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I I I I I I I I I I I I I I I I I I I VI. PROPOSAL REQUIREMENTS B.PROPOSAL 8. SPECIFIC AUDIT APPROACH (Continued) j. Process to produce a meaningful "management letter." Include three recent "management letters" developed in connection with local government audits (Continued) · The recommendation must be cost effective; · The recommendations are to be the simplest to effectuate in order to correct a problem; · The recommendation must go to the heart of the problem and not just correct symptomatic matter; and · The corrective action must take into account why the deficiency occurred. To assure full agreement with facts and circumstances, we will fully discuss each item with the appropriate City Personnel prior to the final exit conference. This policy means there will be no "surprises" in the management letter and fosters a professional, cooperative atmosphere. We wish to assist you in identifying and solving problems before they become critical. To this end, while our management letters will, of course, communicate reportable conditions or other instances of non-compliance, we will also go beyond simply identifying any noted weaknesses. Rather, we will also recommend suggestions as appropriate for improving operational efficiency, including increasing revenues, decreasing costs, improving management information effectiveness, protecting assets, etc. Our personnel's diverse experience, and their independent and objective views, ensures valuable and meaningful comments, observations, and conclusions as presented in our management letters. We provide positive, solution-oriented recommendations for areas such as financial investing, data and payroll processing, purchasing, budgeting, pension and risk management, and general accounting accuracy. INVOLVED THROUGHOUT THE ENTIRE YEAR ATNO EXTRA COST Communications We emphasize a continuous, year-round dialogue between the City and our management team. We will schedule periodic progress meetings in addition to the entrance, interim and exit conference. During these meetings, City personnel may inform us of their concerns, and we can draw upon our extensive experience with local government operations to offer the appropriate advice and counsel. We believe this continuous, open communication is critical to serving your needs. (See Appendix F for copies of three recent "management letters" developed in connection with local government audits.) 'Tr;~r~~iJ~d ~~~~~~,~,!:~ 42