Effective risk management is within every nonprofit's grasp.
Our not-for-profit clients find that our risk-based approach to auditing nicely folds into board governance best practices focused on risk management for not-for-profit organizations.
There are mission-critical-processes and procedures that must have the board's, the staff's and the auditor's attention.
We support board governance. In the course of our work, we have accumulated sources of best practices in board governance and gladly share these with you.
We provide metrics and benchmarks. We use comparisons ratios and indicators to assist us in focusing our efforts, and to help you operate more efficiently.
We share common perspectives. Our principal, Lewis Hunter, sits on both sides of the table. Not only is Hunter & Associates the auditor for numerous not-for-profits, but Lewis sits on boards and audit committees of other not-for-profits where he works with the organization's auditors.
Hunter & Associates uses audit programs in compliance with Generally Accepted Auditing Standards and Governmental Auditing Standards, or "Yellow Book" standards as they are commonly known. Audit programs begin with a preliminary risk assessment of the nonprofit that includes, but is not limited to, a review of the board of directors' minutes, interviews with management, industry research, a review of social and economic factors that could influence the entity, and a thorough review of internal controls and the internal control environment.
Technology plays a significant role in the audit, as we emphasize the use of the latest available technology to enhance the quality and efficiency of the audit. Data mining, statistical analysis, and mathematical modeling allow us to audit data and compare against a known sample set, or look for "outliers" in the data that may symbolize a need for more extensive procedures in that area.
Lastly, the firm follows the Governmental Auditing Standards Amendment No. 2 Auditor Communication, and eStatement on Auditing Standards (SAS) No. 114 The Auditor's Communication with Those Charged with Governance. In addition to maintaining a clear line of communication with those charged with governance during the audit, the firm makes a detailed presentation to the Finance Committee at the end of the audit, and then presents the report in a more summarized version to the board of directors as a whole.
In addition to compiling thorough audits that address risks, we also provide a mid year and end of the year meeting to discuss best practices, especially related to not-for-profits of similar size and scope. We focus upon process improvements; implementation and effectiveness of the internal control environment; and the use of benchmarking and key performance indicators (KPI's) as baselines for improvements.