Joe BlattHost
The audit committee charter should clearly delineate the following: the audit committee's responsibility over the oversight of the audit, including the selection of the external auditors, review and acceptance of the audit engagement letter, as well as the required meetings with the auditors, both pre and post-audit.

The charter should also include the responsibilities of the audit committee relating to hiring and evaluating the auditors.

Unlike publicly traded organizations, audit committees do not need to constantly change their audit firms, but evaluating their performance should be part of the committee's responsibility.

The evaluation should include the team's responsiveness to questions, fees charged, the team's technical abilities, and their knowledge of your industry.

As mentioned earlier, the charter should decide when and if the audit committee can approve the signing of the audit report.

Many organizations prefer the board to review the audit prior to issuance and have the audit committee only recommend to the board the audit be approved.

However, due to timing of deadlines and board meeting schedules, many boards will allow the audit committee to approve the audit more expeditiously.

This is common when there's tight deadlines due to debt covenants, cost reports, and other government compliance requirements.

The charter should also require the committee to meet with the auditors without management present for at least part of each meeting.

During this meeting, the committee can ask questions about management's cooperation with the audit and their integrity, any recommendations the auditors may want to make off the record, and allow the committee to ask questions they may not feel comfortable to do in front of management.

Even if nothing significant is discussed in these meetings, it's a reminder to management that the auditors work for the audit committee and not for management.

The audit committee charter should clearly delineate the following: the audit committee's responsibility over the oversight of the audit, including the selection of the external auditors, review and acceptance of the audit engagement letter, as well as the required meetings with the auditors, both pre and post-audit.

The charter should also include the responsibilities of the audit committee relating to hiring and evaluating the auditors.

Unlike publicly traded organizations, audit committees do not need to constantly change their audit firms, but evaluating their performance should be part of the committee's responsibility.

The evaluation should include the team's responsiveness to questions, fees charged, the team's technical abilities, and their knowledge of your industry.

As mentioned earlier, the charter should decide when and if the audit committee can approve the signing of the audit report.

Many organizations prefer the board to review the audit prior to issuance and have the audit committee only recommend to the board the audit be approved.

However, due to timing of deadlines and board meeting schedules, many boards will allow the audit committee to approve the audit more expeditiously.

This is common when there's tight deadlines due to debt covenants, cost reports, and other government compliance requirements.

The charter should also require the committee to meet with the auditors without management present for at least part of each meeting.

During this meeting, the committee can ask questions about management's cooperation with the audit and their integrity, any recommendations the auditors may want to make off the record, and allow the committee to ask questions they may not feel comfortable to do in front of management.

Even if nothing significant is discussed in these meetings, it's a reminder to management that the auditors work for the audit committee and not for management.
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