10-119 Macias Gini & O'Connell LLP for Professional Services AGREEMENT
BETWEEN
CITY OF CUPERTINO
AND
MACIAS GINI & O'CONNELL LLP
FOR
PROFESSIONAL SERVICES
THIS IS AN AGREEMENT MADE AS OF March 17, 2010, BETWEEN CITY
OF CUPERTINO (hereinafter referred to as City), and MACIAS GINI & O'CONNELL
LLP (hereinafter referred to as Consultant).
WITNESSETH:
WHEREAS, CITY intends to prepare audited financial statements and reports
(hereinafter referred to as Project) and,
WHEREAS, CITY requires certain professional services in connection with Project
(hereinafter referred as Services); and
WHEREAS, Consultant is qualified and prepared to provide such Services;
NOW, THEREFORE, in consideration of the promises contained herein, the parties agree
as follows:
ARTICLE 1 - SERVICES TO BE PERFORMED BY CONSULTANT
1.1 Specific Services and the associated scope of services, payment, schedule, and
personnel are defined in specific Proposal to Provide Annual Audit Services dated
January 6, 2010, with Amended Exhibit A Total Maximum Price and Total
Estimated Hours per Fiscal Year, and Engagement Letter dated February 19, 2010
(referred together as Proposal), as mutually agreed by City and Consultant.
1.2 The Proposal, by reference, incorporates the terms and conditions on this
Agreement, and becomes formal amendments hereto.
ARTICLE 2 - COMPENSATION
2.1 Compensation for Consulting services performed under this Agreement shall be
compensated as described in the Proposal.
g:\Iinance\ audit \audit fy IOUfp \macias gini oconncll audit agreement 2010 vi.docx
ARTICLE 3 - PERIOD OF SERVICE
3.1 Consultant's services will be performed and the specified services rendered and
deliverables submitted within the time period or by the date stipulated in the
Proposal.
3.2 Consultant's services under this Agreement for each fiscal year will be considered
complete when the services are rendered and all deliverables are submitted and
accepted by the City for that fiscal year.
3.3 If any time period within or date by which any of the Consultant's services are to
be completed is exceeded through no fault of Consultant, all amounts of
compensation and the time for completion of performance shall be subject to
equitable adjustment.
ARTICLE 4 - CITY'S RESPONSIBILITIES.
City will do the following in a timely manner so as not to delay the services of
Consultant.
4.1 Provide all criteria and full information as to City's requirements for the
services assignment and designate in writing a person with authority to act on
City's behalf on all matters concerning the Consultant's services.
4.2 Furnish to Consultant all existing reports and other available data
pertinent to the Consultant's services and Consultant shall be entitled to use and
rely upon all such information provided by City in performing Consultant's
services under this Agreement.
4.3 Arrange for access to and make all provisions for Consultant to enter upon public
and private property as required for Consultant to perform services hereunder.
4.4 Perform such other functions as are indicated in Proposal related to duties
of City.
4.5 Bear all costs incident to compliance with the requirements of this Section.
ARTICLE 5 - STANDARD OF CARE
5.1 Consultant shall exercise the same degree of care, skill, and diligence in the
performance of the Services as is ordinarily provided by a professional Consultant
under similar circumstance and Consultant shall, at no cost to City, re- perform
services which fail to satisfy the foregoing standard of care.
ARTICLE 6 - SUBCONTRACTING
PC /CITY /FRMS /A92502 2
6.1 No subcontract shall be awarded by Consultant until prior written approval is
obtained from the City.
ARTICLE 7 — CONSULTANT - ASSIGNED PERSONNEL
7.1 Consultant shall designate in writing an individual to have immediate
responsibility for the performance of the services and for all matters relating to
performance under this Agreement. Key personnel to be assigned by Consultant
and substitution of assigned persons shall be stipulated in Proposal.
ARTICLE 8 - OWNERSHIP OF DOCUMENTS
8.1 Disclosure of work products, data, reports, files, estimates and other such
information and materials as may be accumulated by Consultant to complete
services under this Agreement shall be stipulated in the Proposal.
8.2 Consultant shall return documents obtained from the City before the end of
fieldwork, unless otherwise stated by the City.
8.3 All deliverables prepared by Consultant pursuant to this Agreement are
instruments of service in respect to this project. They will be a matter of public
record after presentation to the City Council or its respective subcommittees.
ARTICLE 9 - RECORDS OF LABOR AND COSTS
9.1 Consultant shall maintain for the Proposal, records of labor and costs used in
claims for compensation under this Agreement. Records shall mean a
contemporaneous record of time for personnel; a methodology and calculation of
the billing rate; and invoices, time sheets, or other factors used as a basis for
billable expenses. These records must be made available to the City upon
reasonable notice of no more than 48 hours during the period of the performance
of this Agreement.
9.2 After delivery of each year of Services under this Agreement, the Consultant's
records of all costs used in claims for compensation under this Agreement shall be
available to the City for inspection and verification. These records will be
maintained by Consultant and made reasonably accessible to the City for a period
of three (3) years after completion of each year of the Proposal under this
Agreement.
9.3 Consultant agrees to cooperate and provide any and all information concerning
the Project costs which are a factor in determining compensation under this
Agreement as requested by the City or any public agency which has any part in
providing financing for, or authority over, the Services which are provided under
the Agreement.
PC /CFI'Y/FRMS /A92542 3
9.4 Failure to provide documentation or substantiation of all Project costs used as a
factor in compensation paid under Article 2 hereof will be grounds for City to
refuse payment of any statement submitted by the Consultant and for a back
charge for any City funds, including interest from payment; or grant, matching or
other funds from agencies assisting City in financing the Services specified in this
Agreement.
ARTICLE 10 - INSURANCE
Consultant shall provide and maintain at all times during the performance of the
Agreement the following insurances:
10.1 Workers' Compensation and Employer's Liability Insurance for protection of
Consultant's employees as required by law and as will protect Consultant from
loss or damage because of personal injuries, including death, to any of his
employees.
10.2 Comprehensive Automobile Liability Insurance. Consultant agrees to carry a
Comprehensive Automobile Liability Policy providing bodily injury liability.
This policy shall protect Consultant against all liability arising out of the use of
owned or leased automobiles both passenger and commercial. Automobiles,
trucks, and other vehicles and equipment (owned, not owned, or hired, licensed or
unlicensed for road use) shall be covered under this policy. Limits of liability for
Comprehensive Automobile Liability Insurance shall not be less than $1,000,000
Combined Single Limit.
10.3 Comprehensive General Liability. Insurance as will protect Consultant and
City from any and all claims for damages or personal injuries, including death,
which may be suffered by persons, or for damages to or destruction to the
property of others, which may arise from the Consultant's operations under this
Agreement, which insurance shall name the City as additional insured. Said
insurance shall provide a minimum of $1,000,000 Combined Single Limit
coverage for personal injury, bodily injury, and property damage for each
occurrence arid aggregate. Such insurance will insure Consultant and City from
any and all claims arising from the following:
1. Personal injury;
2. Bodily injury;
3. Property damage;
4. • Broad form property damage;
5. Independent contractors;
6. Blanket contractual liability.
10.4 Consultant shall maintain a policy of professional liability insurance, protecting it
PC /CIT WI' RMS /A92502 4
against claims arising out of negligent acts, errors, or omissions of Consultant
pursuant to this Agreement, in an amount of not less than $1,000,000. The said
policy shall cover the indemnity provisions under this Agreement.
10.5 Consultant agrees to maintain such insurance at Consultant's expense in full force
and effect in a company or companies satisfactory to the City. All coverage shall
remain in effect until completion of the Project.
10.6 Consultant will furnish the City with certificates of insurance issued by
Consultant's insurance carrier and countersigned by an authorized agent or
representative of the insurance company. The certificates shall show that the
insurance will not be cancelled, altered or reduced without at least thirty (30)
days' prior written notice to the City. The certificates for liability insurance will
show that liability assumed under this Agreement is included.
ARTICLE 11 - LIABILITY AND INDEMNIFICATION
11.1 Having considered the risks and potential liabilities that may exist during the
performance of the Services; and in consideration of the promises included
herein, City and Consultant agree to allocate such liabilities in accordance with
this Article 11. Words and phrases used in this Article shall be interpreted in
accordance with customary insurance industry usage and practice.
11.2 Consultant shall indemnify and save harmless and defend the City and all of
their agents, officers, and employees from and against all claims, demand, or
cause of action of every name and nature arising out of negligent error, omission,
or act of Consultant, its agents, servants, or employees in the performance of its
services under this Agreement.
11.3 In the event an action for damages is filed in which negligence is alleged on the
part of City and Consultant, Consultant agrees to defend City. In the event City
accepts Consultant's defense, City agrees to indemnify and reimburse Consultant
on a pro rata basis for all expenses of defense and any judgment or amount paid
by Consultant in resolution of such claim. Such pro rata share shall be based upon
a final judicial determination of negligence or, in the absence of such
determination, by mutual agreement.
11.4 Consultant shall indemnify City against legal liability for damages arising out
of claims by Consultant's employees. City shall indemnify Consultant against
legal liability for damages arising out of claims by City's employees.
11.5 Indemnity provisions will be incorporated into all Project contractual
arrangements entered into by City and will protect City and Consultant to the
same extent.
11.6 Upon completion of all services, obligations and duties provided for in the
PC/C IT Y/F RMS/A92502 5
Agreement, or in the event of termination of this Agreement for any reason, the
terms and conditions of this Article shall survive.
11.7 To the maximum extent permitted by law, Consultant's liability for City's
damage will not exceed the aggregate compensation received by Consultant under
this Agreement or the maximum amount of professional liability insurance
required by this Agreement, which ever is greater.
ARTICLE 12 - INDEPENDENT CONTRACTOR
Consultant undertakes performance of the Services as an independent contractor and shall
be wholly responsible for the methods of performance. City will have no right to
supervise the methods used, but City will have right to observe such performance.
Consultant shall work closely with City in performing Services under this Agreement.
ARTICLE 13 - COMPLIANCE WITH LAWS
In performance of the Services, Consultant will comply with applicable regulatory
requirements including federal, state, and local laws, rules, regulations, orders, codes,
criteria and standards. Consultant shall procure the permits, certificates, and licenses
necessary to allow Consultant to perform the Services.
ARTICLE 14 - NONDISCLOSURE OF PROPRIETARY INFORMATION
Consultant shall consider all information provided by City and all reports, studies, and
other documents resulting from the Consultant's performance of the Services to be
proprietary unless such information is available from public sources. Consultant shall not
publish or disclose proprietary information for any purpose other than the performance of
the Services without the prior written authorization of City or in response to legal
process.
ARTICLE 15 - TERMINATION OF CONTRACT
15.1 The obligation to continue Services under this Agreement may be terminated by
either party upon seven days written notice in the event of substantial failure by
the other party to perform in accordance with the terms hereof through no fault of
the terminating party.
15.2 City shall have the right to terminate this Agreement or suspend performance
thereof for City's convenience upon written notice to Consultant, and Consultant
shall terminate or suspend performance of Services on a schedule acceptable to
City. In the event of termination of suspension for City's convenience, City will
pay Consultant for all services performed and costs incurred including termination
or suspension expenses. Upon restart of a suspended project, equitable
adjustment shall be made to Consultant's compensation.
PC /CrrY/FR,MS /A92502 6
•
ARTICLE 16 - UNCONTROLLABLE FORCES
16.1 Neither City nor Consultant shall be considered to be in default of this
Agreement if delays in or failure of performance shall be due to uncontrollable
forces, the effect of which, by the exercise of reasonable diligence, the
nonperforming party could not avoid. The term "uncontrollable forces" shall
mean any event which results in the prevention or delay of performance by a party
of its obligations under this Agreement and which is beyond the control of the
nonperforming party. It includes, but is not limited to, fire, flood, earthquake,
storms, lightening, epidemic, war, riot, civil disturbance, sabotage, inability to
procure permits, licenses, or authorizations from any state, local, or federal
agency or person for any of the supplies, materials, accesses, or services required
to be provided by either City or Consultant under this Agreement, strikes, work
slowdowns or other labor disturbances, and judicial restraint.
16.2 Neither party shall, however, be excused from performance if nonperformance is
due to uncontrollable forces which are removable or remediable, and which the
nonperforming party could have, with the exercise of reasonable diligence,
removed or remedied with reasonable dispatch. The provisions of this Article
shall not be interpreted or construed to require Consultant or City to prevent,
settle, or otherwise avoid a strike, work slowdown, or other labor action. The
nonperforming party shall, within a reasonable time of being prevented or delayed
from performance by an uncontrollable force, give written notice to the other
party describing the circumstances and uncontrollable forces preventing continued
performance of the obligations of this Agreement. The Consultant will be
allowed reasonable negotiated extension of time or adjustments for City initiated
temporary stoppage of services.
ARTICLE 17 - MISCELLANEOUS
17.1 A waiver by either City or Consultant of any breach of this Agreement shall
not be binding upon the waiving party unless such waiver is in writing. In the
event of a written waiver, such a waiver shall not affect the waiving party's rights
with respect to any other or further breach.
17.2 The invalidity, illegality, or unenforceability of any provision of this Agreement,
or the occurrence of any event rendering any portion or provision of this
Agreement void, shall in no way effect the validity or enforceability of any other
portion or provision of the Agreement. Any void provision shall be deemed
severed from the Agreement and the balance of the Agreement shall be construed
and enforced as if the Agreement did not contain the particular portion or
provision held to be void.
ARTICLE 18 - INTEGRATION AND MODIFICATION
PC /CITY /PRMS /A92502 7
18.1 This Agreement (consisting of pages 1 to 9), together with the Proposal
is adopted by City and Consultant as a complete and exclusive statement of the
terms of the Agreement between City and Consultant. This Agreement
supersedes all prior agreements, contracts, proposals, representations,
negotiations, letters, or other communications between the City and Consultant
pertaining to the Services, whether written or oral.
18.2 The Agreement may not be modified unless such modifications are evidenced in
writing signed by both City and Consultant.
ARTICLE 19- SUCCESSORS AND ASSIGNS
19.1 City and Consultant each binds itself and its directors, officers, partners,
successors, executors, administrators; assigns and legal representatives to the
other party to this Agreement and to the partners, successors, executors,
administrators, assigns, and legal representatives of such other party, in respect to
all covenants, agreements, and obligations of this Agreement.
19.2 Neither City nor Consultant shall assign, sublet, or transfer any rights under or
interest in (including, but without limitation, monies that may become due or
monies that are due) this Agreement without the written consent of the other,
except to the extent that the effect of this limitation may be restricted by law.
Unless specifically stated to the contrary in any written consent to an assignment,
no assigiunent will release or discharge the assignor from any duty or
responsibility under this Agreement. Nothing contained in this paragraph shall
prevent Consultant from employing such independent consultants, associates, and
subcontractors as he may deem appropriate to assist him/her in the performance of
the Services hereunder and in accordance with Article 6.
19.3 Nothing herein shall be construed to give any rights or benefits to anyone other
than City and Consultant.
PC /CITY /FRMS /A92502 8
•
ARTICLE 20- EXECUTION
IN WITNESS THEREOF, the parties hereto have made and executed this Agreement as
of the clay and year first above written.
CITY OF CUPERTINO MACIAS GINI & O'CONNELL LLP
By: ( By: ; y /
David W. Knapp Cynthia Pon
Title: City Manager Tile: Partner
Date: 3 , 2 2', ( Date: 3/2 y7
APPROVED AS TO FORM:
V__ 9A__\_
By:
Carol Korade
City Attorney
PC /CITY/FRMS /A92502 9
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PROPOSAL TO PROVIDE ANNUAL AUDIT SERVICES
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MACIAS GINI & O LLP
Certified Public Accountants & Management Consultants' " ` i " "
January 6, 2010
Mr. David Woo
Finance Director
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
Dear Mr. Woo:
On behalf of Macias Gini & O'Connell LLP (MGO), I am pleased to submit our proposal to provide annual audit services.
Below is an overview of why our firm is uniquely qualified to provide efficient and responsive professional services to the
City of Cupertino (the City).
Puhiic Sector Practice leader
MGO is California's leader in serving a broad range of local governments, with a client roster that includes large entities
such as the City of San Jose, City and County of San Francisco, and the County of Santa Clara, and local bay area cities such
as the cities of Foster City, San Ramon, and Santa Rosa. We bring a national reputation for service and quality in this practice
area including our role in the BDO Seidman Alliance as facilitators of the Government Industry Group, supporting alliance
member firms across the country in providing world -class service to public sector clients.
Our firm's public sector practice is one of the largest in the U.S. and offers unmatched resources in serving this highly
complex sector, with specialists who are dedicated to year -round service. In California, our local government specialists
have experience serving over 100 cities, 16 counties and more than 200 special purpose units of government. We have
assisted many of these entities not only to successfully meet the requirements of the new reporting model, but also to
receive certificates of achievement for excellence in financial reporting from the Government Finance Officers Association.
Po,iiioncdl for Optimal S,:rvtci to tlic (:its
We bring extensive experience providing auditing and consulting services to many of the most diverse cities in the state
and the nation. We understand the operations, reporting processes and the level of coordination required to complete an
efficient audit. Throughout the engagement we will focus on:
) Translating our experience into best practices advice and cost - beneficial solutions to managing efficient use of
public resources. In light of heightened public scrutiny of governmental operations, we offer a fresh evaluative
view of your operations, financial information, and internal control and compliance systems.
Offering effective and tested approaches conducted by experienced governmental auditors in a cost - efficient
manner. Our auditors have a broad perspective of how cities conduct business and manage public resources.
Because of our depth of experience, we can offer practical solutions without time- intensive re- engineering of job
processes. Simply stated, we have the expertise and experience to serve you more efficiently than any other firm.
www.:' , ,,cpa.com An Independent Member of the BDO Seidman Alliance
Providing comprehensive training to your staff as part of MGO's annual governmental update program. We have
annually provided one day of comprehensive training to our clients at no additional cost, designed to help you
comply with the new auditing standards, new government accounting standards pronouncements and new
federal compliance requirements, including provisions of the American Recovery Reinvestment Act.
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In 2007, the Public Accounting Report ranked MGO as the 29th fastest - growing CPA firm in the nation and "a firm to watch"
in the West. We are extremely proud of our growth and leadership role in the public accounting industry. Our partners
have invested significant energy and resources in participating with standard - setting bodies, industry groups and other
regulatory authorities. The American Institute of Certified Public Accountants (AICPA), the Governmental Accounting
Standards Board (GASB) and others have recognized our participation and commitment to helping shape the standard -
setting and thought landscape. We have the unique honor of giving "voice" to our clients in the development of our
profession's policies and standards, and would be honored to count the City among the premier clients we serve.
In our proposal which follows, we describe our qualifications, the experience and credentials of your engagement team,
and the scope and approach of our audit services. We are confident that as you plan for your future needs, you will be
convinced that MGO is your best choice.
We appreciate this opportunity to present our proposal to serve the City. As a Partner, I am authorized to represent the firm
as well as to sign for and obligate the firm contractually. If you have any questions, or if we can be of assistance to you in
any way during your proposal or selection process, please do not hesitate to call me at 925.395.2803.
Sincerely,
MACIAS GINI & O'CONNELL LLP
Certified Public Accountants
and Management Consultants
Cynthia Pon, CPA
Partner
CP /cf
SECTION 1 - TABLE OF CONTENTS
SECTION 2 - EXECUTIVE SUMMARY 1
SECTION 3 - PROJECT PLAN
UNDERSTANDING OF THE SCOPE OF REQUIRED SERVICES
FOR THE CITY 3
GENERAL AUDIT APPROACH 6
SEGMENTATION 10
ANALYTICAL PROCEDURES 11
INTERNAL CONTROL APPROACH 12
LAWS AND REGULATIONS APPROACH 13
SAMPLING APPROACH 14
COMPILATION SERVICES 16
SECTION 4 - RESOURCE PLAN
A. GENERAL REQUIREMENTS 17
B. INDEPENDENCE 17
C. LICENSE TO PRACTICE IN CALIFORNIA 17
D. FIRM QUALIFICATION AND EXPERIENCE 17
E. PARTNER, SUPERVISORY AND STAFF QUALIFICATIONS AND
EXPERIENCE 20
F. SIMILAR ENGAGEMENTS WITH OTHER ENTITIES, REFERENCES 32
SECTION 5 - PRICING 39
SECTION 6 - COMPANY IDENTIFICATION 45
APPENDIX -
INSURANCE CERTIFICATES 46
SECTION 2 - EXECUTIVE SUMMARY
We are enthusiastic about serving the citizens, elected officials and management of the City of Cupertino (City). We take
pride in our services and perform our work with excellence so that the community, elected officials and City management,
as well as grantor agencies and creditors, will continue to have the utmost confidence in your financial statements, internal
control systems and compliance with laws and regulations. Highlighted below are the reasons we believe Macias Gini &
O'Connell LLP (MGO) is your best choice:
\ n Inde1 >endent, Fresh Look and l: valuation (Objectives and Procedures)
There has been much debate by regulators and the audit proc=ession about the pros and cons of auditor rotation and
its frequency. There are indeed qualitative and quantitive benefits that accrue to the City by retaining the same audit
firm for several years. These benefits are especially felt in the first year of transition. We are expert government auditors
because serving local government is the core of our practice. that experience, coupled with our depth and breadth of
California local governments, will minimize the learning curve pains often experienced with new auditors. In these times
of increased public scrutiny and the community's demand for ccountability in not only the private sector, but also and,
more importantly, for those who maintain the public trust in managing the taxpayers' resources, auditor rotation is one
way for the City to fulfill its public trust responsibilities. We believe auditing is an art, not a science, and is only as effective
as the quality of the people chosen to perform the work. We will evaluate your systems, policies, and procedures from the
ground up — we will take an independent and fresh look at the financial and operational controls of the City and report
back to the City's oversight bodies and management with insigitful and meaningful observations and suggestions, both
informally and in a letter to management.
\ Chaneinse I':nv�ir' nment ,Technical \pproach and Plan of \ \c>rki
Governments have seen many changes in accounting and financial reporting, and there are many more to come given
the Government Accounting Standards Board's (GASB) Technical Agenda for the next few years. The auditing profession
has also experienced changes as a result of the Enron failure (and others) culminating in the Sarbanes -Oxley Act of 2002
and changes to the independence standards and a revision of GAO's Government Auditing Standards. Our profession is
now experiencing the same kind of scrutiny as the organizations we audit. These changes have dramatically increased the
complexity to perform high quality audits, especially for complicated entities like the City. Some of the recent changes,
which will impact the City's audit, are provided below:
• GASB Statement Nos. 51, 53,54, and 57
• Statement on Auditing Standard No. 115, Communicating Internal Control Related Matters Identified in an Audit.
• Revised Government Auditing Standards and the additional auditor responsibility for reporting abuse
MGO's audit approach is tailored to meet the specific needs of the City and will factor this changing environment. As
described on pages 6 to 16, we will leverage off of our experience base and build upon on deep understanding of California
local governments. As conditions change, we will modify our understanding of key audit areas through our audit plans
and assessments.
r 1'u1T11cc Scoot. Practice (Organi7:uion)
Our firm's public sector practice is one of the largest in the couitry and offers unmatched resources in serving this highly
complex sector. Our professionals are dedicated year -round to serving clients in all areas of the public sector, at all levels
of government. In California, our local government specialists 'lave experience serving more than 100 cities, 20 counties
and 200 special purpose units of government. We have assisted many of these entities not only to successfully meet
the requirements of the new reporting model, but also to receive Certificates of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association.
1
SECTION 2 - EXECUTIVE SUMMARY
r tlninatelled h,xperience and l ;xperti'se ,Personnel)
We have assembled independent engagement teams that include the best audit, government advisory and industry
specialists in our profession. Members of the City's engagement team have extensive experience serving some of the
most complex governments in the state and nation, including: the cities of San Francisco, Oakland, and San Jose and the
counties of Alameda, San Mateo and Santa Clara and other local cities similar to the City of Cupertino such as the cities of
Foster City, San Ramon and Union City.
Key members of the City's engagement team include:
C sl'ai;>, P.�n ".PA Engagement Partner. Cindy is the Assurance and Government Advisory Services Partner in the San
Francisco Bay Area office of MGO. She has over 17 years of professional experience providing auditing, accounting and
consulting services to the public sector which includes over 25 cities, 5 counties and numerous special purpose entities
throughout California. Cindy is a contributing author to the State and Local Government Accounting chapter included in
the Accountants' Handbook 11th Edition, 2008 Supplement published by John Wiley & Sons, Inc.
Caroline Walsh, CPA - Technical Reviewer. Caroline has over 30 years of specialized experience in accounting, auditing
and consulting for local governmental agencies, nonprofit, insurance and healthcare, and corporate enterprises. In
October 2006, Caroline was appointed to the AICPA State and Local Government Expert Panel which provides our clients
with technical support for unique issues facing the industry. She also reviews and updates the AICPA guides for Audits of
State and Local Governments and serves as a liaison in activities with the Governmental Accounting Standards Board.
Craig o n er M.A_ CPA Engagement Manag Craig is a California CPA with over 9 years of professional experience
providing auditing, accounting and consulting services to the public sector. During the past year, Craig served as the audit
manager for the City of Oakland, County of Alameda, Alameda- Contra Costa Transit District and the Transbay Joint Powers
Authority.
Yura Kang, CPA - Engagement Senior. Yura joined MGO in 2005 and has over 4 years of public accounting experience.
Prior to joining MGO, Yura worked at Samil PriceWaterhouseCoopers in Seoul, Korea. During the past year, Yura served as
the audit senior for the City of Half Moon Bay, County of Santa Clara and the San Francisco County Transportation Authority.
Ou;ilir', and Responsive Service
We provide service, which stresses responsive attention year- round. Close communication with our clients is one of our
top service qualities - it is the only way we serve our clients. We will work with you as business advisors, and we will place
special emphasis on being actively involved in all matters to you. Accordingly, we will meet with you regularly to stay
abreast of your service needs and special concerns. You can call upon us as a resource at any time.
Value .Added Client Service
Our fee philosophy is to ensure long -term client relationships by offering fair and competitive pricing. After years of
experience, we have developed an in -depth understanding of the resources required to perform engagements of this size
and magnitude. We understand that the City requires a high level of expertise and specialized skills that cross multiple
disciplines. Our professionals have a reputation for demonstrating an uncompromising dedication to responsive, value -
added client service. We believe our proposed fees reflect our expertise and experience.
2
SECTION 3 - PROJECT PLAN
UNDERSTANDING OF THE SCOPE OF REQUIRED SERVICES FOR THE CITY
A description of the nature of services required by the City for the fiscal years ending June 30, 2010, 2011, 2012, 2013 and
2014 is provided below.
L:u, nuual l inanci,ii Rcp
We will perform a financial audit of the City's Comprehensive Annual Financial Report (CAFR) in accordance with auditing
standards generally accepted in the United States of America (GAAS) as promulgated by the American Institute of Certified
Public Accountants (AICPA) and the standards applicable to financial audits contained in Government Auditing Standards,
issued by the Comptroller General of the United States for the purpose of expressing opinions on the fair presentation
of the City's opinion units in conformity with accounting principles generally accepted in the United States of America
(GAAP). In addition we will perform certain limited procedures nvolving required supplementary information mandated
by the Governmental Accounting Standards Board as required by GAAS.
Our objective is to provide audit plans that are both realistic and mutually acceptable, thus forming the basis by which
audit progress can be measured. Frequent communication is required for the audit plans to be an effective management
tool. We will meet with the City's Finance Director or his designees on a regular basis to report the progress of our audits,
and any preliminary findings. We expect the City to communicate any foreseeable delays in the delivery of accounting
records, financial statements, and /or other documents needed to complete our work.
We propose to address all key accounting and reporting issues that could potentially affect our audit opinion up front.
Proper planning, timely communications, and the prompt resolution of reporting issues will lead to a smooth transition
and timely completion of the engagements.
It is our understanding that staff of the City currently produces schedule and other back up source information for the
balance sheet accounts at year -end (accounts receivable listing, accounts payable listing, compensated absences listing,
bank reconciliations, schedule of fixed assets, etc.) MGO will produce any other necessary schedules and pull invoices and
documentation whenever possible. City staff will help obtain any other necessary information. Further, we understand
that the City is responsible for the reproduction of the CAFR.
port- t i nag( incur
We will issue a report to management (management letter), which discusses required communications and control
deficiencies related to the City in accordance with auditing stardards generally accepted in the United States of America.
Our report will address the systems of internal control; accounting and financial systems, functions, procedures, and
processes, especially with regard to cost effectiveness; and compliance with laws, regulations, contracts, and grants. It
is our firm's policy to discuss all findings and recommendations with the appropriate management personnel prior to
inclusion in our report.
3
SECTION 3 - PROJECT PLAN
Single :audit Reports
We will conduct a separate Single Audit of the City in accordance with the federal Single Audit Amendments of 1996; the
provisions of U.S. Office of Management and Budget (OMB) Circular A -133, Audits of States, Local Governments and Non -Profit
Organizations; and the related compliance supplements for Single Audits of State and Local Governments. The audit will
be in the financial and compliance type described in the Standards for Audits of Governmental Organizations, Programs,
Activities and Functions published by the Comptroller General of the United States. It is our understanding that the City
will provide information necessary to prepare the schedule of expenditures of federal awards and MGO is responsible for
the preparation, editing, printing and reproduction of the City's Single Audit Reports.
Citv of Cupertino', Redcvclopment . Agencv
We will perform a financial and compliance audit of the City of Cupertino's Redevelopment Agency (CRA) and issue a report
on compliance in accordance with the current Guidelines for Compliance Audits of California Redevelopment Agencies,
issued by the State Controller's Office, Division of Local Government Fiscal Affairs. It is our understanding that the CRA will
prepare the management's discussion and analysis; financial statements, and notes to the financial statements prior to the
start of year -end fieldwork.
Invr,ttnent Policy _Agrccd t:lp( Procedure, Report
We will apply the procedures enumerated in the California Committee on Municipal Accounting's White Paper on applying
agreed -upon procedures to investment portfolios of local governments. These procedures will be performed solely to
assist you in evaluating the City's compliance with its Investment Policy. We understand that MGO is responsible for the
preparation, editing, printing and reproduction of 35 copies of these reports.
Proposition III Compliance Report
We will apply the procedures enumerated below to the City's Appropriations Limit Worksheet. These procedures will be
performed solely to assist you in meeting the requirements of Section 1.5 of Article XIIIB of the California Constitution.
Procedures include:
Determine the Appropriations Limit resulting from the completion of various worksheets was adopted by the City
Council.
Determine that the population and inflation options were selected by a recorded vote of the City Council.
Determine that the actual revenues did not exceed the Appropriations Limit.
We understand that MGO is responsible for the preparation, editing, printing and reproduction the Gann Appropriations
Limit Report.
l LtnTortatic,n 1)cvclopnnrnt Act Compliance Rep,,rt
We will perform a compliance and financial audit in accordance with the Transportation Development Act guidelines
— Statutes and California Code of Regulations.
Stale Controller's Report
We will prepare a report to the State Controller required under Government Code 53891 in accordance with the requirements
set forth in the applicable Uniformed System of Accounts for Public Transit Operators.
4
SECTION 3 - PROJECT PLAN
, „ utijar�l
All audits will be conducted, and reports issued, in accordance with the following standards:
Li Auditing Standards Generally Accepted in the United States of America as defined in the Statements on Auditing
Standards of the American Institute of Certified Public Accountants.
t Government Auditing Standards (Yellow Book) issued by the Comptroller General of the United States.
Li Audits of State and Local Governmental Units, published by the American Institute of Certified Public Accountants.
C i Governmental Accounting and Financial Reporting Standards published by the Governmental Accounting
Standards Board.
L_; Federal Single Audit Act Amendments of 1996.
C" Office of Management and Budget (OMB) Circular A -133, Audits of States, Local Governments, and Nonprofit
Organizations.
i
El Controller of the State of California, Guidelines for Corn pliance Audits of California Redevelopment Agencies.
\dditi��ual .A:,,sisrancc.
We will also perform the following tasks:
o Provide assistance to the City in meeting the requiremelts of the Government Finance Officers Association (GFOA)
of the United States and Canada Certificate of Achievement (COA) for Excellence in Financial Reporting program.
;:J Keep the City advised of new state and national developments affecting municipal finance, reporting, and trends.
El Perform certain limited procedures involving supplementary information required by the Governmental
Accounting Standards Board.
m
c ) Be available year-round to advise the City on various financial issues and to recommend the proper course of
action. We would also be pleased to provide the City with additional assurance and routine consulting services
on an as- needed basis.
MGO will provide at least fifty (50) hours of accounting research assistance for issues unrelated to the audit.
If requested, present our reports and management letters to the City's senior management and City Council.
o If the City requests, we are available to perform a "consent review" and issue a "consent and citation of expertise ".
We have provided such services for numerous other clients, including the City of Los Angeles and the County of
Orange.
I II
5
SECTION 3 - PROJECT PLAN
GENERAL AUDIT APPROACH
The new AICPA Risk Assessment Standards (SAS No. 104 to 111) represent one of the most significant changes in the audit
profession in decades. The Risk Assessment Standards are designed to help auditors plan and perform audit procedures
that will address assessed risks, enhance the auditor's response to audit risk and materiality, facilitate planning and
supervision and clarify the concept of audit evidence. The City's June 30, 2010 financial statement audit will be subject to
these standards. In response, MGO has adopted the structure of the BDO International audit approach as set out in the
diagram below:
•
Audit Control
• izeTerms o Engagement a.
at er In ormation 6 y
,�. Understand the business and accounting system
Determine audit units c
t . L
Planning M 'eve op udit trategy
• Assess inherent risk
Determine planningmaterality E
• Perform preliminary analytical review N
Determine areas of audit significance T
Assesscontrol environment
• Develop risk profile
• Determine nature and extent of audit procedures S
E
Executet eau•it R
Perform and evaluate `Il,
Execution Tests of controls V
... Substantive analytical procedures I
a r Other substantive and compliance procedures C
orm an • pinion
S Evaluate overall results of audit procedure
Perform final anal tical review
Completion � � I
eport �.
Issue audit report
Issue mana • ement letter
The approach entails an analysis of audit risks leading to a focus of audit effort. MGO have already used this approach in
our publicly traded audits and have provided training and educational programs related to these new standards since 2005
so that we can implement them seamlessly and without interruption to your schedule.
Our audit approach is tailored to meet the specific needs of each client. We will leverage off of our experience base and
build upon our deep understanding of governmental operations. As conditions change we will continue to develop our
understanding of critical audit areas through comprehensive audit planning and risk assessment.
6
SECTION 3 - PROJECT PLAN
The audit involves the following stages:
r r: ;> if-x!s, ; i ncj ac neon We first agree with the client the objectives of the engagement and the nature
and timing of our reports.
J . <.ttN .t inlorrnation - We develop an understanding of he client's business, information system and organization,
and the ways in which management exercises control.
±; +, , .31:€ c y Based on our knowledge, we t :hen move to a detailed assessment of the risks potentially
affecting the financial statements. A client- specific audit strategy is then developed, focusing our audit efforts
on financial statement areas where there are significant risks of material misstatement, whether due to fraud or
error. We select those procedures which will provide us with the necessary evidence with optimum timing and
efficiency.
i n< - We then perform the selected audit procedures, ensuring that they are carried out by staff
who have a level of experience and knowledge relevant to the planned procedures. The results are evaluated to
determine whether we have sufficient appropriate audit evidence or whether additional procedures need to be
performed.
r, _: .;r' 011iCx1 We draw together all the evidence we have obtained and consider whether we have obtained
reasonable assurance that the risk of material misstatement has been reduced to an appropriately low level.
r We issue our report, ensuring that it is a clear expression of opinion on the financial statements. In
addition we report on other matters covered by the terns of our engagement.
Throughout the audit process we gain knowledge which, combined with our general experience and expertise, provides us
with a unique insight into the City's operations and with opportunities for identifying improvements, not only with respect
to accounting and information systems but also regarding broacer, and often more significant areas such as organizational
structure and financial planning. This insight is often a source of valuable business advice which may be communicated
to the City.
Our audit approach is based on our experience auditing governments over many years. The key element in performing a
successful audit of a government entity is to have knowledgeable professionals that know the government industry and
environment. In order to perform the audit timely and meet or exceed your deadlines, we will work closely with your staff
while planning the engagement.
Our approach emphasizes comprehensive and timely audit planning. Some of the techniques to eliminate last- minute
surprises are: our managers and partners complete a pre- review of the basic financial statements, stay abreast of new GASB
pronouncements and continually communicate with City personnel to discuss staff assignments, timing of obtaining a
comprehensive list of schedules, confirmations, and analysis of selected account balances.
7
SECTION 3 - PROJECT PLAN
Single . Aucht _Approach
The Office of Management and Budget Circular A -133 requires the auditor to use a risk -based approach to determine
which federal programs are major programs. The risk -based approach includes consideration of current and prior audit
experience, oversight by federal agencies and pass- through agencies, and the inherent risk of the federal programs. The
risk -based approach is designed to focus the single audit on higher -risk programs.
The flowchart below illustrates our approach and application of the risk -based approach for determining major programs:
Obtain auditee s schedule of
expenditures of federal awards
identifying each program/cluster.
•
Do program/cluster expenditures
Program/cluster is type B No meet dollar threshold for Type A? Yes ► Program/cluster is type A
(step I)
•
Do program/cluster expenditures
meet dollar threshold for assessment? No go to A
(step 3)
Yes
7
Perform risk assessment Perform risk assessment
(step 3) (step 2)
Is type B considered a high -risk Yes O. Apply option I or 2
program? (step 4)
I _
No
•
go to A Select as major program? No go to A
(step 4)
Yes
•
Major programs under risk -based No Is type A considered Yes o to A
approach a low -risk program? g
•
Is tom of least 50% s 0 Add additional applying
of
of total federal awards expended pendded d (or r No ►the percentage-of-coverage rule until
25% if low -risk auditee)? required percentage is achieved
Yes
Perform tests of controls and audit
compliance on major programs
•
/ End
8
SECTION 3 - PROJECT PLAN
(
.\,l )l)r( tr) 'dale Requirements
We recognize the importance of timely completion of audit tasks and deliverables. The timing of our audit procedures
will be coordinated with the Finance Department and management of various departments to minimize disruption of the
City's operations and ensure timely delivery of all reports by our proposed and statutory deadlines.
Government- related entities often depend on an elaborate structure of interlocking relationships for managing programs
and resources. Our philosophy for a successful engagement is based on organization, communication, and coordination.
We take coordination seriously and regard it as an integral factor to the relationship. We welcome the City's involvement
in the planning process and believe that monitoring progress will result in timely financial reporting.
We are committed to delivering the City's various reports according to the City's proposed time plan. A similar schedule
will be developed for the audits of subsequent fiscal years.
i annIng ..WAY JUN JUL AUG SEPT „OP
'Client expectations meeting/ Agree terms of engagement.
'Gather information.
'Develop audit strategy.
'Draft and deliver audit plan to the Director of Finance and the City Council.
Execution - Tests of Controls and Compliance
'On -site interim fieldwork executing the tests of controls and compliance.
'Reporting of interim findings and to -date management letter listing.
Execution - Substantive Tests
'Obtain final client trial balances and prepared by client (PBC) items.
Obtain final client government -wide entries, footnotes, supporting schedules,
statistics and MD&A.
'On -site year -end financial statements fieldwork. MI WE
'On -site completion of redevelopment agency, Proposition 111, and TDA work.
On -site completion of single audit compliance fieldwork, Investement Policy AUP
and State Controller's report.
Reporting
Review of draft primary government and component units financial statements
and management re.ort with the Cit .
Deliver
'Deliver CAFR report.
'Deliver agreed upon procedures for Investment Policy.
'Deliver Annual Report of Financial Transactions (State Controller's Report).
'Deliver Single Audit Report and Data Collection Form.
'Deliver Cupertino Redevelopment Agency Report. I®
'Deliver Transportation Development Act report.
'Deliver agreed upon procedures for Proposition 111 Appropriation Limit.
'Deliver management letter and recommendations. E
Post- Engagement Review
'Review with Management the results of the engagement performed.
Communications /On -Going Services
'Consult with City management throughout the year on business and accounting issues. gm= mom
i
I I
i
9
N
m
\ n
/ O
Z
SEGMENTATION `"
O
We have indicated below the approximate number of professional hours for each tasks of the City's audit according to staff level. n
-o
r
D
Z
Estimated Hours
Comprehensive
Annual Financial Proposition 111
Report, GASB 34 Cupertino; Transportation Investment Policy Appropriations Limit
Assistance and Single Audit Report Redevelopment - Development Act Agreed City's State Agreed - Upon
Management Letter (1 major program) Agency Program ; Procedures Controter's Report Procedures Totals
Planning and Execution of Tests of Controls
Engagement Partner 5 2 - 7
- -
-
Engagement Manager AT Consultants 10 2 2 1 1 - - 16
Senior Assurance Associate 30 3 4 2 2 1 - 42
Staff Assurance Associates 50 5 10 6 6 4 - 81
Administrative Assistants - - 2 1 1 - - 4
Total Planning and Execution of Tests of Controls 95 10 20 10 10 5 - 150
Execution of Substantive Procedures
Engagement Partner 10 - 1 - - - - - 11
Engagement Manager AT Consultants 15 5 3 - - 1 1 25
I Senior Assurance Associate 75 5 6 1 1 1 2 91
Staff Assurance Associates 100 10 15 4 4 8 5 146
Total Execution of Substantive Procedures - 200 20 25 5 5 10 8 273
Completion Procedures and Presentations
Engagement Partner 15 2 2 1 1
1 22
Technical Report Reviewer 5 1 1 - - - - 7
Engagement Manager AT Consultants 20 2 3 1 1 - - 27
Senior Assurance Associate 35 - 4 2 2 2 - 45
Staff Assurance Associates 35 - 3 - - 2 - 40
Administrative Assistants 10 - 2 1 1 1 1 16
Total Completion Procedures and Presentation 120 5 15 5 5 5 2 157
Grand Total
Engagement Partner 30 2 5 1 1 - 1 40
Technical Report Reviewer 5 1 1 - - - - 7
Engagement Manager AT Consultants 45 9 8 2 2 1 1 68
Senior Assurance Associate 140 8 14 5 5 4 2 178
Staff Assurance Associates 185 15 28 10 10 14 5 267
Administrative Assistants 10 - 4 2 2 1 1 20
GRAND TOTAL 415 35 60 20 20 20 10 580
■
SECTION 3 - PROJECT PLAN
ANALYTICAL PROCEDURES
Auditing standards require the use of analytical procedures in the planning and overall review stages of the audit. They
may be used throughout the audit:
1. To direct our attention during the planning stage to areas where amounts appear unusual to the extent that we
are put on warning that a material amount may be misstated;
2. To provide an important source of audit evidence at the execution stage or substantive analytical procedure;
and
3. In forming an opinion on the financial statements by assessing the overall reasonableness of these statements.
i 31, i n \ nn iy i ical I cv - assist us in planning the nature, timing, and extent of auditing procedures that will
be used to obtain evidential matter for specific account balances or classes of transactions. To accomplish this, we focus
on enhancing our understanding of the client's business and the transactions and events that have occurred since the last
audit date and identifying areas that may represent specific risks relevant to the audit.
Our work should normally cover a comparison of:
ii Actual results to budget;
ci Current year operating results and financial position with the prior year;
Key financial and operating ratios with the prior year, the industry, and with each other;
7) Relationships among elements of financial information within the period; and
Relevant non - financial information (e.g., number of employees, square footage, etc.).
Aiiil% tical Procccl essentially involve a comparison of an amount in the financial statements
with what we would expect that amount to be based on our knowledge of the organization and having regard to other
audit evidence.
Our work should normally involve utilizing the following techniques:
C:) Using WinIDEA to extract data and prepare subsequent analysis to concentrate on.
_7J Determining whether there is a valid relationship between the items being compared (e.g., between interest and
interest bearing balances).
r) Disaggregating information to compute ratios, percentages and amounts for different funds separately.
0 Considering of the quality of the data being used in the procedure factoring whether we tested the data and the
source of the data.
11
•
SECTION 3 - PROJECT PLAN
Obtaining audit evidence is a cumulative process. As a result, we recognize that a single SAP may not give us sufficient
assurance that an amount is fairly stated. However, where we apply a series of SAPs to an amount stated in the financial
statements and in each case our conclusion is that the procedure provides evidence that the amount is consistent with our
expectations, then we have obtained a degree of assurance that the amount is validly stated.
O cral l \nilv 11(%1 1■cvicW assists us in assessing the conclusions reached and in the evaluation of the overall financial
statement presentation. We use a wide variety of analytical procedures for this purpose. The overall review would generally
include reading the financial statements and notes and considering the adequacy of evidence gathered in response to
unusual or unexpected balances identified in planning the audit or in the course of the audit; and unusual or unexpected
balances or relationships that were not previously identified. Results of an overall review may indicate that additional
evidence may be needed.
INTERNAL CONTROL APPROACH
We assess overall controls each year using the BDO Compass 3 Information Gathering Questionnaire (IGQ), which poses a
number of critical questions designed to identify the existence of strengths that would reduce the risk of misstatement.
The IGQ considers the following components of overall controls:
(1) Control environment;
(2) Monitoring;
(3) Information and communication; and
(4) Risk assessment.
Each strength is considered in terms of its effect on each significant financial statement area, or underlying transaction
stream, and the related assertions. However, the importance of the control environment, risk assessment, and monitoring
components stem from their pervasive influence. As part of our Execution Step, we perform system walkthroughs and/
or tests of controls identified as control points in our IGQ to determine whether the internal controls prescribed by
management are functioning as designed.
Some of the audit steps that we perform during this part of our Execution Stage are as follows:
A Test controls of significant transaction streams using statistical sampling methods to determine that the checks
and balances are functioning as prescribed. Our sample sizes generally vary from 25 to 45 items depending on
our assessment of control and detection risks.
.� If applicable, identify instances where the internal controls failed to detect an error and report these instances to
the appropriate persons. If the finding is of substance, document our findings in a preliminary management letter
so that necessary corrections can be made immediately.
Based on our test results, re- evaluate our preliminary assessment of control risk and make necessary changes to
our general audit approach.
The level of controls assurance is assessed for each assertion for each financial statement area. The extent of assurance we
may take from controls is assessed by carrying out a detailed evaluation of controls, which would require both:
The consideration of the design of important control activities relevant to the specific assertion that we are
considering; and
The performance of tests of controls to test adherence to the relevant control activities.
12
SECTION 3 - PROJECT PLAN
Upon completion of these tests, we update our preliminary evaluation of the control environment and the related
accounting and administrative procedures. Based upon the results of our tests, we may revise our assessment of control
risk for each significant area.
LAWS AND REGULATIONS APPROACI
When planning and performing audit procedures and in evaluati lg and reporting the results thereof, we need to recognize
that an illegal act may materially affect the financial statements. Laws and regulations vary considerably in their relation
to the financial statements:
o Direct and material effect on financial statements
We consider laws and regulations that are generally have a direct and material effect on the determination of
financial statement amounts. For example, escheat or unclaimed property laws, may affect recorded liabilities
and revenues and applicable laws and regulations may affect the amount of revenue accrued under government
contracts. However, we consider such laws or regulations from the perspective of their known relation to audit
objectives derived from financial statement assertions rather than from a legal perspective.
0 Indirect effect on financial statements
The City may be affected by many other laws or regulations, including those related to occupational safety
and health, equal employment, and other violations. Generally, these laws and regulations relate more to an
organization's operating aspects than to its financial and accounting aspects, and their financial statement effect is
indirect. We ordinarily do not have sufficient basis for recognizing possible violations of such laws and regulations.
Their indirect effect is normally the result of the need to disclose a contingent liability because of the allegation
or determination of illegality.
Normally, our audit does not include procedures specifically designed to detect illegal acts that indirectly affect the financial
statements. However, the procedures listed below, which may be performed for the purpose of forming an opinion on the
financial statements, may bring possible illegal acts to our attention:
Familiarization with the particular legal operational framework applicable to the client and its operations.
C .i Inquiring of management and the client's attorneys regarding the accounting for and disclosure of loss
contingencies.
'I I
C) Inquiring of management as to the laws and regulations that may be expected to have a fundamental impact on
the operations of the City.
n Discussing with management policies and procedures adopted for identifying, evaluating, and accounting for
litigation claims and assessments;
Inspecting relevant documentation and correspondence with relevant licensing or regulatory authorities.
0 Obtaining written confirmation from management that they have disclosed all events of which they are aware
which involve possible illegal acts, together with any actual or contingent consequences which may arise.
I I
13
SECTION 3 - PROJECT PLAN
We also remain cognizant for any instances of non - compliance with laws or regulations at all times during the course of our
audit that may come to our attention through:
J The performance of other substantive procedures;
_J The review of minutes of City Council and management meetings; and
Inquiry of the Mayor and the City's legal counsel regarding litigation, claims, and assessments.
SAMPLING APPROACH
Audit sampling is the application of an audit procedure to less than 100% of the items within an account balance or class of
transactions for the purpose of evaluating the value of the balance or class. Substantive test ( "variables ") sampling provides
a technique for estimating the extent of monetary misstatement in a class of transactions or balances. It can also be used
for estimating the amount of a population. It answers the question, "How much ?" rather than "How many ?" as in sampling
for attributes (such as the operation of a control), and is normally used to help decide if a balance is materially misstated.
Sampling can be very useful in performing substantive tests on, for example, inventory or accounts receivable. Sampling
is sometimes also used for determining sample sizes for substantive tests of recorded transactions (e.g., vouching of sales,
purchases).
There are situations when the more formal approach to sample size determination is often not practical. These situations
include:
Test counting during inventory observations.
C:) Examining canceled checks when reviewing a bank reconciliation.
Checking depreciation calculations.
Requesting vendor statements.
Testing accruals.
Interviewing client personnel in conjunction with observation and inquiry procedures.
Applying analytical procedures.
This does not mean that we would never use sampling for the above types of procedures. For example, sampling might be
used when determining the extent of testing for:
C:J Examining canceled checks when the client's outstanding check list consists of an unusually large number of
items which are similar in amount, such as a payroll account for a very large client.
J Selecting invoices for verifying an accounts payable listing consisting of an unusually large number of items similar
in amount.
Testing an accrual comprised of a large number of small items
14
SECTION 3 - PROJECT PLAN
The application of sampling requires significant auditor judgment in areas such as:
n Considering audit approaches other than using audit sampling (e.g., use of Computer Assisted Audit Techniques
(CAATs)).
Defining the population and defining the sampling item.
n Assessing the overall risk level for related control, analytical procedures and risk assessment activities.
ID Determining materiality as a base for calculating the tolerable misstatement (error).
H Selecting items for 100% examination.
.___; Determining the sample size, considering factors such as:
a. Expected misstatement (errors) to be found.
b. The effect of other tests on the account being tested.
MGO encourages the use of statistical sampling whenever prat :ical, especially for substantive tests. We use two primary
substantive statistical sampling techniques - PPS ( "Probability Proportional to Size ") sampling and SRS ( "Stratified Random
Sampling "). We generally first remove all individual items in excess of 90% of the tolerable misstatement from the
population for 100% examination prior to selecting a sample, for both PPS and SRS samples.
In summary our sampling procedures include the following:
1. Define the Objective
2. Define the Population and the Sampling Unit
3. Define Tolerable Misstatement
4. Remove Items for 100% Examination
5. Specify the Desired Level of Sampling Assurance and the Acceptable Risk of Overauditing
6. Estimate the Expected (Anticipated) Misstatement
7. Select the Sampling Technique (e.g., non - statistical, PPS, SRS)
8. Determine the Sample Size
9. Select the Sample
10. Examine the Sample Items and Evaluate the Sample Results
I I
' I
� I
15
SECTION 3 - PROJECT PLAN
COMPILATION SERVICES
MGO understands the balance between being independent in accordance with Government Auditing Standards and the
amount of compilation and other nonaudit services we are requested to perform. We could perform some of these
compilation services without impairing independence if certain safeguards as defined by Government Auditing Standards
are met such as establishing an understanding with the City regarding the objectives, scope of work, and product of
these services and management's responsibility for (1) the subject matter of these services, (2) the substantive outcomes
of the work, and (3) making any decisions that involve management functions related to these services and accepting full
responsibility for such decisions. When these requirements are met, we have prepared draft financial statements based
on our client's chart of accounts and trial balance and drafted notes to the financial statements based on information
determined and approved by our clients.
MGO uses CaseWare Working Papers to facilitate the download of the City's trial balance and mapping the trial balance
to create financial statements and footnotes. This application is used by smaller entities with 10 funds to some of the
larger entities with over 100 funds such as the County of Santa Clara. When the County of Santa Clara decided to use this
application, they purchased the application from the software vendor in order to obtain a license and used this product to
generate its fund and government -wide financial statements. For clients who do not want to purchase a software license
and would like to assemble its own CAFR, we provide linked Excel templates for both the financial statements and statistics
and draft footnote disclosures in a Word template for their use prior to the year -end close.
To ensure the most cost effective and efficient audit for our clients, the City should be prepared to present to us the basic
financial statements to be audited one week prior to the start of year -end fieldwork. However, we understand that certain
elements such as the management's discussion and analysis may not be completed by that time and we expect the City to
communicate what is available to us at the start of fieldwork so that we could adjust our workplan.
16
SECTION 4 - RESOURCE PLAN
A. GENERAL REQUIREMENTS
MGO has included Items III. B through K as requested in item III.A. of the proposal.
B. INDEPENDENCE
MGO is independent of the City of Cupertino, as defined by and ting standards generally accepted in the United States of
America and the standards applicable to financial audits contained in Government Auditing Standards (commonly referred
to as the "Yellow Book" standards), issued by the Comptroller General of the United States.
C. LICENSE TO PRACTICE IN CALIFORNIA
MGO and all assigned key professional staff are properly registered and licensed to practice in the State of California.
D. FIRM QUALIFICATION AND EXPERIENCE
Founded in 1987, MGO is a full- service firm with a staff of over 200 highly skilled professionals providing auditing, tax,
accounting and management consulting services to governmental entities, nonprofits, corporations, partnerships and
individuals. Of the 200 skilled professionals, 170 are qualified local government assurance and consultant professionals.
Macias Gini & O'Connell LLP (MGO) is a statewide certified public accounting and consulting firm with seven offices
throughout California. The City will be served principally by professionals assigned to our San Francisco Bay Area offices,
located at the following:
505 Fourteenth Street, 5th Floor 2121 N. California Blvd., Suite 750
Oakland, CA 94512 Walnut Creek, CA 94596
OurSanFrancisco BayAreaofficesemployfulltimeatotalof40assuranceandconsultingprofessionalscomprisedof partners,
8 Directors /Managers, 1 IT Consultants, 6 Seniors /In- Charge Auditors, 13 Staff Auditors and 2 Administrative Assistants.
The City's engagement will be staffed full time by 1 partner, 1 director, 1 manager, 1 senior associate, and 2 associates.
Pc( 1. ., ir
Our Firm is a member of the American Institute of Certified Public Accountants' Center for Public Company Audit Firms
(CPCAF), Government Audit Quality Center (GAQC) and Private Companies Practice Section (PCPS). Members of the CPCAF,
GAQC and PCPS must undergo a peer review of the system of quality control for its accounting and auditing practice in
the United States at least once every three years. A Peer Review Committee establishes the standards and procedures
governing the conduct of such a peer review.
17
SECTION 4 - RESOURCE PLAN
r -----
U pon completion of a peer review, the reviewers communicate their findings to the reviewed firm and prepare a written 1
report in accordance with the standards for reporting on peer reviews. These standards provide that the report should
contain, among other things:
C ) The reviewers' opinion on whether the reviewed firm's quality control system met the guidelines of quality control
standards established by the AICPA, and whether the system was being complied with to provide the firm with
reasonable assurance of conforming with professional standards.
o The reviewers' opinion on whether the reviewed firm complied with the membership requirements of CPCAF,
GAQC and PCPS in all material aspects.
E) The reviewer may issue an unqualified, qualified or adverse opinion. During our last quality control review, which
included a review of specific government engagements, we received an unqualified opinion - the highest level
of assurance possible from the firm of Davis, Monk & Company (DMC). Harold Monk, Partner, was responsible for
the review and during that time he was the Chairman of the AICPA Auditing Standards Board (2005- 2006). Our
continued participation in periodic peer reviews and our voluntary membership in the AICPA and the California
Society of CPAs support the firm's commitment to quality and our high standards for client service.
Please refer to our most recent Peer Review Report on the following page.
\ — /l
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SECTION 4 - RESOURCE PLAN
II I
I I
I II
i
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II I
19
SECTION 4 - RESOURCE PLAN
_ _ _ _
RI ( Ord W
Our firm does not have a record of substandard audit work, nor any outstanding claim of substandard work or unsatisfactory
performance pending with the State Board of Accountancy, Federal Inspector General nor with the Public Company
Accounting Oversight Board (PCAOB). There have not been any positive enforcement actions or other matters that would
reflect negatively on our professional qualifications, including any action for substandard audits taken by the State Board
of Accountancy, the Federal Inspector Generals nor the PCAOB
I)i,( Aclit,n
There are neither any current nor pending disciplinary or litigation actions against our firm in any manner related to our
professional activities, nor have there been any such actions in the past.
E. PARTNER, SUPERVISORY AND STAFF QUALIFICATIONS AND
EXPERIENCE
Unaliiirarions anti I'. xpericncc trI d Patin( and Ji :iti
Our City engagement team was selected for their energy, expertise and ability to meet the complex demands of the
engagement. The following organizational chart provides an overview of the lines of communication among the key
professionals comprising the engagement team:
r. iI
Engagement Partner - Technical Review
Engagement Manager IT Consultant
Istmworoxwwwwwi ,
(
Senior Auditor
i I
20
SECTION 4 - RESOURCE PLAN
1 \
The personnel selected to serve the City represents the strong; balanced blend of talent, professional skills, and industry
experience that is most critical to working effectively with you. Each of our key project personnel members possesses the
following:
Specific general - purpose government assurance experience
Broad public sector industry experience
Focus on the major issues facing California local governments
Demonstrated technical proficiency
We feel that the individuals identified in our proposal can bring enthusiasm and imagination to the City's engagement,
appropriately blended with experience and maturity. All team members specialize in accounting, auditing, business
practices, and procedures. Key members of the City's engagements are Certified Public Accountants licensed to practice in
the State of California. Their continuing involvement and immediate accessibility will assure that the City will, at all times,
be able to contact the decision makers at MGO and have access to our full range of resources.
Continuity of professional personnel is an important element in our service plan for the City. Excessive personnel turnover,
particularly at the staff level, sometimes creates confusion for client personnel and necessitates a series of "start -up" periods
while new personnel becomes familiar with the engagement. To ensure that the City's personnel derive maximum benefit
from their working relationships with our people, we will continue to maintain the highest possible level of staff continuity
throughout the course of the engagement.
In the event an engagement partner, manager, or other supervisory staff or specialist rotates out of the firm, is promoted,
or is assigned to another office, the individual will be replaced by personnel that have substantially the same or better
qualifications and experience. If these key personnel are changed for other reasons, it will be only upon prior written
permission of the City. In either case, the City retains the right to approve or reject replacements. However, at this time we
do not anticipate any changes in our management and supervisory staff.
Resumes of our key professionals assigned to the City's engagement are provided on the following pages.
i
21
CYNTHIA PON, CPS
F NGAGF.MI:NT 1 RTNF.1:
R6-slx0n,1L,iliric
• Assurance and Government Advisory Partner in the Bay Area Offices of MGO
• Leads and coordinates the overall delivery of the audit and technical assistance
• Leads project strategy and planning efforts
444k. 4 • Works closely with your management team
• Available throughout the year to ensure proactive issue identification and service
delivery
(Mild IZ • Hn ll t lien ", ∎.! ,('
Cindy has over 17 years of professional experience providing `` '°
auditing, accounting and consulting services to the private Antioch
and public sectors. As partner in the public sector assurance East Palo Alto
practice, Cindy has served as a technical and client - service Foster City
Half Moon Bay
partner for diverse clients such as the Housing Authority of Hal y
the County of Santa Clara, cities of San Francisco and San Jose, Pleasanton
the counties of San Mateo and Santa Clara and the Golden Redwood City
Gate Bridge, Highway and Transportation District. Rohnert Park
San Carlos
Cindy is a licensed certified public accountant, registered San Francisco
in the State of California. She is a member of the American San Jose
Institute of Certified Public Accountants and the California Santa Rosa
Society of Certified Public Accountants and serves on the Union City
Government Finance Officers Association Special Review
Committee for Comprehensive Annual Financial Report w ) (,:r
awards. Cindy is a contributing author to the State and Local San Francisco
Government Accounting chapter included in the Accountants' San Mateo
Handbook 11th Edition, 2008 Supplement published by John Santa Clara
Wiley & Sons, Inc. This highly regarded reference is relied on
by a considerable part of the accounting profession and is the
first place many accountants look to find answers to practice
questions.
I Jiicati�,n:
— University of California at Berkeley, California -
Bachelor of Arts, Economics, with a minor in Business
Administration
22
SECTION 4 - RESOURCE PLAN
r
( on tinuitng P rofessional i ducation
Cindy has satisfied the "Yellow Book" requirement of having at least eighty hours continuing professional education
every two years, of which twenty four must directly relate to the government environment and to government auditing.
Cynthia Pon
Gov't Total
Date Topic Sponsor Hours Hours
01/10/2008 BDO Audit Methodology - Planning Macias Gini & O'Connell LLP 20.0 20.0
01/11/2008 Professional Ethics Review CaICPA - 10.0
01/22/2008 BDO Methodology - Partners Roundtable Macias Gini & O'Connell LLP 12.0 12.0
04/04/2008 Applications Control Macias Gini & O'Connell LLP - 3.0
04/29/2008 Effective Internal Communications BDO Alliance - 1.5
07/14/2008 Emerging Issues That Could Affect Quality Macias Gini & O'Connell LLP - 4.0
07/11/2008. Experienced Senior Training Macias Gini & O'Connell LLP 21.0 24.0
07/18/2008 GAAP & FASB Update Macias Gini & O'Connell LLP 1.0 2.0
Total 2008 54.0 76.5
02/19/2009 GFOA Recommended Practice CSMFO 1.5 1.5
02/19/2009 San Diego: Bank from the Brink of Bankruptcy CSMFO 1.5 1.5
02/19/2009 Stories from the Front: Internal Auditors CSMFO 1.5 1.5
02/19/2009 US Economy CSMFO - 2.0
02/19/2009 What's new with fund balance and intangibles? CSMFO 1.5 1.5
04/07/2009 Compass -Lite Macias Gini & O'Connell LLP 16.0 16.0
04/24/2009 Sexual Harassment Prevention & Manager Training Macias Gini & O'Connell LLP - 2.0
06/28/2009 Arbitrage Review: New IRS Scrutiny & Compliance Enforce GFOA Conference 1.0 1.0
06/28/2009 Bus. of Gov't: When Private - Sector GAAP Applies to Govts GFOA Conference 1.0 1.0
06/28/2009 We've Got a Pulse! Monitoring Internal Control GFOA Conference 1.0 1.0
06/29/2009 Your Grandfather's Recession -Your Children's Great Depress GFOA Conference - 2.0
06/29/2009 Getting It Right: A Financial Reporting Practice Update GFOA Conference 2.0 2.0
06/29/2009 The Accounting and Auditing Year in Review GFOA Conference 2.0 2.0
06/29/2009 Which Way Is Up? Accounting for Derivatives GFOA Conference 2.0 2.0
06/30/2009 Implications of the Current Crisis- Evolving the Finance Func GFOA Conference - 1.0
06/30/2009 Negotiating Net Assets: A Calculation Challenge GFOA Conference 2.0 2.0
06/30/2009 The New Economic Environment GFOA Conference 2.0 2.0
06/30/2009 The New Gold Standard: Fund Balance Redefined GFOA Conference 1.0 1.0
07/01/2009 Fiscal First Aid: Strategies for Handling Budgetary Stress GFOA Conference 2.0 2.0
07/01/2009 Explaining Cost Accounting to Elected Officials and Citizens GFOA Conference - 2.0
07/08/2009 Peer Review Results & Quality Control Document Macias Gini & O'Connell LLP - 1.0
07/15/2009 Tools for Stability in Uncertain Times Macias Gini & O'Connell LLP 5.3 6.9
07/17/2009 Business Development Strategies: Cross Serving Macias Gini & O'Connell LLP - 4.0
07/28/2009 GAAP & FASB Update Macias Gini & O'Connell LLP 1.0 2.0
Total 2009 44.3 60.9
23
CAROLINE H. WALSI -I, CPA
'I'I ?CIINICAI. RI: \'I 1•; \\'I•1R
. • l\cspon >ibiliric;:
- • Firm's Quality Control Director and Chair of the firm's Professional Standards Group,
.. ' t responsible for firm -wide quality control standards, including annual internal quality
control inspections, and professional standards review of the firm's reports
•
• Responsible for staying current on the engagement process, participating in client
discussions about complex technical issues, reviewing selected audit workpapers, and
J reviewing reports for compliance with generally accepted accounting principles and
professional auditing standards
Background:
— — — -- — -- In 2009, Caroline was appointed for a 3 -year term to the
Caroline has over 31 years of specialized experience in auditing GASB Advisory Committee, which is a standing committee
and consulting for local governmental agencies, nonprofit, whose members review the GASB staff's annual proposed
insurance, healthcare, and corporate enterprises. Prior to changes and additions to the GASB's Implementation
joining MGO, she spent 13 years with the Los Angeles Office Guidance and provide comments and feedback that
of Deloitte & Touche LLP where she was the lead government GASB staff can consider prior to presenting a set of final
senior manager. Over the past 5 years, Caroline was the Client proposals to the GASB Board for review and clearance.
Services Director for the City and County of San Francisco's I .cinr;oion:
General City Audit and reviewed all of the other auditors'
reports, including the San Francisco Transportation Authority, — Bachelor of Arts with honors, Mathematics, California
prior to incorporation into the City's Comprehensive Annual State University, Northridge
Financial Report. Relevant ( Beni Jcrvcci
Caroline is a member of firm's Professional Standards Group Inglewood • City of Inglewood
and co- architect of the firm's Quality Control Program, Los Angeles City of Oakland
responsible for firm -wide quality control standards, including Oakland City of San Jose
annual internal quality control inspections, and professional Sacramento City of Santa Rosa
standards review of the firm's reports. Caroline is the firm's San Diego County of Orange
designated technical expert assigned to the BDO Alliance
San Francisco
Government Industry Group technical helpline. San Jose Alameda Contra
Santa Rosa Costa Transit
In October 2006, Caroline was appointed to the AICPA State Stockton District
• and Local Government Expert Panel and is a current member. Vernon Bay Area Rapid
Her role on the Expert Panel is to provide review and technical
•' •,, , Transit District
support services for the public accounting profession, Fresno (BART)
including drafting and updating the AICPA guides for Audits Los Angeles Orange County
of State and Local Governments, which is currently being Maui Transportation
updated, and Government Auditing Standards and Circular Orange Authority
A -133 Audits, which will be updated in the next few months. Riverside San Francisco
The Expert Panel also serves as a liaison in activities with the Sacramento County
Governmental Accounting Standards Board, regulators such San Bernardino Transportation
as the U.S. Government Accountability Office and the U.S. San Diego Authority
Office of Management and Budget. The panel reviews and San Francisco Transbay Joint
comments on proposed changes to accounting and auditing San Mateo Powers Authority
guidance promulgated by the standard - setting bodies. Santa Clara
24
SECTION 4 - RESOURCE PLAN
C owinuing Professional C?ducaiIon
Caroline has satisfied the "Yellow Book" requirement of having at least eighty hours continuing professional education
every two years, of which twenty four must directly relate to the government environment and to government auditing.
CPE for Caroline Walsh
Gov't Total
Date Topic _ Sponsor Hours Hours
01/13/2008 PDM January 2008 Year -End Tech Update 1&2 BDO Alliance - 4.0
01/22/2008 BDO Methodology - Partners Roundtable Macias Gini & O'Connell LLP 12.0 12.0
04/11/2008 Applications Control Macias Gini & O'Connell LLP - 3.5
05/05/2008 Financial Reporting Update Call External Training - 1.0
05/14/2008 Understanding FASB's Accounting Standards External Training - 1.5
06/18/2008 GFOA Annual Conference GFOA 7.0 16.0
09/23/2008 SEC Reporting & FASB Forum SEC Institute - 18.0
Total 2008 19.0 56.0
03/31/2009 Fraud Update Pass Online - 8.0
05/01/2009 2009 Not for Profit Conference BDO Alliance 14.5 14.5
05/19/2009 Individual Maketing & Sales Plan Development Macias Gini & O'Connell LLP - 1.5
06/03/2009 Benefits Open Enrollment Macias Gini & O'Connell LLP - 1.5
06/08/2009 Benefits Open Enrollment Macias Gini & O'Connell LLP - 1.5
07/01/2009 BDO Professional Development Meeting BDO Alliance - 3.0
07/07/2009 BDO - Accounting Research Manager BDO Alliance - 1.0
07/15/2009 GASB Standards & IT Audit Issues Macias Gini & O'Connell LLP 9.0 9.0
07/28/2009 GAAP /GAAS Update Macias Gini & O'Connell LLP 2.0 3.0
09/01/2009 BDO Professional Development Meeting BDO Alliance - 2.0
10/12/2009 Sexual Harassment Training for Managers E Training Institue - 2.0
Total 2009 25.5 47.0
i
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25
CRAIG BOYER, M.A., CPA
I ?NC7.\( I Ml NT MANAGER
Rcsh<,n;il.,ilit icy:
• Assists Engagement Partner in planning, controlling, reviewing and evaluating
fieldwork
• Consults with audit team on issues and progress of fieldwork
1 • Discusses accounting and control issues and assists in resolving those issues
•..., _ Manages the day -to -day execution of the audit activities and directs task
accomplishments, monitors progress, and ensures schedule compliance
• Assists in the coordination of other services provided by MGO
li�cl ()unci Rcicv:rnt C crl
Craig has over 9 years of professional experience providing ;r
auditing, accounting and consulting services to the private Oakland
and public sectors. Craig joined MGO over 5 years ago and Union City
has served as the audit manager for the City of Oakland,
County of Alameda, Alameda- Contra Costa Transit District, County Governments
and the Transbay Joint Powers Authority engagements. Alameda
Craig is a licensed certified public accountant, registered in ,;t
the State of California. He is also a member of the American Alameda- Contra Costa Transit System
Institute of Certified Public Accountants and the California Capitol Corridor Joint Powers Authority
Society of Certified Public Accountants. San Francisco Bay Area Rapid Transit District
Santa Clara Valley Transportation Authority
Transbay Joint Powers Authority
[ducat ion
— Masters of Arts, Political Science, University of ftr_tiror — nt Systems;Associations
California, Santa Barbara Santa Clara Valley Transportation Authority
— Bachelor of Arts, Economics and Political Science, Amalgamated Transit Union Pension Plan
University of California, Los Angeles
Other Gov < ntitie,�
San Jose Dolce Hayes Mansion
San Jose Convention and Cultural Facilities
26
SECTION 4 - RESOURCE PLAN
1 \
CuntinuinLl Professional l.ducation
Craig has satisfied the "Yellow Book" requirement of having at least eighty hours continuing professional education every
two years, of which twenty four must directly relate to the government environment and to government auditing.
Craig Boyer
Gov't Total
Date Topic Sponsor Hours Hours
01/07/2008 myPath @MGO Overview Macias Gini & O'Connell LLP - 0.5
01/11/2008 BDO Audit Methodology - Planning Macias Gini & O'Connell LLP 23.0 24.0
04/04/2008 Applications Control Macias Gini & O'Connell LLP - 3.0
05/30/2008 MGO Selling Strategies Macias Gini & O'Connell LLP - 3.0
06/16/2008 Fraud: The New Audit Paradigm CaICPA Foundation 4.0 12.0
Total 2008 27.0 42.5
02/13/2009 Ethical & Legal Standards for CPA CaICPA Foundation - 8.0
04/15/2009 Introduction to Control Assessments - Instruction Macias Gini & O'Connell LLP 1.0 1.0
04/15/2009 Introduction to Control Assessments - Prep Macias Gini & O'Connell LLP 2.0 2.0
04/15/2009 Audit Strategy Decisions - Instruction Macias Gini & O'Connell LLP 1.0 1.0
04/15/2009 Audit Strategy Decisions - Prep Macias Gini & O'Connell LLP 2.0 2.0
04/15/2009 Controls Assessments - Instruction Macias Gini & O'Connell LLP 3.0 3.0
04/15/2009 Controls Assessments - Prep Macias Gini & O'Connell LLP 6.0 6.0
04/15/2009 Other Control Issues - Instruction Macias Gini & O'Connell LLP 0.5 0.5
04/15/2009 Other Control Issues - Prep Macias Gini & O'Connell LLP 1.0 1.0
04/16/2009 Audit Engagement Wrap -up - Instruction Macias Gini & O'Connell LLP 1.5 1.5
04/16/2009 Audit Engagement Wrap -up - Prep Macias Gini & O'Connell LLP 3.0 3.0
04/17/2009 Writing & Conducting Evaluations Macias Gini & O'Connell LLP - 1.0
05/01/2009 Sexual Harassment Prevention Training & Manager Training Macias Gini & O'Connell LLP - 4.0
05/19/2009 Individual Marketing & Sales Plan Development Macias Gini & O'Connell LLP - 1.5
06/12/2009 Single Audit Macias Gini & O'Connell LLP 8.0 8.0
07/17/2009 Business Development Strategies: Cross Serving Macias Gini & O'Connell LLP - 4.0
07/28/2009 GAAP & FASB Update Macias Gini & O'Connell LLP 1.0 2.0
Total 2009 30.0 49.5
I
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27
YURA KANG CP
S 1?NIOR ASS URAN(;1'. 1SS0CIA "1'1,'
Rcsponsihilitic.:
• Conducts fieldwork
• Reviews and analyzes client internal controls
• Supervises engagement staff
Researches issues as directed by Engagement Manager
Signs off on all workpapers before submission to Engagement Manager for further
review
13 ac k r nand: Rc lc ant Clients �cry cd:
Yura has over four years of public accounting experience. Prior t !!, ° >: ,i.•t:cc, L
to joining MGO,Yura worked at Samil PricewaterhouseCoopers 1 Half Moon Bay
in Seoul, Korea. She has experience in performing various San Jose
auditing, accounting, financial, and operational assignments.
Yura brings a perspective and a expanding knowledge base
to this engagement having served on the County of Santa Santa Clara
Clara's external audit team in prior years. Where she reviewed
the Fire District's stand alone financial statements prior to ,,• , • ti'
incorporation into the County's CAFR and audited sections r Alameda- Contra Costa Transit District (AC Transit
that impacts cities like Cupertino such as the property tax District)
apportionment. Her tasks on the City's engagement will San Francisco County Transportation Authority
include compiling data to support financial statements;
analyzing and reviewing workpapers and supporting "' ,! l,ontv-
schedules; performing and reviewing tests of details; auditing Santa Clara Financing Authority
other postemployment benefits, investments, cash receipts/ Santa Clara - El Camino Financing Authority
disbursements, capital assets, revenues, payroll and other
accounts and transactions streams; and reviewing and 'PI' • "i t 1 I 11 - , r, . :,
performing single audit compliance tests. `'' ` ,l'ti.
Ames NASA Exchange
Yura is a licensed certified public accountant, registered in 1 San Jose -Santa Clara Clean Water Financing
the State of California. She is also a member of the America Authority's Financial Statements and Compliance
Institute of Certified Public Accountants and the California Report
Society of Certified Public Accountants. 1 San Jose Deferred Compensation Plan Financial
Statements
I. ducarion _ _ Sewer Authority Mid- Coastside
— Bachelor of Arts in Economics, with a minor in Business Transbay Joint Powers Authority
Administration, University of California, Berkeley
28
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SECTION 4 - RESOURCE PLAN
Lon; . PF(> SIOtU I I'.Ciuca(
Yura has satisfied the "Yellow Book" requirement of having at least eighty hours continuing professional education every
two years, of which twenty four must directly relate to the government environment and to government auditing.
Yura Kang
Gov't Total
Date Topic _ Sponsor Hours Hours
01/11/2008 BDO Audit Methodology - Planning Macias Gini & Company LLP 23.0 24.0
04/04/2008 Applications Control Macias Gini & Company LLP - 3.0
05/30/2008 MGO Selling Strategies Macias Gini & Company LLP - 3.0
07/11/2008 Experienced Senior Training Macias Gini & Company LLP 24.0 24.0
Total 2008 47.0 54.0
01/14/2009 SFAS 123R Stock Compensation Macias Gini & Company LLP - 2.0
01/15/2009 Audit & Accounting Issues - Advanced Macias Gini & Company LLP - 2.0
01/21/2009 Fair Value Accounting Macias Gini & Company LLP - 2.0
01/22/2009 SFAS 109 Income Taxes Macias Gini & Company LLP - 2.0
04/16/2009 Experienced Senior Training Macias Gini & Company LLP 24.0 24.0
04/17/2009 Writing & Conducting Evaluations Macias Gini & Company LLP - 1.0
04/24/2009 Sexual Harassment Prevention Training Macias Gini & Company LLP - 3.0
05/08/2009 Single Audit (OMB Circular A -133) Macias Gini & Company LLP 16.0 16.0
06/05/2009 Conflict Resolution Macias Gini & Company LLP - 2.0
06/08/2009 Benefits Open Enrollment Macias Gini & Company LLP - 1.5
06/19/2009 Advanced Excel Macias Gini & Company LLP - 1.0
07/08/2009 Peer Review Results & Quality Control Doc Macias Gini & Company LLP - 1.0
Total 2009 40.0 57.5
29
GREGORY M AT A 1- O S F1. I MBA
1T CONSUI.1' :ANT
'""` 1. "" IZCSp fl.il.1lltic'S:
• Works closely with assurance professionals to conduct the information systems
reviews
ofr-
• • Conducts IT general and application controls assessments
• As needed, conducts focused reviews on systems security and governance
I�ack�srouncl Rcicv dill (licni> Sr ccl
Greg has over ten years of professional experience, of which `Thec C , ?Jeiits
five are with MGO. Greg has extensive knowledge of financial Alameda Contra -Costa Transit District
systems and applications. His professional skills include Sacramento Housing and Redevelopment Agency
compliance audits and evaluations, statistical manipulation San Francisco Bay Area Rapid Transit District
and analysis, information management reviews, evaluations
of financial management workflows and processes, and date Cities
integration techniques. Sacramento
San Jose
Greg has experience evaluating controls surrounding duel San Francisco
Hewlett- Packard (HP) 3000 computers used in processing Stockton
multiple business applications, controls related to
Peoplesoft software and issues arising from financial system
implementations. Orange
I �:clucat ion Sacramento
_ __ . San Francisco
— University of California, Davis, California - Masters in Sonoma
Business Administration (Finance and Technology Solano
Management) Tuolumne
— University of Colorado, Boulder, Colorado - Bachelor of
Science, Mechanical Engineering
30
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SECTION 4 - RESOURCE PLAN
I I
(,on' Inu)m .,, T'roCc::,ional I'ducati,)n
Gregory Matayoshi
Gov't Total
Date Topic _ Sponsor Hours Hours
01/09/2008 BDO Audit Methodology Planning Macias Gini & O'Connell LLP 12.0 12.0
01/21/2008 myPath @MGO Overview Macias Gini & O'Connell LLP - 0.5
02/06/2008 COSO Framework Macias Consulting Group 1.0 1.0
02/06/2008 COBIT and IT Control Environment Polacias Consulting Group 9.0 9.0
03/28/2008 Applications Control Macias Consulting Group - 3.0
06/10/2008 Western Region Audit Forum Western Region Audit Forum 19.0 19.0
10/03/2008 IT Risk Assessment Planning ISACA - 3.0
10/15/2008 Research Performance Based Mgmt Report AGA 2.0 2.0
11/12/2008 Soft Internal Controls AGA - 2.0
Total 2008 43.0 51.5
02/05/2009 IT General Controls Audit Procedures Macias Consulting Group - 3.0
02/25/2009 Information Technology Infrastructure Library Project Management Institute - 1.0
04/15/2009 Accounting, Auditing & Reporting Considerations State Assoc of County Auditors - 0.5
04/15/2009 Continuing Global Financial Crisis State Assoc of County Auditors - 1.5
04/15/2009 Top 10 IT Issues State Assoc of County Auditors - 1.5
04/16/2009 Compass IT Information Gathering Macias Gini & O'Connell LLP - 3.0
05/19/2009 Individual Maketing & Sales Plan Development Macias Gini & O'Connell LLP - 1.5
06/09/2009 Sexual Harassment Prevention Training Macias Gini & O'Connell LLP - 2.0
07/15/2009 Current Econ Crisis: Acctg and Auditing Consid. Macias Gini & O'Connell LLP -
07/15/2009 American Recovery and Reinvestment Act of 2009 Macias Gini & O'Connell LLP - 1.0
07/16/2009 Business Development Strategies: Cross Serving Macias Gini & O'Connell LLP - 4.0
08/14/2009 Rate Case Experience FriceWaterhouse - 39.5
09/15/2009 Risk Assessment Training Macias Gini & O'Connell LLP - 4.0
11/16/2009 IT and the Auditor Nat'l Assoc Housing & Redevelopment - 4.5
11/30/2009 Principals of Developing Presentations Macias Gini & O'Connell LLP - 8.0
Total 2009 - 75.0
31
SECTION 4 - RESOURCE PLAN
F. SIMILAR ENGAGEMENTS WITH OTHER ENTITIES, REFERENCES
A representative list of significant engagements performed in the last five years our Northern California Public Sector
Practice are provided below:
CITY OF OAKLAND
tic��lx <�i �crvicc�.:
Conducted financial and /or compliance audits of the following reports:
Comprehensive Annual Financial Report;
Redevelopment Agency;
Oakland Municipal Employees' Retirement System;
Oakland Police and Fire Employees' Retirement Plan;
Single Audit;
Transportation Development Act Fund;
Financial and Compliance Audit of activities of Measure Y;
Financial and Compliance Audit of the Wildfire Prevention Assessment District;
the Gann Appropriations Limit Calculation.
Year's, Scr e 1: Fiscal years ending June 30, 2003 to present
I m wcmrnt Partner: Mr. David G. Bullock
I':nga,pcmcnI Manager: Mr. Craig M. Boyer
I Ota1 I Iuur,: 5,000+
( :(intact:
Mr. Joseph T. Yew, Jr.
Finance Director /City Treasurer
150 Frank Ogawa Plaza, Suite. 6253
Oakland, CA 94612
510.238.6471
jyew @oaklandnet.com
II
I
32
•
SECTION 4 - RESOURCE PLAN
7
i
CITY OF SAN JOSE
,,p,
Conducted financial and /or compliance audits of the following reports:
Comprehensive Annual Financial Report (CAFR)
Single Audit Report
San Jose Redevelopment Agency's CAFR and Compliance Report
Norman Y. Mineta San Jose International Airport's CAFR
San Jose Federated Employees' Retirement System's CAFR
San Jose Police and Fire Department Retirement Plan's CAFR
Transportation Development Act Fund Financial Statements and Compliance Report
, San Jose -Santa Clara Clean Water Financing Authority's Financial Statements and Compliance Report
San Jose Deferred Compensation Plan Financial Statements
Appropriations Limit Agreed -Upon Procedures
cl: Fiscal year ended June 30, 2000 to present
t I T.., c .;r^ a Ms. Cynthia Pon
'1., )r:II 1 1Cour,: 7,000+
�» intact:
Mr. Scott Johnson
Director of Finance
200 East Santa Clara Street, 13th Floor
San Jose, CA 95113
408.975.4453
scott.johnson@sanjoseca.gov
! I
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SECTION 4 - RESOURCE PLAN
CITY AND COUNTY OF SAN FRANCISCO
CO[C nl SCr \ ;CC's:
Conducted financial and /or compliance audits of the following reports:
Comprehensive Annual Financial Report (including separate audits of the San Francisco General Hospital and
Laguna Honda Hospital)
Port of San Francisco
Single Audit Report
. Redevelopment Agency Financial Statements, Single Audit Report, and Compliance Report
Retirement System Financial Statements
• Appropriations Limit Agreed -Upon Procedures
c,u cci: Fiscal year ended June 30, 2004 to present
I � .n ~ r ; ,<< >, c'incni Partner: Ms. Cynthia Pon
Total I lour: 8,000+
Contact:
Ms. Carmen LeFranc
CAFR Manager
1 Dr. Carlton R. Goodlett Place
San Francisco, CA 94102
415.554.7645
carmen.lefranc @sfgov.org
34
•
SECTION 4 - RESOURCE PLAN
I \
CITY OF SAN. RAMON
pct >]�r cif Scr� ices:
Conducted financial and /or compliance audits of the following reports:
Comprehensive Annual Financial Report(CAFR)
Redevelopment Agency Financial Statements and Compliance Report
Transportation Development Act Audit
Appropriations Limit Agreed -Upon Procedures
cd. Fiscal year ending June 30, 2004 to present
,a li )Ircctor Ms. Kathryn Beseau
l I - lour ,. 800+
Mr. Greg Rogers
Finance Director
2228 Camino Ramon
San Ramon, CA 94583
925.973.2528
grogers @sanramon.ca.gov
CITY OF FOSTER CITY
Conducted financial and /or compliance audits of the following reports:
Comprehensive Annual Financial Report (CAFR)
Redevelopment Agency Financial Statements and Compliance Report
Transportation Development Act Audit
Appropriations Limit Agreed -Upon Procedures
c d1. Fiscal year ending June 30, 1996 to 2006
,'ur >, , i's;rir,(r. Ms. Cynthia Pon
.11 II)ii 900+
Ms. Lin -Lin Cheng
Assistant Finance Director
610 Foster City Blvd.
Foster City, CA 94404
650.286.3265
Icheng @fostercity.org
■
35
SECTION 4 - RESOURCE PLAN
1,H1 of current and future comrnnnients to other proirct: in sutticient detail 10 centa110t ahiliit
to the City':, needs:
As you are aware, the level of resources required to perform an audit of a local government organization is significant.
Delivering the level of high - quality services the City's expect and deserve requires an even greater commitment of high-
! level resources. Over the years, MGO has demonstrated that we deliver what we promise: the resources necessary to
deliver top-quality services to all of our clients while meeting established deadlines, and as needed, the flexibility to adapt
to changes in our client's timing requirements. We are dedicated to providing an integrated service delivery team that is
responsive to your needs. We have vast experience in providing a full range of services to governmental entities of the
City's size and complexity. The strength of our public service group allows us to confidently commit successful completion
of an engagement of this magnitude. MGO will ensure that the staffing is sufficient to meet or exceed the City's needs.
MGO is a full- service firm with a staff of 200 highly skilled professionals. Our largest client in Northern California is the
City of San Jose, an engagement with 5 separately issued CAFRs, which has historically been completed by early to mid -
September. In addition, MGO has provisions to expand our existing capacity through our alliance relationship with BDO
Seidman LLP which gives us access to a large network of BDO offices and alliance members. Currently, BDO is the fifth
largest professional services firm in the world and serves clients through more than 200 offices in the U.S. distribution
network.
l.i;t of cutrcnf :minlelpal HI( 111,
Alameda Contra Costa Transit District (AC Transit) City of Coachella
Antelope Valley Transit Authority City of Compton
Buena Park Library District City of Corona
CA WaterReuse Finance Authority City of Covina
Cal State LA University Auxiliary Services, Inc City of Duarte
California Bureau of State Audits City of El Monte
California Construction Authority City of Encinitas
California Department of Conservation IBP City of Escondido
California Department of General Services (DGS) City of Fullerton
California Department of Social Services City of Garden Grove
California Department of Water Resources City of Glendora
California Educational Facilities Authority (CEFA) City of Hawaiian Gardens
California Exposition & State Fair City of Hughson
California Infrastructure and Economic Development Bank City of La Habra
California Prison Industry Authority City of La Habra Heights
California Public Employees' Retirement System (CaIPERS) City of Lake Forest
California State Bar Association City of Lawndale
California State Teachers' Retirement System (CaISTRS) City of Livermore
California Statewide Communities Development Authority City of Lodi
Capitol Area Development Authority (CADA) City of Lompoc
City and County of San Francisco City of Menifee
City of Agoura Hills City of Mountain View
City of Artesia City of Norwalk
City of Barstow City of Oakland
City of Bell City of Palm Springs
City of Bell Gardens City of Rancho Cucamonga
City of Camarillo City of Rialto
City of Cathedral City City of Sacramento
City of Chula Vista City of San Diego
36
•
SECTION 4 - RESOURCE PLAN
City of San Jose Eden Medical Center
City of San Ramon First 5 Placer Children and Families Commission
City of Santa Ana Housing Authority of the City of Oakland
City of Santa Clara Housing Authority of the County of Santa Clara
City of Santa Rosa Los Angeles County Metropolitan Transportation Authority
City of Seaside Merced County Employees Retirement Association
City of Soledad Napa Sanitation District
City of South El Monte Occidental County Sanitation District
City of St. Helena Office of the Technology Services (OTech)
City of Stockton Orange County Cemetery District
City of Vernon Placentia Library District
City of Westminster Port of Oakland
City of Wildomar Port of Stockton
City of Woodland Sacramento Housing & Redevelopment Agency (SHRA)
Coachella Valley Mosquto & Vector Control District San Diego County Treasurers Office
Community Redevelopment Agency of the City of Los San Francisco Bay Area Rapid Transit District
Angeles (CRA /LA) San Francisco County Transportation Authority
Contra Costa County Redevelopment Agency San Jose Department of Retirement Services
County of Alameda Santa Clara Valley Transportation Authority (VTA)
County of Maui Santa Clara Valley Water District
County of Monterey Santa Fe Springs Child Care
County of Placer Sewer Authority Mid - Coastside
County of Placer Air Pollution Control District Solano County Water Agency
County of San Diego Sonoma County Water Agency
County of San Mateo Stanislaus Council of Governments
County of Santa Clara State of Washington
County of Solano Three Arch Bay Community Services District
County of Sonoma Vallejo City Unified School District
County of Tuolumne Ventura County LAFCO
County of Yuba
Ii
37
SECTION 4 - RESOURCE PLAN
MGO does not consider it will be necessary for the City's Staff to complete any other tasks than those already
discussed in IV. H. page of the RFP. Therefore Exhibit C is not applicable.
City of Cupertino
RFP for Audit Services
Page 15
EXHIBIT C
Estimated Additional City Staff Requirements
Staff Hours
Admin Finance A/P Payroll A/R
Assistant Director Accountant Clerk Clerk Clerk Total
Tasks*
I I I
Total
*List anticipated tasks such as "pulling and filing invoices for s;vstem testing" or "pulling and filing
timecards" etc
IC I
38
SECTION 5 -- PRICING
Our fee philosophy is to foster long -term client relationships by offering fair and competitive pricing commensurate with
our expertise. Over the years of experience, we have gained an in -depth understanding of the resources required to
perform these audits. Based on this experience, we have developed a pricing model, which will allow us to provide the
highest level of experience and quality for your engagement. After considering the current mandate to reduce costs, we
are committed to helping the City meet its financial challenges and are prepared to discount our standard rates by 25 %.
We consistently strive to add value to our client relationships and invite your agency to our annual local training session
covering new governmental accounting, auditing, and financial reporting standards at no additional costs scheduled this
year to take place in July 2010.
Loki( ,'ill - luclusive Maximum Price
The City requires a high level of expertise and specialized skills that cross multiple disciplines. Our professionals have a
proven reputation for demonstrating an uncompromising dedication to responsive, value -added service. We believe our
proposed fees reflect the MGO Team's experience. Our proposed all- inclusive fees summarized on the following page
assume the following:
First year start -up costs for the engagement will be absorbed by MGO and are excluded from the proposed fees.
o A maximum of one federal "major programs" per year consistent with prior single audit reports.
[ 3 Complete final trial balances, detail supporting schedules and reconciliations and analysis available at the start of
year -end fieldwork.
o No significant change in scope of work from legal, regulatory, auditing standards and accounting standards
compared to the 2009 audit. Our fees include the audit effort necessary to implement all issued but not yet
effective accounting and auditing standards (e.g., GASB Statements No. 51, 53, 54, 57 and 58 and SAS No. 115).
[- All out -of- pocket expenses, including parking, telephore, fee, copying and reproduction (up to 25 bound reports)
are included in the all- inclusive maximum price. You will not be billed separately for these costs.
39
SECTION 5 - PRICING
EXHIBIT A
Total Maximum Price and
Total Estimated Hours per Fiscal Year (1)
2009/10 2010/11 2011/12 2012/13 2013/14 Five Year
Max Price Total Hrs _Max Price_Total Hrs _Max Price _ Total Hrs _Max Price Total Hrs Max Price Total Hrs Max Price Total Hrs_
City $ 53,305 415 $ 55,170 415 $ 57,100 415 $ 59,100 415 $ 61,170 415 $ 285,845 2,075
Single Audit (1
major program) $ 4,830 35 $ 5,000 35 $ 5,175 35 $ 5,355 35 $ 5,540 35 $ 25,900 175
Redevelopment
Agency $ 7,745 60 $ 8,015 60 $ 8,295 60 $ 8,585 60 $ 8,885 60 $ 41,525 300
I TDA $ 2,335 20 $ 2,415 20 $ 2,500 20 $ 2,590 20 $ 2,680 20 $ 12,520 100
I .
City Investment
Policy $ 2,335 20 $ 2,415 20 $ 2,500 20 $ 2,590 20 $ 2,680 20 $ 12,520 100
Proposition 111 $ 1,250 10 $ 1,295 10 $ 1,340 10 $ 1,385 10 $ 1,435 10 $ 6,705 50
Subtotal $ 71,800 560 $ 74,310 560 $ 76,910 560 $ 79,605 560 $ 82,390 560 $ 385,015 2,800
1 City State
Controller Report
(Optional) $ 2,040 20 $ 2,110 20 $ 2,185 20 $ 2,260 20 $ 2,340 20 $ 10,935 100
Grand Total $ 73,840 580 $ 76,420 580 $ 79,095 580 $ 81,865 580 $ 84,730 580 $ 395,950 2,900
I
(I) All inclusive total for services, out -of :pocket expenses, meals, lodging, transportation, mileage, printing and
other costs. (Should lie to maximum price and total staff hours on Exhibit B for each year.)
I am empowered to submit this hid, and am authorized to sign a contract with the City of Cupertino.
, �, Partner
Signature Title
Macias Gini & O'Connell LLP
Firm
1
40
SECTION 5 - PRICING
Exhibit B
Schedule of Professional Fees and Expenses
For the Audit of Fiscal Year 2010
Price
' Staff Rate Hours (rate x hours)
Partners $ 285.00 40 $ 11,400.00
Managers /IT Consultants 176.00 68 $ 11,968.00
Supervisory Staff 124.00 178 $ 22,072.00
Staff 90.00 267 $ 24,030.00
Other - - -
Technical Reviewer 263.00 7 $ 1,841.00
Administrative 68.00 20 $ 1,360.00
Subtotal Staff 580 $ 72,671.00
•
Price
Billable Expenses Rate Units (i.e. miles) (rate x units)
Meals & Lodging $ - $ -
Transportation & Mileage 0.50 2,178.00 1,089.00
Other (reproduction and shipping) 20.00 4.00 $ 80.00
Subtotal Billable Expenses $ 1,169.00
(Total Maximum Price I I $ 73,840.00
Exhibit B
i
Schedule of Professional Fees and Expenses
For the Audit of Fiscal Year 2011
Price
Staff Rate Hours (rate x hours)
Partners $ 295.00 40 $ 11,800.00
Managers /IT Consultants 182.00 68 $ 12,376.00
Supervisory Staff 128.00 178 $ 22,784.00
Staff 93.00 267 $ 24,831.00
Other - - -
Technical Reviewer 272.00 7 $ 1,904.00
Administrative 70.00 20 $ 1,400.00
Subtotal Staff 580 $ 75,095.00
Price
Billable Expenses Rate Units (i.e. miles) (rate x units)
Meals & Lodging $ - $ -
Transportation & Mileage 0.52 2,388.85 1,242.20
Other (reproduction and shipping) 20.70 4.00 $ 82.80
Subtotal Billable Expenses $ 1,325.00
(Total Maximum Price I I $ 76,420.00 I
41
SECTION 5 - PRICING
\
Exhibit B
Schedule of Professional Fees and Expenses
For the Audit of Fiscal Year 2012
Price
Staff Rate Hours (rate x hours)
Partners $ 305.00 40 $ 12,200.00
Managers /IT Consultants 188.00 68 $ 12,784.00
Supervisory Staff 132.00 178 $ 23,496.00
Staff 96.00 267 $ 25,632.00
Other - - -
Technical Reviewer 282.00 7 $ 1,974.00
Administrative 72.00 20 $ 1,440.00
Subtotal Staff 580 $ 77,526.00
Price
Billable Expenses Rate Units (i.e. miles) (rate x units)
Meals & Lodging $ - $ -
Transportation & Mileage 0.54 2,746.00 1,483.30
Other (reproduction and shipping) 21.42 4.00 $ 85.70
Subtotal Billable Expenses $ 1,569.00
(Total Maximum Price I I $ 79,095.00
Exhibit B
Schedule of Professional Fees and Expenses
For the Audit of Fiscal Year 2013
Price
Staff Rate Hours (rate x hours)
Partners $ 316.00 40 $ 12,640.00
Managers /IT Consultants 195.00 68 $ 13,260.00
Supervisory Staff 137.00 178 $ 24,386.00
Staff 99.00 267 $ 26,433.00
Other - - -
Technical Reviewer 292.00 7 $ 2,044.00
Administrative 75.00 20 $ 1,500.00
Subtotal Staff 580 $ 80,263.00
Price
Billable Expenses Rate Units (i.e. miles) (rate x units)
Meals & Lodging $ - $ -
Transportation & Mileage 0.55 2,751.00 1,513.30
Other (reproduction and shipping) 22.17 4.00 $ 88.70
Subtotal Billable Expenses $ 1,602.00
(Total Maximum Price I I $ 81,865.00 I
42
SECTION 5 - PRICING
1
Exhibit B
Schedule of Professional Fees and Expenses
For the Audit of Fiscal Year 2014
Price
Staff Rate Hours (rate x hours)
Partners $ 327.00 40 $ 13,080.00
Managers /IT Consultants 202.00 68 $ 13,736.00
Supervisory Staff 142.00 178 $ 25,276.00
Staff 102.00 267 $ 27,234.00
Other - - -
Technical Reviewer 302.00 7 $ 2,114.00
Administrative 78.00 20 $ 1,560.00
Subtotal Staff 580 $ 83,000.00
Price
Billable Expenses Rate Units (i.e. miles) (rate x units)
Meals & Lodging -
Transportation & Mileage 0.57 2,874.04 1,638.20
Other (reproduction and shipping) 22.95 4.00 $ 91.80
Subtotal Billable Expenses $ 1,730.00
(Total Maximum Price ( I $ 84,730.00 I
� I
I I �
43
SECTION 5 - PRICING
h }
,ii \rlclit ;
If the City requests any additional services other than those requested in this request for proposal or to perform additional
work as a result of the specific recommendations included in any report issued on this engagement, MGO shall provide in
writing and in advance the reasons for these services together with our estimate of costs. We will not perform additional
work without the City's approval. In addition, additional services would be set forth in an addendum to the contract
between the City and MGO. Any such additional work agreed to by the City and MGO will be performed at the same rates
set forth in the schedule of fees and expenses included in the Exhibit B.
Staff Rate
Partners $ 285.00
Managers /IT Consultants 176.00
Supervisory Staff 124.00
Staff 90.00
Other -
Technical Reviewer 263.00
Administrative 68.00
I II !
I
44
SECTION 6 - COMPANY IDENTIFICATION
Cynthia Pon, CPA
Partner
Macias Gini & O'Connell LLP
2121 N. California, Blvd. Suite 750
Walnut Creek, CA 94596
68- 0300457
Partnership
Kevin O'Connell, Managing Partner
Kenneth Macias, Chairman of the Board
David Bullock, Partner
Denise Callahan, Partner
Thomas Forbes, Partner
Martin Fox, Partner
James Godsey, Partner
Kenneth Goldman, Partner
Richard Green, Partner
Scott Hammon, Partner
Linda Hurley, Partner
Cynthia Pon, Partner
Jan Rosati, Partner
45
APPENDIX
ACORD CERTIFICATE OF LIABILITY INSURANCE °oiroaizoio
PRODUCER (847) 385-6800 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION
Lemme Insurance Group, Inc. ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE
p HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR
111 West Campbell ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.
4th Floor
Arlington Heights, IL 60005 CA DOI Lic#0C42466 INSURERS AFFORDING COVERAGE 1 NAIC
■
INSURED _.. 1 INSURER A. ___... .__4.. -.
Macias Gini & O'Connell LLP, Macias Consulting Group. and I I _UHEI.b
Macias Gini Investments, LLC No.RI1- : Lexington Insurance Company I
3000 S Street, Suite 300 INOURERp
I
Sacramento, CA 95816 ; WcURER E'
COVERAGES
THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE UOLICY PERIOD INDICATED. NOTWI HS fANOING
ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY SE ISSUED OP
MAY PERTAIN. THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS. EXCLUSIONS AND CONDITIONS OF SUCH
POLICIES AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS
INAR�(DD'L POLICY EFFETI POLICY E %PIR All ON
LJR B15M TYPE OFINSIIa ANf,F POLICY NUMBER DATE 1 MM70YY1 DATE MAE:MITT) 1 Loarrs
i GENERAL LIABILITY EACH OCLUNRETELE S
T'AOSJ TREE r. T4
COMMERCIAL GENERAL LIABILITY PREMISES IEATrr ,,Er* I
CLAIMS MADE ! J O MED E Xi' (Any 01+6 Eamon) I
FERSCHA(. A A7V INJUR+' S
1 GENERAL A REGATE 5
PRODUCTS • CCIMPIOP ACC: S_
(iE A( GNEr.A rF t IAIIT ARP( IE : PEN' _ ...
1 I OL ' r ___.. 1 PRO- 1 LOC
I Irr-
AUTOMOBILE LIABILITY CC+.IB NED SINGLE :MIT
l,Ea ArcxSXni.
. ANY ALTO
I ALI- OWNED AUTOS BODILY INJURY
�(P�r.>nn
5
SCHEDULED AUTOS - _. �___-.._._--_.__.._
I
HIRED AUTOS , BODILY INJURY S
... { 1 (PIN r I r:11
... NON {AYNEO AUTOS
_.. -.... I PROPER TY DANIA(;R
i (Fbl PCCkbnIJ
GARAGE LIABILITY ( AUTO ONLY • E_A/_C :DEP.1 f
ANY AUtc+ OTHER THAN
EA ACC I f
1 AUTO ONLY AGG I E
EXCESSUJMORELLA LIABILITY I EACH OCCURRENCE 5
OCCUR i 1 1 CLAIMS MADE I AGGRt ("A ?F 5
I S
1 DEDUCT'STE _ S.
1 i RETENTION S 1 5
WC T T ( I T11
WORKERS COMPENSATION AND 1 f 'S2 LMII:'+I FF,
EMPLOYERS' LIABILITY 1
ANY PRCPPIETO■PARTNEREXECLLTIVE EL EACH M. 5
O EXCLUDED' E L. DISEASE - °_A ELIPLOYEE S
CPECIRI1PROv IS�ONS .11,w _
' E DISEASE - PGLtGY LIMIT S
'- OTHER 1$2,000,000 Per Claim and Annual Ag
C (Professional Liability 025655196 05/01/2009 05/01/2010
I j$150,000 deductible
DESCRIPTION OF OPERATIONS i LOCATIONS f VEHICLES I EXCLUSIONS ADOEO BY ENDORSEMENT r SPECIAL PROVISIONS
CERTIFICATE HOLDER CANCELLATION
City Hall SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION
10300 Torre Avenue DATE THEREOF. THE ISSUING INSURER WILL ENDEAVOR TO MAIL 30 DAYS WRITTEN
Cupertino, CA 95014 -3255 NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT. RUT FAILURE TO DO SO SHALL
IMPOSE NO OBUGATION OR LIABILITY OP ANY KIND UPON THE INSURER, ITS AGENTS OR
REPRESENTATIVES. _ ��y`A - -'�.1
AUTHORIZED REPRESENTATIVE
ACORD 25 (2001108) ® ACORD CORPORATION 1988
46
APPENDIX
MACIGIN -01
ACORD,.., CERTIFICATE OF LIABILITY INSURANCE
PRODUCER Commercial Lines - (916) 231 -1741 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFI
ONLY AND CONFERS NO RIGHTS UPON THE CERTII
Wells Fargo Insurance Services USA. Inc. - CA Lic#: 0D08 HOLDER. THIS CERTIFICATE DOES NOT AMEND, EX
ALTER THE COVERAGE AFFORDED BY THE POLICII
11017 Cobblerock Drive, Suite 100
Rancho Cordova, CA 95670 -6049 INSURERS AFFORDING COVERAGE
INSURED Macias Gini & O'Connell LLP INSuRER A: American Automobile Insurance Company
and Macias Consulting Group INSURER e: Cypress Insurance Company
INSURER C
3000 S St. Ste. 300
INSURER D - .
Sacramento, CA 95816 INSURER E:
COVERAGES
THE POLICIES OS INSURANCE LISTED BELOW HAVE BEEN ISSUED TO T HE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWI
ANY REQUIREMENT. TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISS1
MAY PERTAIN, 'THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIOM
POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR ADD'L POLICY EFFECTIVE POLICY EXPIRATION LIMITS
INSRE TYPE OF INSURANCE POLICY NUMBER DATE (MMIDOFYY1 DATE (MMIDOIYY)
A GENERAL LIABILITY AZC80825971 04/30/2009 04/30/2010 EACH OCCURRENCE
X COMMERCIAL GENERAL LIABILITY DAMAGE 10 RENTED
PRFAi ,SFS iFe n_r•,Irre ne I
CLAIMS MADE X I OCCUR MED EXP (Any one person)
PERSONAL & ADV INJURY
GENERAL AGGREGATE
GEM. AGGREGA - rE LIMN APPLIES PER PRODUCI S - COMP/OP AGO
—
X POLICY PRO. LOG
JECT
A UTOMOBILE LIABILITY 04/30/2009 A AZC80825971 041301200., 04(30! 2010 COMBINED SINGLE LIMIT
(Ea accident)
ANY AUTO ___.._.— ....__...._...,._
AI.L. OWNED AIt BODILY INJURY
SCHEDULED AUTOS (Per eersoni
X HIRED AUTOS BODILY INJURY
X NON-OWNED AUTOS (Per encidenl)
PROPERTY DAMAGE
• (Per accaenI)
GARAGE LIABILITY AUTO ONLY - EA ACCIDENT
ANY AUTO OTHER THAN
LA ACC
AUTO ONLY' AGO
A EXCESS/UMBRELLA LIABILITY AZC80825971 04/30/2009 04/30/2010 EACH OCCURRENCE
X I OCCUR CLAIMS MADE AGGREGATE
DEDUCTIBLE
X RETENTION $
WC STATU- 0TH -
B WORKERS COMPENSATION AND 3300055235 -091 04/30/2009 04/30/2010 WC • WITS � FR
EMPLOYERS' LIABILITY
EL. EACH ACCIDENT
ANY PROPRIETOR /PARTNER/EXECUTIVE
err ICER /MEMBER EXCLUDED' E.L. DISEASE - EA EMPLOYEE
If yes. describe under
SPECIAL PROVISIONS below E L. DISEASE - POLICY LIMIT
OTHER
DESCRIPTION OF OPERATIONS ( LOCATIONS I VEHICLES ( EXCLUSIONS ADDED BY ENDORSEMENT ( SPECIAL PROVISIONS
City of Cupertino named additional insured per attached AB9189 08/07.
*10 day notice applies if cancelled for non - payment of premium.
•
47
AMENDED EXHIBIT A
---)
EXHIBIT A
Total Maximum Price and
Total Estimated Hours per Fiscal Year (1)
2009110 2010/11 2011/12 2012/13 2013/14 Five Year
Max Price Total Hrs Max Price Total Hrs Max Price Total Firs _Max Price_Total Hrs Max Price Total Hrs Max Price Total Hrs_
City $ 53,305 415 $ 55,170 415 $ 57,100 415 $ 59,100 415 $ 61,170 415 $ 285,845 2,075
.
Single Audit (1
major program) $ 4,830 35 $ 5,000 35 $ 5,175 35 $ 5,355 35 $ 5,540 35 $ 25,900 175
Redevelopment
Agency $ 7,745 60 $ 8,015 60 $ 8,295 60 $ 8,585 60 $ 8,885 60 $ 41,525 300
TDA $ 2,335 20 $ 2,415 20 $ 2,500 20 $ 2,590 20 $ 2,680 20 $ 12,520 100
City Investment
Policy $ 2,335 20 $ 2,415 20 $ 2,500 20 $ 2,590 20 $ 2,680 20 $ 12,520 100
Proposition 111 $ 1,250 10 $ 1,295 10 $ 1,340 10 $ 1,385 10 $ 1,435 10 $ 6,705 50
Subtotal $ 71,800 560 $ 74,310 560 $ 76,910 560 $ 79,605 560 $ 82,390 560 $ 385,015 2,800
City State
Controller Report
(Optional) $ 2,040 20 $ 2,110 20 $ 2,185 20 $ 2,260 20 $ 2,340 20 $ 10,935 100
Additional
Discount $ (2,040) $ (2,110) $ (2,185) $ (2,260) $ (2,340) $ (10,935)
Grand Total ' $ 71,800 580 $ 74,310 _ 580 $ 76,910 580 $ 79,605 580 $ 82,390 580 $ 385,015 2,900
i
(I ) All inclusive total for services, out- of=pocket expenses, meals, lodging, transportation, mileage, printing and
other costs. (Should tie to maximum price and total staf 'I ours. on Exhibit Lt for each year.)
I am empowered to submit this bid, and am authorized to sign a contract with the City of Cupertino.
.! i / Partner
Signature Title
Macias Gini & O'Connell LLP
Firm
I
\�