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IIA-CIA-Part1 | Certified Internal Auditor - Part 1, The Internal Audit Activitys Role in Governance, Risk, and Control

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IIA-CIA-Part1 - Certified Internal Auditor - Part 1, The Internal Audit Activitys Role in Governance, Risk, and Control - braindump

Vendor IIA
Exam Number IIA-CIA-Part1
Exam Name Certified Internal Auditor - Part 1, The Internal Audit Activitys Role in Governance, Risk, and Control
Questions 565 Q & A
Recent Update March 12, 2019
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IIA-CIA-Part1 exam Dumps Source : Certified Internal Auditor - Part 1, The Internal Audit Activitys Role in Governance, Risk, and Control

Test Code : IIA-CIA-Part1
Test Name : Certified Internal Auditor - Part 1, The Internal Audit Activitys Role in Governance, Risk, and Control
Vendor Name : IIA
Q&A : 565 Real Questions

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IIA Certified Internal Auditor -

Sweetwater district's internal auditor found monetary reporting lapses a 12 months ago | killexams.com Real Questions and Pass4sure dumps

An inner auditor employed by means of Sweetwater Union excessive school District warned its chief monetary officer a yr ago that the district’s economic books had been fallacious — six months before the district claimed it all started discovering problems with its finances.

The auditor, Frances Martinez, apologized in her record, asserting the complications could have been uncovered sooner had it no longer been for her own missteps. Martinez retired in December.

Her report suggests that some Sweetwater department heads knew of the district’s fiscal reporting troubles months sooner than prior to now indicated.

Sweetwater enrolls roughly 39,000 students and is California’s biggest secondary school district.

it is being audited doubtlessly for fraud after a state fiscal agency introduced in December that the district has lengthy been misrepresenting its price range. also, the U.S. Securities and trade fee is investigating Sweetwater.

What hasn’t been publicly discussed is the 2018 document by using Sweetwater’s inside auditor, Martinez, who discovered and suggested complications with the finance department that were corresponding to the state fiscal company’s findings 9 months later.

doc

Sweetwater finance branch inside audit

Sweetwater’s finance department did not fix all of the problems she listed in her internal audit. closing week, Sweetwater spokesman Manny Rubio spoke of the district remains engaged on at the least one issue.

“Are we taking steps at this time to relevant all these concerns? fully,” Rubio mentioned. “We have in mind there were shortfalls in the device, however it has at all times been our practice to appropriate these as soon as possible.”

it's uncertain if district officials paid consideration to the audit report when it became finalized. on the time it was openly discussed at a public meeting, and the district does not post interior audits on its web page.

The San Diego Union-Tribune bought the file through a public record request.

among the internal auditor’s findings:

• at the end of the 2016-2017 school year, Sweetwater’s fiscal data showed a nearly $1 million discrepancy between its customary ledger and the bank statements for its clearing account, which is where the district briefly holds money for deposit into the county treasury.

• Sweetwater finance workforce had didn't preserve a examine register, a primary log of cash transactions.

• The staff additionally used “unallowable” documentation to assist accounting transactions, reminiscent of handwritten notes on pieces of paper in its place of appropriate receipts or equipment-generated reports.

Martinez wrote that it changed into difficult for her to hint accounting transactions again to their source documents as a result of most transactions only had a description of “AR,” which stands for bills receivable. money owed receivable generally capacity debt.

Martinez also discovered that Sweetwater’s finance branch changed into conducting wire and make contact with transfers of millions of dollars from the district’s clearing account, a practice prohibited by way of state legislation.

The clearing account is barely alleged to be a short lived retaining region for funds looking forward to deposit to the county treasury. Yet the finance branch changed into the use of clearing account money to pay settlements, bond activity, a expert and a know-how rent, among other things.

at last, Martinez discovered strange accounting delays, together with that Sweetwater finance group of workers took up to seven months to deposit money from the district’s clearing account into the county treasury. And one time, a wire transfer charge became not posted in the district’s general ledger except three months after it turned into made.

State legislations says college districts may still deposit funds from the clearing account into the county treasury every day, notwithstanding districts can do so weekly if they get county approval. In no circumstance can districts post less frequently than month-to-month.

Martinez mentioned in her document that the finance department was correcting transactions for the 2017-2018 school 12 months. She cited that she had informed the branch in January 2018 about relevant documentation and well timed financial institution reconciliations.

every school district is anticipated to regularly examine that its bank statements suit up with its monetary records. This follow, referred to as bank reconciliation, is important to do as a minimum monthly since it can display irregularities in a district’s fiscal books, said Jim Westrum, a member of the affiliation of faculty enterprise officials overseas.

but the state fiscal company’s December file shows Sweetwater nevertheless was not doing well timed financial institution reconciliations for all its accounts. The file discovered some items relationship lower back to June 2017 had yet to be reconciled.

Rubio, the district spokesman, observed Sweetwater has implemented most of Martinez’ thoughts, even though it remains working on month-to-month financial institution reconciliations.

The issues present in the audit could have been caught earlier, Martinez wrote in her record. She had reviewed the district’s bank files for the clearing and revolving money fund money owed for years but ignored to make certain they matched up with the district’s accepted ledger.

Martinez additionally admitted that she had omitted to “go through the details of the financial institution remark,” which is why she neglected the reality the prohibited wire and get in touch with transfers.

“I express regret for this oversight as these error could have been caught previous,” Martinez wrote.

Martinez became one in all about 300 employees who took an early retirement incentive in December. She declined to comment for this story.

Rubio noted he is not certain who knew about or read Martinez’ audit file.

“We don’t truly recognize the place it went,” he spoke of.

Martinez’ examination of the finance department wasn’t planned. in the ultimate two years, nobody in Sweetwater has scheduled an interior audit of the finance department, in response to the district’s internal audit work plans.


ResponsibleAg Audits Create opportunities for continual security improvements | killexams.com Real Questions and Pass4sure dumps

neatly-trained auditors determine defense risks and correct issues, ultimately fighting workplace accidents and fatalities.

protected practices for managing, storing and treating seed are considered one of 17 areas that could be lined all the way through a ResponsibleAg facility assessment.

traditionally, security audits have been a dreaded necessity for a lot of in the ag retail sector. but, as a true way of life of safeguard transforms the business, ResponsibleAg audits are considered as a welcome chance to enrich defense and the place of work atmosphere for employees. This proactive strategy to environmental, health and defense issues is about continuous development.

“americans are individuals and all of us have a tendency to get into routines,” says Brian Miller, lead teacher for the ResponsibleAg Auditor working towards course and ResponsibleAg verification auditor. “repeatedly, the ways individuals do issues day-to-day has some stage of chance. ResponsibleAg audits bring in yet another set of eyes to peer hazards which have been unnoticed and present options for correcting concerns. If we don’t establish the risks, we are in no way going to trade.”

regular audits boost defense

facilities participating in the ResponsibleAg Certification application acquire an audit by way of a ResponsibleAg-credentialed auditor as soon as each three years. Auditors verify up to 17 areas of a facility, and the ability receives a corrective motion plan record any concerns that were discovered. Being a ResponsibleAg auditor comes with the inherent accountability to assist locations retain people safe.

“The most efficient successes we now have are the events that by no means ensue,” Miller says. “if you believe all the ResponsibleAg audits which have been achieved, there is a very high probability we've prevented a person from getting significantly damage or killed. How do you place a cost on that?”

knowledgeable, credentialed auditors make sure audit accuracy, consistency and credibility

at the coronary heart of the ResponsibleAg initiative is the intention to provide accurate and credible audits consistently across the country. These audits are performed by way of a group of specialists – either impartial, contract auditors or inner auditors – who've correctly completed the ResponsibleAg Auditor practising course, been credentialed and maintain their credentials by means of finishing an annual refresher route. The initial auditor practicing is a arms-on event, spanning 4 days. Auditors in practising comprehensive mock audits and are scored therefore.

proper storage and managing of anhydrous ammonia and the magnitude of the anhydrous device bulkhead in combating hurt from a truck pull-away event are key learnings right through auditor practicing.

Audits tackle unique wants of each and every region

“verbal exchange is a major focus of our working towards,” Miller says. “Our credentialed auditors are first and most fulfilling educators. We don’t just habits the audit and then go domestic. Our job is to work with each vicinity to give cognizance and education about protected practices throughout the power.

“americans need to learn a way to meet requirements and the way to correct their dangers – subsequently making a safer work ambiance,” he continues.

Auditors attempt to assist each place handle its wonderful set of challenges. frequently, employees unintentionally compromise their own protection or the protection of a co-employee. A ResponsibleAg audit can support a area in addressing and correcting these fundamental work habits or patterns.

“if you happen to consider all of the ResponsibleAg audits which have been completed, there's a really excessive chance we've helped stay away from someone from getting critically hurt or killed. How do you place a value on that?”– Brian Miller

“As an auditor, my job is to aid in making certain americans go home the identical way they got here to work. My ardour for being worried with ResponsibleAg is realizing i'll have helped stay away from somebody’s lifestyles from changing forever as a result of an accident at work,” Miller says.

throughout a ResponsibleAg auditor training, Brian Miller explains a way to determine the relevant situation of secondary containment programs.

Audit technique also evolving, improving

To raise the audit procedure, web site managers can consider their experience following the audit. This feedback identifies feasible areas for bettering the standard technique or even particular person auditors. The ResponsibleAg auditing system and practicing course will proceed to improve to fulfill the wants of taking part organizations.

“We, as auditors, aren’t throwing darts at any individual. everybody is working to get enhanced together,” Miller says. “we're right here to aid and make the method better. nice auditing is a continual improvement system.”

For greater counsel or to register for the 2019 Auditor working towards route, June 18-21 in Owensboro, Kentucky, consult with www.ResponsibleAg.org or name 270-683-6777.


point Translations business Awarded ISO 9001:2015 Certification | killexams.com Real Questions and Pass4sure dumps

factor Translations company Awarded ISO 9001:2015 Certification

Aspect Translations Company Awarded ISO 9001:2015 Certification

Kharkiv, Ukraine February 18,2019—aspect Translations enterprise, a translation company, introduced the a success completion of its overseas company for Standardization (ISO) 9001:2015 audit for its company workplace in Kharkiv, Ukraine as of December 27, 2018.

The audit became carried out by means of the State commercial enterprise; Kharkiv general & Metrologiya. factor Translations enterprise passed the most contemporary version of the audit with zero non-conformances, the gold standard outcome feasible. The internationally identified ISO 9001 usual is applicable to any manufacturing or service industry.

overseas firm for Standardization (ISO) 9001:2015 is essentially the most updated average of its variety and specializes in first-class management programs and performance. It assists companies in developing a management system that aligns quality with their wider company method. there is a focus on risk-based mostly pondering and accountability in all organizational approaches that helps increase communications, efficiency, and implementation of continuous growth.

“we're excited to have earned the certification to ISO 9001:2015 and believe it gives further assurance to our consumers that we're focused on continual development and consumer pride,” stated Elena Kirsanova, Chief operating Officer. “This ordinary demonstrates our want to always function at the optimum degrees of great and effectivity. It’s elementary to supplying imaginative, high fine and client-focused solutions to our customers.”

For any company, the highway to certification requires time and commitment. Anna Nebesskaya, supervisor of the construction crew, “Having our total crew involved and acknowledging the value of the company tactics turned into key to our success in achieving ISO Certification! We began our interior coaching for certification in November of 2017, through evaluating our latest processes and aligning them with the ISO requirements. earning ISO 9001:2015 certification became a rigorous and thorough technique, requiring the engagement of our total firm. In boost of our required interior audit, we despatched six of our key staff members via auditor practising to turn into certified inside auditors. This allowed the business to simultaneously comprehensive inside audits in each branch all through the year and just before the last certification manner.”

“This certification confirms that our first-class administration system continually gives amazing translation services, comply with security necessities, and drive continual improvements that meet our consumers’ needs,” talked about Tino Melita, CEO of point. “Our team is totally proud to be recognized for our exemplary checklist and continuous advancements to our tactics. Our passing of the audit with flying colorings proves that we don’t just focus on first-rate, we live by means of it each day!”

For extra counsel, visit www.element-translations.com.Media Contact:Alla Khaiertdinova, client service Managercsm@aspect-translations.com


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Certified Internal Auditor - Part 1, The Internal Audit Activitys Role in Governance, Risk, and Control

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Office of Internal Audit and Investigations | killexams.com real questions and Pass4sure dumps

The Office of Internal Audit and Investigations (OIAI) is part of the International Federation of Red Cross and Red Crescent Societies (IFRC) secretariat. The OIAI is an independent function which oversees the effectiveness of the organization's risk management and internal control systems.

The purpose of the OIAI is established through its charter. The charter sets out OIAI's mission, mandate, authority and responsibilities. The OIAI`s mission is:

“to provide high quality audit services that gives management reasonable assurance on the effectiveness of the IFRC's internal control environment and to act as an agent for change by making recommendations for continual improvement, thus providing assurance and assistance to management and staff in the effective discharge of their responsibilities and the achievement of the IFRC’s mission and goals.”

The scope of OIAI covers all programmes, operations and activities of the IFRC.

Independence

The OIAI reports directly to the Secretary General of the IFRC and has operational independence in order to perform its function. Oversight of the OIAI is provided by an independent Audit and Risk Commission which forms part of IFRC governance, and which reports directly to the Governing Board.

Functions of the OIAI

The functions of OIAI include internal audit, investigations and coordination of external audits.

Internal Audit

The OIAI adopts the Institute of Internal Auditors' (IIA) definition of internal auditing:

"Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization to accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, (internal) control and governance processes."

Internal audits include reviews of IFRC entities, key processes, as well as information systems. Internal audits are performed either by the OIAI, or can be co-sourced or outsourced to an external service provider.

OIAI also provides guidance towards improving risk management practices throughout the organization.

Investigations

The IFRC established its in-house investigations function in the second half of 2015.  Investigations are performed in relation to allegations of fraud, misconduct or other wrongdoings that involve IFRC staff, fund or operations. A preventative element is included within the scope of the investigations function. This includes increasing the IFRC's fraud prevention awareness, and to promote a zero tolerance culture in relation to inappropriate behaviour. 

The IFRC's fraud and corruption prevention and control policy outlines the organization's approach, including the investigation procedures that will be followed should fraud or corruption be detected.

An independent whistleblowing hotline is available to report any possible breaches such as corruption, fraud, dishonesty, harassment, sexual violence and abuse, unethical behaviour and abuse of child labour. Calls can be anonymous and can be directed through the independent company Safecall by calling +44 207 696 5952 or by sending an email to ifrc(at)safecall.co.uk or by filling directly a complaint at www.safecall.co.uk/file-a-report.

Coordination of external audits

The OIAI coordinates the process of external audits of IFRC funding. External audits include the annual consolidated audit of the IFRC's financial statements as well as audits of appeals and of specific partner funding.

Quality assurance and professional standards

The internal audit function of OIAI is guided by the Institute of Internal Auditors' (IIA) mandatory guidance including the definition of internal auditing, the code of ethics and the international standards for the professional practice of internal auditing. The OIAI performs its audit work with due professional care and in accordance with best practice recommended by the IIA. In 2014, an independent review was performed of the OIAI and concluded that it generally conforms to the relevant IIA standards for the professional practice of internal auditing.

The investigation function of OIAI is guided by the Association of Certified Fraud Examiners (ACFE) code of professional standards. The OIAI`s investigation work is of an administrative nature. Findings are established by a preponderance of credible and substantive evidence following an in-depth analysis of evidences gathered.

Report disclosure

The IFRC will publicly disclosure internal audit reports commencing in 2016, with internal audit reports uploaded to the public website quarterly. Internal audit reports prior to 2016 will not be disclosed.  

The purpose of an internal audit is to identify issues for management to address and therefore the primary audience is internal. In some cases, the reports may include sensitive information and this information will be excluded from reports which are shared with the public. Disclosure restrictions are elaborated in the IFRC`s information disclosure policy. 

The annual consolidated external audit report will be disclosed following the approval by the relevant IFRC governance functions, within six months following the period being audited.

Investigation reports are not publicly disclosed.

Use of reports and queries

The use of information contained in internal audit reports will be subject to the IFRC disclaimer. The IFRC will not respond to public queries in relation to audit reports.


Approva to Share CCM Strategies at Institute of Internal Auditors (IIA) Governance, Risk & Compliance (GRC) Conference | killexams.com real questions and Pass4sure dumps

SOURCE: Approva Corporation

Approva Corporation

August 18, 2010 10:15 ET

Company to Highlight Approva One and CCM Best Practices

HERNDON, VA--(Marketwire - August 18, 2010) -  Approva® Corporation (http://www.approva.net), the leader in continuous controls monitoring (CCM) and audit automation software, today announced that it will be exhibiting at the Institute of Internal Auditors' (IIA) Governance, Risk and Compliance (GRC) Conference, which will be held from August 23-25 at The Breakers in Palm Beach, Fla. Approva will offer attendees a look at the company's newest product release, Approva One On Demand, as well as share recent CCM success stories and best practices.

"Internal auditors know as well as anyone the steep challenges facing businesses striving for transparency and compliance," said Mike Evans, Vice President of Marketing for Approva. "IIA GRC is a great place for us to highlight the ways in which CCM can help businesses operate more efficiently, and we look forward to talking about the role that internal auditors can play in transforming the way their businesses approach and mitigate risk."

The IIA GRC Conference is designed to improve participants' performance by giving them the knowledge and tools to effectively manage governance, risk and compliance within their organizations. Participants can choose from 32 sessions in tracks ranging in focus from Internal Audit Roles in Risk Management to those focused on fraud, regulatory and legislative issues, compliance concerns and insights on governance.

For additional information on continuous conference monitoring, stop by Approva's booth #22 or follow us on Twitter for up-to-the-minute updates from the show floor under #IIAGRC.

About Approva Approva® Corporation is the industry-leading provider of continuous controls monitoring software and is the industry standard at Big-4 audit firms. We enable business, finance, IT and audit professionals to identify, manage and prevent business exceptions in order to reduce risk, increase operational efficiency and prevent inappropriate payments. Global companies such as Bayer, DirecTV, Discovery Communications, Honeywell, Pratt & Whitney and T-Mobile rely on Approva to deliver actionable and auditable intelligence of control breakdowns across their business systems, processes and transactions. Approva has certified integrations with Microsoft, IBM and SAP to provide a holistic Governance, Risk & Compliance (GRC) solution.

For more information, visit http://www.approva.net, follow us on Twitter, subscribe to our blog, Audit Trail, or call +1-703-956-8300.


10 Things Keeping Nonprofit Auditors Up At Night | killexams.com real questions and Pass4sure dumps

The internal audit (IA) function is vital to the health of any nonprofit, regardless of mission or scope. The audit committee and its individual members are crucial partners in safeguarding the integrity, purpose and, ultimately, the success of organizations. They often face challenges navigating a strained regulatory environment, all while trying to do more with less. Here’s a list of the top 10 challenges keeping internal auditors up at night, and possible remedies to help continue the critical work.

1. CHANGES TO OPERATIONS OR STRATEGY : Change is inevitable. As the needs of communities, internal dynamics, priorities and leadership transform, nonprofit managers adjust their mission and strategies. While this dynamism is essential to further the work, change can create strain for internal auditors. Whether it’s expanding operations to a new location, working with new donors or rolling out a new organizational structure, internal auditors are often left scrambling to ensure compliance.

THE REMEDY: Compliance headaches don’t have to be unavoidable. Managers should be proactive about integrating internal audit into large scale organizational changes. This means allocating IA resources to evaluate emerging compliance and legal requirements, incorporating IA into the strategic decision-making process at the outset, revising policies and procedures with the new compliance environment, and developing succession plans to facilitate smooth personnel changes. IA should not just be involved in the change process. Managers should allow internal auditors to conduct post-implementation assessments to ensure ongoing compliance.

2. ORGANIZATIONAL CULTURE: A nonprofit’s organizational culture usually centers on a mission about which employees are passionate. This passion attracts staff personally motivated to help the overall organization succeed, but can come at the cost of internal controls. “The cause” can often be promoted at any cost. Mid-level management professionals can be highly skilled in technical areas, but might lack knowledge in compliance, financial accountability and oversight. A lack of interactive communication between key administrative and program units within the organization can result in insufficient internal controls.

THE REMEDY: Communication is essential to balance maintaining organizational culture with proper operational management. Nonprofits should develop a sound communication strategy that brings the internal audit and compliance functions in regular contact with the rest of the staff. During these interactions, IA professionals should be sure to communicate how risk management practices align with overall organizational strategy and mission objectives. Bringing people together in this way helps make IA an integral part of an organization, rather than an afterthought. Communications breakdowns are sometimes inevitable. Managers should conduct regular assessments of business processes to determine where breakdowns in communication between business units occur. These assessments should help identify gaps that could pose significant risks to the organization. Based on the results of these assessments, organizations should design and implement remediation plans, including scheduling necessary trainings for all employees and rolling out new process flows and accountability points to close any gaps.

3. NEW TECHNOLOGY: Technological advances help staff members store and share data, but new technology is often implemented without the knowledge or involvement of the internal audit function, to potentially disastrous and costly results. Ideally, internal auditors should assess new technology well before it’s utilized to review issues such as control over sensitive data, continuity of the technologies between offices, and adherence to compliance and regulatory requirements. Without this review, managers leave the organization open to a number of risky consequences, as well as operational inefficiencies.

THE REMEDY: Technology can be a huge boon to nonprofits, but only when it’s used wisely. IA should work with nonprofit leaders to first assess technology currently being used organization-wide, and then identify what still needs to be addressed. Internal auditors can assist with researching and proposing approved technologies for organization-wide usage, to facilitate cohesion and compliance and to help management improve system efficiencies. Managers also need to implement proper internal controls to ensure they’re mitigating technology risk. IA can conduct a risk assessment of each technology used and implement policies to restrict or prevent the use of high-risk programs or devices. Organizations should also require similar checks and risk assessments for all new technology prior to usage.

4. CYBERSECURITY: Cybersecurity risks abound with new technologies exploding in popularity. Nonprofit managers often mistakenly believe they aren’t of interest to cyber criminals, but the amount of personal data they store from donors and employees, and the tendency to underinvest in cybersecurity measures, make them an ideal target. It can be difficult to maintain up-to-date technology and hardware, keep pace with technological changes and navigate the shifting regulatory landscape with limited funding. Nonprofits also frequently are partnered with technology suppliers and other contractors that leave them open to third-party cyber risks.

THE REMEDY: The first step is to conduct an organization-wide cybersecurity risk assessment that includes partner, contractor and technology supplier cybersecurity as part of the due diligence process. This assessment should shed light on where internal and external gaps exist. Following the assessment, managers should implement additional controls by updating policies, procedures and internal controls to address identified gaps. A startling number of cyber incidents arise from employees unknowingly exposing the organization to bad actors. Training staff to recognize these exposures is fundamental to their prevention.

Leaders need to regularly communicate risks to employees and vendors to ensure everyone is adhering to established policies. Monitoring cyber risk needs to be an ongoing effort. A risk assessment schedule should be developed to examine internal partner, contractor and technology supplier cybersecurity on a quarterly or annual basis. Internal audit can assist with implementing these assessments.

5. COMPLIANCE WITH FUNDER REQUIREMENTS: Nonprofits often have the unique challenge of negotiating compliance requirements across multiple funding sources including government entities, individuals, private foundations or other organizations. This challenge is only growing as budget cuts force organizations to focus on diversifying revenue streams and expanding donor pools, and with a recent increase in donor audits of specific grant activity at the materiality level. Further complicating the matter is a growing emphasis on international accounting standards (as opposed to relying on U.S. Generally Accepted Accounting Principles.

THE REMEDY: To clarify exactly what funding requirements an organization faces, a compliance assessment should be conducted, comparing requirements across all donor agreements to determine areas of overlap and areas of discontinuity. These agreements should then be compared against written policies and current practices to identify gaps. Remediation plans can amend policies and procedures, and staff trainings should be conducted to ensure all levels and functions understand their role in maintaining compliance with funding requirements. Staying current is critical. Leaders should develop a compliance assessment schedule, and IA and compliance departments need to stay on top of new funding streams and emerging trends so they can pivot when necessary.

6. FINANCIAL CONTROLS: Even though most nonprofit leaders and staff are motivated by making an impact rather than money, there remain a host of hurdles when it comes to financial management. Many international nonprofits operate in countries with cash-based economies, making it tough to maintain adequate control of funds and sufficient supporting documentation. And new payment technologies, while enabling new and widespread operational tools, are often accompanied by verification and other control challenges. Nonprofits also face resource constraints and might have a limited number of finance staff to oversee financial management processes, which can be manual and prone to human error. For organizations with several offices, branches often operate with little to no centralized oversight of accounting and cash management procedures.

THE REMEDY: Managers should review cash management procedures and evaluate typical expenditure cycles to identify potential risk areas across the entirety of an organization. Internal audit is central in assisting management in testing cash management controls. Additional controls in keeping with best practices can be implemented, such as limiting cash handling or volume of cash transactions where possible. Nonprofit managers should consider investing in technologies and resources that limit high risk processes. Standardizing procedures will help cut down on variance of practices between offices. All branches should centralize accounting and reporting procedures. At a minimum, each location should maintain copies of supporting documentation of all expenditures and financial reporting and should regularly review them with staff.

7. RELIANCE ON THIRD PARTIES: Vendor actions can create extremely adverse consequences for nonprofits. Concerns range from reputation damage to the vendor’s illegal acts being attributed to the nonprofit. This risk applies to all types of organizational relationships with vendors and nonprofits, especially those administering federal grant programs given increased sub-recipient monitoring and due diligence requirements. Despite the risks, most nonprofits rely on partners or contractors for critical program functions. This makes it difficult to conduct due diligence reviews and monitoring activities, particularly when the partners/contractors are numerous, geographically dispersed or operating overseas. Partners are normally tasked with self-reporting, meaning frauds like ghost employee payments are easily hidden. Contractors also usually have access to organizational networks and information, creating an additional layer of risk.

THE REMEDY: Leaders should review current policies and procedures to ensure robust due diligence and monitoring processes are in place for all third-party relationships. This should include an assessment of partner/contractor access to project data, systems and networks, and the limitation of access where possible. Managers need to implement additional monitoring and verification processes, including:

* Conducting regular spot reviews or investigations of reported data;

* Requiring partners and contractors to certify financial and programmatic assertions;

* Verifying number of partner/contractor staff and salary payment amounts;

* Conducting unannounced site visits; and,

* Considering third-party verification systems These processes should be re-evaluated on a regular basis to ensure their effectiveness.

8. PROCUREMENT PROCEDURES: Nonprofit organizations rely heavily on non-competitive procurement processes for several reasons. Procurement procedures, selection criteria and selection decisions are often inadequately documented, leaving organizations unable to show that there was no bias in the selection process. Preferred vendor lists are rarely updated, and control of vendor solicitation, selection and site visits is often left with just a few individuals.

THE REMEDY: IA should review current procurement procedures against industry standards and donor requirements. They should also be transparent about their procurement policies including: * Publicly announcing tenders as much as possible; * Updating vendor lists through open competition as frequently as possible; * Verifying vendors and prices through in-person or third-party checks; * Comparing bids against market prices; * Documenting criteria and selection procedures to bid samples with procurement files; and, * Ensuring procurement/selection committees are rotated on a regular basis.

9. TRANSPORTATION AND DISTRIBUTION: For organizations that distribute goods, inventory management and oversight can prove to be major sources of stress for internal auditors. Managers often have difficulties verifying receipt of goods or services by their intended beneficiary, and confirming the goods provided are in the same quality and quantity as what was purchased. Diversion, theft and product substitution are especially difficult to identify. Despite resource and capacity issues, recent increased scrutiny of internal controls and supply chain management means that organizations need to address these issues sooner rather than later.

THE REMEDY: To help combat issues in the distribution chain, managers need to shore up monitoring procedures by:

* Establishing monitoring teams for critical points along the supply chain;

* Implementing two-step or three-step verification procedures at each critical stage;

* Hiring a third party to conduct site visits and monitor transportation and distribution;

* Using technology to assist in tracking and monitoring, including unique identifiers on products for inventory and tracking purposes and requiring distributors to take time-stamped photos/videos of deliveries; and,

* Another effective risk mitigation strategy is to communicate directly with beneficiaries. Leaders can hold pre-distribution meetings with communities to review any past issues or concerns.

Detailed packing lists and/or photographs of parcel contents should be inside packages. Nonprofits can include in the contract clauses with distributors to withhold payments to distributors until delivery is confirmed. This further ensures the distributor is holding up its end of the agreement.

10. FRAUD AND CORRUPTION: It’s the job of the internal audit function to uncover fraud, waste and abuse in nonprofit organizations, but often they are set up for failure. Due to a lack of communication between functional and program units within organizations, increased used of third parties, outdated systems, increased regulations (and the list goes on), the opportunity to exploit a nonprofit’s controls is growing at a time when IA resources are shrinking and reputational risk for organizations is at an all-time high.

THE REMEDY: Preventing fraud starts within an organization. Stakeholders should evaluate current fraud prevention, detection and investigation measures against regulatory requirements and develop a plan to remediate any identified gaps. They should also be sure to provide accessible fraud reporting mechanisms for all employees, partners, grantees/beneficiaries and stakeholders.

Despite resource constraints, organizations need to ensure IA has the appropriate level of resources to detect and investigate potential cases of fraud. Funds should also be set aside for visits to third parties and office locations and the establishment of a fraud hotline. Put a process in place to notify any impacted funders in a timely manner and in line with donor requirements to prevent exacerbating the impact when fraud does occur.

It’s also key to establish a fraud prevention and detection assessment schedule so practices can stay up-to-date and make sure nothing falls through the cracks. Internal auditors at nonprofits have a tough, but essential job that’s key to keeping the organization focused on mission fulfillment. By assessing current practices, developing action plans and regularly monitoring activities, organizations can mitigate risk and serve their beneficiaries more effectively.

***

Ken Eye is a director in the Nonprofit & Education Advisory Services practice at BDO. His email is keye@bdo.com. Andrea Wilson is a partner and the leader of BDO’s Nonprofit & Education Advisory Services practice. Her email is aewilson@bdo.com.



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References :


Box.net : https://app.box.com/s/n243d2ocjyhrnfad2ygg3xpzqdgnsg9c
zoho.com : https://docs.zoho.com/file/67jzbcc05a6364f2c4d569123b981c098336f






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