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It explains the compilation approach, noting that appendix content is drawn from internal audit reports, except for an update paragraph describing progress. Implemented recommendations are excluded while original numbering is retained, with no resource or financial implications stated. 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The exception is the ‘update’ paragraph in the right-hand column, which provides details of progress.  \nRecommendations which have been implemented have been removed from this report. The original numbering of recommendations has been retained.  \nDecision  \nThe Committee is requested to discuss the paper.  \nBackground information  \nPlease refer to individual internal audit reports for the background to recommendations.  \nResource implications  \nNone  \nFinancial implications  \nNone  \nAppendices  \nNone  \nDate of paper  \n12 November 2018  \nRecommendations from internal audit reports  \nRecommendations summary  \n2018  \nStrategic and Operational Planning (considered at Audit Committee September 2018) Recommendations summary  \nPriority Number of recommendations  \nHigh None  \nMedium 2  \nLow 2  \nImprovement 1  \n\n|  | Finding and Implication | Recommendation | Priority | Management response | Timescale/ Responsibility |\n| --- | --- | --- | --- | --- | --- |\n| 1 | Strategic and operational planning processes should be clearly documented and detail the purpose of the strategic and operational planning process and how it should be completed. This would ensure that there is a consistent understanding among relevant stakeholders involved in the process.\u003Cbr>The documentation should include clearly defined roles and responsibilities for key stakeholders involved in the process, includingthe Council, the Audit Committee and any other Committees or individuals involved.\u003Cbr>In line with good practice, organisations typically utilise a policy, which details the process to be taken when making amendments to an organisation’s strategy and Corporate Plans. For example, this could be due to changes in regulation, changes imposed by government or internal restructuring or prioritisation.\u003Cbr>The document should be periodically reviewed and updated as | Management should formally document the strategic and operational planning process. Once completed, the document should be subject to regular review and update.\u003Cbr>The document should provide sufficient detail regarding the end-to-end process for strategic and operational planning, including key processes such as the strategic away day and completion of work plans. | Medium | The strategic and operational planning process has evolved over a number of years and is now embedded in the organisation.\u003Cbr>With the introduction of new strategic priorities and the development of a new Corporate Strategy and annual corporate plan, we will take the opportunity to document the process we follow and will also refresh the process map we have in the Quality Management System. | Owner: ED of Policy and External Relations\u003Cbr>Agreed date of implementation:\u003Cbr>End of Q3 2018-19 |\n\n\n|  | Finding and Implication | Recommendation | Priority | Management response | Timescale/ Responsibility |\n| --- | --- | --- | --- | --- | --- |\n|  | necessary.\u003Cbr>Finding\u003Cbr>Through our interviews performed with the SMT, Business Process Improvement Team and Council, we identified that HCPC does not have a formally documented procedure in place in relation to the strategic and operational planning process, which should include areas such as: key objectives, clearly defined roles and responsibilities, clear guidance on the planning and sign off process, amongst other areas.\u003Cbr>Whilst we observe that there is discussion, no formal policy (or other form of guidance) exists which details the change process in relation to changes to HCPC’s Strategic Intent and Corporate Plan.\u003Cbr>Implication\u003Cbr>Without a formal documentation in place, there is a risk of an inconsistent","cbCaitgSP7YOLsKC","https://ap.wps.com/l/cbCaitgSP7YOLsKC","pdf",619756,"English","# Executive summary and recommendations\n## Decision\n## Background information\n## Resource implications\n## Financial implications\n## Appendices\n## Date of paper\n## Recommendations from internal audit reports\n## Recommendations summary\n## Strategic and Operational Planning - medium and low priorities","[{\"question\":\"What is the purpose of this internal audit recommendations tracker?\",\"answer\":\"It provides a structured paper for the Audit Committee to review progress on internal audit recommendations discussed at meetings.\"},{\"question\":\"How is the information in the appendix compiled?\",\"answer\":\"Most appendix details are taken from the wording of the internal audit reports, with the right-hand “update” paragraph supplying progress details.\"},{\"question\":\"What happens to recommendations that have already been implemented?\",\"answer\":\"Implemented recommendations are removed from the report, while the original numbering is retained.\"}]","Internal Audit Recommendations Tracker - Executive Summary and Recommendations | PDF",1789274898]