1. Got Internal Controls? presented by South Texas College Business Office “Count on Satisfaction”

2. Definition of I/C: “Internal control is a process - effected by an entity’s board of directors, management, and other personnel - designed to provide reasonable assurance regarding the achievement of objectives in the following categories: a) reliability of financial reporting b) effectiveness and efficiency of operations, c) compliance with applicable laws and regulations. * Committee of Sponsoring Organizations of the Treadway Commission The COSO* Definition of Internal Control

3. Simple Definition  Internal control is what we do to see that the things we want to happen will happen …  And the things we don’t want to happen won’t happen.

4. Internal Controls Are Common Sense What do you worry about going wrong? What steps have been taken to assure it doesn’t? How do you know things are under control? -It’s an on-going process…….

5. You exercise internal control principles in your personal life when you:  Lock-up valuable belongings  Balance your checkbook  Keep your ATM/debit card PIN number separate from your card  Go to restaurants where you pay the cashier directly with your credit card  Review your credit card statements

6. There are eight components. The eight components of the framework are interrelated … The Integrated Framework of Enterprise Risk Management/Internal Controls

7. Entity objectives can be viewed in the context of four categories: Strategic Operations Reporting Compliance The Integrated Framework of Enterprise Risk Management/Internal Controls

8. ERM considers activities at all levels of the organization: Enterprise-level Division Business unit Subsidiary The Integrated Framework of Enterprise Risk Management/Internal Controls

9. Five components of I/C: 1) Control environment 2) Risk assessment 3) Control activities 4) Communication and Information 5) Monitoring

10. Control Environment This component includes the attitude of management at all levels toward operations in general and specifically the concept of controls. This includes: This component includes the attitude of management at all levels toward operations in general and specifically the concept of controls. This includes: ethics, ethics, competence, competence, integrity, integrity, a demonstrated interest in the well­being of the organization and a demonstrated interest in the well­being of the organization and organization structure and management's policies and philosophy. organization structure and management's policies and philosophy.

11. Risk Assessment  Risks are internal & external events (economic conditions, staffing changes, new systems, regulatory changes, natural disasters, etc.) that threaten the accomplishment of objectives.  Risk assessment is the process of identifying, evaluating, and deciding how to manage these events… What is the likelihood of the event occurring? What would be the impact if it were to occur? What can we do to prevent or reduce the risk?

12. Control Activities This component includes those activities that are traditionally associated with the concept of internal control. These activities include: This component includes those activities that are traditionally associated with the concept of internal control. These activities include: approvals, approvals, responsibilities responsibilities authorities, authorities, separation of duties, separation of duties, Documentation, written policies, procedures, processes, Documentation, written policies, procedures, processes, reconciliation, reconciliation, competent and honest personnel, competent and honest personnel, internal check, internal check, and internal auditing. and internal auditing. These activities should be risk evaluated throughout the entire organization considering the organization as a universe. These activities should be risk evaluated throughout the entire organization considering the organization as a universe.

13. Communication & Information  Pertinent information must be captured, identified and communicated on a timely basis.  Effective information and communication systems enable the organization’s people to exchange the information needed to conduct, manage, and control its operations.

14. Monitoring  Internal control systems must be monitored to assess their effectiveness… Are they operating as intended?  Ongoing monitoring is necessary to react dynamically to changing conditions…Have controls become outdated, redundant, or obsolete?  Monitoring occurs in the course of everyday operations, it includes regular management & supervisory activities and other actions personnel take in performing their duties.

17. Strong Internal Controls Benefits  Reducing and preventing errors in a cost- effective manner.  Ensuring priority issues are identified and addressed.  Protecting employees & resources.  Providing appropriate checks and balances.  Having more efficient audits, resulting in shorter timelines, less testing, and fewer demands on staff.

18. Five KeyInternal Control Activities… 1.Separation of Duties 2.Documentation 3.Authorization & approvals 4.Security of assets 5.Reconciliation & review

19. 1. Separation of Duties  Divide responsibilities between different employees so one individual doesn’t control all aspects of a transaction.  Reduce the opportunity for an employee to commit and conceal errors (intentional or unintentional) or perpetrate fraud.

20. A fundamental element of internal control is the segregation of certain key duties. In general, the principal incompatible duties to be segre­gated are: Custody of assets. Authorization or approval of related trans­ actions affecting those assets. Recording or reporting of related transac­tions. Separation of Duties

22. 2. Documentation Document & preserve evidence to substantiate:  Critical decisions and significant events...typically involving the use, commitment, or transfer of resources.  Transactions…enables a transaction to be traced from its inception to completion.  Policies & Procedures…documents which set forth the fundamental principles and methods that employees rely on to do their jobs.

24. 3. Authorization & Approvals  Management documents and communicates which activities require approval, and by whom, based on the level of risk to the organization.  Ensure that transactions are approved and executed only by employees acting within the scope of their authority granted by management.

26. 4. Security of Assets  Secure and restrict access to equipment, cash, inventory, confidential information, etc. to reduce the risk of loss or unauthorized use.  Perform periodic physical inventories to verify existence, quantities, location, condition, and utilization.  Base the level of security on the vulnerability of items being secured, the likelihood of loss, and the potential impact should a loss occur.

29. 5. Reconciliation & Review  Examine transactions, information, and events to verify accuracy, completeness, appropriateness, and compliance.  Base level of review on materiality, risk, and overall importance to organization’s objectives.  Ensure frequency is adequate enough to detect and act upon questionable activities in a timely manner.

31. Criminologist Donald R. Cressey identified three traits that are commonly present when people perpetrate fraud. Cressey created an hypothesis known as the ‘fraud triangle.’ The three sides of the fraud triangle are:Donald R. Cressey Rationalization – Since the majority of individuals who commit serious occupation fraud are not career criminals, they feel a strong need to justify their actions. Opportunity – Access to company assets and a lack of internal controls that will prevent immediate detection of the fraud. Pressure – This is a financial need (real or perceived) that the individual cannot share with others due to potential shame or loss of social status. Fraud Triangle

32. When these three sides of the triangle are present, there is a much higher than normal chance of an individual committing a fraud.

33. ¿Questions? Got Internal Controls?