COMPREHENSIVE 2 DAY COURSE: Risk Based Strategy and Performance Audits Date: 19 to 20 January 2015 Venue: TBA This course is a must for all who need to perform strategy and performance audits in the government or private sector Who should attend?  Introduction  Relevant guidance o Changes to the IIA standards - Strategy included in nature of work (Scope) o King Report – Scope and written assessments o PFMA and Treasury Regulations o COSO  Adequacy vs effectiveness audits o Scope o Structure o Criteria o Adding value: the fine line between consulting and providing assurance  Strategy audits o Basics o Defining Strategy o Some Fundamental Questions o Three Forms of Strategy o Per COSO o Strategy per Treasury Regulations o Developing the audit program o Reporting aspects  Ethics and culture o What is Business Ethics? o 10 Benefits of Managing Ethics in the Workplace o King 3 on ETHICS o Description of a Highly Ethical Organization o Business oriented ethics vocabulary o Where to start: Practice Advisory 2130-1: Role of the Internal Audit Activity and Internal Auditor in the Ethical Culture of an Organization. o Mastering generic ethical reasoning and problem-solving o Evaluating typical elements of a total ethics management programme o Understanding personal ethics and compliance responsibilities o Developing an audit program for business ethics.  Performance Audits defined o IIA o INTOSAI’s Auditing Standards o Per AICPA  Performing Performance Audits o Basics and the 3 Es o Some Fundamental Questions o Per COSO o Per Treasury Regulations o Planning o Developing the audit program  Business process goals  Human centred systems design  Business Process Modelling  Modelling for Process Improvement  The 6Σ technique  The Theory of Contrariants o Conducting the audit o Reporting aspects  Closing Remarks The training venue is to be announced.

All auditors performing non-financial audits These audits are sometimes referred to as: • Operational audits • Performance audits • Non-financial audits • Value-for-money audits • Auditing for fruitless and wasteful expenses

KEY QUESTIONS ADDRESSED: • How does the risk assessment bring out aspects of strategy and performance? • How do we design a written assessment on strategy and performance systems? • Do we question strategy and performance or do we look at the systems underpinning it? • What are the sub-processes and assertions regarding strategy and performance systems? • Where do we get best practice benchmarks for strategy and performance systems? • How do we structure our function to address these audits?