IIA North American
Strategic Plan
2015-2020
2015-2020
Approved – 4.19.15
INTRODUCTION
The IIA North American Board met on January 15-16, 2015 to accomplish to the
following primary aims:

Ensure the North American strategic plan is in alignment with the recently
approved Global strategic plan.

Examine any unique needs of IIA members in North America; how to service those
needs including exploring what will take the North American Institute to the next
level.
Unless otherwise noted, the following is a report reflecting consensus reached as a
result of the Board’s work during the retreat.
Those in attendance included:
North American Board Attendees
John Wszelaki, Chairman
Mike Joyce, Senior Vice Chairman
Eric Allegakoen
Karen Brady
Mike Cowell
Pam Jenkins
Shannon Urban
Rob Kuling, Canadian Rep
Paul Sobel, Exec Comm Liaison
Richard Chambers (ex officio)
Staff Attendees
Kevin Mayeux
David Polansky
Bill Michalisin
Charles Redding
Judy Burke
Facilitator/Consultant
Leslie Murphy
Raybourn Group International
CORE PURPOSE
The Board determined that the current global and North American core purposes
are in alignment.
GLOBAL
To lead the global profession
and advance its value.
NORTH AMERICA
To advance the internal audit profession
and serve our members.
2
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
NORTH AMERICAN GOALS AND OUTCOMES
Based on extensive review and discussion, the Board agreed that the following new
North American goals are in alignment with global goals, as well as meet the unique
needs of members and the profession in North America:
GLOBAL GOAL
Goal A. Professionalism: The IIA
will lead the profession through
the development of timely and
relevant knowledge, global
guidance, and career path
guidelines.
Goal B. Advocacy: The IIA will
raise the profile of and demand
for the profession to ensure it is
recognized as an indispensable
resource by key stakeholders.
Goal C. IIA as Leader: The IIA
will be recognized as the leading
voice for internal auditing.
Goal D. Capacity: The IIA will
collaborate globally to expand the
capacity of the profession.
ALIGNMENT
NORTH AMERICAN GOAL
Goal A. Professionalism: The IIA, at
all levels, will collaborate to enhance
the profession in North America.
Goal 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.
Goal C. Sustainable Value: The IIA
will generate sustainable value for
members.
Goal D. IIA as Leader: The IIA will
emerge as the leading voice in
integrated audit, governance, risk
management assurance and control.
Goal E. Sustainable Value: The
IIA will deploy both financial and
business models that generate
sustainable value for members.
The North American Board agreed that it is their role to set outcomes (describe
what the desired end-state is for a goal) and the professional staff’s role to
recommend outputs (strategies, tactics and propose metrics for a given year) to
achieve the outcomes. In doing do, the professional staff will engage key members of
their teams (other staff, key volunteers, committee and chapter leaders, etc.). The
board will then review, provide input, and approve the outputs.
3
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
NORTH AMERICAN GOALS
NORTH AMERICAN GOAL
Goal A. Professionalism: The IIA, at all
levels, will collaborate to enhance the
profession in North America.


Champion
Shannon Urban

Staff Lead
Kristen Darby



Goal 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
Princy Jain

Staff Lead
Hal Garyn
Kathy Anderson



Goal C. Sustainable Value: The IIA will
generate sustainable value for members.

Champions
Pam Jenkins & Mike Cowell

Staff Leads
Jo-El LaBorde & Paul Skurecki
Goal D. IIA as Leader: The IIA will emerge
as the leading voice in integrated audit,
governance, risk management assurance
and control.



Champion
Eric Allegakoen

Staff Lead
Gina Eubanks
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 services
provided by IIA headquarters
Increased member satisfaction
Increased number of professionals holding an
IIA 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 reinvest 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
Establish a center for risk management
assurance and advisory services
4
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
ROADMAP
BY GOAL

GOAL WITH BOARD CHAMPION(S) & STAFF LEAD(S)

OUTCOMES BY 2020

STRATEGIES TO ACHIEVE GOAL & OUTCOMES

TACTICS TO EXECUTE STRATEGIES

2015 SUCCESS INDICATORS (METRICS)
5
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal A: Professionalism
Board Champion – Shannon Urban; Staff Lead – Kristen Darby
Goal
The IIA, at all levels, will collaborate to enhance the profession in
North America.
2020
Outcomes
Outcome 1: Member growth including increased retention and
expanded industry niches
Outcome 2: Increase in chapters using services sharing/adopting
best practices developed by other chapters
Outcome 3: Increase in chapters using services provided by IIA HQ
Outcome 4: Increased member satisfaction
Outcome 5: Increase in number of professionals holding an IIA
certification
Strategies
Outcome 1, Strategy 1: Develop
marketing and outreach strategy to grow
audit group membership and enhance
level of support.
Tactics
a. Build and launch the audit group portal.
b. Develop and implement comprehensive
staffing, communication, onboarding, and
training plan to launch the group portal.
c. Launch upgrade campaigns to
organizations with 2 or more members.
d. Launch upsell campaigns to groups on the
cusp of the next group level.
e. Target 2 states with potential to join as a
Government Audit Group.
f. Document requirements to integrate Audit
Executive Center into group join/renew
process.
g. Evaluate need and resources necessary to
expand Group Concierge program for
consideration in 2016 budget.
6
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 1, Strategy 2: Develop
marketing and outreach strategy to
improve retention rates among
Professional and Government member
types or convert to a group member.
a. Launch telemarketing effort targeting
lapsed members.
b. Improve web landing pages related to the
individual join/renew process.
c. Launch upgrade campaigns to
organizations with 2 or more members.
d. Evaluate renewal and onboarding steps
and messages to ensure they encourage
renewals and demonstrate membership
value proposition.
Outcome 1, Strategy 3: Develop
marketing and outreach strategy to grow
North American membership.
a. Work with chapters to launch targeted
membership campaigns from Mar-Nov '15.
b. Launch targeted campaigns to
nonmembers by industry focused on
government and financial services.
c. Strengthen and expand membership sales
program in Customer Relations.
d. Academic Relations to increase student
members by conducting recruitment
campaigns, exhibiting, student focused
training/events, etc.
e. Identify underserved industry niches with
targeted outreach efforts (i.e. healthcare
auditors, etc.)
Outcome 2, Strategy 1: Create a
repository of best practices for chapter
access.
a. Establish Chapter Relations Committee
(CRC) subcommittee to work with staff to
build the requirements, communication,
and rollout plan.
b. Staff to work with IT to identify a support
tool.
Outcome 2, Strategy 2: Implement ways
to encourage and incentivize chapters to
share and adopt best practices.
a. Conduct "best practice" teleconferences
with chapter leaders by role/subject
7
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 3, Strategy 1: Develop a chapter
service and support model that
encourages all chapters to adopt and
utilize available chapter technology tools.
a. Convene a focus group of CRC members to
work with staff on development of a
support concept.
b. Work with District Advisors to further
improve, enhance, refine, etc.
c. Obtain feedback and input from full CRC
and North American Board.
Outcome 3, Strategy 2: Expand chapter
programming efforts to collaborate with
Onsites, CAE Services, Industry Centers,
Research Foundation, and Learning
Solutions.
a. Work with Programs Subcommittee of CRC
to build an action and communications plan.
b. Work with appropriate staff to identity
opportunities and execute programs by
region or interest.
c. Develop plan to implement a programs-ina-box model with Learning Solutions by
December 2015.
Outcome 4, Strategy 1: Enhance member
value proposition by delivering premium
services through Specialty Centers.
a. Launch Financial Services Audit Center by
June 2015.
b. Continue to build awareness of and
engagement with American Center for
Government Auditing.
c. Launch Canadian Centre for Government
Auditing by Q4 of 2015.
d. Explore possibilities of additional Specialty
Centers.
e. Complete merger with Auditing Roundtable
by Q3 2015.
f. Complete steps to launch EHS Auditing
Center in Q1 2016.
8
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 4, Strategy 2: Regularly
evaluate member satisfaction.
a. Track and analyze satisfaction ratings of
members each quarter.
b. Track and analyze satisfaction ratings of
customer relations reps each quarter.
c. Evaluate member/customer needs survey
and identify 1 new benefit to be considered
for approval.
d. Implement end of year letter to audit
groups (CAE and designated contacts)
summarizing any program changes, new
support tools, etc.
Outcome 4. Strategy 3: Promote culture
of inclusion that attracts diverse members
of the profession to The IIA.
a. Offer training and resources for IIA staff
and committee liaisons to increase
knowledge and help assist in integrating
diversity into their IIA work.
b. Develop and deliver education session on
Diversity & Inclusion for chapter leaders at
Leadership Academy and District
Workshops.
c. Add D&I plan to IIA website and announce
successful diversity initiatives in IIA
publications.
Outcome 5, Strategy 1: Partner with
chapters to build awareness and promote
the value of IIA certifications.
a. By 2015 Leadership Academy develop plan
to engage chapters in promoting IIA's
certifications including participating in
activities at Leadership to help chapters
increase certification participation.
b. Launch chapter reporting version 2.0.
c. By September 2015, through HQ staff or
key volunteers, attend 6 or more District
Workshops to promote and build
awareness of certification program.
d. Certification staff to conduct quarterly
conference calls with chapter certification
chairs.
9
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
2015
Success
Indicators

Increase paid North American membership (excluding global
Members At Large) to 73,000.

Obtain retention rate for paid North American membership
(excluding global Members at Large) of 84%.

Chapter sharing/adopting best practices plan developed by
December 31, 2015.

Hold 4 “best practice” calls with chapter leaders in the 20152016 chapter year.

Initial chapter service and support presentation to NA Board by
December 2015.

Increase in CPE delivered by struggling chapters.

Financial Services Audit Center launched June 2015.

Canadian Centre for Government Auditing launched Q4 2015.

Prioritized list of Specialty Center strategy by Q4 2015.

90% or higher member satisfaction ratings achieved.

First step of Diversity & Inclusion staff and volunteer activities
implemented in 2015.

Achieve North American annualized certified member growth of
5% for 2015.
10
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal B: Advocacy
Board Champion – Princy Jain; Staff Lead – Hal Garyn & Kathy Anderson
Goal
The IIA will raise the profile of and demand for the profession,
enhancing its recognition as indispensable to good governance by
key stakeholders.
2020
Outcomes
Outcome 1: Be recognized and routinely consulted by regulators,
legislators, and other influential bodies.
Outcome 2: Increased awareness of the internal audit profession at
the young professional and college student level.
Outcome 3: Increase regulatory and legislative awareness of the
importance of making high quality internal auditing a requirement
for organizations
Outcome 4: Enhance the profile of and demand for high quality,
appropriately resourced internal auditing among key stakeholders
Outcome 5: Be recognized by boards and senior management as an
indispensable resource for effective governance, risk management,
and control
Strategies
Tactics
Outcome 1, Strategy 1: Focus on areas
where input can be greatest. Solicit input
from North American Advocacy Committee
and Financial Services Advisory Board,
among others, to inform of our activities
a. Emphasize House Financial Services
Committee, Senate Banking Committee,
House Govt. & Oversight Committee, and
CPA Caucus.
b. Continue efforts related to Inspector
General vacancies
c. Emphasize Securities & Exchange
Commission, PCAOB, Office of the
Comptroller of the Currency, Federal
Reserve, Consumer Financial Protection
Bureau, Federal Deposit Insurance Comm
Outcome 2, Strategy 1: Enhance
communications with Chapters
a. Develop slide deck for Chapter
presentations
11
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
b. Focus group on advocacy at 2015
Leadership
Outcome 2, Strategy 2: Expand
relationships with Academic community
a. Provide advocacy message to Academic
Relations Committee for use with colleges
b. Develop webinar with Association of
College & University Auditors
Outcome 3, Strategy 1: Encourage listing
exchanges to enhance their governance
requirements
a. Engage listing agencies (NYSE, NASDAQ)
NOTE: Strategies and Tactics for B, Outcome 1 also apply to B, Outcome 3.
Outcome 4, Strategy 1: Engage key
stakeholders
a. Regular articles in stakeholder publications
b. Speaking engagements at stakeholder
events
c. Invest in & promote the Audit Committee
Resource Exchange
Outcome 5, Strategy 1: Enhance
relationship with National Association of
Corporate Directors, Association of
Corporate Directors, Financial Executives
International and Center for Audit Quality
a. Memorandum of Understanding & Annual
Work Plan with NACD
Outcome 5, Strategy 2: Promote value
proposition for CAEs serving on Public
Boards
a. Continue North American Advocacy
Committee Public Board Initiative
b. Continued participation with Anti-Fraud
Collaboration with CAQ, FEI, NACD, ACFE
12
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
2015
Success
Indicators

At least 50 substantive meetings with regulators and legislators
in 2015.

Opportunistically provide relevant Congressional testimony (oral
and/or written.

Hold at least one Congressional staff training session by 12/2015.

Increased number of Chapter Advocacy Chairs

Increased number of advocacy presentations at Chapters and
other organizations

Conduct webinar with ACUA in 2015

Meet with NYSE and NASDAQ at least once in 2015.

Continue director advisories in NACD Directorship magazine

Identify another stakeholder publication for regular articles

Continued engagement and influence with Tone at the Top
newsletter

Signed MoU with NACD/Annual Work Plan

"Fear of Retaliation" roundtable/whitepaper, as contribution to
Anti-Fraud Collaboration
13
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal C: Sustainable Value
Board Champion – Pam Jenkins & Mike Cowell;
Staff Lead – Jo-El LaBorde & Paul Skurecki
The IIA will generate sustainable value for members.
Goal
2020
Outcomes
Outcome 1: Greater member engagement using IIA products &
services.
Outcome 2: Generate sufficient funds to continue to re-invest in
profession.
Outcome 3: The IIA is the provider of choice for professional
development.
Outcome 4: Will have a robust and diverse volunteer base to
support the mission.
Strategies
Tactics
Outcome 1, Strategy 1: Expand marketing
of the industry centers to new audiences
that would benefit from center
membership.
a. Launch Financial Services Audit Center
web site.
b. Execute financial services conference.
c. Increase overall awareness of specialty
resources.
Outcome 1, Strategy 2: Develop
marketing plan to incentivize member
engagement in products & services.
a. Perform analysis of current marketing
initiatives and quantitative/qualitative
ROI.
b. For each existing marketing initiative,
propose increase investment, maintain,
or remove funding to focus funding on
most impactful initiatives.
14
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 1, Strategy 3: Evaluate current
products and services against member
demand, continuing to provide quality
reference/research materials that benefit
IIA members.
a. For each product and service offered,
complete ROI analysis, propose
increased investment, maintenance, or
removal of funding for each product
and service ('Product Risk'
assessment).
Outcome 1, Strategy 4: Enhance
opportunities for diverse individuals to
participate in IIA activities and programs.
a. Identify opportunities to integrate
diversity into IIA programs and
professional practices.
b. Launch and support advisory groups
for one key identity group in 2015 (i.e.
young professionals, women, and
African Americans).
c. Compile and distribute best practices
regarding chapter diversity initiatives.
Outcome 2, Strategy 1: Develop North
American financial analysis of 'what
constitutes sufficient' annual funds.
Leverage results of analysis for actions in
reinvestment in Operating Expense and/or
additional to Investment Portfolio.
a. Develop 3-5 year trending report of
overall net contribution
budget/forecast vs. actual results as to
determining avg investment percentage
allocation for reinvestment.
b. Ensure that membership dues are
established at a level that effectively
covers core services with reserves built
in to cover current programs and
initiatives and for future contingencies.
c. Strategize to increase reinvestment into
profession by 5% annually, measured
by increase in North American
Operating Expense growth.
d. Gain consensus from North American
Board on an appropriate minimum
contribution budget.
e. Develop quarterly contribution analysis
for transparency of funds.
15
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 2, Strategy 2: Collaborating with
the Global Finance Committee and
Investment Committee, develop analysis of
'what constitutes sufficient funds' in the
Investment Portfolio. Leverage results of
analysis for action.
a. Gain consensus from Global Finance
Committee and input from Global
Board on an appropriate minimum
contribution budget.
Outcome 3, Strategy 1: Develop enhanced
business intelligence as to professional
development demographics and
evaluations.
a. Research 3-5 year trending analysis on
all IIA events: overall satisfaction;
retention; new attendees.
b. Develop quarterly contribution analysis
for transparency of funds.
b. Benchmark retention and new
attendance to industry standards.
c. Reevaluate and define the model for
allocating funds to chapters through the
allotment process, to ensure adequacy of
resources through board mix of
chapters.
Outcome 3, Strategy 2: Launch an
organization-wide content strategy plan.
a. Conduct a content audit of IIA’s
enterprise-wide intellectual property.
b. Conduct a 360 educational assessment
of all IIA training opportunities.
c. Develop and deploy the IIA’s
organization-wide content strategy
with appropriate internal and external
stakeholders.
d. Deploy the newly approved IPPF
Framework and initiates alignment of
thought leadership, training and
education materials and certification
content accordingly.
16
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 4, Strategy 1: Develop
comprehensive plan highlighting the value
(personally, professionally) of volunteering
with the IIA.
1. Leverage the launch of the ""I AM THE
IIA"" campaign to raise awareness of
the value of volunteerism.
2. Develop additional 'volunteer
appreciation' events/communications
at all levels of IIA volunteerism.
Outcome 4, Strategy 2: Develop
documented succession plan for each
Committee and Committee Chair of the
North American Board, including
identifying diverse candidates as
immediate successors.
a. Identify talent within the volunteer
base, engage in discussion of volunteer
interests.
Outcome 4, Strategy 3: Foster the
recruitment and retention of diverse
members in The IIA and their advancement
through its leadership.
a. Promote and track diversity within The
IIA's leadership.
b. Create succession planning analysis for
all committees, identifying gap analysis
and potential actions to address gaps.
b. Require diversity and inclusion as a
factor in the leadership nominating
process.
c. Encourage chapter leaders to actively
participate in The IIA nomination
process.
17
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
2015
Success
Indicators

Conversion of non-paying audit group members of FSAG to
paying for access to Financial Services Audit Center by
10%.

Develop and deploy the IIA’s organization-wide content
strategy with appropriate internal and external
stakeholders by December 31, 2015.

Launch one key identity group by December 31, 2015.

Reevaluate and define what establishes North American
"core" services at its basic state.

Results of member satisfaction surveys for IIA training are
more than 95%.

Increase in member attendance at IIA training events by
5%.

100% completion of succession plan templates for all
Committees.

Member/Customer Portal launched and report created to
track diversity statistics.
18
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal D: IIA as Leader
Board Champion – Eric Allegakoen; Staff Lead – Gina Eubanks
The IIA will emerge as the leading voice in integrated auditing,
governance, risk management assurance and control.
Goal
2020
Outcomes
Outcome 1: Be recognized by members as the leading resource and
voice in integrated auditing (assume means IT, financial, operational,
compliance with focus on IT) with internal audit itself being
indispensable to effective governance, risk management and control
Outcome 2: The IIA will be recognized by members and internal
audit stakeholders as the leading resource for Enterprise Risk
Management and Assurance
Outcome 3: Establish a center for risk management assurance and
advisory services
Strategies
Outcome 1, Strategy 1: Develop
definition/position for "integrated
auditing" and role of IA related to IT audit.
Tactics
a. Work with staff and volunteers leaders to
develop position.
b. Incorporate position into enterprise
content strategy.
Outcome 1, Strategy 2: Suite of products
and services to assist internal auditors
integrated auditing.
Understand needs of members for achieving
implementing the position.
Outcome 1, Strategy 3: Build awareness
with IIA stakeholders.
a. Develop tools to assist auditors in
communication with stakeholders.
b. Collaborate with IIA Advocacy team to
educate stakeholder groups.
19
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 2, Strategy 1: Develop
definition/position for "risk professional"
and role of IA related to IT audit.
a. Work with staff and volunteers leaders to
develop position.
b. Incorporate into enterprise content
strategy.
Outcome 2, Strategy 2: Build awareness
with internal audit stakeholders.
a. Develop tools to assist auditors in
communication with stakeholders.
b. Collaborate with IIA Advocacy team to
educate stakeholder groups.
Outcome 2, Strategy 3: Build awareness of Develop marketing plan to target the
risk professional position among risk
following:
management professionals.
- IIA Members
- CRMAs that are not IIA Members
- Non-IIA Members
Outcome 3, Strategy 1: Develop a suite of
products and services for risk management
professionals.
a. Establish a baseline of activity on Risk
Resource Exchange.
b. Solicit feedback from risk management
professionals to understand needs.
c. In conjunction with Specialty Center
strategy, explore possibility and
prioritization.
2015
Success
Indicators

Develop an IIA position on integrated auditing, for discussion by
the North American Board by Midyear 2015.

Develop a definition of, and position related to, IIA servicing and
support of risk management professionals, to be discussed by the
North American Board by Midyear 2015.

By October 2015, develop a comprehensive IIA Center Strategy
which includes prioritization for integrating new
centers/specialty groups into The IIA’s Center offerings.
20
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
NEXT STEPS
•Board Agrees on
Outcomes Desired
BOARD
STAFF
•Staff develops:
•Outputs/tactics to
achieve outcomes
•Capacity needed
•Measurements/metrics
•Makes recommendations
to Board including
communication outline to
key stakeholders
•Board then:
•Approves final plan
•Ensures support
provided to achieve
plan (both $/other
resources)
•Monitors plan to
ensure priorities are
clear
*As part of this work, staff will review final global strategic plan to determine where
synergy of strategies may occur to optimize resources. Staff also is encouraged to
gain feedback from committees or other member groups as appropriate.
The working timeline for the next steps are as follows:
February 5
February 11
February 20
February 27
February 27
March 7
March 30
April 10
April 19
Board Champions are named for each goal
Draft plan circulated to Board and key staff for review
NA Board comments/revisions due
Draft plan circulated to key staff for comment/alignment
Proposed strategies, tactics and 2015 metrics from
staff/champions due
High level plan shared with Executive Committee
Exposure draft circulated to key North American volunteers
Recommendations sent to Board in advance of meeting
Plan presented for approval; Plan approved by NA Board
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IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.