Internal Controls: Guidance for Private, Government, and by Lynford Graham

By Lynford Graham

"In the hot age of philanthropy, donors anticipate charities to be versions of responsibility and transparency...Internal controls: tips for personal, executive, and Nonprofit Entities is a needs to learn for CEOs and CFOs who are looking to achieve a transparent realizing of comparatively cheap how you can enforce the controls essential to shield their organizations." - Elizabeth Myatt, leader govt Officer, international Lung Foundation

"If you have been trying to find the silver bullet to appreciate and audit inner controls, you simply came upon it. This e-book will turn out beneficial in making plans the audit inner controls, you simply came across it. This ebook will turn out helpful in making plans the audit since it particularly covers COSO and the recent AICPA possibility evaluate auditing criteria. " - George I. Victor, CPA, associate in command of qc, Holtz Rubenstein Reminick LLP

"Author Lyn Graham offers sensible, easy-to-understand suggestions for documenting inner controls. i like to recommend this publication for either my consumers and our employees. it's very beneficial for auditors and consumers alike." - David E. Adams, CPA, accomplice, Geffen Mesher & Company

"This ebook is a necessary guide...and presents very sensible suggestion approximately what to do(and what to not do) in investing in inner controls. The author's pricey adventure as an audit enterprise companion and standard-setter are glaring within the info supplied. I additionally suggest this booklet to teaches of auditing and platforms, because it presents an invaluable history to...how inner controls particularly should still paintings in ultra-modern company environment." - Jean C. Bedard, CPA, PhD, Timothy B. Harbert Professor of Accountancy, Bentley collage

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Extra resources for Internal Controls: Guidance for Private, Government, and Nonprofit Entities

Sample text

A principal reason people steal from their employers is a feeling of resentment and a sense that they are entitled to their ill-gotten gains and that nobody cares. The PCAOB got it right when it elevated senior management fraud “of any magnitude” to the top level of control deficiency severity. Cheating on expense reimbursements, or modifying the stock option grant dates to the greatest personal advantage by the CEO says a lot about the character of that individual, and the entity that tolerates or downplays the significance of the issue, based solely on the person or the amounts involved, shows it is lacking an ethical environment.

A well-controlled business has two benefits: PROJECT AND RESOURCE PLAN 1. 2. 23 An environment that permits management to focus on business development and profitability instead of fighting fires and fussing with issues caused by weak controls and fraud risk A more economical audit PROJECT AND RESOURCE PLAN At this point, you can draw up a larger plan, identifying the areas to be included in the documentation and assessment and the resources probably needed to accomplish those objectives. Unless the scope of the project is clearly based on the objectives you considered in the early project stages, you will need to identify: The processes, accounts, and transaction streams and related locations that will be included in the total project • Those processes, accounts, and transaction streams and locations that can be excluded from the project and still meet your objectives • Those who had to report on internal controls for the first time in 2004 had little or no experience in performing the documentation and testing of controls required by Section 404.

The order of the items in the cube has always been of interest. As the control environment is the foundation of control, most can understand why it is at the base of the cube. Yet since it overrides all else, some might expect it to be at the top. Actually, in the professional auditing literature, the cube is inverted, with the control environment at the top. 1, CUBES, TRIANGLES, AND OTHER REPRESENTATIONS 31 the detailed controls (control activities) are sandwiched between the other components; users might therefore see how the other components are related to and influence the control environment.

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