To secure the achieved results and give the new Board members a flying start, we believe the Audit Board and its staff should give the new Board members the ‘red
carpet treatment’. It would comprise a familiarisation course for the newly elected members and provide information on the Audit Board itself, technical aspects and
products. The new members should have an opportunity to observe Board meetings and the way the members work with each other. A coach could be appointed to
accompany the new members and offer them guidance during this familiarisation phase.
2.3 Conclusions and recommendations on key factors of bpk’s
Quality Management System
bpk ’s Quality Management System is based on internationally accepted standards.
bpk ’s quality control is supported by the following key factors:
1 Independence and Mandate; 2 Leadership and Internal Governance;
3 Human Resources Management; 4 Audit Standards and Guidelines;
5 Institutional Support; 6 Continuous Improvement;
7 External Stakeholder Relations; 8 Results;
9 Audit Engagement Performance. The Peer Review team reviewed the design and implementation of bpk’s quality
control system and came to the following clustering of conclusions and recommendations. The detailed findings for each key factor are presented in part 2 of
this report.
2.3.1 Reporting
The quality of audit reports is a key factor in the effectiveness of a Supreme Audit Institution. The reports we reviewed were very long, contained many findings and
referred in most cases to shortcomings only, not to causes and effects.
Possible improvements
The auditors should have a better understanding of the scope of financial audit in comparison with performance audit. Some financial audit objectives could also be
defined as performance audit objectives. Assessing internal control systems and
We recommend that bpk develop a multi-year strategy based on a limited number of topics that are aligned with the new government policy programme. The strategy should address the three
risks we identified earlier limited access to information, weak financial management and fraud and corruption.
We suggest that the current Board provide the newly elected Board members with a familiarisation course to enable them to make a flying start. We also recommend that the Board ensure that the
new members incorporate this report’s recommendations in the new strategy and annual working programmes.
We recommend that bpk develop a multi-year strategy based on a limited number of topics that are aligned with the new government policy programme. The strategy should address the three
risks we identified earlier limited access to information, weak financial management and fraud and corruption.
We suggest that the current Board provide the newly elected Board members with a familiarisation course to enable them to make a flying start. We also recommend that the Board ensure that the
new members incorporate this report’s recommendations in the new strategy and annual working programmes.
compliance with laws and regulations, for instance, has some aspects of performance audit. The utility of bpk’s reports to its stakeholders would be improved if the causes
and effects of findings and opinions were clarified. bpk
should provide more historical analyses of its findings and recommendations and also the response to them. Monitoring the follow-up to recommendations could be
more effective. bpk should pay more attention to the impact of its recommendations and not only to compliance with recommendations. This would also make it possible
to learn from the effectiveness of recommendations made.
2.3.2 Communication
