The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.
The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The size of the office staff precludes a proper segregation of functions to assure adequate internal control.
This is not unusual for Districts your size, but the Board of Education and management should continue to be aware of this condition and to realize that the concentration of duties and responsibilities in a limited number of individuals is not desirable for an effective system of internal control. Under these conditions, the most effective controls lie in the Board of Education’s and management’s knowledge of matters relating to the District’s operations.
Management and the Board will continue to be aware of this condition and continue to be involved in the matters relating to the District’s operations. However, it is not feasible or cost effective to add staff to achieve the desired level of internal control.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.
The Uniform Guidance and the State Single Audit Guidelines requires the District to prepare appropriate financial statements, including the schedules of expenditures of federal and state awards. While the current staff of the District maintains financial records supporting amounts reported in the schedules of expenditures of federal awards, the District contracts with its auditor to compile the data from these records and prepare the single audit report for the District.
We recommend District personnel continue reviewing the District’s single audit report prepared by its auditor. While it may not be cost beneficial to hire additional staff to prepare these items, a thorough review of this information by appropriate staff of the District is necessary to ensure all federal and state programs are properly reported in the District’s single audit report.
Management and the Board will continue to designate competent staff to oversee and review the financial reports and approve them before issuance. However, it is not feasible or cost effective to add staff with the competence to prepare these reports.