The quality of the agreement is therefore of considerable importance. It must be complete, complete and accurate in its coverage. It is important that both parties understand the content and obligations described therein. As shown below, SLAs are used between a department and its main customers/customers. As an internal audit, our main client is the Audit Committee. We make available to the audit committee in advance a plan identifying areas of risk and our audit plan in these areas. We will be updating later this year. Our ICPs are measured in different ways, first, the number of results per audit unit (i.e. the number of audit reports issued), the number of problems by sector of activity and by degree of severity (type 1, type 2, etc.), a summary of audits requiring improvements or unsatisfactory evaluations, and we have a value-added survey completed by the head of the units we have audited, that we added to them.
The last point is something we`ve compiled, where we list what we think is the added value, and we give them an estimate of what it would have cost them to have the service from the outside (basically, we take $100 an hour) and then they rank us 1-4 based on the strength they agree with or disagree with, that we have provided so much value. This section of AuditNet provides resources and information on ASAs, both from an auditor audit perspective and from an audit review perspective for an audit division. If you have audit programs, model SLAs, or other information or resources you would like to share, please contact us. A full service level agreement is an essential condition for providing or maintaining an important service. It simply defines the parameters for the provision of that service for the benefit of both parties. Is there not already sufficient documentation in the standards and application guides of the Institute of Internal Audit? For more information, please visit the www.theiia.org website. As I understand it, a service level agreement is about the same as what needs to be in the audit charter and audit plan. We call our process a partnership agreement between the audit and the companies we review. Similarly, the functions that provide an audit service, i.e. IT, have a partnership contract with us.
The appendix is the template we use. For the sake of brevity, selected area managers will meet with the auditor and discuss their perception of our SWOT and their core audit expectations. The group agrees on 5 expectations that they will evaluate to us later this year. If expectations imply greater audit coverage, this group understands that additional staff leads to an increase in the cost of common resources. All parties sign the agreement. Scoring is a small factor in my annual bonus. What is gained from this process is the open dialogue on review expectations. I hope it is a help. Shared Services Canada (SSC) was founded in August 2011. At that time, the Department inherited 1,553 service level agreements from Public Works and Government Services Canada for a total value of $311,539,726.
Two of these agreements concerned the management of the Blue Pages, a directory that lists organizations and government officials. The Blue pages contain a section for the House of Commons. As we are a public sector organization, we use SLAs as the basis for providing services with our customers, as the contracts would not be legally binding. The Assistant Deputy Senior, Projects and Client Relationships should ensure that the external reporting obligations of the Service Level Agreement are met in accordance with the various Service Level Agreements. The Deputy Senior Deputy Minister, Operations should implement a process of follow-up and follow-up of customer issues to enable a quick resolution, clearly defining resolution procedures and action plans and to ensure continuous improvement in the management of the service level agreement. . . .