Audit Programme For Business Development And Planning Department

Initials Date
Prepared by
Reviewed by

Auditee: ____________________________________
Audit Area: _________________________________
Audit period: _______________________________

S.n S. No Description Ref. Name of auditor Sign..& date Remark

o
Audit objective
To check, verify and ensure that all activities of the
department are performed in line with bank’s policies
procedure and relevant NBE directives, and in
accordance with plan and budget.
General Procedures
Activities related with policy, procedure ,guidelines ,plan
and performance of the department
2.1 Ensure the department has approved policy ,
procedure and guidelines
 Approved policy and procedure
 Approved guideline for activities performed
by the department
 Feasibility studies and researches conducted
2.2 Ensure the department issues performance reports

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  quarterly
 semi annually
 Annually
Specific procedures
3. Strategy Development
3.1 Check the existence of approved strategy document
of the bank.
3.2 Check whether the Strategy Development Team (BDP
Director) has presentd the TOR to the President and
comments and suggestions has been conducted.
3.3 Check whether the BDP department has approved
SDT formation criteria.
3.4 Ascertain that the BDP department nominates the
Strategy Development Team (SDT) members based on
the SDT formation criteria and the approval by the
President.
3.5 Check whether the department has carried out the
strategy development initiative, prepares action plan
and facilitation expenses and sends the action plan
to the President;
3.6 Check whether Strategy Development Team (BDP
Director) presents the TOR to the President; the TMT
discusses on it and gives comments and suggestions
if there are any;
3.7 check the performance and applicability strategy
document.
3.8 check Methods used by the department to gather
data for the development of strategic document of the
bank.

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3.9 Does the department conduct Environment
Appraisal?
3.10 Role of the department in assisting in the business
strategy formulation and implementation.
4. Cascading, budget setting, motivation&
monitoring
4.1 Review if inputs were submitted by departments and
branches for the cascade operational plan.
4.2 Check whether the department has set department
performance measurement targets for all
departments.
4.3 Check whether Consolidation and preparation of
annual plan and budget of the Bank has been done
appropriately against department’s submission.
4.4 Check whether forecast financial statements were
prepared using the appropriate application software.
4.5 Collect minutes of approval of annual plan by BOD
4.6 collect signed performance agreement/contract by all
department Directors with the President;
4.7 All department Directors (Supervisors) call team
members directly reporting to them for meeting at the
end of week; discusses on each member’s initiatives
to be performed within the upcoming targets
expected from them ; monitor each member’s
performance and coach them on their major
difficulties;
4.8 Ascertain that the periodic bank performance
summarized in comparison with competing
banks/peers groups;

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4.9 Does the department conduct branch performance
evaluation study?
5. Continuous environmental scanning
5.1 check whether environmental scanning has been
done by the department
5.2 Request for method of data collection
5.3 Request for the collected data
5.4 Environmental scanning report
5.5 ascertain the department distributes the
environmental scanning report to BOD members and
manages changes if the BOD agree upon the need for
changes Periodic Environmental Appraisal;
6. Periodic environmental appraisal
6.1 BDP Director distributes the environmental appraisal
report to BOD members and manages change if the
steering Team agrees upon the need for changes.
7. Department level performance evaluation
7.1 Performance evaluation should be accomplished
within seven days starting from the beginning day of
each month
8. Bank wide performance evaluation
8.1 Do all departments have KIP and KRI to measure the
performance or all planned activities?
9. Change management
9.1 Basis of determination branch grading.
10. Research and Product Development
10.1 Examine research areas that are requested by
different bank stakeholder?
10.2 Inspect the status of research done by the

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 department?
10.3 Evaluate the research result and its performance.
10.4 How the department ensure the research themes
that are in line with the operational priorities of the
Bank.
10.5 Promotes high standards of work, peer-review
mechanisms, and guide the professional
development and training of department members;
10.6 What type of effort has been exerted to establish
strong research institutional linkage with
universities and selected institutions?
10.7 Does the department have established the
relationship with local and external, government and
non-government body?
10.8 Have the department conducted customer survey?
10.9 Is there any research done based on customer
requests/complaints?
10.10 How the department does develop models and
methodologies to forecast and analyses?
10.11 Does the department assign one corporate planning
and performance management Division member to
participate on the change management initiatives?
10.12 Check whether the department conducts a research
to develop new products and services and introduce
for customer.
10.13 Does the department review proposals for major
capital expenditures or investment decision.
10.14 Check whether the department has Conducted and
reviewed branch feasibility studies, based on

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 outcome proposes expansion programs;
Status of issues raised on the previous audit result
a.Activities such as planning procedure, Collateral
scheme strategic initiative (approach), Branch
empowerment strategic initiative, and Branch
opening guideline are not approved and implemented
b.Completion of preliminary agent banking works and
Reviewing work process were not undertaken in all
three quarters
c. As per the plan set, researches on Market
assessment, new product development, market
segmentation surveys, Prepare workshop on strategic
planning and budgeting, Customer and staff
satisfaction survey, revision of branch grading
surveys and so on are not being conducted and
produced to the level that suffices the need of
stakeholders
d.The department has variances in its performance as
compared to its annual action plan. However, the
department is not indicating the reasons of variances
on its quarterly performance report.
e. There is no approved budget guideline/procedure
and draft guideline is distributed to branches and
departmental organs without the approval of top
management.
f. Absence of comprehensive feasibility study while
opening of branches as indicated on the roles and
responsibilities of the Dep’t.

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g. Check the alignment of job description of the
department’s staff and the procedure.

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