10 ANNEXURES 1, 2, 3

Annexe 1 – Perspective Plan 2010­15 – Key Goals

 

Compliance Audit

·       Define as providing overall assurance on governance and control processes, and re‐ orient to CCO‐based, district/ constituency centric and/or theme based approach

·       Detailed unit‐level audit planning

·       Build capacities in domain specific audits and upgrade staff skills

Performance Audit

·       Prepare a strategic performance audit plan, based on DepartmentalStrategic Audit Plan

·       Ensure engagement with all stakeholders, and synergise with social audit groups

·       Ensure wider use of new methodologies

·      Bring out stand‐alone reports, where feasible Audit Mandate

·       Pursue initiatives to expand audit mandate/ reach

·       Strengthen role of DG (Audit) as head of policy, planning and research activities

Integration of AuditEfforts

·       Ensure co‐ordinated selection of audit themes between different functional wings and an institutional framework for integrating audit efforts

·       Ensure co‐ordination between offices to verify

Financial Audit

·       Reorient towards providing assurance on reliability of financial statements

·       Revise procedures to consider sampling, risk assessment, controls evaluation and materiality

·       Integrate with CAP/ CASS audit and audit of VLC data

·       Re‐orient commercial audit towards IFRS adoption

Audit of Local Bodies

·       Provide for actual staff requirement

·       Integrate LBaudit with civil audit

·       Improve quality of existing audit

·       Collaborate in devising user friendly accounting systems

Audit Planning and Risk Assessment

·       Prepare comprehensive Strategic Audit Plan for the Department and identify focus areas for 3‐5 years

·       Ensure preparation/ dovetailing of Functional Strategic Audit Plans and Office‐wise Annual Plans

·       Formal mechanismsfor mid‐term review of progress vis‐à‐vis the Strategic Audit Plan

·       Embed unit‐level audit planning in audit process

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utilization of GoI funds transferred through CSS

·       Strengthen role of DG (Audit) as head of policy, planning and research activities

·       Initiate exercises for audit evaluations of risk management, and focus on potential risks as part of audit reporting

Stakeholder Interaction

·       Formally identify major stakeholders,and introduce mechanisms for consultation for identifying audit themes

·       Channelise information with citizens as inputs for audit planning and evidence gathering

·       Explore opportunities for providing support to selected Parliamentary Standing Committees

Reporting

·       Simpler, reader‐friendly Audit Reports

·       Increase use of CDs and booklets

·       Expanded use of Study Reports, Evaluation Studies and Management Letters

·       Standardise format of Inspection Report

·       Place IR in public domain, and ensure quality on par with Audit Report

Communication and Public Relations

·       Move out of ivory tower approach

·       Formulate an action plan for engaging with media in the long run, and engage media proactively

·       Give a free hand to field HODs for media interaction, subject to broad framework

Entitlements

·       Define quality of service indicators and measure actual service delivery

·       Have helplines and information kiosks for ensuring service quality on par with banking services; provide more online facilities

Accounts

·       Review format of Finance & Appropriation Accounts, as well as Chart of Accounts

·       Facilitate implementation of accrual accounting and standards‐based accounting

·       Stabilise and upgrade VLC; develop interface with Treasury Accounting Systems

·       Digitize vouchers, and launch procedures for capturing accounts of e‐payments

·       Set up a central data warehousing with data mining facilities

Information Systems	Recruitment and Career Progression
·  Identify more closely at system development	·  Ensure adequate no. of IAAS Officers
stage with auditee for mission critical systems	·  Appropriate criteria for promotion to IAAS
·  Integrate IT systems for audit planning and	·  Stability in tenure of officers (especially

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support with VLC systems

·       Plan for IT systems for knowledge gathering

·       Use technology (notebooks and IT infrastructure for auditteams, video conferencing)

·       Redesign CAG’s website and develop application for disseminating audit findings and action taken thereon through the Internet/ intranet

Training and Capacity Building

PAG/AG)

·       Ensure requisite quality and number of officers for financial, compliance and performance audits

·       Draw up career progression plans for individuals

·       Mover from “appraising” performanceto “managing” performance

·       Ensure appropriate incentives for Group ‘B’

·       Post promoted officers with less than 10 years of service in their area of familiarity

·       Upgrade training infrastructure at training establishments; provideimpetus to research activities

·       Development and dissemination of standardized courseware by RTIs designates as “Centres of Excellence”

·       Improve domain knowledge by using services of consultants, sector‐specific training institutes, auditees etc.

·       Specialised training for officers and staff in premier institutions in India and abroad

·       IR wing to disseminate global best practices and audit methodologies

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Annexe 2 – Mapping of Goals between Strategic Plan – 2020 for IAAD and Perspective Plan 2010­15

 

Goal	Strategic Plan: Specific Goals	Perspective Plan: Corresponding Goals
Goal 1	Para 3.6 ‐ Reorganisation of Audit of	Goal 2.3(i), (ii) and (iii);
	States	Goal 1.4(i)
Goal 2	Para 4.1.2 ‐ Knowledge Centres	Goal 1.1(vi);
		Goal 6.3(iii),(iv) and (v)
	Para 4.1.3 ‐ Knowledge Resource	Goal 6.3(ii)
	Persons
	Para 4.2 – Institutional Arrangements	Goal 2.2(iv)
	for Internal Audit and Risk
	Management
Goal 3	Para 5.1 ‐ To be more proactive in	Goal 2.6(i) to (v)
	interactions with the media
	Para 5.4 ‐ Treat IRs as products for the	Goal 2.5(iv) and (v)
	public
	Para 5.5 ‐ Introduce more value	Goal 2.5(iii) and (vi)
	added products
Goal 4	Para 6.1 ‐ Integrated approach to	Goal 1.2(iv)
	Financialand Compliance Audit
	Para 6.2 ‐ Financial audit of	Goal 1.2(i) to (iv) and (vi)
	Government accounts	Goal 2.2 (vii)
	Para 6.3 ‐ Financial Attest Audit of	Goal 1.2(v)
	Government Companies and ABs
	Para 6.4 ‐ Reoriented approach to	Goal 1.1(i) to (vii)
	compliance audit	Goal 2.2 (v), (vi) and (x)
	Para 6.5 ‐ Strengthening performance	Goal 1.3.2(ii), (iii) (v) and (vi)
	audit	Goal 2.4 (i) (ii)
Goal 5	Para 7.1.3 ‐ Reforms of accounting	Goal 3(ii)
	structure

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	Para 7.1.6 ‐ Data Centres for financial	Goal 3(viii)
	information
	Para 7.1.7 ‐ Adequate Reporting	Goal 3(iii)
	Standards
	Para 7.2.3 ‐ Efficient service delivery	Goal 4(i), (iii) and (iv)
Goal 6	Para 8.4 ‐ Recruitment and Promotion	Goal 6.1(i), (ii), (iii) and (v)
		Goal 6.2(iii)
	Para 8.5 Stability of tenure	Goal 6.1(iv)

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Annexe 3 – Indicative Performance Measures

 Activity  Tentative Timeframes Goal 1: Integrating Audit Efforts

Formulating a detailed scheme for reorganization of Central and State Audit Offices

 Phased Implementation of re‐organised structure

Goal 2: Promoting Professionalism in Public Sector Auditing

 Identification of Knowledge Centres and Knowledge Resource Persons

Decision on establishing CIPAAI

 Establishing CIPAAI

Setting up an International Consultancy Wing

6 months to 1 year

2 to 4 years

6 months to 1 year

6  months

2 ‐3 years 1 year

Goal 3: Improving Communication with Stakeholders and Higher Visibility

 Steps for more proactive interaction with media

Setting up a Parliamentary/ Legislative Relations Unit

 Building a brand for the Organisation

Introduction of Value Added Products

 Counters for Distribution of Audit Reports

Steps for improved dissemination in vernacular languages

6 months – 1 year

1  year

1 ‐2 years

Phased over 2‐3 years

6 months – 1 year

6 months – 1 year

 Goal 4: Enhancing Audit Effectiveness and Impact

Pilot studies on integrated audit

Steps for enhanced focus on financial attest audit of Government accounts

 Preparedness for alignment with IFRS  Re‐oriented approach to compliance audit

Steps for Strengthening Performance Audit

Goal 5: Improving Delivery of Accounting and Entitlement Functions

1‐2 years

1 – 2years

1 year

Phased over 1 to 3 years

1 ‐2 years

 Formulate IAAD strategy on ownership of accounts  Reforms in accounting structure

Transforming A&E offices into data centres

6 months – 1 year

2 – 4 years

1 – 2 years

 Goal 6: Improving Human Resources Management

Plan and implement restructured HR strategies

2 ‐5 years

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