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Hi Don, I can talk about 3 methods I am familiar with: At one employer I was with each annual evaluation for department managers had a formal objective of correcting audit issues or justifying why an audit issue could not or should not be addressed. The managers bonus pay was predicated on the number of these formal objectives that were completed. I will call this the "carrot approach". Another employer I was with required me to produce semi-annual audit issue "summaries" or status reports. These status reports were presented during the Finance/Audit committee meetings of the Board of Directors. If the issues remained on the reports more than 2 meetings the BOT would call on the President to explain why. This semi-stick approach was effective for those issues management did not want to deal with. Where I am now, the audit department produces a semi-annual audit issue status report that goes to the President. In addition, the President requires all recipients of audit reports to give her a status report one month prior to the action plan implementation date (the date the corrective action was promised to be completed.) I must say that the involvement of the President has greatly improved action plan implementation and incited the VP's over the areas to get the issues cleaned up. This is somewhat long winded, But I hope you can get some "good" ideas. Cheri Cheri Jones Associate Director, Audit Services University of Louisville 1900 Arthur Street, Ste 300 Louisville, KY 40208 Office: (502)852-4494 FAX: (502)852-0740 [EMAIL PROTECTED] >>> "Whitehouse, Don" <[EMAIL PROTECTED]> 7/30/02 8:50:28 AM >>> Audit-l is sponsored by Audit Leverage (IAD Solutions, Inc.) www.auditleverage.com *************************************** My audit committee has asked that I propose methods to incent management to complete audit findings in a timely fashon. The audit committee suggested linking completion of audit findings to performance reviews. Currently, managers are required to set a target completion date on all audit findings. These dates and subsequent changes are reported to the audit committee. Does anyone have any suggestions or ideas? Thanks, Don Audit Leverage is a department management software package that integrates and automates the entire audit process. This comprehensive package includes risk assessment, audit planning, budgeting, staffing, scheduling, timekeeping, automated work papers, audit findings & recommendations, reporting and audit follow-up. Audit Leverage allows auditors in the field to work off-line and dial in to synchronize their work with the Audit Leverage database on the network, enabling managers to review the work papers instantly without being at the job site. Demo available at www.auditleverage.com If your organization would like to sponsor this discussion list send an e-mail to [EMAIL PROTECTED] for information. To unsubscribe to the Audit-l list send an e-mail to [EMAIL PROTECTED] Leave the subject line blank and include the following message in the body: Unsubscribe audit-l (yourname) Thanks, Jim Kaplan List Manager Audit Leverage is a department management software package that integrates and automates the entire audit process. This comprehensive package includes risk assessment, audit planning, budgeting, staffing, scheduling, timekeeping, automated work papers, audit findings & recommendations, reporting and audit follow-up. Audit Leverage allows auditors in the field to work off-line and dial in to synchronize their work with the Audit Leverage database on the network, enabling managers to review the work papers instantly without being at the job site. Demo available at www.auditleverage.com If your organization would like to sponsor this discussion list send an e-mail to [EMAIL PROTECTED] for information. To unsubscribe to the Audit-l list send an e-mail to [EMAIL PROTECTED] Leave the subject line blank and include the following message in the body: Unsubscribe audit-l (yourname) Thanks, Jim Kaplan List Manager
