사립대학 내부감사 및 내부회계관리제도 도입 연구

Abstract

Concerns about the survival of the university are emerging due to the non-face-to-face era accelerated by COVID-19, regional imbalances, and a sharp decrease in the school-age population. Support for private universities, which account for 87% of higher education institutions, is urgently needed, but the public's negative view of private universities is an obstacle to the government's active financial support. As such, there is a view that the negative image of private universities is caused by internal factors such as corruption or corruption rather than external environment. In the current situation, it is necessary to come up with a way to strengthen the public character and accountability of private universities. The internal accounting control system(IACS) is a tool that can provide high-quality financial information and further enhances organizational transparency. With the adoption of the New External Audit Act in 2018, regulatory authorities have increased the level of assurance and expanded the scope of audit application by requiring listed companies' IACS to be audited. It is difficult to improve an organization's fraud or weaknesses in internal control only by external auditing. This is because the regulatory authorities and companies recognized the effectiveness of the IACS. This will bring the same effect not only to for-profit corporations such as corporations, but also to various non-profit corporations such as private universities, civic and religious organizations. This study examines the case of operation of internal audit office and the IACS of University A and suggests the introduction of the following system. First, a unified standard for the IACS of private universities is prepared and a roadmap for the introduction and operation of the system is established. Second, separate from corporate audit, an independent audit committee or internal audit office is set up in private universities, and the IACS is operated properly by personnel with professional knowledge and experience. Third, the components of the IACS, such as risk assessment procedures and control activities, should be systematically operated within private universities and reflected in the university evaluation as well as financial support. Fourth, by harmonizing the top-down and bottom-up IACS the governance structure and mutual monitoring among members are operated appropriately. Fifth, the private university should prepare its own report on the operation of the IACS and certify it to the Private Education Promotion Foundation or a certified public accountant separately from external audits. Lastly, by expanding the openness of the board of directors and introducing the code of ethics for private universities, we seek a total change in the governance environment that can smoothly implement the IACS. The adoption of the IACS for private universities is expected to serve as a stepping stone for private school innovation by improving governance and providing various control activities. Taken together, by enhancing the governance of private universities through the internal audit department and IACS and preparing various control activities such as risk management and monitoring, it will help to improve the negative image of private universities perceived by the public. However, the establishment and operation of the internal audit department and IACS incurs costs. If the benefits obtained by installing and operating the system are less than the costs, the IACS is meaningless. In particular, if the governance or management of private universities circumvent control activities or abuse their authority and do not guarantee the independence of the internal audit department, the net benefits from the system will disappear. This study is meaningful in that it provided practical implications for the adoption of the internal audit department and the IACS.