1. A Consultative Approach to Auditing
Presented by:
Rachael Moyer
I am excited to speak with you today about how we can incorporate a more consultative approach to auditing.
This is somewhat a topic of debate as increased demands are placed upon the internal audit department. We are trying to move away from the strict traditional audit approach in an effort to provide increased value to our organizations while at the same time, understanding our responsibility to remain objective and independent.
Business Consulting Solutions

2. Objectives Internal Audit vs. Consulting IIA Standards for Consulting
Why Internal Auditors as Consultants
Consulting Skills for Internal Auditors

3. Only 45% of 1,800 audit committee members surveyed are satisfied that their company’s Internal Audit function delivers value.
Source: KPMG Global Audit Committee Survey – January 2013 (

4. Who are the internal customers?

5. IA Customers Audit Committee Auditee Senior Management
External Auditors
Regulators

6. Internal Audit vs. Consulting
Focused on historical data
Focused on future activity
Results in an audit report
Results in recommendations for implementation
Initiated by CAE
Initiated by business manager
Results provided to Audit Committee
Results provided to requestor

7. IIA Standards & Definitions
“Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes.”
Source: The IIA (

8. IIA Standards for Consulting
1000.C1- The nature of consulting services must be defined in the internal audit charter.
1130.C1 – Internal auditors may provide consulting services relating to operations for which they had previous responsibilities.
1130.C2
Source: The IIA (International Professional Practices Framework – 2013 Edition)

9. IIA Standards for Consulting
1210.C1 – The chief audit executive must decline the consulting engagement or obtain competent advice and assistance if the internal auditors lack the knowledge, skills, or other competencies needed to perform all or part of the engagement.
1220.C1 – Internal auditors must exercise due professional care during a consulting engagement.
Source: The IIA (International Professional Practices Framework – 2013 Edition)

10. IIA Standards for Consulting
Relative complexity and extent of work
Cost/Benefit
Needs and expectation of the client
Adequacy/Effectiveness
Probability of significant errors
Source: The IIA (International Professional Practices Framework – 2013 Edition)

11. IIA Standards for Consulting
2010.C1 – The chief audit executive should consider accepting proposed consulting engagements based on the engagement’s potential to improve management of risks, add value, and improve the organization’s operations. Accepted engagements must be included in the plan.
Source: The IIA (International Professional Practices Framework – 2013 Edition)

12. IIA Standards for Consulting
2120.C3 – When assisting management in establishing or improving risk management processes, internal auditors must refrain from assuming any management responsibility by actually managing risks.
Source: The IIA (International Professional Practices Framework – 2013 Edition)

13. IIA Standards for Consulting
2130.C1 – Internal auditors must incorporate knowledge of controls gained from consulting engagements into evaluation of the organization’s control processes.
2201.C1
2210.C1
2210.C2
2220.C1
2220.C2 – During consulting engagements, internal auditors must address controls consistent with the engagement’s objectives and be alert to significant control issues.
Source: The IIA (International Professional Practices Framework – 2013 Edition)

14. IIA Standards for Consulting
2440.C2 – During consulting engagements, governance, risk management, and control issues may be identified. Whenever these issues are significant to the organization, they must be communicated to senior management and the board.
2500.C1
Source: The IIA (International Professional Practices Framework – 2013 Edition)

15. Objectives Internal Audit vs. Consulting IIA Standards for Consulting
Why Internal Auditors as Consultants
Consulting Skills for Internal Auditors

16. Why Internal Auditors as Consultants
56% saw the audit as a routine chore that varied little from year to year.
Just over 60% of the companies said their auditor did not raise any issues or ideas that were used in their business to enhance their processes or decisions.
Source: 77Comply - GRC and Process (

17. Why Internal Auditors as Consultants
We know COSO. We know SOX. We’ve performed that same accounts payable audit the same way 3 years in a row with no major audit findings to date. It’s time to infuse our IA department with creativity and ask ourselves, what more can we be doing for our internal customer? How can we perform this audit differently to add greater value?

18. What Are The Risks? Risk of Political Exposure Project Failure
Management Expectations
Conflict of Interest
Maintaining Independence and Objectivity
Consulting Assignment
Source: adapted from -

19. Consulting Skills for Auditors
Include consulting services in annual audit plan/budget
Define and communicate scope early and often
Gain client buy-in
Don’t be afraid to say no

20. Consulting Skills for Auditors
Identify process improvement areas
RVA – Real Value Added
BVA – Business Value Added
NVA – Non-Value Added
Source: 77 Comply – GRC and Process – (

21. 6 Tips for a Consultative Approach to Audit
Strive to understand the business on a deeper level
Align resources to critical areas of risk
Develop in-house expertise
Build trust through relationships
Offer something extra
Speak business, not audit

22. Now It’s Your Turn…
Does your internal audit department offer consulting services?
What concerns/questions do you have that this presentation did not address?
What advice can you offer to the person sitting next to you about internal audit and/or consulting?
What is one thing you learned from today’s presentation or networking?

23. Contact Information

24. Thank You