ILLUSTRATIVE EXAMPLE
From a finding
to a practical action.
A short sample of how a review can be presented. This is a fictional example, not a client report, inspection judgement or statement of regulatory compliance.
Discuss a review for your service ↗SAMPLE ONLY · FICTIONAL RECORDS AND FINDINGS
Audit extract: management oversight
- Illustrative scope
- A sample of staff supervision records and the service’s internal supervision schedule.
- Evidence reviewed
- Six fictional supervision records and one fictional tracking sheet.
- Strength identified
- All six records include a discussion of staff development needs.
- Finding
- Two of the six records do not show who owns the agreed follow-up action or when it is due. The tracking sheet does not show whether these actions have been completed.
- Why it matters
- Within this example, the manager cannot establish from the records whether the agreed follow-up took place.
- Recommended next step
- Confirm the status of the outstanding actions and record an owner, target date and completion evidence.
Illustrative action plan
Owners and timescales below are examples to agree with the service. They are not statutory deadlines.
| Priority | Action | Suggested owner | Target | Completion evidence |
|---|---|---|---|---|
| First | Review the two records and establish the status of each outstanding action. | Service manager | Within 5 working days of feedback | Updated records showing progress and next steps. |
| Next | Add owner, due date and review fields to the action tracker. | Service manager | Within 10 working days of feedback | Revised tracker shared with relevant staff. |
| Follow-up | Sample the next three supervision records to check that the revised process is being used. | Quality lead or nominated manager | At the next agreed quality review | Recorded check and any further actions. |
What your own report would cover
Your report would reflect the evidence actually reviewed, the agreed scope, identified strengths, gaps and limitations. Findings would be discussed with you before agreeing improvement priorities.
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