IIA North American
Strategic Plan
2015-2020
2015-2020
1.1.17
CORE PURPOSE
To advance the internal audit profession and serve our members.
NORTH AMERICAN GOALS
NORTH AMERICAN GOAL
Goal A. Professionalism: The IIA, at all levels,
will collaborate to enhance the profession in
North America.
Champion
Anne Mercer
Staff Lead
Jo-El LaBorde
Goal B. Advocacy: The IIA will raise the profile
of and demand for the profession, enhancing its
recognition as indispensable to good
governance by key stakeholders.
Champion
Shannon Urban
Staff Lead
Kathy Anderson
Goal C. Sustainable Value: The IIA will
generate sustainable value for members.
Champions
Pam Jenkins & Mike Pryal
Staff Leads
Francis Nicholson & Carrie Summerlin
Goal D. IIA as Leader: The IIA will emerge as
the leading voice in integrated audit,
governance, risk management assurance and
control.
Champion
Benito Ybarra
Staff Lead
Jim Pelletier
2020 OUTCOMES
• Increased growth of paid membership including
increased retention and expanded industry niches
• Increased number of chapters sharing/adopting
best practices developed by other chapters
• Increased number of chapters using services
provided by IIA headquarters
• Increased member satisfaction
• Increased number of professionals holding an IIA
certification
• Be recognized and routinely consulted by
regulators, legislators, and other influential bodies
• Increased awareness of the internal audit
profession at the young professional and college
student level
• Increase regulatory and legislative awareness of
the importance of making high quality internal
auditing a requirement for organizations
• Enhance the profile of and demand for high
quality, appropriately resourced internal auditing
among key stakeholders
• Be recognized by boards and senior management
as an indispensable resource for effective
governance, risk management, and control
• Greater member engagement using IIA products &
services
• Generate sufficient funds to continue to re-invest
in profession
• The IIA is the provider of choice for professional
development
• Will have a robust and diverse volunteer base to
support the mission
• Be recognized by members as the leading resource
and voice in integrated auditing
• Be recognized by members and internal audit
stakeholders as the leading resource for Enterprise
Risk Management and Assurance
• Establish a center for risk management assurance
and advisory services
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
ROADMAP
BY GOAL
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GOAL WITH BOARD CHAMPION(S) & STAFF LEAD(S)
OUTCOMES BY 2020
STRATEGIES TO ACHIEVE GOAL & OUTCOMES
TACTICS TO EXECUTE STRATEGIES
2017 SUCCESS INDICATORS
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal A: Professionalism
Board Champion – Anne Mercer; Staff Lead – Jo-El LaBorde
The IIA, at all levels, will collaborate to enhance the profession in
North America.
Goal
2020
Outcomes
Outcome 1: Member growth including increased retention and
expanded industry niches
Outcome 2: Increase in chapters using services sharing/adopting
best practices developed by other chapters
Outcome 3: Increase in chapters using services provided by IIA HQ
Outcome 4: Increased member satisfaction
Outcome 5: Increase in number of professionals holding an IIA
certification
Strategies
Outcome 1, Strategy 1: Develop
marketing and outreach strategy to grow
audit group membership and enhance
level of support.
Tactics
a. Build and launch the audit group portal.
b. Develop and implement comprehensive
staffing, communication, onboarding, and
training plan to launch the group portal.
c. Launch upgrade campaigns to organizations
with 2 or more members.
d. Launch upsell campaigns to groups on the
cusp of the next group level.
e. Target 2 states with potential to join as a
Government Audit Group.
f. Document requirements to integrate Audit
Executive Center into group join/renew
process.
g. Evaluate need and resources necessary to
expand Group Concierge program for
consideration in 2016 budget.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 1, Strategy 2: Develop
marketing and outreach strategy to
improve retention rates among
Professional and Government member
types or convert to a group member.
Outcome 1, Strategy 3: Develop
marketing and outreach strategy to grow
North American membership.
a. Launch telemarketing effort targeting
lapsed members.
b. Improve web landing pages related to the
individual join/renew process.
c. Launch upgrade campaigns to
organizations with 2 or more members.
d. Evaluate renewal and onboarding steps and
messages to ensure they encourage
renewals and demonstrate membership
value proposition.
a. Work with chapters to launch targeted
membership campaigns from Mar-Nov '15.
b. Launch targeted campaigns to nonmembers
by industry focused on government and
financial services.
c. Strengthen and expand membership sales
program in Customer Relations.
d. Academic Relations to increase student
members by conducting recruitment
campaigns, exhibiting, student focused
training/events, etc.
Outcome 2, Strategy 1: Create a
repository of best practices for chapter
access.
Outcome 2, Strategy 2: Implement ways
to encourage and incentivize chapters to
share and adopt best practices.
Outcome 3, Strategy 1: Develop a chapter
service and support model that
encourages all chapters to adopt and
utilize available chapter technology tools.
e. Identify underserved industry niches with
targeted outreach efforts (i.e. healthcare
auditors, etc.)
a. Establish Chapter Relations Committee
(CRC) subcommittee to work with staff to
build the requirements, communication,
and rollout plan.
b. Staff to work with IT to identify a support
tool.
a. Conduct "best practice" teleconferences
with chapter leaders by role/subject
a. Convene a focus group of CRC members to
work with staff on development of a
support concept.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
b. Work with District Advisors to further
improve, enhance, refine, etc.
Outcome 3, Strategy 2: Expand chapter
programming efforts to collaborate with
Onsite, CAE Services, Industry Centers,
Research Foundation, and Learning
Solutions.
Outcome 4, Strategy 1: Enhance member
value proposition by delivering premium
services through Specialty Centers.
c. Obtain feedback and input from full CRC and
North American Board.
a. Work with Programs Subcommittee of CRC
to build an action and communications plan.
b. Work with appropriate staff to identity
opportunities and execute programs by
region or interest.
c. Develop plan to implement a programs-in-abox model with Learning Solutions by
December 2015.
a. Launch Financial Services Audit Center by
June 2015.
b. Continue to build awareness of and
engagement with American Center for
Government Auditing.
c. Launch Canadian Centre for Government
Auditing by Q4 of 2015.
d. Explore possibilities of additional Specialty
Centers.
e. Complete merger with Auditing Roundtable
by Q3 2015.
Outcome 4, Strategy 2: Regularly
evaluate member satisfaction.
f. Complete steps to launch EHS Auditing
Center in Q1 2016.
a. Track and analyze satisfaction ratings of
members each quarter.
b. Track and analyze satisfaction ratings of
customer relations reps each quarter.
c. Evaluate member/customer needs survey
and identify 1 new benefit to be considered
for approval.
d. Implement end of year letter to audit
groups (CAE and designated contacts)
summarizing any program changes, new
support tools, etc.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 4. Strategy 3: Promote culture
of inclusion that attracts diverse members
of the profession to The IIA.
a. Offer training and resources for IIA staff and
committee liaisons to increase knowledge
and help assist in integrating diversity into
their IIA work.
b. Develop and deliver education session on
Diversity & Inclusion for chapter leaders at
Leadership Academy and District
Workshops.
Outcome 5, Strategy 1: Partner with
chapters to build awareness and promote
the value of IIA certifications.
c. Add D&I plan to IIA website and announce
successful diversity initiatives in IIA
publications.
a. By 2015 Leadership Academy develop plan
to engage chapters in promoting IIA's
certifications including participating in
activities at Leadership to help chapters
increase certification participation.
b. Launch chapter reporting version 2.0.
c. By September 2015, through HQ staff or key
volunteers, attend 6 or more District
Workshops to promote and build
awareness of certification program.
d. Certification staff to conduct quarterly
conference calls with chapter certification
chairs.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
2017
Success
Indicators
MEMBERSHIP GROWTH:
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Increase paid North American membership to 76,000
(US/Caribbean, Canada, MALs).
Maintain retention rate for paid North American membership of
84%.
Achieve North American annualized certified member growth of
5% for 2017.
Achieve 5% growth in specialty center memberships for 2017.
MEMBERSHIP ENGAGEMENT:
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Launch AEC refresh by Q3.
Segment 2016 Member survey data and develop engagement
plan for enhancement by Q2.
Redeploy member nurturing campaign by Q2.
Launch new member onboarding and networking events at NA
conferences by Q2.
Focus on Launching Emerging Leaders and Women in IA Forums
as part of growing our focus on Diversity and Inclusion by Q1
and Q3 respectively.
Launch enhanced value proposition strategy with web refresh
(short term) and longer term initiatives by year end.
Develop redesign plan for CAP 2.0, submit detailed requirements
and launch development plan for launch in Q1 2018.
Host successful Leadership Conference for new chapter leaders
and IAEP Conference for students and educators by April 2017
and September respectively.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal B: Advocacy
Board Champion – Shannon Urban; Staff Lead –Kathy Anderson
Goal
The IIA will raise the profile of and demand for the profession,
enhancing its recognition as indispensable to good governance by
key stakeholders.
2020
Outcomes
Outcome 1: Be recognized and routinely consulted by regulators,
legislators, and other influential bodies.
Outcome 2: Increased awareness of the internal audit profession at
the young professional and college student level.
Outcome 3: Increase regulatory and legislative awareness of the
importance of making high quality internal auditing a requirement
for organizations
Outcome 4: Enhance the profile of and demand for high quality,
appropriately resourced internal auditing among key stakeholders
Outcome 5: Be recognized by boards and senior management as an
indispensable resource for effective governance, risk management,
and control
Strategies
Outcome 1, Strategy 1: Focus on areas
where input can be greatest. Solicit input
from North American Advocacy Committee
and Financial Services Advisory Board,
among others, to inform of our activities
Tactics
a. Emphasize House Financial Services
Committee, Senate Banking Committee,
House Govt. & Oversight Committee, and
CPA Caucus.
b. Continue efforts related to Inspector
General vacancies
c. Emphasize Securities & Exchange
Commission, PCAOB, Office of the
Comptroller of the Currency, Federal
Reserve, Consumer Financial Protection
Bureau, Federal Deposit Insurance
Corporation
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 2, Strategy 1: Enhance
communications with Chapters
a. a. Advocacy presentations at Chapter
meetings by staff & volunteers
b. Congressional speakers at Chapter
meetings
c. ocus group on advocacy at 2016
Leadership
Outcome 2, Strategy 2: Expand
relationships with Academic community
a. Provide advocacy message to Academic
Relations Committee for use with colleges
Outcome 3, Strategy 1: Encourage listing
exchanges to enhance their governance
requirements
a. Engage listing agencies (NYSE, NASDAQ)
b. Presentation at September ACUA
Conference; ACUA preparing response to
Standards exposure
NOTE: Strategies and Tactics for B, Outcome 1 also apply to B, Outcome 3.
Outcome 4, Strategy 1: Engage key
stakeholders
Outcome 5, Strategy 1: Enhance
relationship with National Association of
Corporate Directors, Association of
Corporate Directors, Financial Executives
International and Center for Audit Quality
.
Outcome 5, Strategy 2: Promote value
proposition for CAEs serving on Public
Boards
a. Regular articles in stakeholder publications
b. Speaking engagements at stakeholder
events
c. Invest in & promote the Audit Committee
Resource Exchange
a. Annual Work Plan with NACD
b. Continued participation with Anti-Fraud
Collaboration with CAQ, FEI, NACD, ACFE
a. Continue to work with AEC to develop tools
and resources for CAEs
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
2017
Success
Indicators
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Continued execution of action plan for The IIA’s advocacy efforts
in Washington including strategic plan for targeted regulatory
agencies and key stakeholders
Action plan building on The IIA’s White Paper entitled “Three
Imperatives for Improving Governance and Restoring Investor
Trust”
Minimum of 50 substantive meetings with regulators, legislators
and legislative staff, and stakeholder groups in 2017
Opportunistically provide relevant Congressional testimony (oral
and/or written)
Hold at least one Congressional Fly-in with AEC members and
members of the North American Advocacy Committee
Develop and expand partnership opportunities with identified
stakeholder organizations including ISACA and ACUA
Increase number of Chapter Advocacy Chairs and develop roles
& responsibilities in support of North American strategy
Pilot program for at least 5 Chapters to invite Congressional
speakers at local Chapter events
Continue active participation with Anti-Fraud Collaboration with
CAQ, FEI, NACD with completion of at least one IIA project in
2017
Finalize CAQ-IIA Audit Committee Assessment of Internal
Auditor Tool in conjunction with the Audit Executive Center
Continue NACD Annual Plan including speaking engagements,
booth space at Conferences, and articles in publications; continue
discussions on future educational opportunities
Leverage both CBOK Stakeholder Study data and Pulse Report
deliverables to further enhance advocacy messaging and
penetration of stakeholder target audience relationships
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal C: Sustainable Value
Board Champion – Pam Jenkins/Mike Pryal
Staff Lead – Francis Nicholson/Carrie Summerlin
The IIA will generate sustainable value for members.
Goal
2020
Outcomes
Outcome 1: Greater member engagement using IIA products &
services.
Outcome 2: Generate sufficient funds to continue to re-invest in
profession.
Outcome 3: The IIA is the provider of choice for professional
development.
Outcome 4: Will have a robust and diverse volunteer base to
support the mission.
Strategies
Tactics
Outcome 1, Strategy 1: Expand marketing
of the industry centers to new audiences
that would benefit from center
membership.
a. Launch Financial Services Audit Center
web site.
Outcome 1, Strategy 2: Develop
marketing plan to incentivize member
engagement in products & services.
a. Perform analysis of current marketing
initiatives and quantitative/qualitative
ROI.
Outcome 1, Strategy 3: Evaluate current
products and services against member
demand, continuing to provide quality
reference/research materials that benefit
IIA members.
b. Execute financial services conference.
c. Increase overall awareness of specialty
resources.
b. For each existing marketing initiative,
propose increase investment, maintain,
or remove funding to focus funding on
most impactful initiatives.
a. For each product and service offered,
complete ROI analysis, propose
increased investment, maintenance, or
removal of funding for each product
and service ('Product Risk'
assessment).
a. Identify opportunities to integrate
diversity into IIA programs and
professional practices.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 1, Strategy 4: Enhance
opportunities for diverse individuals to
participate in IIA activities and programs.
Outcome 2, Strategy 1: Develop North
American financial analysis of 'what
constitutes sufficient' annual funds.
Leverage results of analysis for actions in
reinvestment in Operating Expense and/or
additional to Investment Portfolio.
b. Launch and support advisory groups for
one key identity group in 2015 (i.e.
young professionals, women, and
African Americans).
c. Compile and distribute best practices
regarding chapter diversity initiatives.
a. Develop 3-5 year trending report of
overall net contribution
budget/forecast vs. actual results as to
determining avg. investment
percentage allocation for reinvestment.
b. Ensure that membership dues are
established at a level that effectively
covers core services with reserves built
in to cover current programs and
initiatives and for future contingencies.
c. Strategize to increase reinvestment into
profession by 5% annually, measured
by increase in North American
Operating Expense growth.
d. Gain consensus from North American
Board on an appropriate minimum
contribution budget.
Outcome 2, Strategy 2: Collaborating with
the Global Finance Committee and
Investment Committee, develop analysis of
'what constitutes sufficient funds' in the
Investment Portfolio. Leverage results of
analysis for action.
Outcome 3, Strategy 1: Develop enhanced
business intelligence as to professional
development demographics and
evaluations.
e. Develop quarterly contribution analysis
for transparency of funds.
a. Gain consensus from Global Finance
Committee and input from Global
Board on an appropriate minimum
contribution budget.
b. Develop quarterly contribution analysis
for transparency of funds.
a. Research 3-5 year trending analysis on
all IIA events: overall satisfaction;
retention; new attendees.
b. Benchmark retention and new
attendance to industry standards.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Outcome 3, Strategy 2: Launch an
organization-wide content strategy plan.
c. Reevaluate and define the model for
allocating funds to chapters through the
allotment process, to ensure adequacy of
resources through board mix of
chapters.
a. Conduct a content audit of IIA’s
enterprise-wide intellectual property.
b. Conduct a 360 educational assessment
of all IIA training opportunities.
c. Develop and deploy the IIA’s
organization-wide content strategy
with appropriate internal and external
stakeholders.
Outcome 4, Strategy 1: Develop
comprehensive plan highlighting the value
(personally, professionally) of volunteering
with the IIA.
d. Deploy the newly approved IPPF
Framework and initiates alignment of
thought leadership, training and
education materials and certification
content accordingly.
a. Leverage the launch of the ""I AM THE
IIA"" campaign to raise awareness of
the value of volunteerism.
b. Develop additional 'volunteer
appreciation' events/communications
at all levels of IIA volunteerism.
Outcome 4, Strategy 2: Develop
documented succession plan for each
Committee and Committee Chair of the
North American Board, including
identifying diverse candidates as
immediate successors.
a. Identify talent within the volunteer
base, engage in discussion of volunteer
interests.
Outcome 4, Strategy 3: Foster the
recruitment and retention of diverse
members in The IIA and their advancement
through its leadership.
a. Promote and track diversity within The
IIA's leadership.
b. Create succession planning analysis for
all committees, identifying gap analysis
and potential actions to address gaps
b. Require diversity and inclusion as a
factor in the leadership nominating
process.
c. Encourage chapter leaders to actively
participate in The IIA nomination
process.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
2017
Success
Indicators
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Provide periodic updates on investment portfolio
performance, funds available for re- investment into the
profession
Present project opportunity report where funds could be
used i.e. Website redesign, AMS, etc.
Refresh a minimum of 5 courses across learning channels by
Q4
Develop a minimum of 6 new courses across learning
channels by Q4
Launch a new refresh of the Vision University program by
Q2
Overall conference attendance of 3,600 (Incl GAM, Gaming,
GRC, FSX, EHS and All-Star)
Overall public seminar attendance of 2,500
Overall e-seminar attendance of 1,000
2,300 total number of on-demand units sold
5% increase in overall number of exam registrations and/or
number of CIAs
s% increase in Onsite seminars sales
2% increase in CIA LS sales
Over 70 Quality projects sold
Conferences at 90% or higher.
Seminar (Public, eLearning and Onsite) satisfaction rates at 85% or
higher.
Ondemand satisfaction at 85% or higher.
Webinar satisfaction at 90% or higher.
Launch new dashboard by Q2 to track and monitor
performance by business unit.
Specific to learning and professional development, launch
detailed dashboard to track course evaluation scores,
facilitator evaluation ratings, attendance and registration
trends, revenue projections and quality satisfaction scores,
retention and new attendee penetration.
By end of Q2 create plan with KPIs to include diversity,
experience, quality goals, retention rates and new
participants.
Achieve facilitator satisfaction scores of 90% or above.
By end of Q2 create plan with KPIs to measure diversity,
experience, quality, retention and new participants.
Implement Governance Awareness Campaign focused on
recruiting new volunteers as part of IA Awareness Month in Q2.
Populate and leverage succession planning template to inform
nominations process by early Q3.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
Goal D: IIA as Leader
Board Champion – Benito Ybarra; Staff Lead – Jim Pelletier
The IIA will emerge as the leading voice in integrated auditing,
governance, risk management assurance and control.
Goal
2020
Outcomes
Outcome 1: Be recognized by members as the leading resource and
voice in integrated auditing (assume means IT, financial, operational,
compliance with focus on IT) with internal audit itself being
indispensable to effective governance, risk management and control
Outcome 2: The IIA will be recognized by members and internal
audit stakeholders as the leading resource for Enterprise Risk
Management and Assurance
Outcome 3: Establish a center for risk management assurance and
advisory services
Strategies
Tactics
Outcome 1, Strategy 1: Develop
definition/position for "integrated
auditing" and role of IA related to IT audit.
a. Work with staff and volunteers leaders to
develop position.
Outcome 1, Strategy 2: Suite of products
and services to assist internal auditors
integrated auditing.
Understand needs of members for achieving
implementing the position.
b. Incorporate position into enterprise
content strategy.
Outcome 1, Strategy 3: Build awareness
with IIA stakeholders.
a. Develop tools to assist auditors in
communication with stakeholders.
Outcome 2, Strategy 1: Develop
definition/position for "risk professional"
and role of IA related to IT audit.
a. Work with staff and volunteers leaders to
develop position.
Outcome 2, Strategy 2: Build awareness
with internal audit stakeholders.
b. Collaborate with IIA Advocacy team to
educate stakeholder groups.
b. Incorporate into enterprise content
strategy.
a. Develop tools to assist auditors in
communication with stakeholders.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
b. Collaborate with IIA Advocacy team to
educate stakeholder groups.
Outcome 2, Strategy 3: Build awareness of Develop marketing plan to target the
risk professional position among risk
following:
management professionals.
- IIA Members
- CRMAs that are not IIA Members
- Non-IIA Members
Outcome 3, Strategy 1: Develop a suite of
products and services for risk management
professionals.
a. Establish a baseline of activity on Risk
Resource Exchange.
b. Solicit feedback from risk management
professionals to understand needs.
c. In conjunction with Specialty Center
strategy, explore possibility and
prioritization.
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.
2017
Success
Indicators
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IT Guidance will review all current GTAGs and perform a gap
analysis between current IT Guidance and the recommendations
from the IT Market study. A risk-based prioritization of IT
Guidance projects will be developed and executed.
Resource focus and prioritization continue to be a challenge for
the progression of IT Audit courseware given the overall learning
needs, which are a significant priority in 2017.
Launch refreshed AEC by June 30, 2017
 Implement new tier structure and pricing model
 Launch new content focused website with updated
taxonomy
By the end of 2017, replace the current eWorkshop model with
OnDemand training from Learning Solutions
Drive a 10% increase in traffic to specialty center websites
through the delivery of targeted content and a member-focused
value proposition
IIA North American Strategic Plan © 2015 The Institute of Internal Auditors, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form by any means—electronic, mechanical, photocopying, recording, or otherwise—without prior written permission of The IIA.