL LETTER OF APPOINTMENT TO SERVE AS A MEMBER OF A PORTFOLIO AUDIT COMMITTEE<br />
ANNEX E:<br />
MODEL LETTER OF APPOINTMENT TO SERVE AS<br />
A MEMBER OF A PORTFOLIO AUDIT COMMITTEE<br />
APPOINTMENT AND PURPOSE<br />
You are hereby appointed as a member of the [name] <strong>Audit</strong> <strong>Committee</strong> within the core <strong>Scottish</strong> <strong>Government</strong>.<br />
As a member of the audit committee you are accountable to the [name] Portfolio Accountable Officer<br />
through the Chair of the <strong>Committee</strong>. Your appointment is for (number) years from (date). This appointment<br />
mayberenewed(number) times (by mutual agreement) after the duration of this appointment.<br />
The audit committee reports to the <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong> and the purpose of the audit<br />
committee is to:<br />
• review the comprehensiveness of assurances in meeting the assurance needs of the Portfolio<br />
Accountable Officer;<br />
• review the reliability and integrity of these assurances; and<br />
• advise the Portfolio Accountable Officer about how well assurances consequently support him/her in<br />
decision taking and in discharging his/her accountability obligations.<br />
A copy of the audit committee’s Terms of Reference is enclosed. The <strong>Committee</strong> is chaired by (name) and<br />
the other members are (names). [It is recommended that new members be provided with a list of contact<br />
details]<br />
SUPPORT AND TRAINING<br />
The Secretary of the audit committee is (name/contact details) and he/she will shortly be in touch with you<br />
to discuss and arrange appropriate induction training.<br />
To help you understand the governance arrangements and the role of audit committees in government,<br />
you should read the <strong>Audit</strong> <strong>Committee</strong> <strong>Handbook</strong>: Guidance for audit committee members in the core<br />
<strong>Scottish</strong> <strong>Government</strong>.<br />
COMMITMENT AND REMUNERATION<br />
The audit committee meets at least four times each year, but additional meetings may be required from<br />
time to time. You will also be expected to undertake appropriate training and activities designed to keep<br />
you in touch with the <strong>Scottish</strong> <strong>Government</strong>/Portfolio’s activities and priorities. Your remuneration will be<br />
(include details of daily rate and procedures for claims and payment). All monies paid in connection with<br />
this appointment are taxable and it is your responsibility to make appropriate arrangements in respect of<br />
income tax.<br />
EXPENSES AND SUBSISTENCE<br />
Travel and subsistence costs will be paid in accordance with the <strong>Scottish</strong> <strong>Government</strong>’s standard<br />
arrangements. A copy of the current rates and conditions is enclosed for your information.<br />
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You are entitled to claim the following expenses and subsistence:<br />
• travel expenses to and from home to the meeting venue;<br />
• travel and subsistence expenses incurred as part of the work of the committee away from the normal<br />
venue; and<br />
• dependant care costs.<br />
You would be entitled to travel first class by rail and business class by air. Any further clarification on<br />
<strong>Scottish</strong> <strong>Government</strong> arrangements should be sought via the Secretary of the audit committee. As a rule of<br />
thumb the aim is to use the most efficient and economic means of travel, taking into account<br />
sustainability, subsistence costs and savings in time.<br />
CONFLICTS OF INTEREST<br />
Any potential conflict of interest for you in your audit committee role, including any arising from a change<br />
in personal circumstances during your period of appointment, must be declared to the Chair of the audit<br />
committee.<br />
APPRAISAL<br />
As a member of the audit committee you will be subject to appraisal by the audit committee Chair (include<br />
brief details of the appraisal process).<br />
CONDUCT<br />
You are expected to conduct yourself in accordance with the principles of the Civil Service Code and the<br />
Seven Principles of Public Life identified by the <strong>Committee</strong> on Standards in Public Life. Copies of the Civil<br />
Service Code and the Seven Principles of Public Life are enclosed.<br />
LIABILITY<br />
Under the terms of the <strong>Scottish</strong> Public Finance Manual issued by the <strong>Scottish</strong> Ministers individual non-executive<br />
members of public bodies, including non-executive members of committees, who have acted honestly and<br />
in good faith do not have to meet out of their own personal resources any personal civil liability which is<br />
incurred in the execution or purported execution of their board or committee functions, save where the<br />
person has acted recklessly.<br />
TERMINATION<br />
If you choose to resign from this appointment you will be expected to give (number) months notice, unless<br />
your circumstances have changed in a way that make it appropriate for you to resign immediately. If your<br />
performance as an audit committee member is decided to be unacceptable (see appraisal) or if your conduct<br />
(including conflicts of interests) is unacceptable your appointment may be terminated by the Portfolio<br />
Accountable Officer.
ANNEX F: MODEL TERMS OF REFERENCE FOR PORTFOLIO AUDIT COMMITTEES<br />
ANNEX F:<br />
MODEL TERMS OF REFERENCE FOR PORTFOLIO<br />
AUDIT COMMITTEES<br />
TERMS OF REFERENCE FOR [NAME OF PORTFOLIO] AUDIT COMMITTEE<br />
An <strong>Audit</strong> <strong>Committee</strong> has been established to support the Portfolio Accountable Officer[s]<br />
(PAO) in his/her/their responsibilities for issues of risk, control and governance over the<br />
[programme]/[administration] budget for [name of Portfolio]. This includes reviewing the<br />
comprehensiveness of assurances in meeting the PAO’s assurance needs and reviewing the<br />
reliability and integrity of these assurances. In formal terms, the <strong>Audit</strong> <strong>Committee</strong> reports<br />
annually to the overarching <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong> (SGAC).<br />
Membership<br />
The <strong>Audit</strong> <strong>Committee</strong> will comprise three [or more] non-executive members, one of whom shall serve as<br />
the chair. Details of the current members including the chair are shown in Appendix 1.<br />
• The <strong>Audit</strong> <strong>Committee</strong> will be provided with a secretarial support service by (XXXXXX).<br />
Meetings<br />
• The <strong>Audit</strong> <strong>Committee</strong> will meet at least four times a year. The Chair of the <strong>Audit</strong> <strong>Committee</strong> may<br />
convene additional meetings as he/she deems necessary.<br />
• The PAO may also ask the <strong>Audit</strong> <strong>Committee</strong> to convene further meetings to discuss particular issues<br />
on which he/she/they want the <strong>Audit</strong> <strong>Committee</strong>’s advice.<br />
A minimum of two members of the <strong>Audit</strong> <strong>Committee</strong> will be present for the meetings to be deemed<br />
quorate. In the absence of the Chairperson, one of the other non-executive members will assume that<br />
role for the duration of the meeting.<br />
• The Chair of SGAC should be advised of any member who fails to attend two consecutive meetings.<br />
• <strong>Audit</strong> <strong>Committee</strong> meetings will normally be attended by the PAO and representatives from Internal<br />
<strong>Audit</strong> Division, <strong>Audit</strong> Scotland and Finance.<br />
• The <strong>Audit</strong> <strong>Committee</strong> may ask any other officials to attend to assist it with its discussions on any<br />
particular matter.<br />
• The <strong>Audit</strong> <strong>Committee</strong> may ask any or all of those who normally attend but who are not members to<br />
withdraw to facilitate open and frank discussion of particular matters.<br />
• Papers for <strong>Audit</strong> <strong>Committee</strong> meetings should be circulated to members at least one week prior to<br />
the meeting date.<br />
• A core work programme is attached at Appendix 2.<br />
• An Action Point Tracker will be maintained to monitor progress on key issues raised at meetings.<br />
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Access<br />
• Internal <strong>Audit</strong> Division and <strong>Audit</strong> Scotland will have free and confidential access to the Chair of the<br />
committee and vice versa (it is expected, however, that exercise of this right would be on an exceptional<br />
basis).<br />
Reporting<br />
• The <strong>Audit</strong> <strong>Committee</strong> will formally report back to the PAO after each meeting – providing a copy of<br />
minutes of the meeting may form the basis of the report.<br />
• The <strong>Audit</strong> <strong>Committee</strong> will also provide SGAC with an Annual Report, in a format agreed by SGAC and in<br />
advance of the SGAC meeting timed to review the <strong>Scottish</strong> <strong>Government</strong> consolidated accounts and<br />
associated Statement on Internal Control (SIC).<br />
Responsibilities<br />
The <strong>Audit</strong> <strong>Committee</strong> will advise the PAO on:<br />
• the strategic processes for risk, control and governance<br />
• the planned activity and results of both internal and external audit<br />
• the adequacy of management response to issues identified by audit activity or by Parliamentary<br />
<strong>Committee</strong>s where they affect the portfolio’s overall performance<br />
• assurances relating to the corporate governance requirements for the portfolio, e.g. Certificates of<br />
Assurance and issues relating to the Permanent Secretary’s signing of the SIC.<br />
Information Requirements<br />
To achieve the above, for each meeting the <strong>Audit</strong> <strong>Committee</strong> will normally be provided with:<br />
• a report on the [Portfolio] performance relating to risk management, including a summary of any key<br />
changes to the risk register<br />
• a progress report from Internal <strong>Audit</strong> Division detailing, as appropriate:<br />
– work performed<br />
– key issues emerging from internal audit work<br />
– management responses to audit recommendations<br />
– progress on the implementation of agreed recommendations<br />
– the current internal audit plan including proposed changes<br />
– any issues affecting the delivery of internal audit objectives<br />
• a progress report from <strong>Audit</strong> Scotland summarising work done and emerging findings.<br />
As and when appropriate, the <strong>Committee</strong> may also be provided with:<br />
• The Terms of Reference of Internal <strong>Audit</strong> Division agreed by SGAC<br />
• The Internal <strong>Audit</strong> Strategy agreed with SGAC<br />
• Internal <strong>Audit</strong> Division’s annual assurance and report for the [Portfolio]
• Directors’ Certificates of Assurance<br />
• the PAO’s draft Certificate of Assurance<br />
• A report on relevant matters from Finance<br />
ANNEX F: MODEL TERMS OF REFERENCE FOR PORTFOLIO AUDIT COMMITTEES<br />
• A report on Business Performance Management Reports and any relevant outputs or assurances from<br />
other review bodies or activities, including relevant Gateway reviews<br />
• The major findings of relevant Parliamentary <strong>Committee</strong> reports<br />
• Any appropriate relevant information from the draft accounts as they relate to the [Portfolio]<br />
• <strong>Audit</strong> Scotland plans, and any relevant management letters and performance audit reports<br />
• Notifications from relevant Executive Agency and sponsored body <strong>Audit</strong> <strong>Committee</strong>s of significant<br />
issues that are considered to be of wider interest<br />
• Any relevant reports on fraud within the [Portfolio] or relevant Executive Agencies and sponsored<br />
bodies<br />
• Any report on co-operation between internal and external audit<br />
• Copies of any external quality assurance reports on the internal audit function.<br />
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APPENDIX 1:<br />
CURRENT MEMBERSHIP OF THE [PORTFOLIO]<br />
AUDIT COMMITTEE<br />
– Name 1 (period of appointment: dd mm yyyy – dd mm yyyy)<br />
– Name 2 (period of appointment: dd mm yyyy – dd mm yyyy)<br />
– Name 3 (period of appointment: dd mm yyyy – dd mm yyyy)<br />
• The <strong>Audit</strong> <strong>Committee</strong> is chaired by (Name 1 above)
APPENDIX 2: SUGGESTED CORE ANNUAL PROGRAMME OF BUSINESS FOR PORTFOLIO AUDIT COMMITTEES<br />
APPENDIX 2:<br />
SUGGESTED CORE ANNUAL PROGRAMME OF<br />
BUSINESS FOR PORTFOLIO AUDIT COMMITTEES<br />
Spring Meeting<br />
• Review performance relating to risk management<br />
• Review the Internal <strong>Audit</strong> periodic work plan for the coming financial year<br />
• Consider <strong>Audit</strong> Scotland plans for the coming financial year<br />
• Consider any reports from Internal <strong>Audit</strong> and management responses<br />
• Consider any reports from <strong>Audit</strong> Scotland [and management response to/implementation of<br />
recommendations]<br />
• Consider a report from Finance, including relevant information about financial performance and<br />
achievement of financial targets<br />
• Consider any <strong>Scottish</strong> Parliament <strong>Audit</strong> <strong>Committee</strong> issues, e.g. reports and formal responses,<br />
management responses to requests for information<br />
Summer Meeting<br />
• Review performance relating to risk management<br />
• Consider (emerging) External <strong>Audit</strong> opinion for the financial year just finished<br />
• Consider Internal <strong>Audit</strong> opinion for the financial year just finished<br />
• Consider an annual report on fraud within the portfolio directorates, relevant Executive Agencies and<br />
sponsored bodies<br />
• Review certificates of assurance provided by portfolio directors and advise the Accountable Officer on<br />
the terms of his/her assurance to the Permanent Secretary*<br />
• Consider any reports from Internal <strong>Audit</strong> and management responses<br />
• Consider any reports from <strong>Audit</strong> Scotland [and management response to/implementation of<br />
recommendations]<br />
• Consider a report from Finance, including relevant information about financial performance and<br />
achievement of financial targets<br />
• Consider any <strong>Scottish</strong> Parliament <strong>Audit</strong> <strong>Committee</strong> issues e.g. reports and formal responses,<br />
management responses to requests for information<br />
• *Consider an annual report to the <strong>Scottish</strong> <strong>Government</strong> <strong>Audit</strong> <strong>Committee</strong><br />
*These agenda items must be completed in sufficient time to meet the timetable for the preparation of the <strong>Scottish</strong><br />
<strong>Government</strong>’s consolidated accounts.<br />
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Autumn Meeting<br />
• Review performance relating to risk management<br />
• Review the performance management arrangements adopted within the portfolio including, where<br />
appropriate, the timetable for reviewing such arrangements<br />
• Consider any reports from Internal <strong>Audit</strong> and management responses<br />
• Consider any reports from <strong>Audit</strong> Scotland [and management response to/implementation of<br />
recommendations]<br />
• Consider a report from Finance, including relevant information about financial performance and<br />
achievement of financial targets<br />
• Consider any <strong>Scottish</strong> Parliament <strong>Audit</strong> <strong>Committee</strong> issues, e.g. reports and formal responses,<br />
management responses to requests for information<br />
Winter Meeting<br />
• Review performance relating to risk management<br />
• Consider the <strong>Audit</strong> Scotland portfolio report/management letter for the previous year and the<br />
management response<br />
• Consider whether or not any local arrangements – as opposed to the <strong>Scottish</strong> <strong>Government</strong> corporate<br />
arrangements – for the reporting and handling of cases of actual and suspected fraud are sufficiently<br />
robust<br />
• Consider any reports from Internal <strong>Audit</strong> and management responses<br />
• Consider any reports from <strong>Audit</strong> Scotland [and management response to/implementation of<br />
recommendations]<br />
• Consider a report from Finance, including relevant information about financial performance and<br />
achievement of financial targets<br />
• Consider any <strong>Scottish</strong> Parliament <strong>Audit</strong> <strong>Committee</strong> issues, e.g. reports and formal responses,<br />
management responses to requests for information<br />
• Consider the <strong>Committee</strong>’s own effectiveness in its work<br />
• Review the <strong>Committee</strong>’s Terms of Reference
ANNEX G: KEY LINES OF ENQUIRY FOR AN AUDIT COMMITTEE<br />
ANNEX G:<br />
KEY LINES OF ENQUIRY FOR AN AUDIT COMMITTEE<br />
This list of questions is not intended to be exhaustive or restrictive nor should it be treated as a<br />
tick list substituting for detailed consideration of the issues it raises. Rather it is intended to act as<br />
a ‘prompt’ to help audit committees ensure that their work is comprehensive.<br />
On the strategic processes for risk, control and governance, how do we know:<br />
• that the risk management culture is appropriate?<br />
• that there is a comprehensive process for identifying and evaluating risk, and for deciding what levels of<br />
risk are tolerable?<br />
• that the risk register(s) reflect the risks facing the core <strong>Scottish</strong> <strong>Government</strong>/Portfolio?<br />
• that appropriate ownership of risk in place?<br />
• that management has an appropriate view of how effective internal control is?<br />
• that risk management is carried out in a way that really benefits the core <strong>Scottish</strong> <strong>Government</strong>/Portfolio<br />
or is it treated as a box ticking exercise?<br />
• that the core <strong>Scottish</strong> <strong>Government</strong>/Portfolio as a whole and parts thereof are aware of the importance<br />
of risk management and of the core <strong>Scottish</strong> <strong>Government</strong>’s/Portfolio’s risk priorities?<br />
• that the system of internal control will provide indicators of things going wrong?<br />
• that the annual Statement on Internal Control/certificates of assurance is/are meaningful, and what<br />
evidence underpins it/them?<br />
• that the SIC/certificates of assurance appropriately disclose(s) action to deal with material problems?<br />
• that the core <strong>Scottish</strong> <strong>Government</strong>/Portfolio is appropriately considering the results of the effectiveness<br />
review underpinning the SIC/assurances?<br />
On risk management processes, how do we know:<br />
• how senior management and Ministers support and promote risk management?<br />
• how well people are equipped and supported to manage risk well?<br />
• that there is a clear risk strategy and policies?<br />
• that there are effective arrangements for managing risks with partners?<br />
• that the <strong>Scottish</strong> <strong>Government</strong>’s/Portfolio’s processes incorporate effective risk management?<br />
• if risks are handled well?<br />
• if risk management contributes to achieving outcomes?<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
On the planned activity and results of both internal and external audit, how do we know:<br />
• that the Internal <strong>Audit</strong> strategy is appropriate for delivery of a positive reasonable assurance on the<br />
whole of risk, control and governance? [SGAC]<br />
• that the periodic audit plan will achieve the objectives of the Internal <strong>Audit</strong> strategy, and in particular is<br />
it adequate to facilitate a positive, reasonable assurance?<br />
• that Internal <strong>Audit</strong> has appropriate resources, including skills, to deliver its objectives?<br />
• that Internal <strong>Audit</strong> recommendations that have been agreed by management are actually<br />
implemented?<br />
• that any issues arising from line management not accepting Internal <strong>Audit</strong> recommendations are<br />
appropriately escalated for consideration?<br />
• that the quality of Internal <strong>Audit</strong> work is adequate?<br />
• that there is appropriate co-operation between the internal and external auditors?<br />
On the accounting policies and the accounts of the <strong>Scottish</strong> <strong>Government</strong>, how do we know:<br />
• that the accounting policies in place comply with relevant requirements, particularly the Financial<br />
Reporting Manual? [SGAC and COPFS]<br />
• there has been due process in preparing the accounts and annual report and is that process robust?<br />
[SGAC and COPFS]<br />
• that the accounts and annual report have been subjected to sufficient review by management and by<br />
the Accountable Officer? [SGAC and COPFS]<br />
• that when new or novel accounting issues arise, appropriate advice on accounting treatment is gained?<br />
[SGAC and COPFS]<br />
• that there is an appropriate anti-fraud policy in place and losses are suitably recorded?<br />
• that suitable processes are in place to ensure accurate financial records are kept?<br />
• that suitable processes are in place to ensure fraud is guarded against and regularity and propriety is<br />
achieved?<br />
• that financial control, including the structure of delegations, enables the <strong>Scottish</strong> <strong>Government</strong>/Portfolio<br />
to achieve its objectives with good value for money?<br />
• if there are any issues likely to lead to qualification of the accounts?<br />
• if the accounts have been qualified, that appropriate action is being taken to deal with the reason for<br />
qualification? [SGAC and COPFS]<br />
• that issues raised by <strong>Audit</strong> Scotland/the <strong>Audit</strong>or General for Scotland are given appropriate attention?<br />
On the adequacy of management response to issues identified by audit activity, how do we know:<br />
• that the implementation of recommendations is monitored and followed up?<br />
• that there are suitable resolution procedures in place for cases when management reject audit<br />
recommendations which the auditors stand by as being important?
ANNEX G: KEY LINES OF ENQUIRY FOR AN AUDIT COMMITTEE<br />
On assurances relating to the corporate governance requirements for the organisation, how do<br />
we know:<br />
• that the range of assurances available is sufficient to facilitate the drafting of a meaningful Statement<br />
on Internal Control?<br />
• that those producing assurances understand fully the scope of the assurance they are being asked to<br />
provide, and the purpose to which it will be put?<br />
• what mechanisms are in place to ensure that assurances are reliable?<br />
• that assurances are ‘positively’ stated (i.e. premised on sufficient relevant evidence to support them)?<br />
• that the assurances draw appropriate attention to material weaknesses or losses which should be<br />
addressed?<br />
• that the Statement on Internal Control realistically reflects the assurances on which it is premised?<br />
[SGAC and COPFS]<br />
On the work of the audit committee itself, how do we know:<br />
• that we are being effective in achieving our terms of reference and adding value to corporate<br />
governance and control systems of the core <strong>Scottish</strong> <strong>Government</strong>?<br />
• that we have the appropriate skills mix?<br />
• that we have an appropriate level of understanding of the purpose and work of the <strong>Scottish</strong><br />
<strong>Government</strong>/Portfolio?<br />
• that we have sufficient time to give proper consideration to our business?<br />
• that our individual members are avoiding any conflict of interest?<br />
• what impact we are having on the core <strong>Scottish</strong> <strong>Government</strong>?<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
ANNEX H:<br />
SCOTTISH GOVERNMENT ASSURANCE<br />
FRAMEWORK<br />
Statement on Internal<br />
Business Activities Assurance Activities<br />
Control (SIC)<br />
Control Framework<br />
•Organisational<br />
Structure<br />
•Decision Making Process<br />
•Delegated Authority<br />
Statements<br />
•Behaviour and Values<br />
•Business Planning<br />
•Prevention and<br />
Detection of Fraud<br />
Routine Management<br />
Reporting<br />
•PB/Strategic Board<br />
Reports<br />
•Performance<br />
Management<br />
•Overall Financial<br />
Position<br />
•Benchmarking<br />
Risk Management<br />
•Risk Framework<br />
•Risk Registers<br />
Principal Accountable<br />
Officer (PAO)<br />
Signs SIC<br />
<strong>Scottish</strong> <strong>Government</strong><br />
<strong>Audit</strong> <strong>Committee</strong><br />
(SGAC)<br />
•Facilitates co-ordination<br />
and provides assurance<br />
from across the <strong>Scottish</strong><br />
<strong>Government</strong> to PAO<br />
•Considers adequacy of<br />
overarching audit<br />
strategy and other SIC<br />
arrangements<br />
•Approves Internal <strong>Audit</strong><br />
Strategy and resources<br />
Portfolio <strong>Audit</strong><br />
<strong>Committee</strong>s (PAC)<br />
•Considers adequacy of<br />
audit and other<br />
assurance arrangements<br />
for each portfolio in<br />
support of the individual<br />
AOs appointed by PAO<br />
Primary Certification<br />
•DG Certificates of Assurance<br />
and Agency SICs<br />
Internal Assurance<br />
•<strong>Audit</strong> Strategy<br />
•Internal <strong>Audit</strong><br />
•Finance Director’s Annual<br />
Report<br />
•Security Annual Report<br />
•Annual Report on Fraud<br />
External Assurance<br />
•<strong>Audit</strong> Scotland<br />
•Non-Executive Directors<br />
•Directorate Certificates of<br />
Assurance<br />
•NDPB SIC<br />
Internal <strong>Audit</strong> Portfolio Plans<br />
and Summary Reports
SGAC<br />
ANNEX I: SCOTTISH GOVERNMENT CERTIFICATES OF ASSURANCE MAP<br />
ANNEX I:<br />
SCOTTISH GOVERNMENT CERTIFICATES OF<br />
ASSURANCE MAP<br />
Finance Group<br />
•Co-ordination and<br />
qualitative assessment<br />
Principal Accountable<br />
Officer<br />
Portfolio Accountable<br />
Officer<br />
•Certificate of Assurance<br />
Directors<br />
•Certificate of Assurance<br />
•Finance Director’s<br />
Certificate of Assurance<br />
•CopyofCofAfromany<br />
other relevant sources<br />
Deputy Directors<br />
•Certificate of Assurance<br />
•Certificate of Assurance<br />
Checklist<br />
Executive Agency<br />
Shared Services<br />
•Finance Assurance<br />
•HR Assurance<br />
NDPB Accountable Officer<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
ANNEX J:<br />
THE ROLE OF THE CHAIR IN CORE SCOTTISH<br />
GOVERNMENT AUDIT COMMITTEES: GOOD PRACTICE<br />
Exactly how a particular Chair manages a core <strong>Scottish</strong> <strong>Government</strong> audit committee will vary depending<br />
on the character of the individual and the needs of the committee. Key activities beyond committee<br />
meetings should include the following:<br />
Agenda Setting<br />
Before each meeting the Chair and the committee secretary should meet to discuss and agree the business<br />
for the meeting. The Chair should take ownership of, and have final say in, the decisions about what<br />
business will be pursued at any particular meeting.<br />
Communication<br />
• The Chair should ensure that after each meeting appropriate reports are prepared from the audit<br />
committee to the Principal/Portfolio Accountable Officer.<br />
• The Chair should ensure that the audit committee provides a suitable annual report to the Principal<br />
Accountable Officer – or SGAC in respect of PACs.<br />
• The Chair should have bilateral meetings at least annually with the Principal/Portfolio Accountable<br />
Officer and representatives from Internal <strong>Audit</strong> Division and <strong>Audit</strong> Scotland.<br />
• The Chair should meet any people newly appointed to these positions as soon as practicable after their<br />
appointment.<br />
• The Chair should ensure that all <strong>Committee</strong> members have an appropriate programme of interface with<br />
the organisation and its activities to help them understand the <strong>Scottish</strong> <strong>Government</strong>/Portfolio, its<br />
objectives, business needs and priorities.<br />
Monitoring Actions<br />
• The Chair should ensure that there is an appropriate process between meetings for action points arising<br />
from committee business to be appropriately pursued.<br />
• The Chair should ensure that members who have missed a meeting are appropriately briefed on the<br />
business conducted in their absence. Chairs may choose to rely on the secretariat to take these actions.<br />
Appraisal<br />
• The Chair should take the lead in ensuring that committee members are provided with appropriate annual<br />
appraisal of their performance as a committee member and that training needs are identified and<br />
addressed. The Chair should seek appraisal of their own performance from the Principal/Portfolio<br />
Accountable Officer.<br />
• The Chair should ensure that there is a periodic review of the overall effectiveness of the audit committee<br />
and of its Terms of Reference.
ANNEX J: THE ROLE OF THE CHAIR IN CORE SCOTTISH GOVERNMENT AUDIT COMMITTEES: GOOD PRACTICE<br />
Appointments<br />
The Chair should be involved in the appointment of new committee members, including providing advice<br />
on the skills and experience being sought by the committee.<br />
Resources<br />
The Chair is responsible for ensuring that the work of the audit committee is appropriately resourced.<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
ANNEX K:<br />
COMMITTEE SUPPORT: GOOD PRACTICE<br />
A good secretariat function is more than a secretarial function. The secretariat should be able to support<br />
the Chair of the committee in identifying business to be taken, and the relevant priorities of the business.<br />
The Chair of the committee and the secretariat should agree procedures for commissioning briefing to<br />
accompany business items on the committee’s agenda and timetables for the issue of meeting notices,<br />
agendas, and minutes. The Chair of the committee should always review and approve minutes of meetings<br />
before they are circulated.<br />
The specific responsibilities of the audit committee secretariat should include:<br />
• meeting with the Chair of the committee to prepare agendas for meetings;<br />
• commissioning papers as necessary to support agenda items;<br />
• circulating meeting documents in good time before each meeting;<br />
• arranging for executives to be available as necessary to discuss specific agenda items with the committee<br />
during meetings;<br />
• keeping a record of meetings and providing draft minutes for the Chair’s approval;<br />
• ensuring action points are being taken forward between meetings;<br />
• supporting the Chair in the preparation of audit committee reports – either to the Principal Accountable<br />
Officer or to SGAC;<br />
• arranging the Chair’s bilateral meetings with the Principal/Portfolio Accountable Officer and designated<br />
representatives of Internal <strong>Audit</strong> Division and <strong>Audit</strong> Scotland;<br />
• keeping the Chair and members in touch with developments and relevant background information<br />
about developments in the core <strong>Scottish</strong> <strong>Government</strong>;<br />
• maintaining a record of when members’ terms of appointment are due for renewal or termination;<br />
• ensuring that appropriate appointment processes are initiated when required;<br />
• ensuring that new members receive appropriate induction training, and that all members are supported<br />
in identifying and participating in ongoing training; and<br />
• managing budgets allocated to the audit committee.<br />
When the audit committee decides to meet privately, the Chair should decide whether the secretariat members<br />
should also withdraw. If so, the Chair should ensure that an adequate note of proceedings is kept to support<br />
the committee’s conclusions and advice.
ANNEX L: SHELL ANNUAL REPORT FROM PORTFOLIO AUDIT COMMITTEES TO SGAC<br />
ANNEX L:<br />
SHELL ANNUAL REPORT FROM PORTFOLIO<br />
AUDIT COMMITTEES TO SGAC<br />
[XXXX] PORTFOLIO AUDIT COMMITTEE (PAC) ANNUAL REPORT TO THE SCOTTISH GOVERNMENT AUDIT<br />
COMMITTEE (SGAC): 20XX-20XX<br />
The membership of the [XXXX] PAC, including vacancies, is currently as follows:<br />
The PAC is chaired by [XXXXX].<br />
The relevant Portfolio Accountable Officer(s) attended [all/number] meetings of the PAC and/or was/were<br />
provided with minutes of the proceedings.<br />
Matters relative to the 20XX-XX financial year were considered at [X] meetings of the PAC. A summary of<br />
the key meeting agenda items is given overleaf:<br />
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AUDIT COMMITTEE HANDBOOK: Guidance for audit committee members in the core <strong>Scottish</strong> <strong>Government</strong><br />
Agenda Item Month/Year Month/Year Month/Year Month/Year<br />
PAC Terms of Reference<br />
Reviews of risk management<br />
arrangements, including any<br />
changes to the risk register<br />
Internal audit plans<br />
Internal audit reports<br />
<strong>Audit</strong> Scotland plans<br />
<strong>Audit</strong> Scotland reports<br />
Finance reports, including<br />
forecast outturn/outturn<br />
statements for 20XX-XX<br />
<strong>Audit</strong> Scotland portfolio<br />
report/management letter<br />
re 20XX-XX<br />
Response to <strong>Audit</strong> Scotland<br />
portfolio report/management<br />
letter re 20XX-XX<br />
<strong>Scottish</strong> Parliament <strong>Audit</strong><br />
<strong>Committee</strong> issues, e.g. reports<br />
and formal responses<br />
20XX-XX Certificates of<br />
Assurance from relevant<br />
Directors on the system of<br />
internal control<br />
20XX-XX draft Certificate of<br />
Assurance from the Portfolio<br />
Accountable Officer to the<br />
Permanent Secretary<br />
Reports of fraud within the<br />
portfolio directorates,<br />
including details of fraud in<br />
relevant Executive Agencies<br />
and sponsored bodies<br />
Notification from Executive<br />
Agencies and NDPB <strong>Audit</strong><br />
<strong>Committee</strong>s of significant<br />
issues considered to be of<br />
wider interest<br />
PAC Self-Appraisal<br />
20XX-XX PAC annual report to<br />
SGAC
ANNEX L: SHELL ANNUAL REPORT FROM PORTFOLIO AUDIT COMMITTEES TO SGAC<br />
[Narrative explaining why any key meeting agenda items identified above were not considered.]<br />
[Narrative describing the risk management arrangements adopted within the portfolio including, where<br />
appropriate, the timetable for reviewing the portfolio risk register. This should include any concerns that<br />
the PAC might have with such arrangements.]<br />
[Narrative describing the performance management arrangements adopted within the portfolio including,<br />
where appropriate, the timetable for reviewing such arrangements. This should include any concerns that<br />
the PAC might have with such arrangements.]<br />
[Narrative highlighting any information commissioned by the PAC from the Portfolio Accountable Officer to<br />
address gaps in information/areas of concern.]<br />
[Narrative describing any concerns that the PAC might have with the response - or lack of response - to its<br />
challenge and advice on relevant matters, including relevant processes and procedures.]<br />
The PAC operated in accordance with SPFM guidance during the period covered by the report. Issues<br />
arising within the PAC’s remit that we would wish to draw to SGAC’s attention are as follows: [These<br />
should include significant issues raised through internal/external audit activity and, where appropriate, any<br />
recommendations or reports of concerns from relevant audit committees of Executive Agencies or NDPBs.<br />
Details of any issues that appear to the PAC to have possible implications for the <strong>Scottish</strong> <strong>Government</strong> as a<br />
whole must be provided here.]<br />
OR<br />
The PAC operated in accordance with SPFM guidance during the period covered by the report and there<br />
were no issues arising within our remit that we consider should be brought to SGAC’s attention.<br />
[Chair of XXX PAC]<br />
[Date’xlmsfdmdm]<br />
33
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This document is also available on the <strong>Scottish</strong> <strong>Government</strong> website:<br />
www.scotland.gov.uk<br />
RR Donnelley B55712 07/08<br />
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