IIA ASD research report - The Institute of Internal Auditors

Χ SOA employees may not have all the policies and directives that were applicableprior to their designation as an SOA.3.1 Financial Resource Management Arrangements:Χ sources of funds and funding mechanisms for SOA may be inadequate;Χ SOAs’ may gain greater control over funding;Χ the implementation and management of new arrangements may be costly (i.e.determining how much to invest in short and long term efficiencies and gains).2.Human Resource Management Arrangements:Χ SOA status may cause a redefinition of roles, and resizing;Χ issues related to individual performance planning, performance appraisals,employee surveys and ‘best practice’ development may be lost upon transition to a SOA;Χ special skills and knowledge may be limited in managing the establishment,operation and interaction with SOA; thus new requirements for training and opportunitiesfor career development will be necessary - this will lead to additional costs & time delays.C. Partnership Risks:Listed below are some issues encountered with respect to this option. If these points arenot addressed or taken into account before accepting this option, the organization runs arisk that this option will not work to its potential.1.2 Planning (Strategic, Operational, Budgeting) Process:Χ establishing a uniform standard for data collection, processing and interfacing maycause delays.1.3 Accountability (to government, parliament, partners, and clients):Χthe challenges of Public/Private partnership may not be fully comprehended.1.4 Initial Resources Arrangements:Χresources may not be available to handle client and customer expectations.1.8 Exit/Wind-Up Provisions:Χ implementation of the entire task may take longer (several years) than the deadlinesfor the task.æ