An efficient pre-audit facilitates a smoother,
quicker, less disruptive and less expensive annual audit.
The Walker & Armstrong Difference
We do not simply help you comply.
We help you succeed.
Walker & Armstrong was established in 1971 on a
simple premise: To help our clients enhance their success and achieve their
goals. The importance of delivering uncompromising client service – as you
define it – and exceeding your expectations is instilled at all levels of our
firm, and it is fundamental to our core values of:
The “Walker & Armstrong Difference” is
evident to the hundreds of business owners with whom we have served as partners
in planning and progress.
We Are Easy to Work With. You will appreciate
our experience with companies like yours, our consistency in staffing from year
to year, and our emphasis on careful planning, hands-on partner involvement and
effective communication. Our ability to anticipate the course of your engagement
protects you from unwanted surprises and unnecessary disruptions to your
We Honor Our Commitments. We understand the
frustration and risk stemming from missed deadlines and broken promises. That is
why, at every step in the process, from staffing your engagement and calendaring
our target dates to delivering the finished product, our focus is on meeting
your expectations for timeliness, accuracy and thoroughness.
We oversee the preparation for the annual audits of
municipal and tribal governments;
not-for-profit entities; and business
entities. Our valuable “pre-audit” services, which make
up the first step in the process of an audit, include project management and
staff training in audit preparation.
During a pre-audit, the entity’s
financial documents are examined to ensure that all information is correct
before the company or individual undergoes an official audit. By paving the way
for your annual audit, an efficient pre-audit facilitates a smoother, quicker,
less disruptive and less expensive annual audit.
We can assist with preparing, from
information you provide, the following documents and schedules:
Financial statements, notes to the financial statements, and
Bank reconciliations including journal entries to record the
Receivable listings and reconciliation to the general ledger
Fixed asset schedules including depreciation
Accrued payroll and related liabilities to the adjusted trial
Reconciliation of equity
Reconciling the Treasurer’s cash balance to the general ledger
(specific to county governments)
Receivables such as amounts “due from other governments” and
Amounts due to and from other funds
Reconciliation of capital outlay expenditures to the capital
Debt service expenditures to the long-term debt activity
Schedule of interfund transfers, including reconciliation to
the adopted budget
Preparation of the
Schedule of Expenditures of Federal Awards
Indirect cost proposals.
Schedule of promise to give (pledges)
Analysis of net asset restrictions
Cost allocations between
program and supporting services, including joint cost allocations.