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Board reviews chief auditor appraisal draft; trustees ask for broader feedback and measurable training deliverables
Summary
At the workshop trustees reviewed a proposed appraisal framework for the chief auditor that combines audit‑plan performance, training objectives and succession planning. Several trustees recommended widening the pool of survey respondents beyond the audit committee (principals and audited departments were suggested) and adding measurable deliver-
Trustees reviewed a draft appraisal for the district’s chief auditor at the Jan. 21 workshop and asked staff to refine it with clearer, measurable objectives and a broader base of feedback.
Draft and board concerns Human resources staff presented a three‑part performance framework proposed for the chief auditor: (1) stakeholder feedback on leadership and professional responsibilities (25 percent of the appraisal bundle in the draft), (2) professional development and application of learning (25 percent), and (3) succession and bench development inside the audit function (25 percent). The remaining 25 percent of the appraisal would come from routine measures of audit plan completion and operational effectiveness.
Board members raised three main concerns: that an audit‑committee‑only survey gives an incomplete picture; that training should be tied to a measurable deliverable to show application of new knowledge; and that the succession component should show concrete readiness levels for identified internal candidates.
Trustees’ direction Board members recommended the following refinements before a final appraisal instrument is returned to the board for adoption: - Expand feedback sources beyond the audit committee to include principals and departmental leaders who interact with audit teams, so the evaluation reflects the auditor’s leadership impact across the district. - Make the training objective measurable: the chief auditor should identify planned learning, attend designated trainings, and deliver a concrete product or internal training session showing applied knowledge (for example, an AI/data‑analytics pilot, a staff training module, or an audit methodology update). - For succession planning, provide a short list of internal candidates, their readiness level and a timeline for development steps that would allow the board to gauge bench depth.
Next steps Staff will revise the appraisal language to reflect board feedback and return it for formal adoption at a subsequent board meeting.
