IACM

1. 4. Performance Management and Accountability

1.1. Public Reporting of IA Effectiveness

1.2. Integration of Qualitative and Quantitative Performance Measures

1.3. Performance Measures

1.4. IA Management Reports

1.5. IA Operating Budget

1.6. IA Business Plan

2. 5. Organizational Relationships and Culture

2.1. Effective and Ongoing Relationships

2.2. CAE Advises and Influences Top-level Management

2.3. Coordination with Other Review Groups

2.4. Integral Component of Management Team

2.5. Managing within the IA Activity

3. 6. Governance Structures

3.1. Independence, Power, and Authority of the IA Activity

3.2. Independent Oversight of the IA Activity

3.3. CAE Reports to Top- level Authority

3.4. Management Oversight of the IA Activity

3.5. Funding Mechanisms

3.6. Full Access to the Organization’s Information, Assets, and People

3.7. Reporting Relationships Established

4. 1. Services and Role

4.1. IA as Key Agent of Change

4.2. Overall Assurance on GRC

4.3. Advisory Services

4.4. Performance Audits

4.5. Compliance Audits

5. 2. People Management

5.1. Leadership Involvement with Professional Bodies

5.2. Workforce Projection

5.3. IA Contributes to Management Development

5.4. IA Activity Supports Professional Bodies

5.5. Workforce Planning

5.6. Team Building and Competency

5.7. Professionally Qualified Staff

5.8. Workforce Coordination

5.9. Individual Professional Development

5.10. Skilled People Identified and Recruited

6. 3. Professional Practices

6.1. Continuous Improvement in Professional Practices

6.2. Strategic IA Planning

6.3. Audit Strategy Leverages Organization’s Management of Risk

6.4. Quality Management Framework

6.5. Risk-based Audit Plans

6.6. Professional Practices and Processes Framework

6.7. Audit Plan Based on Management/ Stakeholder Priorities