Internal Control Questionnaires and Verification Procedures

Total Page:16

File Type:pdf, Size:1020Kb

Internal Control Questionnaires and Verification Procedures ICQs and Verification Procedures Comptroller’s Handbook December 2007 Internal Control Questionnaires and Verification Procedures Table of Contents Introduction............................................................................................................ 1 Pre-Examination Planning..............................................................................................1 During the Examination.................................................................................................2 Accounts Receivable and Inventory Financing........................................................6 Internal Control Questionnaire .....................................................................................6 Verification Procedures.................................................................................................8 Agricultural Lending .............................................................................................11 Verification Procedures...............................................................................................11 Allowance for Loan and Lease Losses ...................................................................14 Internal Control Questionnaire ...................................................................................14 Verification Procedures...............................................................................................15 Asset and Liability Management ...........................................................................17 Internal Control Questionnaire ...................................................................................17 Asset Securitization...............................................................................................19 Internal Control Questionnaire ...................................................................................19 Verification Procedures...............................................................................................22 Bank Dealer Activities...........................................................................................27 Internal Control Questionnaire ...................................................................................27 Bank Dealer Activities............................................................................................................ 27 Private Placements................................................................................................................. 51 Verification Procedures...............................................................................................53 Bank Dealer Activities............................................................................................................ 53 Private Placements................................................................................................................. 56 Bank Premises and Equipment ..............................................................................57 Internal Control Questionnaire ...................................................................................57 Verification Procedures...............................................................................................60 Bankers’ Acceptances ...........................................................................................62 Internal Control Questionnaire ...................................................................................62 Verification Procedures...............................................................................................65 i Capital and Dividends...........................................................................................68 Internal Control Questionnaire ...................................................................................68 Verification Procedures...............................................................................................69 Cash Accounts ......................................................................................................72 Internal Control Questionnaire ...................................................................................72 Verification Procedures...............................................................................................81 Commercial Lending.............................................................................................85 Internal Control Questionnaire ...................................................................................85 Verification Procedures...............................................................................................91 Commercial Real Estate and Construction Lending...............................................94 Internal Control Questionnaire ...................................................................................94 Verification Procedures.............................................................................................111 Concentrations of Credit.....................................................................................114 Internal Control Questionnaire .................................................................................114 Consigned Items..................................................................................................116 Internal Control Questionnaire .................................................................................116 Verification Procedures.............................................................................................123 Credit Card Lending............................................................................................127 Internal Control Questionnaire .................................................................................127 Verification Procedures.............................................................................................130 Due From Banks — Domestic and International.................................................131 Internal Control Questionnaire .................................................................................131 Demand Deposits ................................................................................................................ 131 International Time Deposits ................................................................................................. 136 Verification Procedures.............................................................................................140 Demand Deposits ................................................................................................................ 140 International Time Deposits ................................................................................................. 145 Emerging Market Country Products and Trading Activities ................................147 Internal Control Questionnaire .................................................................................147 Verification Procedures.............................................................................................151 Employee Benefits...............................................................................................153 Internal Control Questionnaire .................................................................................153 Floor Plan Financing ...........................................................................................155 Internal Control Questionnaire .................................................................................155 ii Verification Procedures.............................................................................................162 Foreign Exchange ................................................................................................164 Internal Control Questionnaire .................................................................................164 Verification Procedures.............................................................................................170 Income and Expense ...........................................................................................172 Internal Control Questionnaire .................................................................................172 Verification Procedures.............................................................................................175 Interest Rate Risk ................................................................................................177 Internal Control Questionnaire .................................................................................177 Investment Securities ..........................................................................................181 Internal Control Questionnaire .................................................................................181 Verification Procedures.............................................................................................184 Lease Financing...................................................................................................189 Internal Control Questionnaire .................................................................................189 Verification Procedures.............................................................................................192 Loan Portfolio Management................................................................................195 Internal Control Questionnaire .................................................................................195 Management Information
Recommended publications
  • KPMG Internal Audit
    Top 10 key risks in 2015 KPMG Internal Audit kpmg.ch The role of an effective internal audit (IA) function today is much more than simply compliance. Competing in a rapidly changing business world, companies must grapple with emerging challenges seemingly every day: new and complex regulations, cyber threats, increased reliance on data and analytics, mergers and acquisitions, expanding international operations, outsourcing, and more. IA needs to stay current with these wide-ranging business issues as they emerge so it can remain relevant to the organization. These business trends carry new risks, and IA needs to continually monitor these risks and their potential effects on the organization. To provide the greatest value, IA must find opportunities to challenge the status quo to reduce risk, improve controls, and identify potential efficiencies and cost benefits across the organization. To help IA functions achieve these goals, KPMG LLP (KPMG) has surveyed its professionals and IA departments from companies in multiple industries. The result is KPMG Internal Audit: Top 10 key risks in 2015, which outlines areas where IA can improve its focus so it can more effectively add value across the organization and maximize its influence, including allocating its resources in those areas of highest impact to the organization. Top 10 key risks in 2015 1 Cybersecurity 2 Regulatory compliance 3 Antibribery/Anticorruption 4 International operations 5 Third-party relationships 6 Mergers, acquisitions, and divestitures 7 Strategic alignment 8 Integrated
    [Show full text]
  • Metropolitan Council Internal Audit Charter A
    METROPOLITAN COUNCIL INTERNAL AUDIT CHARTER A. AUDIT COMMITTEE PURPOSE: The Metropolitan Council has established a special committee of the Council to be called the Metropolitan Council Audit Committee. The purpose of the Committee is to assist the Metropolitan Council in fulfilling its oversight responsibility for the integrity of the Council’s financial and operational results, compliance with legal and regulatory requirements, and the performance of internal audit and external auditors. AUTHORITY: The Audit Committee has authority to conduct or authorize special audits and investigations into any matters within its scope of responsibility. It is empowered to: Approve the Chief Audit Executive’s Audit Plan. Resolve any disagreements between management and the internal/external auditors regarding financial or operational control and reporting. Review and accept external auditors’ reports along with management’s written responses when appropriate. Obtain information from employees or external parties as part of its review. Council employees are directed to cooperate with Audit Committee requests. Meet with Council employees, external auditors, legal counsel, or others as necessary. Be consulted regarding changes in the Chief Audit Executive’s duties. Be informed of all matters that impair the conduct of an audit or review. However, where feasible such matters shall be first brought to the attention of the Regional Administrator for resolution before communicating them to the Audit Committee. Make periodic reports to the Council or appropriate standing committee established by the Council. RESPONSIBILITIES: Financial and Operational Review Oversight Review significant accounting, operational and reporting issues and understand their impact on the financial and operating results on the Metropolitan Council’s system of internal control.
    [Show full text]
  • Internal Control and the Board: What Is All the Fuss About?
    The Deloitte Academy June 2021 Stakeholders Societal licence Shareholders Responsible business Transparency Corporate governance Viability Company purposeAudit committee Culture Strategy Viability Internal control KPIs Audit quality Remuneration Sustainability Trust Shareholders Strategy Assurance KPIs Reputation Capability Stakeholders Company purpose Viability Internal control and the board: What is all the fuss about? Headlines • The UK Corporate Governance Code already establishes a clear responsibility on the whole board to establish a framework of prudent and effective controls – however, behind the UK proposals for a US style internal control attestation are very real questions as to whether responsibilities go far enough and whether there is sufficient guidance for boards, together with sufficiently detailed information from management, to meet these responsibilities effectively. • In particular the guidance does not address the pervasiveness of technology in detail, and boards may not be obtaining sufficient assurance over the effectiveness of IT controls given the complexity and interdependency of the IT infrastructure which exists in many companies today. • The extent of work performed by external auditors is also not well understood - careful questioning of auditors in relation to their audit scope and approach could reveal much about the control environment. • In summary, boards should not wait for further announcements from the Government or FRC/ARGA before taking action in this area, particularly if they are not able to answer the questions which we raise throughout this publication. Internal control and the board: What is all the fuss about? A reminder of the current UK Corporate Governance Code requirements • Overarching board responsibility from Code Principle C: The board should establish a framework of prudent and effective controls, which enable risk to be assessed and managed.
    [Show full text]
  • The Role of Internal Auditing in Enterprise-Wide Risk Management
    IIA POSITION PAPER: THE ROLE OF INTERNAL AUDITING IN ENTERPRISE-WIDE RISK MANAGEMENT Issued: January 2009 ERM PP Revised: Page 1 of 8 Introduction The importance to strong corporate governance of managing risk has been increasingly acknowledged. Organizations are under pressure to identify all the business risks they face; social, ethical and environmental as well as financial and operational, and to explain how they manage them to an acceptable level. Meanwhile, the use of enterprise-wide risk management frameworks has expanded, as organizations recognize their advantages over less coordinated approaches to risk management. Internal auditing, in both its assurance and its consulting roles, contributes to the management of risk in a variety of ways. What is Enterprise-wide Risk Management? People undertake risk management activities to identify, assess, manage, and control all kinds of events or situations. These can range from single projects or narrowly defined types of risk, e.g. market risk, to the threats and opportunities facing the organization as a whole. The principles presented in this paper can be used to guide the involvement of internal auditing in all forms of risk management but we are particularly interested in enterprise-wide risk management because this is likely to improve an organization’s governance processes. Enterprise-wide risk management (ERM) is a structured, consistent and continuous process across the whole organization for identifying, assessing, deciding on responses to and reporting on opportunities and threats that affect the achievement of its objectives. Responsibility for ERM The board has overall responsibility for ensuring that risks are managed. In practice, the board will delegate the operation of the risk management framework to the management team, who will be responsible for completing the activities below.
    [Show full text]
  • Control Self-Assessment: an Introduction
    Control Self-assessment: An Introduction Control self-assessment (CSA) is a technique that allows managers and work teams directly involved in business units, functions or processes to participate in assessing the organization's risk management and control processes. In its various formats, CSA can cover objectives, risks, controls and processes. Internal auditors can utilize CSA programs for gathering relevant information about risks and controls; for focusing audit work on high risk, unusual areas; and to forge greater collaboration with operating managers and work teams. Managers can utilize CSA programs to clarify business objectives and to identify and deal with the risks to achieving those objectives. In both the facilitated workshop and survey formats of CSA, the people performing the work assess their own risks and controls, and increase the ability to achieve business objectives. Internal auditors, in a consulting role, often act as facilitators to help work teams in the assessment of risks and controls. Involvement of people performing the work in evaluation of risks and controls utilizes the expertise of the organization, increases buy-in to any action items, and focuses efforts on important business activities. Participants will benefit from understanding the different formats of facilitated and survey-based self- assessments, and discussing use of CSA in Enterprise Risk Management (ERM), regulatory financial reporting requirements, such as Sarbanes-Oxley (SOX), fraud and ethics programs, and operational auditing. After this seminar, participants will be able to evaluate the need for self-assessment in their organization's risk management and control processes, and design an implementation program for self-assessment in their organization.
    [Show full text]
  • Understanding Internal Audit
    1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Understanding Audit committees have an essential role to play internal audit in ensuring the integrity and transparency of corporate reporting. The PwC Audit Committee Guide is designed to help members of the audit committee work through their maze of responsibilities in a practical manner. 82 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Understanding internal audit The guide consists of: Audit committees have an essential role to play in ensuring the integrity and transparency of corporate reporting. • Introduction The PwC Audit Committee Guide is designed to help members of the • Setting up the audit committee audit committee work through their maze of responsibilities in a • Financial reporting: Reviewing practical manner. financial information • Risk management & internal control • Working with the external auditor Financial reporting Risk management & • Understanding internal audit • Appropriateness of accounting policies internal control • Disclosure requirements • Maintaining & measuring • Fairness and balance of MD&A/ • Understanding of key risk areas effectiveness operating review • Effectiveness of controls • GAAP conversion • Fraud risk • Communicating & reporting • Ethical, regulatory & Audit committees: compliance matters External audit Areas of focus Internal audit • Compliance frameworks • Appointment and remuneration • Charter, authority and resources • Scope of work • Scope of work • The audit committee’s role in • Independence requirements • Internal audit effectiveness ‘fit and proper’ requirements for • Significant audit findings/recommendations • Responses to internal audit • Reviewing the performance of external auditors recommendations financial services entities • Materiality in audits Maintaining Communicating & Regulatory, compliance & measuring reporting & ethical matters We hope you will find this guide of value to your important role.
    [Show full text]
  • Risk Management and Internal Controls
    Risk Management and Internal Controls Accounting & Audit Update April 26, 2018 Learning Objectives . Develop an understanding of risks your organization may be facing . Understand the value of enterprise risk management . Know how internal controls can help in addressing risks . Recognize your role in risk management 2 1 Agenda . Overview of Risk Management . The State of Risk Oversight – AICPA & North Carolina Poole College of Management ERM Initiative Study 2017 . COSO ERM Framework . What can I do? 3 Risk Management and IC OVERVIEW 4 2 Introduction . Every choice we make in the pursuit of objectives has its risks. From day- to-day operational decisions to the fundamental trade-offs in the boardroom, dealing with uncertainty in these choices is a part of our operational lives. 5 Risk vs. Uncertainty . Risk – the possibility that event(s) will occur and affect the achievement of strategy and business objectives . Uncertainty – the state of not knowing how or if potential events may manifest 6 3 Variety of Risks & Assessments . Governance . Compliance . Financial . Environmental risk . Operational . Fraud risk . Technology . IT/information . Legal security risk . Reputation . Insurance . Strategic . Investments . HR 7 Governance Risk . Lack of succession planning . Board make-up and structure . Poor advisors . Dysfunctional working relationships between executives and board . Ethical issues . Non-prudent behavior . Changing values 8 4 Financial Risks . Access to/availability of capital . Investment risks . Errors or fraud and financial reporting . Lack of oversight or approvals . Misappropriation of assets . Loss of revenue sources . Loss of key suppliers 9 Operational Risks . Decrease in service quality . Safety . Inadequate internal controls . Lack of accountability by business partners .
    [Show full text]
  • An Audit of Internal Control Over Financial Reporting That Is Integrated with an Audit of Financial Statements
    An Audit of Internal Control Over Financial Reporting 1425 AU-C Section 940 An Audit of Internal Control Over Financial Reporting That Is Integrated With an Audit of Financial Statements Source: SAS No. 130; SAS No. 135; SAS No. 140. Effective for integrated audits for periods ending on or after Decem- ber 15, 2016, unless otherwise indicated. Introduction Scope of This Section .01 This section establishes requirements and provides guidance that ap- plies only when an auditor is engaged to perform an audit of internal control over financial reporting (ICFR) that is integrated with an audit of financial statements (integrated audit). (Ref: par. .A1) .02 Generally accepted auditing standards (GAAS) are written in the con- text of an audit of financial statements but are to be adapted as necessary in the circumstances when applied to an audit of ICFR that is integrated with an audit of financial statements.1 This section includes special considerations related to performing an integrated audit. Effective Date .03 This section is effective for integrated audits for periods ending on or after December 15, 2016. Objectives .04 The objectives of the auditor in an audit of ICFR are to a. obtain reasonable assurance about whether material weaknesses exist as of the date specified in management's assessment about the effectiveness of ICFR (as of date)and b. express an opinion on the effectiveness of ICFR in a written re- port, and communicate with management and those charged with governance as required by this section, based on the auditor's find- ings. (Ref: par. .A2–.A4) Definitions .05 For purposes of GAAS, the following terms have the meanings at- tributed as follows: 1 Paragraph .02 of section 200, Overall Objectives of the Independent Auditor and the Conduct of an Audit in Accordance With Generally Accepted Auditing Standards.
    [Show full text]
  • INTERNAL and EXTERNAL AUDIT EVALUATION Core Analysis Decision Factors
    Core Analysis Decision Factors INTERNAL AND EXTERNAL AUDIT EVALUATION Core Analysis Decision Factors Examiners should evaluate the Core Analysis in this section to determine whether an Expanded Analysis is necessary. This module should incorporate and summarize audit findings from all of the completed ED Modules for a given examination. Click on the hyperlinks found within each of the Core Analysis Decision Factors to reference the applicable Core Analysis Procedures. Do Core Analysis and Decision Factors indicate that risks are appropriately identified, measured, monitored, and controlled? Note: If, after completing this module, examiners answer this question no, continue to the Management and Internal Control Evaluation (MICE) Expanded Analysis module. C.1. Has the board of directors established an audit committee that monitors and provides effective oversight of audit activities? Refer to Core Analysis Procedures #1-8 & Procedure #12. C.2. Has management established audit policies and procedures that are adequate for the size, complexity, activities, and risk profile? Refer to Core Analysis Procedure #11. C.3. Is the internal audit function independent from all functional areas? Refer to Core Analysis Procedure #10. C.4. Is the internal audit program sufficient for the risk profile? Refer to Core Analysis Procedures #11- 13. C.5. Are internal audit record keeping and reporting processes sufficient? Refer to Core Analysis Procedures #14-15. C.6. Is the internal audit function adequately staffed with auditors who possess an appropriate level of experience and expertise? Refer to Core Analysis Procedure #12. C.7. Do the internal auditors adequately identify, document, and report key risks in the organization? Refer to Core Analysis Procedures #15-16.
    [Show full text]
  • Internal Control Self Assessment Questionnaire
    Control Self Assessment Questionnaire Introduction This Control Self‐Assessment Questionnaire is a multipurpose tool to be used by departments in assessing adequacy of internal controls within their area. The primary purpose of this tool is for departments to self‐review in order to identify potential areas of weakness, non‐compliance, and/or unsound practices. This questionnaire is designed so that a “NO” response indicates an area of potential concern. A “NO” suggests that the budget unit may be in non‐compliance with a particular policy or procedure, and/or missing or non‐functioning control. Departments are encouraged to self‐assess themselves at regular intervals, depending on the outcome of the initial self‐assessment. A budget unit with a significant number of “NO” responses should make needed corrections, and then perform a follow‐up self‐assessment within a few months. Periodically, Internal Audit will select departments to perform a self‐assessment as of a particular time. The results of the Control Self‐Assessment Questionnaire will be forwarded to the Internal Auditor for review and random verification of the responses. The Control Self‐Assessment is divided into six categories as follows: I. General Controls II. Cash Controls III. Operating Expenditures IV. Personnel Expenditures and Travel V. Equipment and Computer Security VI. Ethics I. GENERAL CONTROLS Question Yes No N/A 1. The department performs a monthly reconciliation/review of its Comptroller Statements. 2. The department performs a monthly reconciliation/review of its payroll reports. 3. Unreconciled financial transactions are researched and corrected in a reasonable period of time. 4. The number and scope of department authorized signers are reasonable.
    [Show full text]
  • At the Budgeting the Internal Audit Function: How Much Is Enough?
    ® TONE POWERED BY at the TOP Providing senior management, boards of directors, and audit committees Issue 90 | December 2018 with concise information on governance-related topics. Budgeting the Internal Audit Function: How Much Is Enough? One hallmark of a successful internal audit function is that determine whether the internal audit budget is appropriate it is properly resourced. Chief audit executives (CAEs) for the organization. By following these steps, all can be must ensure that internal audit resources are “appropriate, assured that the internal audit budget will likely be a good fit sufficient, and effectively deployed to achieve the approved every time. plan,” according to The IIA’s International Standards for the Professional Practice of Internal Auditing. Board and audit committee members are similarly responsible for approving 1. Define the Audit Universe the right level of resources. Yet there is no simple formula Start the process by defining the audit universe, which is for developing an internal audit budget. made of distinct “auditable entities” that, taken together, You can’t determine the optimal budget for next year simply include every part of your organization — all departments, by adding an inflation factor to last year’s numbers — not divisions, systems, processes, subsidiaries, programs, even if last year’s budget was a perfect fit. Keep in mind activities, and even accounts. If it can be audited, it should that if the internal audit function was adequately resourced be included in the audit universe as an auditable entity, even in the past, audit recommendations for improving controls if there is no plan to perform an audit of that area in the may actually reduce the need for certain audits in this year’s coming year.
    [Show full text]
  • Internal Control and Compliance Manual for Tennessee Municipalities Table of Contents
    INTERNAL CONTROL AND COMPLIANCE MANUAL FOR TENNESSEE MUNICIPALITIES TABLE OF CONTENTS TABLE OF CONTENTS Preface i Introduction Overview of Internal Control 1 Component 1 Control Environment GAO Green Book - Principles 1 through 5 3 Component 2 Risk Assessment GAO Green Book - Principles 6 through 9 8 Component 3 Control Activities GAO Green Book - Principles 10 through 12 12 Component 4 Information and Communication GAO Green Book - Principles 13 through 15 20 Component 5 Monitoring GAO Green Book - Principles 16 through 17 25 INTERNAL CONTROL MANUAL FOR LOCAL GOVERNMENTAL ENTITIES AND OTHER AUDITED ENTITIES IN TENNESSEE PREFACE PREFACE Local governments and other entities detailed below must establish and maintain an adequate internal control system for purposes of financial reporting, managing operations, and legal compliance. Various state statutes require the Department of Audit, Comptroller of the Treasury, to prescribe a uniform accounting system for entities that handle public funds. Those statutes require officials to adopt and use the system and the character of books, reports, and records designated by the Comptroller of the Treasury. An accounting system is defined as the methods and records established to identify, assemble, analyze, classify, record and report a government’s transactions and to maintain accountability for the related assets and liabilities. Those methods would necessarily include establishing, documenting, and implementing adequate internal controls. Some of those requirements are listed below: State, county, municipal, and utility district offices – Section 9-2-102, Tennessee Code Annotated (TCA) Emergency communication districts – Section 7-86-304, TCA Development district offices – Section 13-14-108, TCA Human resource agencies – Section 13-26-109, TCA Public charter schools – Section 49-13-111(m), TCA Regional development authorities – Section 64-7-105, TCA In addition, Section 9-18-102(a), TCA, was amended to expressly require each county, municipal, and metropolitan government to establish and maintain internal controls.
    [Show full text]