HomeMy Public PortalAboutMauldin & Jenkins
mjcpa.com
1401 Manatee Avenue West, Suite 1200
Bradenton, FL 34205
Going Further.
Mauldin & Jenkins, LLC Certified Public Accountants
Contact Persons: Daniel Anderson, CPA, Partner, and
Wade Sansbury, CPA, Partner
Phone: 941-747-4483
Fax: 941-747-6035
Email: danderson@mjcpa.com
wsansbury@mjcpa.com
February 24, 2023 | 2:00 PM ELECTRONIC COPY
Town of Gulf Stream, Florida
RFP No. 23-01
Proposal to Provide Annual Auditing Services
to the Town of Gulf Stream, Florida
Fiscal Year Ending September 30, 2022
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
Table of Contents
Letter of Transmittal ...................................................................................................................................1
Executive Summary .....................................................................................................................................3
Independence .............................................................................................................................................6
License to Practice in Florida .......................................................................................................................6
Firm Qualifications and Experience .............................................................................................................7
- Firm Organization and Size .................................................................................................................... 7
- Location of the Office from which the Work is to be Performed ............................................................ 8
- Membership ........................................................................................................................................... 9
- Governments Served in the Past Five Years ......................................................................................... 10
- Certificates of Achievement and Excellence in Financial Reporting ..................................................... 12
- Single Audit Experience ........................................................................................................................ 13
- Governmental Attestation Services ...................................................................................................... 14
- Governmental IT Solutions ................................................................................................................... 14
- Governmental Advisory Services .......................................................................................................... 15
- Quality Control Review (Peer Review) .................................................................................................. 16
- No Litigation, Federal/State Desk Reviews or Disciplinary Action ....................................................... 18
Partner, Supervisory and Staff Qualifications and Experience .................................................................... 19
- Individual Resumes of Key Personnel ................................................................................................... 19
- Other Key Individuals Available to Serve the Town .............................................................................. 27
- Other Staff Resources (Technology Services and Fraud Examinations) ............................................... 28
- Continuing Education of Partners and Staff ......................................................................................... 31
- Partner and Staff Continuity ................................................................................................................ 32
- Free Continuing Education for Governmental Clients .......................................................................... 32
Similar Engagements with Other Government Entities .............................................................................. 33
Process to Produce a Meaningful Management Letter .............................................................................. 35
Experience with EDP Systems and the Extent of the Use of Audit Software
In the Engagement ................................................................................................................................. 36
Assistance with GASB Pronouncements ..................................................................................................... 38
Specific Audit Approach ............................................................................................................................ 39
- Audit Methodology .............................................................................................................................. 39
- Proposed Segmentation of the Engagement ....................................................................................... 39
- Level of Staff and Number of Hours to be Assigned ............................................................................. 43
- Sampling Techniques and the Extent to Which Statistical Sampling
Will be Used in the Engagement ...................................................................................................... 43
- Type and Extent of Analytical Procedures to be Used in the Engagement .......................................... 44
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
Table of Contents (Continued)
Specific Audit Approach (Continued)
- Approach to be taken to Gain and Document an Understanding of the Town’s
Internal Control Structure ................................................................................................................. 44
- Approach to be taken in Determining Laws and Regulations to be Subject
to Audit Test Work ............................................................................................................................ 45
- Approach to be taken in Drawing Audit Samples for Purposes of Tests of Compliance ...................... 46
Availability of Proposer ............................................................................................................................. 48
Identification of Anticipated Potential Audit Problems .............................................................................. 49
- Single Audits ......................................................................................................................................... 49
- Other Potential Problems ..................................................................................................................... 49
Required Forms ...................................................................................................................................... 50
- Bid Certification .................................................................................................................................... 50
- Drug‐Free Workplace Form .................................................................................................................. 52
- Public Entity Crimes Form ..................................................................................................................... 53
- Auditing Services Ranking/Selection Evaluation Form ......................................................................... 56
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
1
Letter of Transmittal
February 24, 2023
Town of Gulf Stream, Florida
Attention: Renee Basel, Town Clerk
100 Sea Road
Gulf Stream, Florida 33483
Ladies and Gentlemen:
We appreciate the opportunity to propose on providing audit services to the Town of Gulf Stream, Florida (the
“Town”), and we are pleased to submit a qualifications package including cost estimates to provide annual
financial and compliance auditing services for the Town. The contract for such audit services will be for the fiscal
year ending September 30, 2022, with an option to extend the contract for four additional fiscal years, subject
to annual review and recommendation by the Town Manager.
We have read the Request for Proposal (RFP) and fully understand its intent and contents. We understand the
timeframe for performance of the annual financial audits as stipulated by the Town and agree to provide the
services described in the proposal. We will conduct preliminary and final fieldwork and will work with the Town
as closely as possible to issue all of the deliverables ahead of the Town deadline. Our Firm is, and all significant
personnel listed within this proposal are, licensed to practice in the State of Florida and are qualified to provide
all services requested by the Town. We are a southeastern regional firm with Florida offices in Bradenton and
Sarasota. Our Bradenton office location has approximately 45 employees available to serve the Town.
Mauldin & Jenkins is committed to client service. We are committed to building relationships with our clients,
obtaining a thorough understanding of our client’s organization and needs, working with clients as trusted
advisors, and delivering a high quality final product on time. There are many factors necessary to achieve quality
client service. The following are some features we would like to highlight which differentiate us from other firms:
Governmental Experience: Our Firm has made the governmental sector a primary industry focus. We have
served the audit and compliance needs of numerous governmental entities over the years and remain
committed to serving this sector. We provide the following statistics related to our governmental practice:
o Over 650 governmental entities served in the Southeast on an annual basis, which includes over 150
municipalities.
o 140+ full‐time equivalent professionals with current governmental accounting experience.
o We serve over 150 entities who receive the GFOA Certificate of Achievement for Excellence in Financial
Reporting on an annual basis.
o We serve as the plan auditor for approximately 30 single employer defined benefit pension plans in
Florida, and currently audit in excess of $2.5 billion in Florida pension assets.
o We serve over 290 entities requiring federal/state Single Audits annually.
Experience with Notable Municipalities in the Southeast: We are the current auditor of some of the most
notable and recognized municipalities in the Southeast. These clients include Tequesta, Naples, and
Fernandina Beach, Florida; Atlanta and Savannah, Georgia; and Charleston, South Carolina.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
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2
Experienced Personnel: The personnel included in this proposal for your engagement have numerous years
of professional experience in the governmental sector and are dedicated to serving this industry. We make
every effort to retain experienced and qualified staff which will assist in providing staff continuity. The
quality of the proposed engagement team is the clearest evidence of our commitment to serve you.
Responsiveness and Large Firm Resources with Small Firm Sensitivity: We pride ourselves in responding
to the needs of our clients; not only the ability to meet deadlines, but also to respond to other requests.
Our ability to be responsive is enhanced by the open communications and good working relationship we
have with our clients. Our resources provide for the flexibility to meet your needs and to perform our
services in an efficient and effective manner.
Information Technology Services: We are proud to be one of the few firms in the Southeast to utilize
Artificial Intelligence tools as part of our audit process. We also use a web‐based file transfer software called
Suralink. These tools provide for a more effective and efficient audit. We also have resources to address
the evolving cybersecurity threats to your government by having Certified Information Systems Auditors
(“CISA”) on staff and who are certified by the American Institute of CPAs (“AICPA”) to provide cybersecurity
advisory services and the newly created cybersecurity assessment.
Education: Presently, Mauldin & Jenkins clients have the opportunity to register and receive a minimum of
sixteen hours of complimentary continuing education on an annual basis. We take our experience in
serving governments, and choose timely and relevant topics to provide ongoing education to our clients.
We believe education and training to be a key element of serving our governmental clientele. These classes
are taught by Mauldin & Jenkins professionals, who also spend time each year teaching at various National
and State Governmental Conferences.
Nationally Recognized: Mauldin & Jenkins is consistently ranked in the Top 100 by various publications as
one of the largest certified public accounting firms in the country. We are a regional firm, but the Firm’s
influence is shared nationally. Our partners have volunteered to serve as: the American Institute of CPA’s
(AICPA’s) sole representative to Government Accounting Standards Advisory Council (GASAC); the 2015
Chairman of the Board of the AICPA; and a board member of the International Federation of Accountants
(IFAC) in 2016. In January 2020, our own Joel Black accepted the opportunity to serve as the Chairman of
the Governmental Accounting Standards Board (GASB). Mauldin & Jenkins is a leader nationally.
We realize the difficulty in selecting an audit firm. By selecting Mauldin & Jenkins, you will be provided excellent
client service and operational best practices stemming from our service to hundreds of governmental entities.
We understand the work requested and are committed to meeting your needs. Thank you very much for
considering our Firm and allowing us to present our proposal. This proposal represents a firm offer for 180 days
from the date of the proposal. As a partner of Mauldin & Jenkins, Daniel Anderson and Wade Sansbury are
authorized to bind and make representations for the Firm. They will be the ultimate parties responsible for the
quality of the report and working papers. Daniel and Wade are out of our Bradenton, Florida office.
Sincerely,
MAULDIN & JENKINS, LLC
Wade Sansbury, CPA, Partner Daniel Anderson, CPA, Partner
wsansbury@mjcpa.com danderson@mjcpa.com
941‐741‐2255 (direct) 1401 Manatee Ave West, Suite 1200
Bradenton, Florida 34205
941‐741‐2213 (direct)
855‐891‐0070 (toll free)
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
3
Executive Summary
With extensive partner involvement and a team of dedicated governmental specialists, Mauldin &
Jenkins will provide the Town of Gulf Stream, Florida with the service and insight needed to achieve your
goals.
Our Understanding of the Town of Gulf Stream’s Requirements/Needs
The Town desires our Firm to express an opinion on the fair presentation of its basic financial statements in
conformity with generally accepted accounting principles. Our audit will be conducted in accordance with
auditing standards and procedures recommended by the American Institute of Certified Public Accountants, the
standards for financial audits as set forth in the U.S. General Accounting Office’s Government Auditing Standards,
and the provisions of the U.S. Office of Management and Budget Uniform Guidance (formerly Circular A‐133),
the Florida Single Audit Act, and the Rules of the State of Florida Auditor General as amended. We will provide
the following as required by the Town, as applicable:
- An independent auditor’s report on the fair presentation of the Governmental Activities, Business‐
type Activities, each Major Fund, and the aggregate remaining fund information which collectively
comprise the Town’s basic financial statements in conformity with generally accepted accounting
principles, including an opinion on the fair presentation of the supplementary information and the
Schedule of Expenditures of Federal and State Awards “in relation to” the audited financial
statements, if applicable.
- An independent auditor’s report on internal control over financial reporting and on compliance and
other matters based on an audit of financial statements performed in accordance with Government
Auditing Standards. Which will include any reportable conditions.
- An independent auditor’s report on compliance for each major program and on internal control over
compliance required by OMB Uniform Administrative Requirements, Cost Principles, and Audit
Requirements for Federal Awards and Chapter 10.550, Rules of the Auditor General of the State of
Florida. These reports will include any reportable conditions or instances of noncompliance.
- A management letter that outlines any constructive suggestions for improvement to management.
- An independent accountant’s report on our examination of the Town’s compliance with Section
218.415, Florida Statutes, with respect to the Town’s investment of public funds.
- Support and assistance in the implementation of any new changes in regulations by the GASB, GAO or
the Auditor General.
- Any additional auditing services or agreed upon procedures required by the Town. These
services/procedures will be performed only upon approval of a written agreement between the Town
and Mauldin & Jenkins, LLC.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
4
To effectively address these issues and meet your key short‐ and long‐term objectives, the Town needs
dependable, objective information. Therefore, as shown in Figure 1, you are seeking a proven, local firm to:
Not Only
Perform an annual audit and report on the financial statements of the Town
Perform an annual compliance audit for the Town including the performance of
state and federal Single Audits
But Also
Candidly communicate with management regarding results and industry and
regulatory updates, allowing for greater efficiency and better decision making
Actively involve senior team members in all phases of the engagement, ensuring
reliable, responsive service and quick issue resolution
Provide value‐added recommendations to strengthen the Town’s operations and
internal controls
Figure 1. Our Understanding of the Town of Gulf Stream’s True Service Needs
An Efficient, Value‐Added Approach to Achieving Your Objectives
Our approach will be rooted in continuous communication with the Town’s management and Audit Committee.
From day one, our team will take the time to understand your issues and keep you abreast of changing financial
demands.
This knowledge will allow us to maximize efficiency, minimize disruptions, and tailor our approach to your
operations. Further, partners Daniel Anderson and Wade Sansbury will personally oversee each engagement
step, ensuring dependable service and guidance.
Ultimately, our team will deliver reliable, insightful information, as well as valuable recommendations to
improve the Town’s controls and strengthen your operations.
With one of the
largest
governmental audit
practices in the
Southeast, our
team will ensure
efficiency, minimal
disruptions, and
substantial insight
for the Town’s
management and
Commission
Members.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
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5
Why Mauldin & Jenkins Is Best Suited to Serve the Town
As shown in Figure 2, our team’s expertise, dedication, and proactive approach are ideally suited to serve the
Town.
Mauldin & Jenkins Differentiator Benefit to the Town of Gulf Stream
Maximizing Efficiency with Deep Governmental Experience
In addition to serving more than 650
governmental entities throughout the
Southeast, from small special districts to
large entities with over $4.5 billion in
assets, our professionals serve in
leadership and instructor roles for various
state governmental associations,
governmental schools, and industry
organizations including the AICPA.
Our team’s depth of governmental
expertise, combined with their
professional and industry involvement,
gives them up‐to‐date knowledge of the
trends, regulations, and standards
affecting the Town—allowing them to
quickly address technical and operational
issues.
Strengthening Operations with Frequent, Value-Added Communication
Our team members and Firm publications,
such as our quarterly newsletter and free
continuing professional education classes,
will provide the Town with regular
updates of and guidance on regulatory,
industry, and accounting developments.
Instead of just resolving your financial
statement and grant compliance issues,
our governmental specialists will also help
prevent them—empowering the Town
with the knowledge and best practices to
strengthen your operations.
Ensuring Dependability with Continuity and Active Leader Involvement
Our team will feature ongoing partner
involvement throughout every audit
phase—including fieldwork—as well as a
dedication to staff continuity. And with an
annual turnover rate well below the
industry average, we can deliver.
With dependable oversight and a long‐
term commitment to team staffing, the
Town will enjoy reliable, responsive, and
time‐saving service from professionals
with a deep understanding of your
structure and challenges.
Fulfilling Long-Term Service Needs with a Depth of Firm Resources
In addition to being one of the oldest and
largest regional accounting firms in the
Southeast, Mauldin & Jenkins has a 100+
year track record of providing high‐quality
service to governmental entities across
the Southeast.
With 150 governmental specialists and
more than 450 professionals across
several specialties, we have the resources,
capability, and expertise to meet your
long‐term service needs as the Town
grows and changes.
Our team’s depth of
governmental
experience, training,
and industry
involvement will
yield valuable
intelligence, allowing
the Town to
leverage best
practices and
advance operational
performance.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
7
Firm Qualifications and Experience
Firm Organization and Size
Mauldin & Jenkins was formed in 1918 and has been actively engaged in governmental auditing since its
inception. We have been operating in Florida since 2011. Mauldin & Jenkins is considered to be one of the
Southeast’s largest locally owned providers of audit and accounting services, and one of the largest certified
public accounting firms in the country. Mauldin & Jenkins serves clients throughout the southeastern United
States. Mauldin & Jenkins is considered to be a large regional firm.
Mauldin and Jenkins has offices located in Bradenton and Sarasota, Florida; Atlanta, Macon, Albany and
Savannah, Georgia; Chattanooga, Tennessee; Columbia, South Carolina; Raleigh, North Carolina; Athens,
Huntsville, Florence, and Birmingham, Alabama. We have a practice structure with the scale to serve
governmental clients well due to the efficient allocation of resources in our geographic area.
Firm History and Expansion
Mauldin & Jenkins provides over 139,000 hours of service to governmental entities on an annual basis. The
Firm’s governmental practice is the largest niche in the Firm representing approximately 30% of the Firm’s
total practice. However, size and resources alone are not the most meaningful measure of success; in the end,
our clients remain the best judges of Mauldin & Jenkins' value. Other key information relative to the size and
experience of Mauldin & Jenkins is as follows:
410,000 ‐ approximate total hours of service provided annually to clients of the Firm
139,000 ‐ approximate total hours of service provided annually to governmental clients
54% ‐ percentage of governmental practice as compared to Firm’s attestation practice
30% ‐ percentage of governmental practice as compared to Firm’s overall practice
650 ‐ approximate total governmental entities served in past three years
450 ‐ total number of Firm personnel
154 ‐ total clients served who obtain the GFOA/ASBO Certificates
47 ‐ total clients with publicly issued debts in excess of $75 million
71 ‐ total number of Firm partners
25 ‐ total number of full‐time governmental partners and directors
16 ‐ total number of full‐time governmental managers
150 ‐ total number of professionals with current governmental experience
293 ‐ number of federal Single Audits performed by the Firm in 2021 (more than any other firm in
our geographic service area)
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
8
A Century of Service
Mauldin & Jenkins’ commitment to government began when our Firm was established in 1918. Since then, we
have viewed service to governments as significant to the overall success of the Firm. Today, the governmental
sector is an industry that has been specifically identified for our continued growth in professional services.
Accordingly, all professionals, from entry‐level accountants to partners (who select the governmental sector as
their focus), are trained to understand the issues and meet the needs of state and local governmental entities.
As noted previously, Mauldin & Jenkins employs over 40 partners,
directors and managers who dedicate 100% of their time serving
governmental clients. We also have numerous additional
professionals with current experience in providing services to
governmental entities – many of whom spend their time
exclusively on governmental clients. Mauldin & Jenkins’ dedicated
professionals can bring a comprehensive understanding of the
issues that face government entities as well as “bench strength” at
all levels, allowing us to respond swiftly and effectively to your
evolving needs.
The goal of our governmental practice is to help governments improve their financial processes and strategies
so that they can in turn, achieve their goal of improving the lives of their citizens. This shared commitment to
the goals of our clients has resulted in a significant government clientele. As noted in our Letter of Transmittal,
we currently serve over 650 governments in the Southeast.
Location of the Office from which the Work is to be Performed
The Bradenton office will be the office providing services to the Town, and employs 15 professionals with
current experience in providing services to governmental entities and who will meet the continuing
professional education requirements set forth in the U.S. General Accounting Office Government Auditing
Standards. In addition to specializing in assurance and consulting services for local governments, the Bradenton
office also provides assurance and consulting services for nonprofit and financial institution organization, as well
as tax and advisory services for individuals and business. A further profile of the Bradenton office and the Firm’s
professional staff as a whole is as follows:
Professional Staff by Level Bradenton Firm‐Wide
Partners 8 71
Directors/Managers 6 82
Senior Associates 10 105
Associates 20 195
Total 44 453
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
9
GFOA Certificates Awarded
to
154 Clients
19
Partners 100%
Dedicated to Serving
Governments
450+
Total Firm
Personnel
290+ Federal Single Audits
Performed Annually =
$5.2 billion
Membership
Our Firm is a member in good standing with all of the following professional organizations: American Institute
of Certified Public Accountants (AICPA), Florida Institute of Certified Public Accountants (FICPA), Government
Finance Officers Association (GFOA), the Florida FGOA, and the AICPA Governmental Audit Quality Center. We
are committed to the governmental sector as well via our involvement with these organizations as well as our
volunteer work we provide via training and speaking engagements with these and other organizations. Note
that as mentioned in our Letter of Transmittal, our very own Joel Black is now currently serving as Chair of the
Governmental Accounting Standards Board. We have also had Firm personnel serve as the Florida Institute of
CPAs Board Chairman and the AICPA Board Chairman. These are all evidence of our presence within the national
governmental market place and also serves as examples of our commitment to the governmental sector.
Serve 650+
Governments
with annual
revenues of
$750,000 to
$4.5 billion
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
10
Governments Served in the Past Five Years
Perhaps the greatest indicator of our reliability as a professional service provider to state and local governments
is our list of governmental clients.
The following governmental client listings are provided to demonstrate Mauldin & Jenkins’ vast experience
serving the governmental sector, and these listings are broken down by type of governmental unit, and the
respective listings represents clients we have served in the past five years (and not over a lifetime).
Cities. Cities we have served within the past five years are as follows. Please also note that over the past five
years we have also provided separate audits for numerous CRA entities as required by the State of Florida.
Georgia
1) Albany
2) Alpharetta
3) Americus
4) Ashburn
5) Atlanta
6) Austell
7) Bainbridge
8) Baldwin
9) Ball Ground
10) Barnesville
11) Bloomingdale
12) Brookhaven
13) Brunswick
14) Byron
15) Cartersville
16) Cedartown
17) Centerville
18) Chamblee
19) Chattahoochee Hills
20) Clarkston
21) College Park
22) Conyers
23) Cordele
24) Covington
25) Dalton
26) Decatur
27) Doraville
28) Douglasville
29) Duluth
30) Dunwoody
31) Fairburn
32) Fayetteville
33) Flovilla
34) Forest Park
35) Forsyth
36) Garden City
37) Grovetown
38) Griffin
39) Hapeville
40) Hinesville
41) Holly Springs
42) Jefferson
43) Jeffersonville
44) Johns Creek
45) Kennesaw
46) Kingsland
47) LaGrange
48) Lawrenceville
49) Leesburg
50) Lilburn
51) Lone Oak
52) Lyons
53) Milledgeville
54) Milner
55) Milton
56) Monroe
57) Morrow
58) Nashville
59) Oxford
60) Peachtree City
61) Peachtree Corners
62) Pearson
63) Perry
64) Pooler
65) Powder Springs
66) Port Wentworth
67) Richmond Hill
68) Riverdale
69) Rockmart
70) Rome
71) Roswell
72) Sandy Springs
73) Savannah
74) Sharpsburg
75) Social Circle
76) South Fulton
77) St. Marys
78) Stockbridge
79) Stonecrest
80) Suwanee
81) Temple
82) Thomasville
83) Thunderbolt
84) Tifton
85) Toccoa
86) Tucker
87) Turin
88) Tybee Island
89) Union City
90) Valdosta
91) Villa Rica
92) Waycross
93) West Point
Alabama/Mississippi
94) Athens, AL
95) Huntsville, AL
96) Tuscaloosa, AL
97) Gulfport, MS
98) Meridian, MS
Florida
99) Apopka
100) Callaway
101) Clewiston
102) Crystal River
103) Fernandina Beach
104) Ft. Myers Beach
105) Haines City
106) Hallandale Beach
107) Indiantown
108) Islamorada
109) Jupiter Inlet Colony
110) LaBelle
111) Lake Placid
112) Longboat Key
113) Marco Island
114) Naples
115) New Port Richey
116) North Port
117) Pensacola
118) Pinecrest
119) Plant City
120) Tarpon Springs
121) Tequesta
122) Wildwood
North Carolina
123) Asheville
124) Black Mountain
125) Garner
126) Hendersonville
127) Jacksonville
128) Rocky Mount
129) Selma
130) Zebulon
South Carolina
131) Aiken
132) Beaufort
133) Cayce
134) Chapin
135) Charleston
136) Clemson
137) Clover
138) Hanahan
139) Hardeeville
140) Hemingway
141) Hilton Head Island
142) Hollywood
143) Georgetown
144) Goose Creek
145) Johnsonville
146) Kiawah Island
147) Mount Pleasant
148) North Augusta
149) North Charleston
150) Orangeburg
151) Pamplico
152) Rock Hill
153) Seabrook Island
154) Summerville
Tennessee
155) Bristol
156) Clarksville
157) Jamestown
158) Jackson
159) Spring Hill
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
11
Water and sewer operations. Below is a listing of water/sewer operations we have served within the past
five years:
1) Athens‐Clarke County
2) Augusta‐Richmond Co.
3) Calhoun County
4) Chatham County
5) City of Aiken
6) City of Albany
7) City of Americus
8) City of Arcadia
9) City of Athens, AL
10) City of Ball Ground
11) City of Bloomingdale
12) City of Bradenton
13) City of Brunswick
14) City of Byron
15) City of Callaway
16) City of Canton
17) City of Cartersville
18) City of Cayce, SC
19) City of Clarksville
20) City of Clemson, SC
21) City of Clover
22) City of College Park
23) City of Conyers
24) City of Cooper City
25) City of Cordele
26) City of Covington
27) City of Crystal River
28) City of Fairburn
29) City of Fayetteville
30) City of Fernandina
31) City of Ft. Myers Beach
32) City of Garden City
33) City of Goose Creek
34) City of Griffin
35) City of Gulfport
36) City of Haines City
37) City of Hendersonville, NC
38) City of Hinesville
39) City of Islamorada
40) City of Jackson
41) City of Jamestown
42) City of Jefferson
43) City of Johnsonville
44) City of Kingsland
45) City of Lagrange
46) City of Lake Placid
47) City of Lawrenceville
48) City of Leesburg
49) City of Long Boat Key
50) City of Marco Island
51) City of Milledgeville
52) City of Monroe
53) City of Naples
54) City of North Augusta
55) City of North Port
56) City of Palmetto
57) City of Perry
58) City of Plant City
59) City of Pooler
60) City of Port Wentworth
61) City of Powder Springs
62) City of Richmond Hill
63) City of Rock Hill, SC
64) City of Rockmart
65) City of Rome
66) City of Roswell
67) City of Savannah
68) City of St. Marys
69) City of Stockbridge
70) City of Suwanee
71) City of Thomasville
72) City of Thunderbolt
73) City of Tifton
74) City of Toccoa
75) City of Tuscaloosa
76) City of Tybee Island
77) City of Union City
78) City of Valdosta
79) City of Villa Rica
80) City of Wildwood
81) Columbia Co.
82) Crisp County
83) DeKalb County
84) Floyd County
85) Forsyth County
86) Gates County, NC
87) Halifax County, NC
88) Lee County
89) Liberty County
90) Lincoln County
91) McIntosh County
92) Mitchell County
93) Montgomery County, NC
94) Monroe County
95) Orange County
96) Paulding County
97) Richland County, SC
98) Rockdale County
99) Spalding County
100) Taylor County
101) Walton County
102) Barrow Co. Water & Sewer
Auth.
103) Bristol Joint Sewer System
104) Brunswick ‐ Glynn Joint Water
& Sewer Comm.
105) Chatsworth Water Works
Comm.
106) Clayton Co. Water & Sewer
Auth.
107) Cobb Co. ‐ Marietta Water
Auth.
108) Eatonton‐Putnam Water &
Sewer Auth.
109) Gladeville Utility District
110) Gwinnett Co. Water &
Sewerage Auth.
111) Hamilton Co. Water &
Wastewater Treatment
Department
112) Henry Co. Water Authority
113) Lumpkin Co. Water &
Sewerage Auth.
114) Macon Water Authority
115) Newton Co. Water &
Sewerage Auth.
116) Peace River/Manasota Reg.
Water Supply Auth.
117) Peachtree City Water &
Sewerage Auth.
118) Polk Co. Water Authority
119) Middle Chattahoochee
Regional Water & Sewer
Auth.
120) Tampa Bay Water Auth.
121) Town of Black Mountain, NC
122) Town of Chapin, SC
123) Town of Hemingway, SC
124) Town of Pamplico, SC
125) Town of Selma, NC
126) Village of Tequesta
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
12
Certificates of Achievement and Excellence in Financial Reporting
Mauldin & Jenkins has served over 650 governments in the past several years, and 154 governmental
units who obtain the GFOA’s Certificate of Achievement for Excellence in Financial Reporting (and,
or the ASBO’s Certificate of Excellence in Financial Reporting). We have never failed to obtain
the Certificate! Every Annual Comprehensive Financial Report submitted has received the award.
The following are our current clients:
Counties:
1) Athens‐Clarke
2) Augusta‐Richmond
3) Barrow
4) Beaufort, SC
5) Cartersville
6) Chatham
7) Clayton
8) Colleton, SC
9) Columbus‐Muscogee
10) Dekalb
11) Douglas
12) Edgefield, SC
13) Floyd
14) Forsyth
15) Glynn
16) Greenville, SC
17) Gwinnett
18) Halifax, NC
19) Hamilton, TN
20) Henry
21) Jackson
22) Lancaster, SC
23) Liberty
24) Macon‐Bibb
25) Morgan
26) Newton
27) Oconee, SC
28) Orange, NC
29) Paulding
30) Richland, SC
31) Rockdale
32) Spalding
33) Walton
34) Whitfield
Cities:
35) Aiken, SC
36) Albany
37) Alpharetta
38) Americus
39) Apopka, FL
40) Austell
41) Ball Ground
42) Beaufort, SC
43) Black Mountain, NC
44) Bluffton, SC
45) Bradenton, FL
46) Bristol, TN
47) Brookhaven
48) Brunswick
49) Callaway, FL
50) Cartersville
51) Cayce, SC
52) Chamblee
53) Charleston, SC
54) Chamblee
55) Chapin, SC
56) Clarksville, TN
57) Clemson, SC
58) College Park
59) Conyers
60) Cooper City, FL
61) Covington
62) Decatur
63) Douglasville
64) Dunwoody
65) Fayetteville
66) Fairburn
67) Forest Park
68) Garden City
69) Griffin
70) Gulfport, MS
71) Haines City, FL
72) Hallandale Bch, FL
73) Hapeville
74) Hardeeville, SC
75) Hendersonville, NC
76) Hinesville
77) Holly Springs
78) John's Creek
79) Kennesaw
80) Kiawah Island
81) Kingsland
82) Marco Island, FL
83) Lagrange
84) Lawrenceville
85) Longboat Key, FL
86) Milledgeville
87) Milton
88) Monroe
89) Morrow
90) Mount Pleasant, SC
91) Naples, FL
92) N. Augusta, SC
93) N. Charleston, SC
94) North Port, FL
95) Peachtree City
96) Pensacola, FL
97) Perry
98) Pinecrest, FL
99) Plant City, FL
100) Pooler
101) Port Wentworth
102) Powder Springs
103) Richmond Hill
104) Riverdale
105) Rockmart
106) Rome
107) Roswell
108) St. Marys
109) Sandy Springs
110) Savannah
111) Social Circle
112) Stockbridge
113) Suwanee
114) Thunderbolt
115) Tarpon Springs, FL
116) Thomasville
117) Tuscaloosa, AL
118) Union City
119) Valdosta
120) Villa Rica
Boards of Education:
121) Atlanta Public Schools
122) Beaufort County Schools
123) Bibb County Schools
124) Cartersville City Schools
125) Cobb County Schools
126) Fayette County Schools
127) Fulton County Schools
128) Gwinnett County Schools
129) Horry County Schools
130) Lee County School District
131) Marietta City Schools
132) Richland Co. School District One
133) Savannah‐Chatham County Schools
State Governmental Entities:
134) Ga. Environ. Fin. Auth. (GEFA)
135) Ga. Ports Authority
Other Governmental Entities:
136) Beaufort Jasper Water & Sewer Authority
137) Cape Fear Public Utility Authority
138) Central Savannah River Area Regional Comm.
139) Charleston Water System
140) Clayton County Water Authority
141) Cobb County ‐ Marietta Water Authority
142) Emerald Coast Utilities Authority
143) Greenville Water System
144) Greenwood Commissioners of Public Works
145) Greer Commission of Public Works
146) Henry County Water Authority
147) Lowcountry Regional Transportation Authority
148) Macon Water Authority
149) Mount Pleasant Waterworks
150) North Charleston Sewer District
151) Port of Corpus Christi Authority
152) Public Building Authority of Knox Co. & Knoxville
153) South Florida Transportation Authority
154) Tampa Bay Water Authority
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
13
Single Audit Experience
With the distribution of Coronavirus State and Local Fiscal Recover Funds during 2021 and 2022, many entities
will require Single Audits over the expenditures of these funds. Mauldin & Jenkins is a leader in providing audit
and Single Audit services to governmental and not‐for‐profit entities in the Southeast similar to the Town. We
also have substantial experience performing Florida State Single Audits as required by the Florida Auditor
General’s office. Based on the most recent data provided by the Federal Audit Clearinghouse (FAC) which is for
calendar year 2021, Mauldin & Jenkins audited 293 entities representing approximately $5.2 billion in federal
expenditures for state, local government, and non‐profit clients which is the:
Highest among public accounting firms in the Southeast as it relates to the number of Single Audits
conducted; and
Highest among public accounting firms in the Southeast as it relates to total expenditures audited under
the Single Audit Act.
NOTE: The above information was summarized from the Federal Audit Clearinghouse for audits with fiscal year‐ends in
calendar year 2021 (the last year for which complete information is available) for states in which our Firm has offices.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
14
Governmental Attestation Services
Other attestation services beyond financial and compliance audits which Mauldin & Jenkins currently provides
to our clients include:
Forensic audits
Performance audits
Information systems audits
Cybersecurity assessments
Agreed‐upon procedures
Bond issuance services
Capital asset inventory services
Governmental IT Solutions
As noted above, Mauldin & Jenkins performs various IT attestation and non‐attestation services. The following
are three such services:
Cybersecurity Framework Engagements
With governments dealing with IT ransoms, cybersecurity is one of
the top issues on the minds of nearly every government (large and
small). Managing this business issue is especially challenging. A
government with a highly mature cybersecurity risk management
program still has a residual risk that a material cybersecurity
breach could occur and not be detected in a timely manner.
Services can be provided via: (1) attestation engagements, or (2)
consulting engagements. The AICPA has established standards for
performing attestation engagements in this arena with the
issuance of the SOC for Cybersecurity as part of its suite of System
and Organization Controls (SOC) reporting. Consulting services
can be provided while not compromising auditor independence.
System Vulnerability Assessments Engagements
This is the process of defining, identifying, classifying and
prioritizing vulnerabilities in computer systems,
applications and networks infrastructures, and providing
an assessment with necessary knowledge, awareness and
risks to understand the threats to determine appropriate
reactions. Using specialized tools and applications, we can
access networks to scan with automated tools and
interrogate every device connected to network with the
objective of searching for misconfigurations, unsupported
software, missing software updates and patches, etc.
Identify
Protect
DetectRespond
Recover
Unpatched
Operating
Systems & Apps
Lack of Patch
Management
Unmanaged
Mobile Device
Poor Configured
& Outdated
Firewalls
Weak or Default
Passwords
Insider Privilege
Misuse
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
15
Penetration Testing Engagements
This is the practice of testing a computer system to find
security vulnerabilities that a hacker/attacker could
exploit using automation or manual applications. The
process involves gathering information about the target
before the test, identifying possible entry points,
attempting to break in – actually or virtually – and
reporting back the findings. Tests come from external or
internal angles of entry. Our main objective is to identify
security weaknesses. Penetration testing can also be used
to: test an organization's security policy; its adherence to
compliance requirements; its employees’ security
awareness; and, the government’s ability to identify and
respond to security incidents.
Governmental Advisory Services
Beyond traditional audit and accounting services and IT services, we provide advisory services that are wide‐
ranging in nature. Our experienced government advisory team helps governments, governmental agencies and
special purpose governmental organizations balance fiscal responsibility with the latest business strategies to
achieve targeted and overarching objectives. Our advisory services can be summarized via the following chart:
Infomation
Gathering
Threat
Modeling
Vulnerability
AnalysisExploitation
Post‐
Exploitation
Reporting
We would like to express our sincere appreciation for the quality of service provided by
the staff of Mauldin & Jenkins. We would like to thank you for the level of detail and
accountability you have demonstrated on this project and the way you conduct
business as a whole. Our team could not be more satisfied with your work and we look
forward to continuing this relationship
Angela Jackson, City of Fairburn, Finance Director
Strategy
Develop and define
future visions,
goals, and
objectives.
Transformation
Allow for the
successful change
from current to
desired
environment or
outcome.
Performance and
Management
Ensure outputs and
outcomes are
producing desired
results.
Operational Efficiency
and Effectiveness
Ensure business
processes and service
delivery are provided
in a manner
maximizing targeted
goals.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
16
Quality Control Review (Peer Review)
In the mid 70s, the Private Companies Practice Section (PCPS) was founded by the American Institute of CPAs
(AICPA) to establish a voluntary quality assurance program for CPA firms. There are requirements for
membership in the section, which include mandatory continuing education for each member of the professional
staff and a key element is a tri‐annual independent review of a firm’s quality control system in its practice of
public accounting. Mauldin & Jenkins has been a member of the section from its inception. The peer review
aspect has evolved from being voluntary to mandatory and Mauldin & Jenkins is in full compliance with the
requirements of having a tri‐annual review. In the peer reviewer’s latest report dated November 12, 2020, our
reviewing firm gave a rating of “pass” which is the highest form of assurance a reviewing firm can render on the
system of quality control for our accounting and audit practice.
A copy of the report on external quality control review is provided on the following page. The quality control
review included a review of specific government engagements. No letter of comment was received as a result
of this review. We are quite proud to be one of the few Southeast based firms to have undergone this review
and to have received such an excellent opinion from a large reputable national firm. Our public company practice
is also reviewed in accordance with CAQ requirements as administered through the Public Company Oversight
Board (PCAOB). Also note, that as part of our quality control system, we perform internal peer reviews by office
to ensure compliance with these standards during the two year break period between external peer reviews.
Daniel Anderson, Wade Sansbury and Alison Wester have all participated in this process. Additionally, we
perform peer reviews for other firms across the country. As such, we have extensive knowledge and experience
in this area which helps our Firm maintain sound quality control over our engagements.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
17
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
6
Independence
We hereby affirm that Mauldin & Jenkins, LLC is independent with respect to the Town and the Town’s
component units. We meet the independence standards of Generally Accepted Auditing Standards and the U.S.
Government Accountability Office’s Government Auditing Standards. We are also independent with respect to
the Town within the meaning of Rule 101 of the Code of Professional Ethics of the American Institute of Certified
Public Accountants and the applicable published rules and interpretation thereunder.
We have not served the Town in any capacity over the last five years. We will conduct our audits objectively and
will report findings, opinions and conclusions objectively. As noted above, we are free from personal and
external impairments to independence, are organizationally independent and will maintain an independent
attitude and appearance so that opinions, conclusions, judgments, and recommendations are impartial and will
be viewed as impartial by knowledgeable parties. There are no situations that might lead others to question our
independence. Additionally, we will give the Town written notice of any professional relationships entered into
during the period of this agreement.
License to Practice in the State of Florida
Mauldin & Jenkins is licensed to practice public accounting within the State of Florida. Our Firm’s Florida license
number is AD0007585. Additionally, all assigned key professional staff are properly licensed and registered to
practice public accounting within the State of Florida. We have included a copy of the Firm’s state licensure
below which we have had since the mid‐1980s. All other individual licenses are available upon request and can
be independently verified at www.myfloridalicense.com.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
19
Partner, Supervisory and Staff Qualifications and Experience
In order to provide the highest quality service in the most cost efficient manner, Mauldin & Jenkins has formed
a client service team which will function as a cohesive unit, and would represent a superb assortment of talent
and experience for the audit of the Town. The unit would be assembled as follows:
The above team dedicated to audit the Town will include (at a minimum): two partners, one senior associate,
and at least one staff professionals and will be fully staffed from our Bradenton, Florida office location. The
engagement partner and staff professionals will be substantially on‐site full‐time throughout the conduct of their
role in the audit. Other governmental audit professionals will be available to assist throughout the fieldwork and
the preparation of the financial reports. The engagement lead partner will correspond with Town management
on financial reporting, audit and related issues on an ongoing basis, and this individual will also be dedicated to
serve the Town throughout fieldwork, reporting and conclusion in all respective fiscal years. Mauldin & Jenkins
has the depth of resources which allows us to provide you with significant resources of knowledgeable
professionals to meet your deadlines.
Individual Resumes of Key Personnel
Please see the following pages for information on key individuals who are slated to serve and who are available
to serve the Town during the audit process.
Daniel Anderson
Engagement Partner
Jacob Kinsel
Senior Associate
Trey Scott or
Alison Wester
Support Partner
Wade Sansbury
Quality Control Partner
Audit Engagement
Team Staff
Jameson Miller
Certified Info.
Systems Auditor
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
20
Daniel Anderson, CPA
Partner 941‐741‐2213
Bradenton, Florida danderson@mjcpa.com
Daniel Anderson is a partner and a Certified Public Accountant with Mauldin &
Jenkins. He is registered and licensed to practice in the State of Florida. Daniel
works exclusively in the governmental sector of the Firm’s audit practice. Daniel
has approximately 15 years of experience serving governmental clients
including audit services for cities, counties, school districts, and other entities.
Daniel has significant experience with his client’s computer systems. This
includes specific experience with remote auditing via web access to client
information. Daniel will serve as the Town’s engagement lead partner,
responsible for developing the overall audit approach, supervision of staff, and
will be a main contact point for the Town. Daniel’s Florida license number is
AC42735 and is currently active through December 31, 2023.
Technical Experience
During his career, Daniel has served numerous governmental clients on behalf of the Firm including 16
municipalities. A condensed listing of governmental audit clients served by Daniel as manager is listed below:
Cities
1) Apopka
2) Clewiston
3) Crystal River
4) Fernandina Beach
5) Hallandale Beach
6) Islamorada
7) Jupiter Inlet Colony
8) LaBelle
9) Lake Placid
10) Marco Island
11) Naples
12) Palmetto
13) Plant City
14) Tarpon Springs
15) Tequesta
16) Wildwood
Other Governmental Units
17) Tampa Bay Water
18) Hardee Co. School District –
Internal Accounts
19) Lakeland Area Mass Transit
20) Polk Transit Authority
21) Captiva Erosion Prevention
District
22) Citrus Co. Mosquito Control
23) Seacoast Utility Authority
24) Englewood Water District
25) Area Housing Commission of
Clewiston, LaBelle, and
Hendry County
26) Hendry County Recreation
Board
Professional Associations and Education
Bachelor of Science in Accounting from Florida State University in 2008
Certified Public Accountant licensed by the State of Florida
Member of the American Institute of Certified Public Accountants (AICPA)
Member of the Florida Institute of Certified Public Accountants (FICPA)
Member of the FICPA State & Local Government Committee
Member of the Florida Government Finance Officers Association (FGFOA)
Note that Daniel has many years of experience preparing financial statements in accordance with GASB 34, as
well as preparing Annual Comprehensive Financial Reports meeting all of the requirements of the GFOA
Certificate of Excellence Program.
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
21
Audit Training
Daniel annually exceeds the professional standards requirements requiring 80 hours of CPE every two year
period and GAGAS standards requiring at least 24 hours of CPE that directly relates to government auditing, the
government environment, or the specific or unique environment in which the audited entity operates. He
attends annual Firm sponsored governmental accounting and auditing updates, as well as Single Audit updates,
the FGFOA conference, AICPA sponsored courses, and various other courses. Additionally, Daniel has served as
an instructor at Firm sponsored CPE events, as well as FGFOA events at the state and local level. Daniel is a
graduate of the FICPA Emerging Leaders Program (2017) as well the Leadership Manatee Program (2018). Listed
below are just some of the training courses Daniel has attended over the last few years:
2023 FGFOA Pinellas County Chapter – Implementing GASB 96 – Instructor – 2 hours
2022 FGFOA School of Government Finance – Preparing your Financial Statements – Instructor – 2 hours
2022 M&J Quarterly Client CPE – Preparing for your Audit – Instructor – 3.5 hours
2022 M&J Governmental Conference – Participant and Instructor – 14 credit hours
2022 Octane Conference – Instructor – 2 credit hours
2022 FICPA Nonprofit Conference – Single Audit Update – Instructor – 1 credit hour
2021 FGFOA Webinar – Coronavirus State & Local Fiscal Recovery Funds – Instructor – 2 credit hours
2021 FGFOA School of Governmental Finance – Instructor – 2 credit hours
2021 FICPA State and Local Government Conference – 14 credit hours
2021 FICPA Ethics: Protecting the Integrity of Florida CPAs – 4 credit hours
2021 M&J Governmental Conference – Participant and Instructor – 13.5 credit hours
2021 Octane Conference – Instructor – 2 credit hours
2021 FGFOA Conference – 8 credit hours
2020 M&J Governmental Conference – 12 credit hours
2020 AICPA National Governmental Conference – 12 credit hours
2020 FGFOA Webinar GASB 84 Fiduciary Activity Implementation – Instructor – 2 credit hours
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
22
Wade Sansbury, CPA
Partner 941‐741‐2255
Bradenton, Florida wsansbury@mjcpa.com
Wade Sansbury is a partner and a Certified Public Accountant with Mauldin &
Jenkins. He is registered and licensed to practice in Florida and Georgia. Wade
is a partner who works exclusively in the governmental sector of the Firm’s
audit practice. Wade has over 25 years of experience serving governmental
clients similar in nature to the Town. His experience has included serving
cities, counties, schools and special districts. His experience also includes
serving entities with significant utility operations (including water and sewer,
and refuse services). Wade would serve as the quality control review partner.
Wade’s Florida license number is AC45811 and is currently active through
December 31, 2023.
Technical Experience
During his career, Wade has served numerous governmental clients on behalf of the Firm. The following is a
partial listing of governmental clients served by Wade in the capacity of engagement partner in‐charge or quality
assurance review partner:
Cities
1) Albany
2) Apopka
3) Arcadia
4) Beaufort
5) Bradenton
6) Callaway
7) Clewiston
8) Conyers
9) Cooper City
10) Cordele
11) Covington
12) Crystal River
13) Decatur
14) Fernandina Beach
15) Fort Myers Beach
16) Griffin
17) Haines City
18) Hallandale Beach
19) Islamorada
20) Lake Placid
21) Longboat Key
22) Marco Island
23) Milledgeville
24) Morrow
25) Milton
26) Monrow
27) Naples
28) North Port
29) Palmetto
30) Pensacola
31) Pinecrest
32) Plant City
33) Roswell
34) Sandy Springs
35) Social Circle
36) Tarpon Springs
37) Tequesta
38) Union City
Counties
39) Liberty County
40) Lumpkin County
41) Henry County
42) Taylor County
43) Rockdale County
44) Sumter County
45) Clayton County
46) Bibb County
47) Dougherty County
48) Toombs County
49) Monroe County
50) Stephens County
51) Forsyth County
52) Walton County
53) Hernando County, FL
54) Union County, FL
Boards of Education
55) Highlands Co. School District
56) Lee Co. School District
57) Forsyth Co. BOE
58) Gwinnett Co. BOE
59) Henry Co. BOE
Other Governmental Units
60) Tampa Bay Water
61) Hardee Co. Industrial
Development Authority
62) Ocean Highway and Port
Authority
63) South Florida Regional
Transportation Authority
64) Lakeland Area Mass Transit
65) Captiva Erosion Prevention
District
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
23
Professional Associations and Education
Bachelor of Business Administration in Accounting from Valdosta State University in 1995
Certified Public Accountant licensed by the States of Florida and Georgia
Member of the American Institute of Certified Public Accountants (AICPA)
Member of the Florida Institute of Certified Public Accountants (FICPA)
Member of the Government Finance Officers Association (GFOA)
Member of the Florida Government Finance Officers Association (FGFOA)
Wade is currently serving as the Firm’s Bradenton office managing partner and is the Firm’s lead
governmental partner in the State of Florida. He is also a past member of the Firm’s seven member
Executive Committee, which governs the actions and directions of the Firm. Wade also currently serves
on the Bradenton Area EDC Investor Relations Committee and does volunteer work with the Boy Scouts.
Wade is also on the Firms Technology Committee which helps to oversee the Firm’s usage of technology
and the application of that technology in the audit practices. Note that Wade has many years of
experience preparing financial statements in accordance with GASB 34 as well as preparing Annual
Comprehensive Financial Reports meeting all of the requirements of the GFOA Certificate of Excellence
Program. Wade also has extensive experience with multiple client computer systems and software and is
a leader in the Firm for auditing such areas.
Audit Training
Wade annually exceeds the professional standards requirements requiring 80 hours of CPE every two year
period and GAGAS standards requiring at least 24 hours of CPE that directly relates to government
auditing, the government environment, or the specific or unique environment in which the audited entity
operates. He attends annual Firm sponsored governmental accounting and auditing updates, as well as
Single Audit updates, the FGFOA conference, AICPA sponsored courses, and various other courses. Wade
has additionally volunteered as instructor for various FGFOA Chapter training courses across the state.
Listed below are just some of the training courses Wade has attended over the last few years:
2022 FICPA State and Local Government Accounting Conference – 16 credit hours
2022 M&J Governmental Conference – Participant and Instructor – 14 credit hours
2022 Coronavirus State & Local Fiscal Recovery Fund (Final Rule) – 1.5 credit hours
2021 Government Accounting & Auditing Conference – 6.5 credit hours
2021 FICPA State and Local Government Conference – 14 credit hours
2021 AICPA Understanding the Independence Implications of the New State and Local
Government Affiliates Ethics Interpretation – 2 credit hours
2021 FICPA Ethics: Protecting the Integrity of Florida CPAs – 4 credit hours
2021 M&J Governmental Conference – Participant and Instructor – 13.5 credit hours
2021 AICPA Real‐World Frauds in Government – 4 credit hours
2021 AICPA Major Firms Group Meeting – Participant – 5.5 credit hours
2020 Advanced Fraud Techniques – 6 credit hours
2020 M&J Governmental Conference – Participant – 6 credit hours
2020 AICPA COVID‐19 Audit Implications – 2 credit hours
2020 National AICPA Governmental Update Conference – Participant – 17 credit hours
2019 M&J Governmental Client Training – Instructor – 8 credit hours
2019 FICPA Ethics: Protecting the Integrity of Florida CPAs – 4 credit hours
2019 M&J Governmental Conference – Participant – 16 credit hours
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
24
Jacob Kinsel, CPA
Senior Associate 941‐741‐2207
Bradenton, Florida jkinsel@mjcpa.com
Jacob Kinsel is a senior associate and a Certified Public Accountant with Mauldin &
Jenkins. Jacob is a senior who works primarily in the governmental sector of the
Firm’s audit practice. Jacob has approximately five years of experience serving
governmental clients including municipalities, special districts and pension plans. His
experience covers governmental accounting and auditing and has provided audit
services to numerous governmental and not‐for‐profit organizations. Jacob will be
available to work as an additional senior for the Town audit responsible for the day
to day audit procedures on‐site with the Town. Jacob’s Florida license number is
AC57710 and is currently active through December 31, 2024. Jacob has experience
assisting in the preparation of governmental financial statements as well as preparing Annual Comprehensive
Financial Reports meeting all of the requirements of the GFOA Certificate of Excellence Program.
Technical Experience
During his career, Jacob has served numerous governmental clients on behalf of the Firm. A condensed listing of
governmental audit clients served by Jacob is listed below:
Cities
1. Apopka
2. Hallandale Beach
3. Jupiter Inlet Colony
4. Marco Island
5. North Port
6. Islamorada
Other Governmental Units
7. Hardee Co. Industrial Development Authority
8. Lakeland Area Mass Transit District
9. North Port Firefighters’ Pension Plan
10. North Port Police Officers’ Pension Plan
11. South Florida Regional Transportation Authority
12. Trailer Estates Parks & Recreation District
13. Bayshore Gardens Parks & Recreation District
Professional Associations and Education
Bachelor of Science in Accounting from University of Central Florida in 2018
Certified Public Accountant licensed by the State of Florida
Member of the Florida Institute of Certified Public Accountants (FICPA)
Audit Training
Jacob annually exceeds the professional standards requirements requiring 80 hours of CPE every two year period
and GAGAS standards requiring at least 24 hours of CPE that directly relates to government auditing, the
government environment, or the specific or unique environment in which the audited entity operates. He
attends annual Firm sponsored governmental accounting and auditing updates, as well as Single Audit updates,
and various other courses. Additionally, Jacob has served as an instructor and participant at Firm sponsored CPE
events. Listed below are just some of the training courses Jacob has attended over the last few years:
2022 M&J Governmental Conference – Participant – 13 credit hours
2021 M&J Governmental Conference – Participant – 11 credit hours
2021 M&J Governmental In‐Charge Training – Participant – 4 credit hours
2021 M&J LEAP Conference – Instructor – 4 Credit Hours
2021 Thomson Reuters Experienced In‐Charge Training – Participant – 24 credit hours
2020 M&J Governmental In‐Charge Training – Participant – 4 credit hours
2020 M&J LEAP Conference – Instructor – 4 Credit Hours
2020 Thomson Reuters In‐Charge Training – Participant – 24 credit hours
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
25
Garrett Marlowe, CPA
Senior Staff Associate 941‐741‐2201
Bradenton, Florida gmarlowe@mjcpa.com
Garrett is a senior staff associate and a Certified Public Accountant (2020) with
Mauldin & Jenkins specializing in serving local and state governmental entities. He
is registered and licensed to practice in the State of Florida. Garrett has five years
of experience, all with Mauldin & Jenkins. His experience with the Firm covers a
variety of state and local governmental organizations in Florida. He spends 100%
of his time serving local governments emphasizing cities and special districts.
Garrett will be the senior for the Town audit responsible for the day to day audit
procedures on‐site with the Town. Garrett’s Florida license number is AC55019
and is currently active through December 31, 2024.
Technical Experience
Garret has experience assisting in the preparation of governmental financial statements as well as preparing
Annual Comprehensive Financial Reports meeting all of the requirements of the GFOA Certificate of Excellence
Program. During his career, Garrett has served numerous governmental clients on behalf of the Firm. A
condensed listing of governmental audit clients served by Garrett is listed below:
Cities
1) Apopka
2) Clewiston
3) Crystal River
4) Hallandale Beach
5) Islamorada
6) LaBelle
7) Lake Placid
8) Longboat Key
9) Plant City
10) Tarpon Springs
11) Wildwood
Other Governmental Units
12) Tampa Bay Water
13) South Florida Regional
Transportation Authority
14) Captiva Erosion Prevention
District
15) Emerald Coast Utilities
Authority
16) Amelia Island Convention &
Visitor’s Bureau
17) Ocean Highway and Port
Authority
18) Manatee School of Arts and
Sciences
19) Sky Academy Englewood
20) Sky Academy Venice
Professional Associations and Education
Bachelor of Science in Accounting from the University of Central Florida in 2016
Masters of Science in Accounting from the University of Central Florida in 2017
Certified Public Accountant licensed by the State of Florida
Member of the American Institute of Certified Public Accountants (AICPA)
Member of the Florida Institute of Certified Public Accountants (FICPA)
Audit Training
2022 M&J Governmental Conference
2022 Ethics and Professional Conduct for CPAs in Florida
2022 Thomson Reuters Audit Watch University Level 5
2022 M&J GASB Update
2021 M&J Governmental Conference
2021 M&J Single Audit and ACFR Training
2021 Thomson Reuters Audit Watch University Level 4
2020 M&J Governmental Conference
2020 Thomson Reuters Audit Watch University Level 3
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Christopher Baum, CPA
Senior Associate 941‐714‐7972
Bradenton, Florida cbaum@mjcpa.com
Chris Baum is a senior associate and a Certified Public Accountant with Mauldin &
Jenkins. He is registered and licensed to practice in the State of Florida. Chris works
exclusively in the governmental sector of the Firm’s audit practice. Chris has
approximately six years of experience serving governmental clients including audit
services for cities, counties, school districts, and other entities. Chris has significant
experience with his client’s computer systems. This includes specific experience
with remote auditing via web access to client information. Chris’ experience includes
three years with the Florida Auditor General’s office. Chris’ Florida license number
is AC52055 and is currently active through December 31, 2024.
Technical Experience
During his career, Chris has served numerous governmental clients. A condensed listing of governmental audit
clients served by Chris is listed below:
Cities
1) Destin
2) Gainesville
3) Plant City
4) Sarasota
School Districts
5) Charlotte County
6) Citrus County
7) Clay County
8) DeSoto County
9) Flagler County
10) Hardee County
11) Hernando County
12) Manatee County
13) Pinellas County
14) Sarasota County
Counties
15) Barrow County
16) DeSoto County
17) Hernando County
Other Governmental Units
18) Area Housing Commission of
Clewiston
19) Peace River Manasota Regional
Water Supply
20) Southwest Florida Water
Management District
21) Hillsborough Airport Authority
Professional Associations and Education
Bachelor of Science in Accounting from University of South Florida in 2012
Associate of Arts from Hillsborough Community College in 2009
Certified Public Accountant licensed by the State of Florida
Member of the American Institute of Certified Public Accountants (AICPA)
Member of the Florida Institute of Certified Public Accountants (FICPA)
Audit Training
Chris annually exceeds the professional standards requirements requiring 80 hours of CPE every two year period and
GAGAS standards requiring at least 24 hours of CPE that directly relates to government auditing, the government
environment, or the specific or unique environment in which the audited entity operates. He attends annual Firm
sponsored governmental accounting and auditing updates, as well as Single Audit updates, the FGFOA conference,
AICPA sponsored courses, and various other courses. Listed below are just some of the training courses Chris has
attended over the last few years:
2022 FGFOA Conference – Participant – 19 credit hours
2022 FICPA Nature Coast Conference – 6 hours
2022 Compliance Supplement Update – 2 hours
2022 GASB 87 Leases Overview – 2 hours
2022 CPA Academy GASB 87 and 96 – 4.5 hours
2022 CPA Academy Identifying and Testing of Fraud – 5 hours
2021 FGFOA Conference – 18 hours
2021 FICPA Ethics: Protecting the Integrity of Florida CPAs – 4 credit hours
2020 Risk Assessment & Internal Controls – 1.5 credit hours
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Other Key Individuals Available to Serve the Town
It should be noted that we have additional managers and seniors who spend the majority of their time on
governmental audits, and they are available on an as needed basis. These individuals could be utilized on the
Town’s audit as needed to ensure timely completion and delivery of services. All staff assigned to the
engagement meet the continuing education requirements of Government Auditing Standards issued by the
Comptroller General of the United States. On the following pages is information on several additional key
individuals who are available to serve the Town during the audit process.
Alison N. Wester, CPA, CGMA
Partner 941‐714‐7963
Bradenton, Florida awester@mjcpa.com
Alison Wester is a partner and a Certified Public Accountant (2000) with Mauldin
& Jenkins. She is registered and licensed to practice in Florida and Georgia and has
been with the Firm since graduation from college. Alison is a partner who works
with governmental entities as well as other entities within the Firm’s audit
practice. Alison has over 25 years of experience serving Firm attestation clients.
This experience has included serving cities, special districts, and pension plans.
Alison would be available to serve as a supporting resource partner to the Town.
Alison’s Florida license number is AC43452 and is currently active through
December 31, 2023.
Technical Experience
During her career, Alison has served numerous governmental clients on behalf of the Firm including 10
municipalities, 10 special districts/authorities, and 7 pension plans. A detailed listing of these clients served is
available upon request.
Professional Associations and Education
Bachelor of Business Administration in Accounting from the University of Georgia in 1996
Certified Public Accountant licensed by the States of Florida and Georgia
Member of the American Institute of Certified Public Accountants (AICPA)
Member of the Florida Institute of Certified Public Accountants (FICPA)
Member of the Florida Government Finance Officers Association (FGFOA)
Alison has served on the Firm’s Partner Advisory Board and is a current member of the Firm’s Leadership and
Career Development Committee. She served on the AICPA’s Examination Content Subcommittee for the
Financial Accounting and Reporting section of the CPA Examination. She is a current member of the AICPA’s
Women’s Initiatives Executive Committee Task Force. Additionally, Alison is also an executive board member
and treasurer for the St. Stephens Episcopal School Parents’ Association in Bradenton, as well as a board member
and secretary for the Excelsior Education and Training Foundation, also in Bradenton.
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Audit Training
Alison annually exceeds the minimum training requirements and standards. She has many years of experience
preparing financial statements in accordance with GASB 34 as well as preparing Annual Comprehensive Financial
Reports meeting all of the requirements of the GFOA Certificate of Excellence Program. Listed below are just
some of the training courses Alison has attended over the last few years:
2022 M&J Governmental Conference – Participant and Presenter – 14 credit hours
2021 M&J Governmental Conference – Participant – 6.5 credit hours
2020 M&J Governmental Conference – Participant – 6 credit hours
2020 Remote Audit Best Practices – Participant – 1 hour
2020 Internal Control and Fraud in Governmental and Nonprofits – Participant – 11 hours
2019 M&J Governmental Training – Participant – 16 credit hours
2019 M&J Governmental Conference – Participant
2019 FICPA Ethics: Protecting the Integrity of Florida CPAs – 4 credit hours
Other Staff Resources (Technology Services and Fraud Examinations)
We have individuals with extensive experience and certifications relative to Information Systems Technology as
well as Fraud Examinations. The following individuals are available to be of service to the Town should the need
arise:
Jameson A. Miller, CPA, CISA, CISSP
Partner, Information Technology and Audit Services
Jameson Miller is a partner and has been with Mauldin and Jenkins since graduation
from the University of Tennessee at Chattanooga. He currently leads the Firm’s
Information Systems and Cybersecurity practice. For over 12 years, Jameson has
provided audit services to public and private entities throughout the Southeast.
Jameson’s experience includes audits of general controls, application controls,
technical audits and security assessments for information systems.
Jameson has extensive experience with Sarbanes Oxley, SSAE18 System and Organization Controls (SOC) Audits,
National Automated Clearinghouse Association (NACHA) Compliance with Appendix Eight of the Nacha
Operating Rules and Guidelines, and Gramm‐Leach‐Bliley Act (GLBA) compliance program implementation,
testing and reporting. His technical expertise includes performing vulnerability assessments and penetration
testing of information systems using both technical and social engineering techniques. Further, Jameson has:
Maintained current and relevant information technology and financial accounting continuing
professional education credits (CPE);
Obtained the American Institute of Certified Public Accountants’ (AICPA) “Cybersecurity Advisory
Services” and “Blockchain for Accounting and Finance” Certificates;
Presented a 2018 CPE webinar for the Georgia Governmental Financial Officers Association (GGFOA)
members entitled, “Cybersecurity Trends and the AICPA’s Cybersecurity Risk Management Program;”
Presented a 2018 CPE breakout session entitled, “What is Blockchain and Why Should I Care?” for the
GGFOA’s Annual Conference; and
Presenting an upcoming session for the Georgia Society of CPAs Non‐profit conference, “Technologies
Transforming Accounting.”
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Jameson is a member of the AICPA, the Tennessee Society of Certified Public Accountants (TSCPA), and ISACA
(formerly the Information Systems Audit and Control Association). In addition, Jameson is an avid outdoor
enthusiast and enjoys volunteering as secretary and treasurer of the Board of Directors of the Cumberland Trails
Conference, a 501(c)3 non‐profit organization. Jameson is a licensed Certified Public Accountant (2010) with
the State of Tennessee, a Certified Information Systems Auditor (2018) through ISACA, and a Certified
Information Systems Security Professional (2019) granted by the International Information System Security
Certification Consortium. Jameson is currently participating in a 40‐hour “Penetration Testing with Kali”
continuing education self‐study course offered through Offensive Security, the creators of the Kali Linux
Penetration Testing operating system. Afterwards, he plans to sit for the Offensive Security Certified Professional
(OSCP) 24 hour certification examination.
Considering the fact that Jameson only provides non‐traditional consulting‐type services to governmental
entities, and he does not (and will not) provide audit and accounting services under the guidance of the Yellow
Book educational standards, no such continuing education is required or provided under this proposal.
Other Resources For Non‐Audit Services (Advisory Services, Information Technology Services and Fraud
Examinations)
David Roberts
Partner, Governmental Advisory Services
David Roberts is a widely respected leader in providing consulting and advisory
services to public‐sector organizations at the federal, state, and local level. David
has approximately 20 years at KPMG, one of the “Big 4” international accounting
firms, and brings an exceptional understanding of governmental clients’ challenges
as well as innovative solutions that fit their unique operating and service delivery
environment. David now leads our Government Advisory practice, where he will
continue to focus on helping governments and individual agencies fulfill and exceed
their financial, operational, and regulatory obligations to the public.
David has provided a wide array of advisory services in his career. In the past three
years alone, David has performed and supervised approximately 70,000 hours of advisory services which are
summarized by type of entity and respective services as follows:
Cities and Counties: Respective Services Provided:
Austin, Texas Zero Based Budgeting Assessment and Strategic Design
Charlotte County, Florida Strategic Planning Assistance, and Utilities Dept. Assessments
DeKalb County, Georgia Water/Sewer Utility Billing Assessment
Fort Lauderdale, Florida Water/Sewer Utility Billing Assessment
New Orleans, Louisiana Zero Based Budgeting Assessment and Strategic Design
Riverside County, California Finance Function Assessment
Savannah, Georgia Water/Sewer Utility Billing Assessment
School Districts:
Chicago Public Schools Service Delivery Model Assessment
DeKalb County (GA) Schools Human Resources Assessment
Human Resources Recommendation Implementation
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Federal and State Government Entities:
District of Columbia Employment Services Dept. Workforce Innovation and Opportunity Act (WIOA) Grant Assistance
Florida Department of Management Services Quality Assurance/Independent Verification and Validation
Over SAP Implementation
Florida Turnpike Enterprise Back‐office Project Management Office (PMO)
Georgia Department of Administrative Services Human Resources Function Market Scan
Georgia Department of Community Health Finance Function Review
Georgia Department of Economic Development Workforce Innovation and Opportunity Act (WIOA) Grant Assistance
Georgia Department of Labor Back‐office Assessment and Project Mgmt. Office Support
Georgia State Road and Tollway Authority Agency Merger Assessment
Cost Allocation Assistance
Strategic Planning Assistance
Kentucky Transportation Cabinet Revenue Control Manager
Puerto Rico Dept. of the Treasury Finance Project Management Office
Texas Department of Transportation Back‐office SAP Implementation Support
Virginia Department of Transportation Workforce Strategy Assessment
From management consulting and identifying new opportunities, to increasing stakeholder satisfaction and
implementing transformational strategies, David and our government advisory team deliver insights and
techniques that help government clients leverage public resources efficiently while achieving overarching goals.
Our government advisory practice brings to market a team that has direct experience as government employees,
change agents, and transformation consultants to help tackle the industry’s toughest issues.
Brandon R. Smith, CPA, CCSFP, CHQP
Partner, Advisory Services
Information Technology and Cybersecurity
Brandon Smith joined Mauldin & Jenkins in 2008 after studying Accounting and
Information Systems at Georgia Southern University. He works with organizations
throughout the Southeast to help deliver a blend of capacity building and advisory
services.
His experience includes evaluating cybersecurity, internal control, and risk
management policies and practices. He helps organizations review posture and
identify prioritized, flexible, repeatable, performance‐based, and cost‐effective
approaches to improve measures and controls.
Expertise includes NIST Cybersecurity Framework, HITRIST Common Security Framework, System and
Organization Controls (SOC) Reporting, COSO Internal Control‐Integrated Framework, and Uniform Guidance.
Services range from reviewing existing policies and practices and providing targeted recommendations in line
with proven frameworks, to helping facilitate technical assessments.
Brandon serves on a national Alliance Innovation Committee that represents more than 80 firms nationally, he
serves on the AICPA’s Stakeholder Advisory Group for its Dynamic Audit Solution currently in development, and
he is the chair of M&J’s NExT Committee for Innovation. Brandon is enthusiastic about transformative
technologies and the impact they have on our clients and our profession, including Data Analytics, Machine
Learning, Artificial Intelligence, Robotic Process Automation, and Blockchain.
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Additional services provided by Brandon and his team include:
Internal Controls Assessments
IT/Cybersecurity Framework Assessments
GLBA Compliance – Information Security
Vulnerability Assessments
Internal and External Penetration Testing
Social Engineering Campaigns
Cybersecurity Awareness Training
Brandon is a regular speaker for the Georgia Society of CPAs and he serves as a volunteer faculty member for
Nonprofit University’s certificate programs. He is a member of ISACA, AICPA, GSCPA, Georgia Planned Giving
Council, Georgia Center for Nonprofits, Technology Association of Georgia, and HITRUST.
Continuing Education of Partners and Staff
All members (i.e., partners) and staff of Mauldin & Jenkins receive substantial continuing education in audit and
accounting – typically over 100 hours of such study per year. As soon as a staff person becomes a key ingredient
to any type of niche service such as governmental audit, accounting and consulting, specific continuing education
is sought. A good example includes sending our staff with over one year of governmental audit experience to
various GFOA and AICPA training for audit, accounting and financial reporting courses.
All partners and staff serving in the governmental sector join together in July each year for the M&J Annual
Governmental Conference in which three days’ worth of audit, accounting and financial reporting training is
provided. Mauldin & Jenkins also provides week long audit efficiency training via Audit Watch every June to all
staff persons with less than five years of experience. Further, every July staff persons from various levels of
experience are provided with four days of training relative to the conduct of Single Audits and the preparation
of Annual Comprehensive Financial Reports.
All staff associated with the annual audit of the Town will exceed all the continuing professional education
requirements contained in the Yellow Book throughout the term of the agreement.
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Partner and Staff Continuity
We are committed to providing continuity of our engagement team members. We recognize that this is also an
important factor for the Town as it limits the amount of retraining that needs to be performed each year. Our
staff retention rates of approximately 87% are considered to be among the best in the profession (and much
better than national firms). We are able to not only provide consistency with the partners and managers on our
engagement teams, but seniors and staff as well.
Retention > 87%
This indicates that we retain 87% of our staff for a minimum of five years.
It is also our goal to minimize disruptions to your management personnel by staffing the engagement so as to
provide continuity, both during and between audits. It is the Firm’s policy not to rotate key audit staff,
consultants or specialists off a multi‐year contracted audit engagement. Consequently, it is not anticipated that
any key audit personnel will be rotated away from this annual audit. In any business, however, turnover is
inevitable. When this happens, we will provide resumes of suggested replacements and any changes in key
personnel would always be discussed timely with officials to their satisfaction.
Free Continuing Education for Governmental Clients
We provide free continuing education for all of our governmental clients. We pick a couple of significant topics
tailored to be of interest to governmental entities, and offer the sessions several times per quarter virtually and
at a variety of client provided locations resulting in greater networking among our governmental clients. We
obtain the input and services of experienced outside speakers along with our in‐house professionals.
Examples of subjects addressed in past quarters include:
Accounting for Debt Issuances
Achieving Excellence in Financial Reporting
Annual Comprehensive Financial Report Preparation
Coronavirus State & Local Fiscal Recover Program Compliance
Cybersecurity Risk Management
Evaluating Financial and Non‐Financial Health of a Local Government
Financial Report Card – Where Does Your Government Stand?
Financial Reporting Model Improvements
GASB Projects & Updates (ongoing and several sessions)
Grant Accounting Processes and Controls
Human Capital Management
Information Technology (IT) Risk Management
Internal Controls Over Accounts Payable, Payroll and Cash Disbursements
Internal Controls Over Receivables & the Revenue Cycle
Internal Revenue Service (IRS) Compliance Issues, Primarily Payroll Matters
Preparing for your Audit
Policies and Procedures Manuals
Segregation of Duties
Single Audits for Auditees
Year‐end Close Procedures
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Similar Engagements with Other Government Entities
The following is a list of governmental audits performed in the past five years by the Bradenton office included
within this proposal as references. Feel free to give any of these clients, or any others listed within this proposal,
a call. The information below is intended to demonstrate that we understand the nature of the operations similar
in size to the Town and have relevant, current experience serving Florida governments in your area. Mauldin &
Jenkins has substantial expertise gained from auditing other governments in the Southeast which also have
significant governmental operations and other large utility enterprise operations. This concept touches on one
of the more unique qualities Mauldin & Jenkins brings to you, a Firm with vast resources of experienced people
normally associated with larger national firms, but sensitivity to client service similar to that provided by many
smaller firms. We believe the Town and Mauldin & Jenkins to be a good match.
1) Village of Tequesta, Florida
General
Information
Municipal government with a population of approximately 6,000. The Village has
assets and deferred outflows of resources of approximately $57 million and annual
revenues of approximately $25 million. The Village provides numerous services
including: water, solid waste, stormwater, public safety, transportation, Leisure
services, and other customary services.
Scope and Type
of Engagement
Financial audits and compliance audits in accordance with Uniform Guidance
(Single Audits) and Florida Single Audit Act. Preparation of the Annual
Comprehensive Financial Report and Certificate of Achievement awarded by GFOA.
Audit of three single employer DB pension plans.
Dates September 30, 2021 through present
Partners Daniel Anderson, Wade Sansbury
Total Hours 250 hours
Contact
Information
Mr. Jeffery Snyder – Finance Director – (561) 768‐0424
jsnyder@tequesta.org
345 Tequesta Drive, Tequesta, FL 33469‐0273
2) Town of Jupiter Inlet Colony, Florida
General
Information
Municipal government with a population of approximately 400. The Town has
assets of approximately $14 million and annual revenues of approximately $3
million. The Town provides numerous services including: building, public safety,
public works, and other customary services.
Scope and Type
of Engagement
Financial audits and compliance audits in accordance with the Uniform Guidance
and the Florida State Single Audit requirements, as applicable. Preparation of the
Annual Financial Report.
Dates September 30, 2021 through present
Partners Daniel Anderson, Wade Sansbury
Total Hours 100 hours
Contact
Information
Mr. Kevin Lucas – Town Administrator – (561) 746‐3787
lucask@jupiterinletcolony.org
50 Colony Road, Jupiter Inlet Colony, FL 33469
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3) City of Crystal River, Florida
General
Information
City government with a population of approximately 3,400. The City has assets
and deferred outflows of resources of approximately $65 million and annual
revenues of approximately $15 million. The City provides numerous services
including: water and sewer, sanitation, CRA, public safety, culture and recreation,
community development, and other customary services.
Scope and Type
of Engagement
Financial audits and compliance audits in accordance with the Uniform Guidance
and the Florida State Single Audit requirements. Preparation of the Annual
Financial Report.
Dates September 30, 2014 through present
Partners Daniel Anderson, Wade Sansbury
Total Hours 250 hours
Contact
Information
Ms. Michelle Russell‐Mayndard, Finance Director – (352) 795‐4216
mrussell@crystalriverfl.org
123 NW US‐19, Crystal River, FL 34428
4) City of Marco Island, Florida
General
Information
City government with a population of approximately 45,000. The City has assets of
approximately $380 million and annual revenues of approximately $69 million. The
City provides numerous services including: general government, public safety,
parks and recreation, community development, wastewater utility and other
customary services.
Scope and Type
of Engagement
Financial audits and compliance audits in accordance with the Uniform Guidance
and the Florida State Single Audit requirements. Preparation of the Annual
Comprehensive Financial Report and the maintenance of the GFOA Certificate.
Dates September 30, 2013 through present
Partners Daniel Anderson, Wade Sansbury
Total Hours 350 hours
Contact
Information
Mr. Guillermo Polanco, Finance Director – (239) 389‐5016
gpolanco@cityofmarcoisland.com
50 Bald Eagle Drive, Marco Island, FL 34145
5) Islamorada, Village of Islands, Florida
General
Information
Municipal government with a population of approximately 7,000. The Village has
assets and deferred outflows of resources of approximately $250 million and
annual revenues of approximately $41 million. The Village provides numerous
services including: general government, public safety, parks and recreation,
community development, wastewater utility and other customary services.
Scope and Type
of Engagement
Financial audits and compliance audits in accordance with the Uniform Guidance
and the Florida State Single Audit requirements. Preparation of the Annual
Comprehensive Financial Report and the maintenance of the GFOA Certificate.
Dates September 30, 2013 through present
Partners Daniel Anderson, Alison Wester
Total Hours 350 hours
Contact
Information
Ms. Maria Bassett, Finance Director – (305) 664‐6445
Maria.bassett@islamorada.fl.us
86800 Overseas Hwy, Islamorada, FL 33036
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The following is a list of municipal governmental audits performed in the past five years by the Bradenton office
along with contact names and phone numbers for the Town to utilize in evaluating our experience, abilities, and
past performances serving similar Florida entities:
Process to Produce a Meaningful Management Letter
A written Management Letter containing matters not required to be included in the auditor's report on
compliance and on internal control over financial reporting will be prepared and presented to the Town Manager
at the conclusion of each audit. Mauldin & Jenkins believes that the Management Letter is the most important
way that the Town can learn of any matters that can improve the Town’s financial reporting. During the planning
phase, the commitment to develop a truly effective Management Letter is communicated with the engagement
team. If there are areas for improvement that have already been identified, they are discussed at this time. Also,
Management Letter point memo is created and available for all engagement team members to document
potential issues. As issues are identified in the memo, the engagement manager will evaluate the issues and
discuss with Town management those determined to be significant. Once all items have been discussed with
management and any potential issues resolved, a draft of the Management Letter will be prepared. The
Management Letter draft will be provided to the Town prior to issuance.
Dates of Annual Contact Phone
Client Name Audit Services Person Number Hours Partner
1City of Apopka 2020 to current Edward Bass, City Administrator 407‐703‐1750 450 Anderson
2City of Callaway 2018 to current David Schultz, Finance Director 850‐871‐6000 300 Sansbury
3City of Clewiston 2019 to current Shari Howell, Finance Director 863‐983‐1484 300 Sansbury
4City of Crystal River 2014 to current Michelle Russell, Finance Director 352‐795‐4216 300 Sansbury
5City of Fernandina Beach 2021 to current Pauline Testagrose, Comptroller 904‐310‐3334 500 Sansbury
6City of Haines City 2012 to current Omar DeJesus, Finance Director 863‐421‐9902 400 Sansbury
7City of Hallandale Beach 2017 to current Geovanne Neste, Finance Director 954‐457‐1365 550 Sansbury
8City of LaBelle 2021 to current Gracie Morton, Finance Director 863‐675‐2872 200 Anderson
9City of Marco Island 2013 to current Gil Polanco, Finance Director 239‐389‐5016 350 Anderson
10 City of Naples 2006 to current Gary Young, Deputy Finance Director 239‐213‐1815 550 Sansbury
11 City of New Port Richey 2021 to current Crystal Dunn, Interim Finance Director 727‐853‐1054 450 Sansbury
12 City of North Port 2013 to current Scott Skipper, Accounting Director 941‐429‐7108 450 Sansbury
13 City of Palmetto 2021 to current Cheryl Miller, Finance Director 941‐723‐4570 450 Sansbury
14 City of Plant City 2013 to current Diane Reichard, Finance Director 813‐659‐4215 450 Sansbury
15 City of Tarpon Springs 2020 to current Ron Harring, Finance Director 727‐943‐1150 400 Anderson
16 City of Wildwood 2018 to current Cassandra Smith, City Clerk/Finance Director 352‐330‐1330 300 Anderson
17 Town of Fort Myers Beach 2019 to current Joan Renaudo, Accounting Manager 239‐765‐0202 350 Sansbury
18 Town of Jupiter Inlet Colony 2021 to current Kevin Lucas, Town Administrator 561‐746‐3787 350 Anderson
19 Town of Lake Placid 2012 to current Rachel Osborne, Finance Director 863‐699‐3747 250 Anderson
20 Town of Longboat Key 2014 to current Susan Smith, Finance Director 941‐316‐6882 400 Sansbury
21 Village of Islamorada 2013 to current Maria Bassett, Finance Director 305‐664‐6445 450 Anderson
22 Village of Tequesta 2021 to current Jeff Snyder, Finance Director 561‐768‐0424 300 Sansbury
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Experience with EDP Systems and the Extent of the Use of Audit Software in
the Engagement
Mauldin & Jenkins utilizes a 100% paperless audit approach to the performance of all of our audits via the
utilization of ProSystems Engagement. This software has been used by our Firm for many years and allows us
to streamline the overall audit process. Additionally, standard Microsoft applications are utilized in conjunction
with ProSystems; these include Word and Excel. All of our audit team members are equipped with laptop
computers and are extensively trained in the use of our computer applications.
Our Bradenton office team members have extensive experience with clients utilizing various accounting
softwares. We have a thorough understanding of these systems and use of the account inquiry, utility billing,
cash management, and various other functions and modules within these different governmental softwares. We
are very proficient in its use and functions and thus typically have the ability to work on our own running reports,
obtaining audit documentation, etc. during the audit process. If given the access by our clients, we are able to
also perform typical testing through client systems remotely from remote locations, such as our office or
elsewhere. We believe that this is an efficient way to utilize the Town’s resources while also not burdening Town
staff with requests for information as we have knowledgeable professionals who can easily access the
information through the Town’s software.
The Management Advisory Services (MAS) department of Mauldin & Jenkins includes certain individuals who
have had substantial training in the accounting, auditing, and use of Electronic Data Processing (EDP) Systems.
To compliment these highly trained individuals, all members of the audit staff have also had significant training
in computer auditing techniques. Mauldin & Jenkins uses a very detailed and structured approach in using
computer auditing techniques, which has been extremely successful for us in our past engagements.
At the start of the engagement during our planning phase, we will assess the computer systems used by the
Town, and plan the specific computer aided auditing techniques to be used. This will decrease time spent in
initial file setup, trial balance setup, and data integrity testing. This approach will allow for more effective audits
resulting in a fast sort, filter and analysis of multiple transactions in a population, and provide for drilling down
on those items that have the highest risk.
Examples of uses of extraction and data analysis in our audit approach are listed below:
1) Summarizing disbursements for a period by dollar range and compare to policy guidelines for complying
with certain attributes (approvals and signature requirements, etc.);
2) Searching check register listings for unrecorded items or checks written during the fiscal year;
3) Converting bank or investment activity statements to Excel to provide for a quick listing of deposits for an
entire period/year;
4) Converting vendor file information to Excel and comparing employee files with addresses for any similar or
unusual items related to vendor files;
5) Analyzing general ledger detail transactions and journal entries for effective and efficient testing of all
activity for the fiscal year as compared to the prior year;
6) Downloading trial balances, detail journals, and selected transaction files into our software through IDEA.
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The trial balance downloaded will then be used to agree to the ultimate draft of the Town’s financial statements
ensuring that all adjustments and balances are brought forward into the financial statements and providing a
clean audit trail for review and support of the Town’s financial statements. Should the Town desire a need for
our computer aided techniques for non‐audit purposes, we would be happy to assist management with our
expertise in data extraction and analysis.
Artificial Intelligence (AI)
Mauldin & Jenkins is excited to be one the first accounting firms in the Southeast to utilize an artificial
intelligence tool as part of our audit process – the AI Auditor. The AI Auditor allows for us to scan 100% of your
transactions and provide new risk based insights during the audit (such as anomalous transaction patterns
found). These risk based insights can be opportunities to correct mistakes or point to areas where there may be
malicious activity. As part of our audit methodology, AI systems are becoming what sampling used to be.
Sampling was a coping mechanism for big data; the new coping mechanism for big data is Artificial Intelligence
(AI). As the amount of data in all audits increase, tools like these are more and more necessary to ensure we can
provide you the highest quality audits and advice.
Workflow Software and Ability to Work in Remote Environment
In addition to the usage of technology above, our Firm uses the workflow management tool called Suralink. This
platform combines a dynamic and digital client assistance list, assignment workflow, and secure file hosting to
deliver a more efficient and organized engagement for our clients and audit team. For the first time, everyone
involved in the engagement will have a real time view of the document collection process.
Suralink features include:
In addition to the above accumulation of information electronically via the use of Suralink, Mauldin & Jenkins is
very effective in working from a remote environment if requested or necessary. In prior audits, our governmental
clients have allowed us read‐only access to their systems and we are able to run reports, view purchase orders,
invoices, reconciliations, etc. with this access. Our staff are very accustomed to working in this manner to reduce
the overall disruption the annual audit otherwise could create for our clients. This has become even more
important during the current pandemic situation to continue to be able to serve our clients while not being able
to physically be with our clients.
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Assistance with GASB Pronouncements
GASB has issued over 60 pronouncements in the past 20 years, and continues to research various projects of
interest to governmental units. Subjects of note include:
Re‐examination of the financial reporting model;
Revenue and expense recognition;
Footnote disclosures;
Capital assets reporting;
Contingencies and risk disclosures; and
Investment fees reporting and disclosures.
Considering the number of recently issued or pending GASB pronouncements, we believe proactive training on
the parts of auditors and auditees to be of great importance. As in the past with our governmental clients (via
free CPE and general discussions), our priority is to communicate all significant information to our clients and
offer special training sessions relative to these subjects.
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Segment I
Planning and
Interim
Procedures
Segment II
Year‐End
Procedures
(Final
Fieldwork)
Segment III
Review/
Completion/
Delivery
Specific Audit Approach
Audit Methodology
Our audit of the financial statements will be conducted in accordance with auditing standards generally accepted
in the United States of America and will conform to the standards as set forth in the following:
“Generally Accepted Auditing Standards” developed by the American Institute of Certified Public
Accountants (AICPA).
Government Auditing Standards issued by the Comptroller General of the United States (also referred
to as “Yellow Book”).
Audits of State and Local Governmental Units issued by the American Institute of Certified Public
Accountants.
Single Audit Acts Federal and State of Florida.
The Uniform Guidance, OMB Circular A‐133 and other applicable OMB Circulars.
Sections 11.45 and 218.39 of the Florida Statutes.
Regulations of the State of Florida Department of Financial Services.
Rules of the Auditor General and other Florida agencies as relevant.
Tailored Approach – For each engagement we begin with a detailed audit plan based on our detailed
understanding of the Town’s policies, procedures, and risk areas. We obtain this understanding through the
performance of walkthroughs and internal control documentation questionnaires. We then develop audit
procedures based on our engagement specific risk assessment. We use Firm manuals specifically designed for
governments to develop audit programs tailored to the Town which incorporate the requirements set forth
above. We anticipate that these procedures will enable us to express our professional opinion that the financial
statements of the Town present fairly, in all material respects, the financial position and results of operations of
the various opinion units in conformity with accounting principles generally accepted in the United States of
America.
Proposed Segmentation of the Engagement
Our professionals, who are knowledgeable with respect to audit requirements for governmental entities, will be
assigned based on their expertise with respect to each segment. Our audit procedures, related documentation
and quality review will be segregated by each segment as follows based on our review of the Town’s prior
financial statements, budgets, request for proposal, past experience, and other information available.
Continuous Discussions with Client Management
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The below time frames are estimates based on our understandings of the Town’s needs for its 2022 audit. We
at Mauldin & Jenkins would be flexible in the timing of certain events as requested by the Town. As noted in the
table below, we want to work with Town personnel in an effective manner. We intend to do a great deal of
planning and tailoring of our approach from our initial visits. We do not want our clients to feel that they have
to reinvent the wheel every time we ask for something. However, to make this process cost the Town as little
as possible (both in dollars and their individual time), it is important to start only when ready and avoid auditing
a moving target. The following table attempts to depict the timing and key elements of the planned audit
process:
Timing of Audit Process and Procedures
Segments
MarAprMayJunOngoing consultation on major issues and developments throughout
the year, and greater discussions as year‐end approaches (such as
new GASB standards).
Meet management to discuss audit risks and scopes.
Engagement team planning meetings and performance of interim
audit procedures.
Gain understanding of significant processes and key controls.
Perform testing of key controls with goal of reducing substantive
audit testing.
Detemine nature, timing and extent of substantive tests to be
performed.
Finalize audit plan based on results to‐date.
Perform substantive tests (detail testing of respective general
ledger/trial balance accounts, and final analytical procedures and
key ratios and relationship of financial data).
Conduct a final evaluation of risk assessments.
Conduct of progress meetings with management as needed and as
often as desired.
Preparation and delivery of draft financial statements, reports,
findings, management letter comments, and any other deliverables.
Meeting with management to discuss draft deliverables and final
completion and presentation time frames.
Upon management's review, delivery of ACFR, internal control
reports, and management letter to management.
Presentation of audit deliverables to the governing board.
Segment I ‐ Planning and Interim Procedures
Segment II ‐ Final Audit Fieldwork Procedures
Segment III ‐ Review, Completion and Delivery Procedures
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Segment I: Planning and Interim Procedures
This segment includes:
Obtaining a signed engagement letter for the financial and compliance audit;
Meeting with Town management to discuss the scope of the audit, timing of our work,
and preparation of client schedules, and to address any concerns;
Reviewing previously issued and interim financial reports, comment letters,
monitoring reports, and other supporting workpapers;
Reading minutes of Town meetings;
Reviewing the Town’s current year budget, as adopted and revised;
Reviewing new debt agreements, and other various documentation;
Updating our understanding of the Town’s accounting policies and procedures, including the financial
and other management information systems utilized by the Town;
Updating our already in‐depth knowledge of the Town’s EDP equipment, software and systems in use;
Performing analytical reviews to determine critical areas and assess risks;
Performing a preliminary evaluation of the internal control structure at the account and assertion level;
Designing and performing applicable tests of controls related to the financial statements and internal
accounts;
Making fraud inquiries and assessing the risks of material misstatement;
Obtaining a list of cash, investment, debt, and selected revenue accounts for confirmation purposes, as
applicable;
Determining audit strategies for balance sheet and operating statement accounts based on audit risk;
Obtaining a preliminary Schedule of Expenditures of Federal Awards to initiate planning and internal
control testing for the Single Audit;
Preparing year‐end audit programs;
Meeting with appropriate Town personnel to discuss the results of our preliminary audit work.
Segment II: Final Audit Fieldwork Procedures
This segment includes:
Conducting an analytical review of account balances based on closing
balances;
Testing the valuation, restrictions and cut‐offs of cash and investment
balances, as applicable;
Testing receivable cut‐offs and balances, including an analysis of subsequent
receipts;
Testing cut‐off and valuation of inventory;
Reviewing and testing supporting documentation for the allowance for doubtful accounts, prepaid items
and other assets;
Vouching capital asset additions and deletions, analyzing charges for appropriate accounting and testing
depreciation;
Testing accounts payable cut‐offs and balances, including an analysis of subsequent disbursements;
Testing accrued payroll, compensated absences, OPEB payable, and other accrued liability cut‐offs and
balances;
Testing debt balances and debt covenant compliance;
Testing compliance with applicable laws and regulations;
Testing the classification of net position (unrestricted, restricted and net investment in capital assets);
Performing analytical procedures and substantive testing of revenues and expenditures/expenses;
Obtaining and auditing the final Schedule of Expenditures of Federal Awards;
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Completing compliance tests for the major programs selected for testing as required by the Federal
Single Audit Act, as applicable;
End of fieldwork exit conference.
Segment III: Review, Completion and Delivery Procedures
This segment includes:
Reviewing workpapers to ensure quality and thoroughness of audit procedures;
Summarizing the results of audit procedures;
Obtaining attorney letters;
Evaluating commitments, contingencies and subsequent events;
Proposing audit adjustments;
Summarizing and evaluating passed audit adjustments;
Evaluating compliance exceptions;
Reviewing draft financial statements and related note disclosures;
Performing financial condition assessment procedures;
Preparing drafts of audit reports and management letter;
Delivering drafts of audit reports and letters to appropriate client officials;
Finalizing all reports and management letter;
Obtaining signed representation letter and the Town’s approval of the final financial statements;
Drafting the Data Collection Form and obtaining the Town’s approval;
Preparing and providing the Town a PDF document and “camera ready” copy of the audited financial
statements;
Final exit conferences and presentations with appropriate Town officials.
Following the completion of the audit, we will provide written draft reports to management for review and
approval including the following:
An independent auditor’s report on the fair presentation of the Governmental Activities, Business‐Type
Activities, each Major Fund, and the Aggregate Remaining Fund Information, which collectively comprise
the Town’s basic financial statements in conformity with generally accepted accounting principles,
including an opinion on the fair presentation of the supplementary information and the Schedule of
Expenditures of Federal and State Awards “in relation to” the audited financial statements.
An independent auditor’s report on internal control over financial reporting and on compliance and
other matters based on an audit of financial statements performed in accordance with Government
Auditing Standards, which will include any reportable conditions.
An independent auditor’s report on compliance for each major program and on internal control over
compliance required by OMB Uniform Administrative Requirements, Cost Principles, and Audit
Requirements for Federal Awards and Chapter 10.550, Rules of the Auditor General, of the State of
Florida. These reports will include any reportable conditions or instances of noncompliance.
A management letter that outlines any constructive suggestions for improvement to management.
Any comments required by the Rules of the Auditor General, Chapter 10.554(1)(i).
Acknowledgement and communication surrounding Statement of Auditing Standards (SAS) No. 114, The
Auditor’s Communication with Those Charged with Governance. We will provide, as required,
communications to management on each of the following:
- Our responsibility, as your auditors, under auditing standards generally accepted in the United
States of America.
- Accounting policies.
- Management’s judgments and accounting estimates.
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- Financial statement disclosures.
- Related accounting matters.
- Significant difficulties encountered in performing the audit.
- Audit adjustments.
- Disagreements with management.
- Representations from management.
- Management consultation with other accountants.
- Significant issues discussed with management.
- Other information in documents containing audited financial statements.
- Independence.
Level of Staff and Number of Hours to be Assigned
Based on the Town’s request for proposal, we have also prepared a schedule of events, including level of staff
and number of hours to be assigned to each proposed segment of the engagement, which is representative of
the expected 2022 audit in the following tabular presentations:
Partner Supervisory Staff Total
Segmented Hours by Staff Level
Segments Engagement Team Members by Level
Segment I ‐ Planning and Interim
Procedures 8 10 ‐ 18
Segment II ‐ Final Audit Fieldwork
Procedures 12 30 40 82
Segment III ‐ Review, Completion &
Delivery Procedures 10 10 ‐ 20
Total Engagement 30 50 40 120
Sampling Techniques and the Extent to Which Statistical Sampling Will be Used in the
Engagement
Our approach is evolving to utilize artificial intelligence tools to scan entire populations and is fast eliminating
the need for sampling. In some situations, sampling will still be necessary or required. When we utilize audit
sampling, we do so as provided in U.S. Auditing Standards AU‐C Section 530, Audit Sampling. We would plan to
utilize audit sampling whenever a decision is made to apply a specific audit procedure to a representative sample
of items within the account balance or class of transactions with the objective being reaching a conclusion about
the entire balance or class.
We anticipate using audit sampling on the following types of audit tests:
Substantive tests of details of balance sheet account balances;
Substantive tests of details of transactions;
Tests of controls;
Tests of compliance with laws and regulations.
Our use of audit sampling will be based on the guidance in AU‐C Section 530 and the AICPA Audit and Accounting
Guide ‐ Audit Sampling.
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Type and Extent of Analytical Procedures to be Used in the Engagement
Analytical procedures can be applied to almost every financial statement balance in accordance with U.S.
Generally Accepted Auditing Standards. It is, therefore, an efficient audit strategy to employ analytical
procedures to the maximum extent possible. Analytical procedures may augment substantive tests of details
depending on our overall risk assessment of Town accounts.
The elements of analytical procedures we plan to consider are as follows:
1. Identify the factors on which a given accounting result should depend;
2. Determine the approximate relationship between the accounting result and those underlying factors;
3. Predict what the current results should be if that relationship continued;
4. Compare the actual current result to the prediction;
5. Investigate and corroborate significant variances between the actual result and the prediction;
6. Reach a conclusion as to the reasonableness of the reported result.
Types of analytical procedures employed will include:
Reviewing changes from prior years for reasonableness;
Reviewing accounts for items larger or smaller than expected when compared to budgets or forecasts;
Reviewing and comparing logical relationships between years (e.g., payroll taxes and benefits to wages,
etc.). Comparisons between years can be made more effective when logical relationships between
elements of the financial statements that would be expected to conform to the predictable pattern are
used to develop trends. This is primarily accomplished through the use of ratios;
Analyzing and comparing nonfinancial information, such as number of taxable properties, geographical
area, number of employees, etc.
All analytical procedures performed as substantive tests are documented on each applicable audit program.
Approach to be taken to Gain and Document an Understanding of the Town’s Internal Control
Structure
For purposes of an audit of the financial statements and statutory, regulatory and contractual compliance, the
Town’s control structure consists of the following five elements as they relate to the Town’s ability to conduct
operations and use resources in accordance with management’s authorization and consistent with laws,
regulations, contracts and policies, and to record, process, summarize, and report financial data consistent with
assertions embodied in the financial statements: (1) the control environment; (2) risk assessment; (3) control
activities; (4) information and communication processes/systems; and (5) monitoring. The internal control
structure and its policies and procedures are an important source of information about the types and risks of
potential material misstatements that could occur in the financial statements and violations of statutory,
regulatory and contractual requirements. This information is essential for effective audit planning and in
designing effective and efficient audit tests.
In our understanding of the Town’s internal control structure, we will obtain knowledge about:
How internal control structure policies, procedures and records are designed;
Whether internal control structure policies, procedures and records have been placed in operation, i.e.,
whether the Town is using them;
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Whether internal control structure policies, procedures and records are designed effectively, i.e.,
whether they are likely to prevent or detect material misstatements or compliance violations on a timely
basis;
Whether internal control structure policies, procedures and records are operating effectively.
Auditing standards generally accepted in the United States of America require the auditor to document our
understandings of the internal control structure elements. The form and extent of documentation is flexible.
Generally, the more complex an entity’s internal control structure and the more extensive the procedures
performed to obtain the understanding, the more extensive our documentation should be. In addition to
memos, we plan to use specific designed forms and questionnaires to document our understanding of the
internal control structure. Recent changes in auditing standards, known as the risk assessment standards,
denote that the auditor is not required to test internal control so as to rely on them to reduce other test work,
but do not allow for only inquiry procedures related to internal control. We are required, and will perform, other
procedures, such as walkthroughs and observation, related to controls over significant financial statement and
audit assertions.
Approach to be taken in Determining Laws and Regulations to be Subject to Audit Test Work
Standards for testing and reporting on compliance with laws and regulations are established by Auditing
Standards AU‐C Section 935, Compliance Audits. We will use this guidance to perform tests to determine the
Town’s compliance with certain provisions of laws and regulations (Florida Statutes, etc.), contracts, grant
agreements, and debt agreements, where noncompliance could have a direct and material effect on the financial
statements.
Our approach to be taken to determine the laws and regulations that will be subject to audit test work will
include procedures designed to identify requirements found in legal or legislative data, administrative
regulations, and documents associated with grant and contract arrangements. The following procedures and
policies will be applied depending on the nature and materiality of the laws and regulations:
During the planning phase, the type of audit to be performed, as it relates to compliance matters, will
be communicated to all personnel assigned to the engagement.
Obtain a list of all federal award programs from which the client received and expended funds and
identify, using the prescribed risk‐based approach, the major programs required to be audited. If a
program‐specific audit is required, identify the award program to be audited.
Identify applicable state and local statutory and regulatory requirements and contractual requirements.
Plan and document the audit procedures to be performed relative to material state and local statutory
and regulatory requirements and contractual requirements.
Perform and document federal, state, and local statutory, regulatory and contractual compliance audit
procedures as deemed to be applicable and appropriate during the planning stage of the engagement.
Make specific inquiries of management concerning the following matters:
The Town’s compliance with laws and regulations.
The Town’s policies relative to the prevention of statutory, regulatory and contractual violations.
The use of directives issued by the Town and periodic representations obtained by the Town from
officials and other management personnel at appropriate levels of authority concerning compliance
with laws and regulations.
Specific testing for issues that are unique to Florida governments:
Testing as to whether or not the Town and its constitutional officers complied with Section 218.415,
Florida Statutes, regarding the investment of public funds.
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Testing as to the Town’s compliance with Section 166.241, Florida Statutes, regarding adoption and
reporting of annual budget, such as the minimum information required to be included in the budget,
when the budget must be posted on the Town’s website after adoption, requirements on posting
budget amendments.
Testing of debt covenant compliance requirements.
Testing of the financial condition assessment procedures pursuant to Sections 10.554(1)(i)7.c. and
10.556(7), Rules of the Auditor General, of the State of Florida, and determination as to whether or
not the Town has met one or more of the conditions described in Section 218.503(1), Florida
Statutes and Chapter 2012‐38, Laws of Florida.
Approach to be taken in Drawing Audit Samples for Purposes of Tests of Compliance
Applicable auditing standards state that, in testing for compliance with laws and regulations, the number,
selection, and testing of transactions is based on the auditor’s professional judgment. None of the guidelines,
primarily AU‐C Section 250, explain whether this requirement to select a representative number for testing
compliance means that audit sampling is necessary.
The two possible approaches to audit sampling are nonstatistical and statistical. AU‐C Section 530, Audit
Sampling, indicates that both of these approaches are capable of producing sufficient evidential matter, if
properly applied. The types of procedures that are applied are not determined by the sampling approach used.
Either approach may be used to apply whatever tests of details deemed necessary in the circumstances. The
importance of professional judgment cannot be overemphasized as it applies to the evaluation of the adequacy
of evidential matter generated by the sampling approach. Regardless of the sampling approach selected, we
will properly plan, perform, and evaluate the results of the sample. Professional judgment must be used to
relate the sample results to other evidential matter when we form a conclusion about compliance with laws and
regulations. It should be noted, however, that not all tests of compliance or controls are transaction related. If
we decide to use audit sampling, attention is focused on which sampling approach (statistical or non‐statistical)
to use. Substantial information is given in the AICPA Sampling Guide and several college and professional books
on the use of various statistical sampling approaches.
The basic requirements that relate to all compliance related samples, statistical and nonstatistical, are as follows:
Planning. We will relate the population to the objective of the audit test; i.e., defining the
population and sampling unit.
Selection. We will select items that can be expected to be representative of the population.
Evaluation. We will project sample results to the population and consider sampling risk.
In a compliance sampling application, the population is defined as all items that constitute the account balance
or class of transactions, or the portion of the balance or class, being tested (i.e., all expenditures of the Town
above a certain threshold required to be bid). The population for a substantive sample usually is the account
balance or class of transactions excluding those items selected for testing because of individual significance. The
term individually significant item encompasses two types of items:
Individually significant dollar items.
Unusual items (that is, items that have audit significance by their nature).
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Due to the nature of tests of controls or compliance, we ordinarily are not concerned with identifying individually
significant items when tests of controls or compliance are performed using audit sampling. Sampling results can
be projected only to the population from which the sample is drawn. The use of the wrong population for a
sampling application could mean that conclusions based on the sample are invalid for our purpose.
The sampling units are the individual items that are subjected to tests and that represent the components of the
population. It is important to properly identify the sampling unit before the sample is selected to produce an
efficient and effective sampling application. Examples of sampling units would be individual capital
disbursements, etc. The determination of the specific sampling unit is influenced by the following
considerations:
The sampling unit should produce an efficient sampling plan.
The sampling plan must be effective to accomplish its objectives.
The nature of the audit procedures can determine the sampling unit to be used. AU‐C Section 530,
requires a “representative sample”. There are several commonly used methods of selecting samples
that meet the criteria of representativeness stipulated by AU‐C Section 530. The following are some
of those methods: random (can be statistical or nonstatistical), systematic (can be statistical or
nonstatistical), or haphazard (nonstatistical).
We will evaluate whether the sample selected seems representative of the population to be tested. If the
sample does not seem representative, we would reselect. For all items in the population to have a chance to be
selected, we will determine that the sample population actually includes all the items (e.g., capital
disbursements, etc.) comprising the balance. There are many ways to determine the completeness of a sample
population, including:
If the sample is selected from a trial balance, we can foot the trial balance and reconcile the total to
the account balance.
If the items are numerically sequenced, we can scan the accounting records to account for the
numerical sequence of items in the population and select the sample from that sequence.
The two sampling forms presented both include a step that allows the auditor to document how the
completeness of the sample population was considered. Whenever practical, we will consider using random
selection (with a random number table or microcomputer‐generated numbers) or systematic selection.
Haphazard selection may be used when the population is not numbered or when other circumstances make use
of a random‐based method impractical. Using one of these random‐based methods does not make the sampling
application statistical.
The evaluation of sample results has two aspects. We will need to project the noncompliance. Also, we will
need to consider the sampling risk. In a statistical sample, sampling risk must still be considered and restricted
to a relatively low level but cannot be objectively measured. This is the primary conceptual distinction between
statistical and nonstatistical sampling. In the two nonstatistical sampling approaches presented in this section,
sampling risk is assessed by considering whether the rate or amount of exceptions identified in the sample
exceed the expected rate or amount of exceptions used in designing the sample.
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Availability of Proposer
While the performance of the audit only occurs during a brief portion of the year, we are available to Town
management throughout the year to discuss any material matters that could affect the financial position or
results of operations of the Town. This availability not only benefits management in allowing timely decision to
be made, but it also makes for a more efficient audit process, as significant events and transactions are dealt
with as they occur, as opposed to solely during the audit fieldwork. Lastly, we commit to ensuring adequate staff
resources are available to complete the audit within the time constraints desired by the Town.
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Identification of Anticipated Potential Audit Problems
Single Audits
Single Audits can be quite cumbersome – especially during a time when new programs are being created and
new funding streams are available from the federal government. Since 2020, we have seen a significant amount
of new federal funding made available via the Coronavirus Aid, Relief, and Economic Security Act (“CARES”), the
Omnibus Appropriations and Coronavirus Relief Package, the American Rescue Plan Act, and most recently, the
Infrastructure Investment and Jobs Act.
Obtaining the needed information from a compliance and financial perspective can be difficult for the auditor
and auditee. We anticipate similar difficulties in performing the audit of the Town if a Single Audit is required.
However, we do believe that with proper planning and communication by all sides, and with the assistance of
Town personnel, all potential problems should be easily overcome.
The Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (the
Uniform Guidance), entails more than 100 pages of regulations in applying for, managing, and auditing federal
grants and cooperative agreements. The Uniform Guidance includes many complex requirements for you as the
auditee to adhere to – including those related to procurement (which seemingly continue to evolve), sub
recipient monitoring, and indirect costs. We have a very good understanding of both the auditor and grant
recipient requirements of the Uniform Guidance, and are available to assist you in adhering to the provisions
thereof.
Additionally, we are active members of the AICPA’s Government Audit Quality Center (GAQC) which continues
to provide significant updates and guidance to the funding created by the federal government in response to
the COVID‐19 pandemic. As members of the GAQC, we have direct access to the information as soon as it is
made available and can be a valued resource to the Town as a recipient of any of this new funding.
Other Potential Problems
In addressing any issue, communication and timely resolution are critical. Mauldin & Jenkins prides itself in
developing professional relationships and rapport with clients which facilitate open and honest communication.
Mauldin & Jenkins’ stance would be based on reporting meaningful information to the financial statement users,
but understanding that the financial statements are the Town’s representations. To do less would compromise
our independent status.
We use the following approach to seek a mutually agreeable resolution of accounting and reporting issues.
Step 1 Define and understand the issue through discussion with the Town’s management and verified
audit information.
Step 2 Make an initial assessment of the impact of alternative accounting treatments.
Step 3 If the impact has significant potential, gather research which may include the following: obtain
the Town’s research and rationale for their position; gather additional details; draw on common
practices within other similar sized governments; utilize recognized Firm experts.
Step 4 Discuss with Town staff the Firm’s preferred position and rationale.
Step 5 Resolve the issue.
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No Litigation, Federal/State Desk Reviews or Disciplinary Action
Mauldin & Jenkins has had no cases brought forth against the Firm over the past three years in which our Firm
was a named party. Additionally, Mauldin & Jenkins has not had a federal or state desk review or field review
of its audits during the past three years. Mauldin & Jenkins has not had any disciplinary actions taken (nor are
any pending) against the Firm during the past three years with any state or federal regulatory bodies or
professional organizations. We have a long standing history of providing excellent services to our clients and
have had no prior record of substandard audit work.
As noted above, there is no pending litigation against our Firm that may be of relevance to the fulfillment of a
contract between Mauldin & Jenkins and the Town. Additionally, we note no problems that may affect our
ability to complete the project as defined in the Town’s request for qualifications.
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Required Forms
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www.mjcpa.com
mjcpa.com
1401 Manatee Avenue West, Suite 1200
Bradenton, FL 34205
Going Further.
Mauldin & Jenkins, LLC Certified Public Accountants
Contact Persons: Daniel Anderson, CPA, Partner, and
Wade Sansbury, CPA, Partner
Phone: 941-747-4483
Fax: 941-747-6035
Email: danderson@mjcpa.com
wsansbury@mjcpa.com
February 24, 2023 | 2:00 PM ELECTRONIC COPY
Town of Gulf Stream, Florida
RFP No. 23-01
Sealed Dollar Cost Bid
Professional Auditing Services
Fiscal Years September 30, 2022 through 2026
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Cost Proposal
February 24, 2023
Town of Gulf Stream, Florida
Attention: Renee Basel, Town Clerk
100 Sea Road
Gulf Stream, Florida 33483
Ladies and Gentlemen:
Mauldin & Jenkins, LLC is pleased to submit its proposal, including this cost portion of the proposal, to
provide annual financial and compliance auditing services for the Town of Gulf Stream, Florida (the
“Town”). The contract for such audit services will be for the fiscal years ending September 30, 2022, with
the opportunity to extend the contract for four additional fiscal years, subject to annual review and
recommendation by the Town Manager.
As requested by the Town, we have enclosed below the all‐inclusive maximum fee for the financial and
compliance audit services for the September 30, 2022 through 2026 year‐end audits. This sealed cost
proposal contains all pricing information relative to their performance. The detail of each year’s fee can be
found on the following pages.
2022 ‐ $19,500
2023 ‐ $20,000
2024 ‐ $20,500
2025 ‐ $21,500
2026 ‐ $22,000
As a Member of Mauldin & Jenkins, LLC, I am certified and authorized to represent Mauldin & Jenkins;
empowered to submit the bid; and authorized to sign a contract with the Town. The Town of Gulf Stream,
Florida would continue to be an important client to us and one we would be proud to serve. We offer you a
team with significant government experience in Florida and the Southeast. We sincerely appreciate the
opportunity to serve the Town, and look forward to hearing from you.
Sincerely,
MAULDIN & JENKINS, LLC
Wade Sansbury, CPA, Partner Daniel Anderson, CPA, Partner
wsansbury@mjcpa.com danderson@mjcpa.com
941‐741‐2255 (direct) 1401 Manatee Ave West, Suite 1200
Bradenton, Florida 34205
941‐741‐2213 (direct)
855‐891‐0070 (toll free)
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
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INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
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SCHEDULE OF PROFESSIONAL FEES AND EXPENSES
FOR THE AUDIT OF THE 2022 FINANCIAL STATEMENTS
Hours Hourly Rate Total
Partners 30 $280 8,400$
Supervisory Staff 50 180 9,000
Staff Professionals 40 150 6,000
Total for Services Described in RFP 120 23,400
Out‐of‐Pocket Expenses:
Meals and Lodging 1,500
Transportation 500
Mauldin & Jenkins Discount from Standard Fees and Expenses (5,900)
Total All Inclusive not to Exceed Price for 2022 Audit 19,500$
SCHEDULE OF PROFESSIONAL FEES AND EXPENSES
FOR THE AUDIT OF THE 2023 FINANCIAL STATEMENTS
Hours Hourly Rate Total
Partners 30 $285 8,550$
Supervisory Staff 50 185 9,250
Staff Professionals 40 155 6,200
Total for Services Described in RFP 120 24,000
Out‐of‐Pocket Expenses:
Meals and Lodging 1,500
Transportation 500
Mauldin & Jenkins Discount from Standard Fees and Expenses (6,000)
Total All Inclusive not to Exceed Price for 2023 Audit 20,000$
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
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SCHEDULE OF PROFESSIONAL FEES AND EXPENSES
FOR THE AUDIT OF THE 2024 FINANCIAL STATEMENTS
Hours Hourly Rate Total
Partners 30 $285 8,550$
Supervisory Staff 50 185 9,250
Staff Professionals 40 155 6,200
Total for Services Described in RFP 120 24,000
Out‐of‐Pocket Expenses:
Meals and Lodging 1,500
Transportation 500
Mauldin & Jenkins Discount from Standard Fees and Expenses (5,500)
Total All Inclusive not to Exceed Price for 2024 Audit 20,500$
SCHEDULE OF PROFESSIONAL FEES AND EXPENSES
FOR THE AUDIT OF THE 2025 FINANCIAL STATEMENTS
Hours Hourly Rate Total
Partners 30 $290 8,700$
Supervisory Staff 50 190 9,500
Staff Professionals 40 160 6,400
Total for Services Described in RFP 120 24,600
Out‐of‐Pocket Expenses:
Meals and Lodging 1,500
Transportation 500
Mauldin & Jenkins Discount from Standard Fees and Expenses (5,100)
Total All Inclusive not to Exceed Price for 2025 Audit 21,500$
INDUSTRY EXPERTISE | PROACTIVE SERVICE | PROVEN RESULTS
SINCE 1918
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SCHEDULE OF PROFESSIONAL FEES AND EXPENSES
FOR THE AUDIT OF THE 2026 FINANCIAL STATEMENTS
Hours Hourly Rate Total
Partners 30 $295 8,850$
Supervisory Staff 50 195 9,750
Staff Professionals 40 165 6,600
Total for Services Described in RFP 120 25,200
Out‐of‐Pocket Expenses:
Meals and Lodging 1,500
Transportation 500
Mauldin & Jenkins Discount from Standard Fees and Expenses (5,200)
Total All Inclusive not to Exceed Price for 2026 Audit 22,000$
Important Notes to be Considered:
Note (1) – Unlimited Correspondence: It is Mauldin & Jenkins’ policy to not charge for routine
conversations that occur between the Town and Mauldin & Jenkins. We encourage communication
throughout the year. If significant research is involved, we will discuss with you any potential fees prior to
beginning.
Note (2) – Free Periodic Continuing Education: As noted in our Technical Proposal, we provide free
continuing education classes to our clients. This could amount to approximately $2,000 of annual savings
for the Town’s estimated finance department per person.
Note (3) – Additional Services: If it should become necessary for the Town to request Mauldin & Jenkins to
provide any additional services (such as bond assurances, etc.), then such additional work shall be
performed only if set forth in an addendum to the contract between the Town and Mauldin & Jenkins.
Costs for providing additional services would be agreed‐upon with management, utilizing hourly rates as
listed above for each respective year.
Note (4) – No Hidden Fees or Costs: The pricing schedules contain all pricing information relative to
performance of the audit as required by the Town including all reimbursement for travel, lodging,
communications, etc. Our estimated number of hours and the associated fee estimate indicated are based
on our professional judgment and experience with similar governmental entities. So long as there are no
significant changes in the operations of the Town and or the scope of services requested or significant
problems requiring additional time, our quoted fees will not change.
Note (5) – Single Audit Costs: Because the Town does not always meet the Single Audit requirement, we
have elected to price this service separately. This way the Town will only pay for this service if and when
needed. We propose a cost of $4,500 per major program over the term of the Town contract.
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