IIA North American Strategic Plan

Transcription

1 IIA North American Strategic Plan

2 CORE PURPOSE To advance the internal audit profession and serve our members. NORTH AMERICAN GOALS NORTH AMERICAN GOAL A. Professionalism: The IIA, at all levels, will collaborate to enhance the profession in North America. Champion Neil Frieser Staff Lead Jo El LaBorde B. Advocacy: The IIA will raise the profile of and demand for the profession, enhancing its recognition as indispensable to good governance by key stakeholders. Champion Karen Brady Staff Lead Kathy Anderson C. Sustainable Value: The IIA will generate sustainable value for members. Champions Seth Peterson Staff Leads Francis Nicholson/Carrie Summerlin D. IIA as Leader: The IIA will emerge as the leading voice in integrated audit, governance, risk management assurance and control. Champion Benito Ybarra 2020 OUTCOMES Increased growth of paid membership including increased retention and expanded industry niches Increased number of chapters sharing/adopting best practices developed by other chapters Increased number of chapters using training and other services provided by IIA headquarters Increased member satisfaction Increased number of professionals holding the CIA certification Be recognized and routinely consulted by regulators, legislators, and other influential bodies Increased awareness of the internal audit profession at the young professional and college student level Increase regulatory and legislative awareness of the importance of making high quality internal auditing a requirement for organizations Enhance the profile of and demand for high quality, appropriately resourced internal auditing among key stakeholders Be recognized by boards and senior management as an indispensable resource for effective governance, risk management, and control Greater member engagement using IIA products & services Generate sufficient funds to continue to re invest in profession The IIA is the provider of choice for professional development Will have a robust and diverse volunteer base to support the mission Be recognized by members as the leading resource and voice in integrated auditing Be recognized by members and internal audit stakeholders as the leading resource for Enterprise Risk Management and Assurance Deliver relevant content on trends and emerging issues to all members. Staff Lead Jim Pelletier 2

3 A: Professionalism Board Champion Neil Frieser; Staff Lead Jo El LaBorde The IIA, at all levels, will collaborate to enhance the profession in North America. MEMBERSHIP GROWTH: Increase paid US membership by 2% over 2017 year end actuals. Increase retention rate for paid North American membership to 85% over 2017 year end actuals. Achieve 5% growth for FSAC in and maintain EHSAC over 2017 year end actuals. Increase conversion of NA non member certification applicants to member status by 5% for over 2017 year end actuals. MEMBERSHIP ENGAGEMENT: Increase overall membership satisfaction from 2014 and 2016 actuals of 67% and 74%, respectively to 80%. Achieve at least 6% response rate for the Member Needs Survey. Increase specialty center satisfaction from 2016 actuals of 81% for ACGA and AEC and 87% for FSAC to 83% and 89%, respectively. Increase overall etouches satisfaction from 79% for overall experience to 82% and training support satisfaction from 90% to 92%. Implement member value proposition redesign with a 2019 launch of a new membership benefits tiers structure in Q3 in alignment with the website redesign and new AMS initiative. Increase satisfaction results for Leadership Conference and IAEP Conference to 84% over 2017 year end actuals. Host 10 member events at conferences with a minimum of 500 attendees. 3

4 B: Advocacy Board Champion Karen Brady; Staff Lead Kathy Anderson The IIA will raise the profile of and demand for the profession, enhancing its recognition as indispensable to good governance by key stakeholders. Continued execution of action plan for The IIA s advocacy efforts in Washington including strategic plan for targeted regulatory agencies and key stakeholders. Continued execution of action plan related to the disclosure of an internal audit function for publicly traded companies as well as issues related to Inspectors General vacancies and independence. At least 100 substantive meetings with regulators, legislators and legislative staff, and other identified stakeholder groups in. Opportunistically provide at least 1 relevant Congressional testimony (oral and/or written). Hold at least one Congressional Fly in with IIA members (North American Advocacy Committee members, AEC members and/or members of the North American Board). Expand partnership opportunities with identified stakeholder organizations. Enhance advocacy initiatives at the Chapter level including program to invite Congressional speakers at 3 Chapter events. Continue active participation with Anti Fraud collaboration with CAQ, FEI, NACD with completion of at least one IIA project in. Develop a strong internal audit value statement & IIA statement & IIA About Us to leverage in advocacy outreach meetings and introductions, inclusive of both CBOK & Pulse survey data to further simplify advocacy messaging and penetration of stakeholder target audience relationships. 4

5 C: Sustainable Value Board Champion Seth Peterson Staff Lead Francis Nicholson/Carrie Summerlin The IIA will generate sustainable value for members. Deliver $365k in net Contribution to support the execution of key initiatives that add value for our members and professionals throughout North America. Continue to execute curriculum development plan aligned with focus on core, executive and specialty curriculum and courseware for internal audit professionals resulting in a minimum of 35 new course titles/minimum 230 CPEs across Learning Platforms. Increase overall participation in IIA Learning and Professional Development programs by 5% YOY to include complete participation in Core professional development programs webinars, conferences, e seminars, public seminars, onsite, ondemand, CIA certifications, and CIA Learning System. Increase non member program participation attendance numbers by 2% YOY to enhance the membership funnel. Garner satisfaction survey results for IIA learning and development products that are 2% above year end Increase overall instructor/speaker ratings by 2%, by ensuring the appropriate matching of instructors/speakers with course/topics based on diversity of experience. Enhance pipeline of potential NA leaders for discussion and employment by NA Board and committees in

6 D: IIA as Leader Board Champion Benito Ybarra; Staff Lead Jim Pelletier The IIA will emerge as the leading voice in integrated audit, governance, risk management assurance and control. By 2Q, develop a framework related to baseline IT competencies for internal auditors based on GTAG 1: IT Risk and Controls and GTAG: Integrated Auditing (ITGC). By December, update the competency framework to ensure baseline IT competencies are included and delineated where appropriate. (PREC). Develop a suite of a least 4 integrated audit self directed learning modules based on GTAGs released in 2016 NLT November. Drive North American content through the Pulse of the Internal Audit Profession survey and subsequent reports. Deliver relevant content on emerging issues to all members by publishing at least four new pieces of thought leadership leveraging the Global Perspectives and Insights series. Execute The IIA s Center Strategy including, by the end of, grow Center membership as follows: AEC 664 FSAC 4,259 EHSAC 118 Drive a 10% increase in traffic to specialty center websites through the delivery of targeted content and a member focused value proposition. 6