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Given the similarities between the work of internal audi<strong>to</strong>rs and external audi<strong>to</strong>rs, it can be<br />
very useful for internal audit functions and SAIs <strong>to</strong> work <strong>to</strong>gether <strong>to</strong>ward the shared goal of<br />
evaluating the economy, effectiveness, and efficiency of public sec<strong>to</strong>r practices at the policy,<br />
system, project, entity, or sec<strong>to</strong>r-wide level. <strong>Audit</strong> providers need <strong>to</strong> maintain their<br />
independence and remain free <strong>to</strong> plan and operate without interference. Audi<strong>to</strong>rs are<br />
responsible for the results of their audits even when they rely on the work of other assurance<br />
providers. However, there are opportunities for working <strong>to</strong>gether that do not impede these<br />
basic principles. Examples include:<br />
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Discuss audit themes, trends, and priorities.<br />
Share details of audit plans with each other and consider adjusting plans <strong>to</strong><br />
coordinate activities where possible <strong>to</strong> avoid bunching, excessive coverage, or audit<br />
fatigue as well as aligning on <strong>to</strong>pics of joint concern.<br />
Share resources and expertise, with the potential for internal audi<strong>to</strong>rs <strong>to</strong> act as guest<br />
audi<strong>to</strong>rs or subject matter experts for an external audit and vice versa.<br />
Collaborate on audit training on <strong>to</strong>pics of mutual interest.<br />
Use each other’s results when work is relevant, timely, and reliable.<br />
Advocate jointly with stakeholders and influential agents for the importance of<br />
assurance and advisory services that are competent, well-resourced, appropriately<br />
positioned, and independent.<br />
<strong>4A</strong>.1: Reflection<br />
Does your internal audit function provide performance audits?<br />
How close in approach and subject matter are the performance audits of internal audi<strong>to</strong>rs<br />
and external audi<strong>to</strong>rs?<br />
Is it important for internal and external audi<strong>to</strong>rs <strong>to</strong> communicate and coordinate activities<br />
regarding performance audits?<br />
In addition <strong>to</strong> the generic internal audit competencies included in The IIA’s Internal <strong>Audit</strong><br />
Competency Framework, are there specific competencies – focusing on distinct knowledge,<br />
skills, and mindsets – needed for performing performance audits, and if so what are they?<br />
<strong>4A</strong>.2 Distinctive Features of <strong>Performance</strong> <strong>Audit</strong>ing<br />
<strong>Performance</strong> audits start with two fundamental considerations:<br />
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What performance is <strong>to</strong> be reviewed (i.e., what needs <strong>to</strong> be examined among public<br />
sec<strong>to</strong>r programs, activities, functions, and entities, and over what period)?<br />
What level of performance is expected, desired, or possible?<br />
Accordingly, audi<strong>to</strong>rs must be fully acquainted with performance management systems and<br />
how they are organized. These are generally aligned with program budgeting and budgetary<br />
control, although performance is not <strong>to</strong> be considered purely in financial terms. The audi<strong>to</strong>r<br />
must also be familiar with planning and review cycles and how these are used by<br />
management <strong>to</strong> regulate and moni<strong>to</strong>r activity.<br />
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