www.theiia.org/intAuditor/free-feature/2009/april/audit -
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Published on: 1/1/2009
Last Visited: 4/5/2009
Michael Fucilli, auditor general at the Metropolitan Transportation Authority (MTA) in New York City, is one of the CAEs who has been changing his audit focus.
His team is doing more work on procurement fraud; for example, trying to spot fraudsters who submit fictional invoices in the hope they'll be paid.
It is also checking the way contracts are awarded, looking at background checks on suppliers, and auditing payroll.
"Believe it or not, I even added petty cash audit to the plan this year," Fucilli says.
With the organization's high-risk areas so well controlled, trouble can arise in the seemingly low-risk areas, he reasons.
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Fucilli agrees.
"Be proactive," he says.
"You can't sit back and wait for the company to come to you.
You have to identify key issues in the organization and speak with appropriate personnel.
Don't say, 'how can I help you?' say 'I know how I can help you - here's how.' I'd say nine times out of 10 they will take up the offer."
Fucilli has been looking for tangible ways to help managers.
He's been meeting with them, attending their staff meetings, and inquiring about the issues they face.
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Fucilli's audit shop has become a profit center, because of the cost savings it finds.
The team of 100 auditors completes 175 audits a year across a universe of 561 activities.
Last year it saved the organization US $61 million, against a budget for the shop of US $15 million.
Even so, Fucilli has been told to make a 5 percent cut.
But that's a lot less than other MTA departments have been told to save.
He met the target by automating more of his processes.
And his head count has actually increased, because nine auditors who specialize in engineering compliance have been transferred to his team.
"Because of the work we do and the assurance we deliver, the audit shop is one of the most important departments in the organization," he says.