Models supporting strategic audit reporting fail quietly, and usually at the worst moment. Regulators no longer accept intent as evidence of control over this part of financial and banking practice. Practitioner evidence points the same way: the wider financial and banking practice agenda improves fastest where responsibility for it is named and owned. The programme builds the judgement to know which parts of strategic audit reporting to standardise and which to leave flexible. The programme suits teams tackling the practice within financial and banking practice together as readily as individuals attending alone. Teams frequently over-invest in documenting the financial and banking practice capability and under-invest in testing it. The course covers strategic audit reporting at the level of detail needed to act, and stops there. The programme uses small-group work so that each participant's treatment of this aspect of financial and banking practice is examined, not just described. It closes by agreeing the smallest change to the wider financial and banking practice agenda that would make a visible difference.
Expected Learning Outcomes
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Build the internal capability for strategic audit reporting rather than depending on external support indefinitely.
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Design the reporting on strategic audit reporting that reaches decision makers in time to act.
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Build the control framework around strategic audit reporting that an examiner would accept.
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Define the scope and boundaries of strategic audit reporting so that responsibility for it is unambiguous.
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Define the risk appetite applying to strategic audit reporting and translate it into operating limits.
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Assess the concentration risk building up inside strategic audit reporting.
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Compare the organisation's handling of strategic audit reporting with recognised practice, and close the material gaps.
Who Should Attend
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Quality staff verifying that strategic audit reporting performs as designed.
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Board risk committee members overseeing strategic audit reporting.
