Foundations for a Strong Internal Audit Department

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Foundations for a Strong Internal Audit Department

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This session provides insight on the realities of internal audit management roles, and the elements needed to build a strong internal audit department to provide the most value for your company.

The Institute of Internal Auditors (IIA) has done a tremendous job raising the profile of the auditing profession. As auditors, we strive to abide by the standards and guidelines. But have you ever asked management within your company if they knew such standards existed? Do they truly understand the concepts of risk-based auditing, independence and obligations to the board or charter requirements? It is surprising how so many of these basic concepts are taken for granted by auditors and that we assume management is aware.

Individuals considering an internal audit management role should understand the challenges as well as benefits that may be presented to them within this role. It is critical that certain elements of the job be well understood by those holding the positions. This session is designed to step into the reality of the internal audit management role and discuss some of the concepts that aren’t always openly discussed within organizations…but are important concepts the internal audit manager should ensure they can clarify with management and be prepared to address on the job.

Basic Course Information

Learning Objectives

  • Explore critical components of upholding your internal audit charter.
  • Evaluate the definition and requirements of risk-based auditing.
  • Determine the meaning of developing an independent audit plan.
  • Understand how to deal with management when they respond negatively to an issue.

Major Subjects

  • Internal audit definition challenges
  • Independence challenges
  • Charter challenges
  • Authority challenges
  • Actions
  • Reporting challenges
  • Introduction to risk-based auditing
  • Risk-based auditing: steps and understanding
  • Identifying, responding and concluding on risk
  • Independence of audit plan
  • When management says NO

Lynn Fountain has over 37 years of experience spanning public accounting, corporate accounting and consulting. 22 years of her experience has been working in the areas of internal and external auditing. She is a subject matter expert in multiple fields including internal audit, ethics, fraud evaluations, Sarbanes-Oxley, enterprise risk management, governance, financial management and compliance. 

Ms. Fountain has held two Chief Audit Executive positions for international companies. In 2011, as the Chief Audit Executive for an international construction/ engineering firm, she was involved in the active investigation of a joint venture fraud.  The investigation included work with the FBI and ultimately led to indictment of the perpetrators and recovery of $13M.  Ms. Fountain is currently engaged in her own training and consulting business and is a regular trainer for the AICPA.

Ms. Fountain is the author of three separate technical books.  “Raise the Red Flag – The Internal Auditors Guide to Fraud Evaluations” was published by the Institute of Internal Auditors Research Foundation. “Leading The Internal Audit Function” and “Ethics and The Internal Auditor Political Dilemma” were published by Taylor & Francis In addition,

Ms. Fountain has performed as an adjunct instructor for the School of Business for Grantham University and developed the first internal audit curriculum for the School of Business at the University of Kansas.  Ms. Fountain obtained her BSBA from Pittsburg State University and her MBA from Washburn University in Kansas. She has her CGMA, CRMA credentials and CPA certificate (non-active).

 

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Foundations for a Strong Internal Audit Department

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