1、1 中文 3478 字 本科毕业论文（设计） 外 文 翻 译 外文题目 Performance Indicators 外文出处 CA Magazine,2010(2):43-48 外文 作者 Cigne Pierre 原文 ： Performance indicators Internal audit is a recognized strategic function in both public and private organizations. The internal audit department is mandated to provide senior managers an
2、d audit committee members with the needed support to achieve objectives, improve management practices and performance and implement controls to mitigate risk. Accordingly, the internal audit department must have a well established structure if it is to effectively address these concerns. Performance
3、 indicators constitute a key factor in the departments success. The following indicators are taken from a 1999 guide developed by Quebecs public service Forum of Internal Audit Administrators. Why measure? Internal auditors often recommend that clients adopt indicators and set targets to appropriate
4、ly monitor their operations. How does this advice apply to internal audits? Using indicators to measure performance is an effective way to regularly assess added value and the professionalism extended to senior management, audit committee members and managers being audited. This approach also allows
5、 internal auditors to work with staff in setting objectives and targets. Lastly, a number of indicators conform with the requirements of internal audit professional standards. Prerequisites To gather information about these indicators, internal auditors need to have 2 systems in place for compiling
6、data. In this respect, they must: Prepare an annual plan of mandates to be performed； Have a system for recording the number of hours spent on each mandate； Annually follow up on recommendations made in previous reports； Request action plans after submitting their internal audit reports； Determine d
7、irect and indirect costs； Prepare a time budget and a time line at the beginning of each mandate； Compile the number of professional development days for internal auditors； Use a questionnaire to survey the opinions of internal audit clients and senior management on internal audit performance and re
8、sults of the work. The performance indicators used break down into two categories: quantitative and qualitative. Quantitative indicators Twelve quantitative indicators measure how the internal audit function has an impact on the organization, on internal management and on the outcomes achieved. Some
9、 indicators are measured after each internal audit mandate and others at regular intervals. Targets are set in consultation with management, audit committee members and internal audit staff. Measurement results are reflected in the annual internal audit report and, more particularly, they provide a
10、basis for some interesting discussions with senior management and audit committee members. Compliance with initial planning This indicator compares the internal audit activities achieved with those initially planned. It is based on planning developed in agreement with management and audit committee
11、members. The internal audit plan is primarily derived from the internal auditors assessment of the organizations risks and the concerns of senior management and the audit committee. This indicator enables audit committee members and senior management to ensure that the internal audit focuses on sele
12、cted areas that add value to the organization, particularly areas involving material risks. The internal audit department reports to the audit committee on a quarterly basis. The success rate for this indicator is set at 80%. Even though time is set aside for 3 special mandates, planned work must of
13、ten be postponed when unscheduled yet important mandates arise. However, these postponed mandates are then included in the next years planning. Time spent on audit work This indicator measures the time spent on internal audit work (audits, special mandates and advisory services) in relation to all d
14、epartment activities and the productivity of internal audit staff. Internal audit employees are given a target of 80%, which they have no problem meeting. This indicator enables senior management and the audit committee to monitor the efficiency of the internal audit function and ensure that staff i
15、s working on files relating to the organizations mission. Time spent on special requests versus audit work This indicator shows the importance management places on the internal audit function. For instance, when internal auditors are called on to resolve an urgent problem, their credibility, the cli
16、mate of trust that prevails in the department and their contribution to the organization is reflected in this indicator. If the department does not receive any special requests, the question would be why. This indicator reflects the time spent on mandates and special requests such as advisory servic
17、es, rapid analysis of a document, etc. However, such requests should not become common practice. While the internal auditors advisory role is often appreciated, it shouldnt interfere with scheduled mandates. Thats why this indicator is important to track such requests, which shouldnt constitute more
18、 than 20% of internal audit work. This indicator is of value to senior management since it highlights the internal auditors commitment to the organization. Implementation of recommendations This is the most important indicator since it is directly related to the internal auditors mission, which is t
19、o make recommendations to improve the organizations practices. It determines the extent to which the internal audit recommendations have been implemented and the impact on the organization. Consequently, the recommendations must be realistic and provide added value. The goal is to have 80% of the recommendations implemented or in the process of being implemented. In this
