Monday, January 28, 2013
8:30 am – 5:00 pm
Day One: Core Competencies of Internal Audit Leadership
World-class audit leadership skills for leading a world-class audit department
Instructor: Ann Butera, CRP, Founder & President, The Whole Person Project, Inc.

The Art of Effective Audit Leadership: Is Your Style
Helping or Hurting?
• The six characteristics of effective leaders and how you measure up
• Assessing your preferred leadership style: its benefits and liabilities
• Strategies for adjusting your leadership style when dealing with the audit committee, executive committee members, and your audit team members

How to Be a Trusted Advisor: Using Influence and Building Integrity
• The five behaviors of trusted advisors
• Assessing your audit situation to identify decision-makers, stakeholders, and other influencers
• Identifying your preferred influencing style and exploring different ones
• Determining the most appropriate influencing style for your audit situation

Using Conflict Resolution and Negotiation Techniques for Sustained Organizational Change
• Defining Audit's role in creating sustained organizational change
• Recognizing the critical conversations and circumstances that lead to conflict
• Preventing conflicts from occurring
• Three methods for managing existing conflict
• Using negotiation and other techniques to overcome client objections to audit concerns and to implement change

Cocktail Reception: 5:00 pm

Tuesday, January 29, 2013
8:30 am – 6:30 pm
Day Two: Overcoming Audit Challenges
Removing the obstacles to an effective audit function
Instructor: Ann Butera CRP, Founder & President, The Whole Person Project, Inc.

Enhancing Audit Committee and Senior Management Relations and Communication
• Building and maintaining great audit and executive committee relationships
• Clarifying the roles of the board and the audit committee and Internal Audit's interactions with each
• Defining above- and below-the-line activities
• The attributes of effective boards
• Best practices for boards and how your organization compares
• How you can leverage your role to support the audit committee and executive management
• Balancing the detailed and summary information you communicate
• Organizing your message to satisfy your audience's informational need
• Delivering high-impact presentations to the audit and executive committees

Developing Audit Reports That Foster Change
• Using an attention-getting, reader-friendly layout
• Employing mind mapping to organize and consolidate issues
• Communicating audit and SOX concerns for maximum impact and efficiency
• Identifying opportunities for expanded and enhanced reporting in a post-SOX environment

Lunch and Free Time: 11:30 am - 2:00 pm

Enhancing Bench Strength and Building the Right Team
• Identifying the competencies needed for a risk-based department
• How to attract and retain change agent-oriented auditors
• Harnessing the generational differences in the workplace to create high-performance audit teams that can handle all types of audits
• Using "the nine boxes" to develop succession plans and evaluate performance
• Leveraging MBO programs to build critical skills needed for succession planning

5:00 pm – 6:30 pm Join us for pizza and to puzzle out a real-world case study on harnessing and managing the different generations in the workplace.

Wednesday, January 30, 2013
8:30 am – 5:00 pm
Day Three: Leading a Risk-Based Audit Department
A detailed exploration of what is expected of today's audit leaders
Instructor: Joel F. Kramer, CPA, Managing Director, Internal Audit Division, MIS Training Institute

What It Takes to Be a World-Class Audit Leader of a World-Class Audit Function in 2013
• What makes an audit department world-class
• Attributes of visionary, high-performance audit leaders

The Greatest Challenges Facing Audit Leaders in the Next Three Years
• Redesigning audit processes around evolving technologies
• Harnessing data
• Developing and maintaining strategic relationships with management
• Addressing only what is important

Changing Dynamics of the Manager's Position
• Why the traditional role of the manager is flawed in today's business environment
• Developing an internal audit risk universe that reconciles to your ERM
• Getting involved in planning and initial risk assessment/field work
• Ensuring your team thinks about the audit report from day one of the engagement
• Maintaining constant communication with key business units.
• Integrating data analytics into the planning process.
• Key to success: understanding your business and its risks, and not just audit

The ERM Benefits of a Robust GRC Program
• Taking a proactive role in preventing and detecting fraud
• Prioritizing governance
• Ensuring management's buy-in on control ownership
• Validating processes for risk and compliance
• Addressing entity- and process-level key controls
• Integrating risks identified in SOX compliance into your ERM

Leading a Successful Risk-Based Audit Department
• Staying abreast of enterprisewide risks
• Maintaining respect for yourself and the IA function
• Audit tools for continuous auditing, compliance, and data mining
• Building an effective team
• Establishing and maintaining good relationships with key business leaders
• Keeping pace with legislation that impacts your organization: SOX, FCPA, and UK Bribery Act

Balancing the Expectations of Multiple Customers
• Developing a mutually beneficial relationship with the audit committee
• Helping executive management meet their business goals
• Partnering with external auditors
• Concentrating on high-priority risks

People, People, People: Getting the Most Out of Multiple People Resources
• Innovative recruiting practices
• Managing staff turnover
• Dealing with, and if necessary, removing problem employees
• Minimizing the probability of a bad hire
• Affordable strategies for lighting a fire under your staff while avoiding burnout
• Maximizing your investment in cosourcing, outsourcing, and insourcing

4:00 pm – 5:00 pm
Attributes of High-Performance CAEs
Randy Melby, Chief Risk Officer, BankUnited

Thursday, January 31, 2013
8:30 am – 5:00 pm
Day Four: The Audit Leader's Role in Proactively Addressing Fraud
Keeping Your Organization Out of the Headlines
Instructor: William L. Jennings, CFE, Managing Director, Alvarez and Marsal Global Forensic and Dispute Services

Fraud Dangers Facing Your Organization in 2013
• Brave new world: domestic and international laws and regulations
• What is trending? Fraud in today's world
• Data security dangers
• Top 10 "Tone at the Top" red flags

Building a Fraud Response into Your Strategic Audit Plan
• The role of an effective fraud strategy in your strategic audit plan
• Enterprise-wide fraud risk assessment
• Integrating fraud prevention & detection into the control environment
• Building an effective fraud audit team: resources and personnel

Integrating Anti-Fraud Practices into the Audit Process
• Implementing your fraud audit strategy
• Ongoing enterprise-wide fraud risk assessment
• Using data mining to identify possible fraud
• Using analytical tools to identify possible fraud

Fraud Procedures for the Audit Department
• Suspicious transaction procedures
• Fraud response plan

Educating Senior Management and the Audit Committee About Fraud
• Maintaining communication: what works and what doesn't
• Keeping the audit committee in the loop
• Ensuring senior management and the audit committee know their responsibilities and are properly aligned

4:00 pm – 5:00 pm
Skills Necessary To Be A Successful Audit Group
Brian Christensen, CPA, Vice President, Global Internal Audit, Protiviti Inc.

Dinner: 6:00 pm

Friday, February 1, 2013
8:00 am – 9:00 am
Day Five: State of the Profession: 2013
Guest Speaker: Brian Brown, Principal and Risk Assurance Innovation Leader, PricewaterhouseCoopers LLP

9:00 am – 12:00 pm

The Critical Business of Running an Effective and Efficient Internal Audit Department Strategies for getting peak performance from your audit department
Instructor: Joel F. Kramer, CPA, Managing Director, Internal Audit Division, MIS Training Institute

Eliminating What You Do Not Need: Working Smarter, Not Harder
• How to continually do 100 things 1% better
• Determining the minimum information needed to manage your IA department
• Managing the annual audit plan process more efficiently
• Maximizing the use of technology

Making the Audit Process More Effective and Efficient
• Planning further ahead of fieldwork
• Using subject-matter experts to identify risks early in the audit process
• Identifying and using the right type of audit program
• Spending more time in the planning process
• Strategizing when to review work
• Thinking report from the inception of fieldwork

Incorporating Best Practices into Your Audit Processes
• Defining best practices as they apply to your organization
• 200+ best practices you can use to build a model best suited to your organization