Sharon
has a good point. It seems like the "Boss" is looking at short term returns when
he is trying to apply basic budget values to the audit department. There are so
many intangibles involved in everyday auditing successes and failures that its
impossible to apply simple business mathmatics. To treat auditing like a
normal business unit would spend wasteful amounts of time and effort trying
to cost justify the impact of every audit hour.
-----Original Message-----At 01:45 PM 4/5/02 +0200, you wrote:
From: Sharon Haapala [mailto:[EMAIL PROTECTED]]
Sent: Friday, April 05, 2002 8:12 AM
To: [EMAIL PROTECTED]
Subject: Re: Internal Audit key performance indicators
My Boss who is the CEO would like me to come up with key performance
indicators against which h would measure my performance.
In my proposed indicators l have included such things as no
of reports, recommendations implemented, budget performance, achieving set
plan etc. This to him is not sufficient and he wants me to include such
things as No. of frauds unravelled compared to previous years in dollars and
quantity terms, reported against those determined by audit, etc. Can you
suggest more indicators for me please.
I'd be very interested in hearing more ideas in this area. Some of the indicators mentioned above make me a bit nervous. I'm a university auditor, and some years I may not complete as many audits as other years, simply due to the nature of the audits - how long they take, complicated issues that might arise. Similarly, I don't find fraud every year - we're a small university that has excellent internal controls and audit trails. If I had fewer audit reports issued and no frauds, would that mean I'm doing poorly?
Just food for thought - please share any info you receive.
Sharon
Sharon J. Haapala, CIA, Auditor
Internal Audit Department
Michigan Technological University
906-487-1994
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
