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CGAP test Format | CGAP Course Contents | CGAP Course Outline | CGAP test Syllabus | CGAP test Objectives


Certified Government Auditing Professional (CGAP) test Syllabus
The CGAP test includes 115 multiple-choice questions, covers four domains, and requires a completion time of two hours and fifty-five minutes. The test includes questions on International Organization of Supreme Audit Institutions (INTOSAI) Government Auditing Standards. Candidates who registered to take the test in the United States will receive a local version of the test with questions on U.S. Generally Accepted Government Auditing Standards (GAGAS/Yellow Book).

P = Candidates must exhibit proficiency (thorough understanding; ability to apply concepts) in these course areas.
A = Candidates must exhibit awareness (knowledge of terminology and fundamentals) in these course areas.

Standards tested on the CGAP exam:
The IIA's International Professional Practices Framework (IPPF) (P) (Includes the Code of Ethics, International Standards for the Professional Practice of Internal Auditing (Standards), Practice Advisories, and Development and Practice Aids)
INTOSAI Standards and Code of Ethics (A)
Additional standards tested on the CGAP test for candidates taking the test in the United States:

Generally Accepted Government Auditing Standards (GAGAS/Yellow Book) (P)
Exam Non-disclosure
The CGAP test is a non-disclosed examination, which means that current test Q&A will not be published or divulged.
NOTE: test courses and/or format are subject to change as approved by The IIA's Professional Certification Board (PCB).

CGAP test Domains
The CGAP test core content covers four domains:
Domain I: Standards, Governance, and Risk/Control Frameworks (10-20 percent)
Domain II: Government Auditing Practice (35-45 percent)
Domain III: Government Auditing Skills and Techniques (20-25 percent)
Domain IV: Government Auditing Environment (20-25 percent)

Certified Government Auditing Professional (CGAP) test Syllabus Domain I
Standards, Governance, and Risk/Control Frameworks (10-20%)
(P) = Candidates must exhibit proficiency (thorough understanding; ability to apply concepts) in these course areas.
(A) = Candidates must exhibit awareness (knowledge of terminology and fundamentals) in these course areas.
A. Standards
Role of a comprehensive set of auditing/evaluation standards (A)
Application of appropriate standards in all assignments (P)
Role and impact of other auditing standards (standards of public accounting bodies, quality assurance bodies, etc.) and their relationship with the above standards (A)
B. Governance
Governance in the public sector (e.g., audit committee, code of conduct, open government, public scrutiny, equity, accountability) (P)
Role of audit within the governance structure (P)
C. Risk/Control Frameworks (e.g., COSO, CoCo)
Role of frameworks (A)
Elements of a risk/control framework (P)
Application of frameworks (P)
D. IIA Code of Ethics (P)

Certified Government Auditing Professional (CGAP) test Syllabus Domain II
Government Auditing Practice (35-45%)
(P) = Candidates must exhibit proficiency (thorough understanding; ability to apply concepts) in these course areas.
(A) = Candidates must exhibit awareness (knowledge of terminology and fundamentals) in these course areas.
A. Management of the Audit Function
Need for a formal document of purpose, authority, and responsibility (P)
Policies and procedures (A)
Quality assurance (A)
Planning (A)
Staffing (A)
Marketing the audit function (A)
Mission/role/outcome of audit function within government (A)
B. Types of Audit Services
Audits of compliance (P)
Audits of performance/value-for-money/operations (e.g., economy, efficiency, effectiveness) (P)
Audits of financial statements (A)
Audits of financial systems (P)
Audits of information and related technology (P)
Consulting/assistance services (e.g., non-audit advisory services) (A)
Integrity services (e.g., Fraud, Waste, and Abuse) (P)
C. Processes for Delivery of Audit Services
Management of individual projects (P)
Planning (The role of laws, regulations, rules, and ordinances in your planning process should be considered in the planning process) (P)
Risk and control assessment practices (P)
Performing the engagement (P)
Communicating results (P)
Monitoring results (follow-up) (P)

Certified Government Auditing Professional (CGAP) test Syllabus Domain III
Government Auditing Skills and Techniques (20-25%)
(P) = Candidates must exhibit proficiency (thorough understanding; ability to apply concepts) in these course areas.
(A) = Candidates must exhibit awareness (knowledge of terminology and fundamentals) in these course areas.
A. Management Concepts and Techniques (A)
B. Performance Measurement (P)
C. Program Evaluation (A)
D. Quantitative Methods (e.g., statistical methods and analytical review) (P)
E. Qualitative Methods (e.g., questionnaires, interviews, and flow charts) (P)
F. Methods for the Identification and Investigation of Integrity Violations (P)
G. Research/Data Collection Techniques (P)
H. Analytical Skills (e.g., distinguish between significant and insignificant information) (P)

Certified Government Auditing Professional (CGAP) test Syllabus Domain IV
Government Auditing Environment (20-25%)
(P) = Candidates must exhibit proficiency (thorough understanding; ability to apply concepts) in these course areas.
(A) = Candidates must exhibit awareness (knowledge of terminology and fundamentals) in these course areas.
A. Performance Management (P)
B. Financial Management
Unique requirements in accounting for and reporting on government financial operations (P)
Principles of taxation and revenue generation (P)
Unique aspects of governmental budgeting (e.g., encumbrances, earmarking) (P)
Government accounting (e.g., fund accounting, resource accounting) (P)
Legal restrictions on sources and uses of funds (e.g., voted funds, conditional grants, revenues) (A)
Investment restrictions for public funds (A)
Activity-based costing/cost-allocation (A)
C. Implications of Various Service Delivery Methods
Direct delivery by government employees (P)
Grants (P)
Contracts (P)
Joint Ventures/Partnerships/Authorities/Special Operating Agencies/Quasi-governmental (A)
Privatization (A)
D. Implications of Delivering Services to Citizens
Due process rights of clients/citizens (P)
Confidentiality/privacy/rights of clients/citizens (P)
Issues arising from the methods of funding/delivering services (condition that client receiving service may not be party paying for the services; ability-to-pay principle; user pay; eligibility requirements; limitations on services available; entitlements; etc.) (A)
Reality of conflicting missions (e.g., satisfy both developers and environmentalists, keep families together and kids safe) (A) Issues associated with at-risk populations (e.g., multiple, interacting causes and conditions; difficulty of measuring prevention) (A)
E. Unique Characteristics of Human Resources Management (A)
F. Unique Purchasing and Procurement Requirements (P)=>



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Financial Practice Questions

economic woes at powerful city Baltimore are growing huge complications for a must-have community classes it is meant to assist | CGAP test Questions and Cheatsheet

Saran Fossett’s early life summer season program in Baltimore, Aziza/Pe&ce, become getting into its remaining stretch last year and there have been still prices to meet.

a gaggle travel to Arundel Mills to peer “The Lion King” changed into set, as turned into a catered lunch of African-themed meals. Fossett necessary to pay her formative years personnel, her enterprise associate and herself.

Then, she talked about, notice came from her financial managers at mighty city Baltimore: She’d run out of funds.

simply weeks prior, Fossett pointed out, they had assured her she had more than sufficient dollars.

inside months, she said, they were telling her she owed them $60,000.

“I didn’t pursue any further funding, as a result of I didn’t need them to deal with from now on money,” Fossett said. though her organization continues to function, she needs greater readability from strong metropolis earlier than looking for money for further initiatives.

As Fossett’s application grew rapidly in accurate years, strong metropolis was managing her funding as a “fiscal sponsor." Smaller and less established groups are generally required to have such sponsorship to reap can provide.

Now, she and dozens of other grassroots agencies in Baltimore say mighty city’s accounting of their price range is hopelessly in disarray and upending vital group work involving at-possibility, in general Black infants.

effective metropolis manages money and administrative initiatives for more than one hundred fifty small classes as a fiscal sponsor. In 2019, it managed $14 million in property, the company spoke of. final month, amid studies that a coalition of companies was demanding answers, Baltimore’s Inspector time-honored launched an investigation into its price range.

amazing metropolis acknowledges that swift boom ended in complications however blames different components. It says the may also 2019 ransomware assault on Baltimore slowed its work, as did delays in disbursing Baltimore’s little ones and youth Fund in part because of the fallout closing year of former Mayor Catherine Pugh’s healthy Holly scandal.

Saran Fossett, executive director and founder of Baltimore summer adolescence program Aziza Pe&ce is certainly one of many nonprofit and social functions agencies who say robust metropolis Baltimore has mismanaged their money, deeply impacting their skill to supply important services. (Karl Merton Ferron/The Baltimore sun)

however interviews with customers and a assessment of tax documents and other data exhibit potent metropolis’s complications are deeper and had been occurring a long way longer that it has recounted. the head of a former associate corporation describes neglected payrolls, weak accounting and regularly occurring mismanagement going lower back to as a minimum 2017. Some of robust city’s partner companies have ceased working because they can’t access their own funds that they are saying they're owed.

effective city celebrated its 50th anniversary ultimate year and moved into a new East Baltimore headquarters supposed to cement its multiplied role as a citywide corporation.

but it is now reeling. Its longtime chief govt officer stepped down in March, certainly one of a stream of key departures that continues. businesses that supplied funding to amazing metropolis and its tasks have hit pause, whereas grassroots agencies are fighting to extricate themselves. The pandemic has compounded matters.

“Our methods just haven’t been able to keep up with both the quantity and complexity of the work,” referred to Georgia Smith, the chair of strong city’s board of directors. “We admire that, and we’ve been attempting to get the right individuals as neatly as the right systems in place to be certain that they don’t live in this state.”

Funders are staring at to look what occurs.

“We don’t allow anyone to make use of them any further, at least for the moment,” noted Robert Embry of the Abell foundation. brought Matt Gallagher of the Goldseker basis: “We’re staring at this and monitoring it like every person else."

Danielle Torain has viewed mighty city’s struggles, each as she helped to manage the Baltimore toddlers and adolescence Fund and now as executive director of the Open Society Institute, which provides offers to organizations via robust metropolis. She spoke of the issues highlight a larger situation of how public dollars stream to neighborhood-based mostly initiatives.

After the 2015 rebellion, she observed, there was a surge of activity in funding work to help youth and communities. “And they weren’t acknowledging the extent of which they obligatory to rely on fiscal sponsors to make it work,” she said.

In a written response to questions from The Baltimore solar, period in-between CEO Reginald Davis acknowledged that the company has had trouble with its speedy boom.

“I actually have been clear from the start with their stakeholders and initiatives that in addition to more constructive communication, improvements have been essential to Excellerate their interior capability and techniques to meet the demands created via massive growth within the variety of projects they sponsor,” Davis wrote.

requested about Aziza/Pe&ce, Davis wrote, “Some projects spend greater than what they usher in.” He acknowledged that robust metropolis’s advancement of dollars to a couple companies isn't a most beneficial observe, however talked about groups have to repay such advances notwithstanding a provide they expected didn't come through.

lengthy-standing difficulty

Fagan Harris knew through 2017 that he had to get his company, Baltimore Corps, far from mighty metropolis. Over right here 18 months, he observed, he undertook a clandestine effort over mighty metropolis’s objections to tug out.

As his “fiscal sponsor,” strong city took a percentage of his revenues to provide fiscal management, human substances and criminal guide. Many small programs are not registered as 501c3 nonprofits and so legally can’t settle for certain sorts of cash.

“We needed to call their donors and ask them to cease giving us money because they had no idea the place the money become going.”

Kim Sauer, co-founder of Fearlessly Loving your self

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Funders may also be cautious of giving cash to businesses with a brief track list. Fiscal sponsors tackle the economic, human components and felony points so program leaders can focus on their mission in alternate for 10% to 15% of their revenues.

“The biggest difficulty within the nonprofit sector is too many individuals delivery corporations without being in a position to show demand and a economic sustainability path for the company,” stated Peter Frumkin, a professor on the university of Chicago who is an expert on philanthropy and nonprofit administration. “in lots of instances it is very clever to delivery out the usage of a fiscal agent as an intermediary to obtain cash.”

Baltimore Corps works to deliver talented people of colour into public carrier roles within the metropolis. throughout its time with effective metropolis, Baltimore Corps had grown from taking in $300,000 a 12 months in 2013 to more than $three million through 2016. The time was correct for Baltimore Corps to become its own nonprofit. however Harris noted that movement, perhaps inevitable, became accelerated by using issues he changed into experiencing with amazing city.

His payroll checks wouldn’t be cut in time, and that they didn’t deliver him well timed monetary statements, he noted. Human substances tasks like present letters, personnel info and background assessments can be late or have mistakes, he spoke of.

“It turned into just a poorly run operation, and lamentably this dragged on for years,” Harris mentioned.

Davis, who joined powerful city in November as chief of personnel, cited that Baltimore Corps had left powerful metropolis by the point he arrived. however he observed he quickly spoke with Corps leadership, and those discussions advised effective metropolis’s retooling of its accounting, communications and different programs. “by January, they have been as soon as again distributing financial statements on time,” he stated.

expanding scope

mighty city started in 1969 because the superior Homewood neighborhood Corp., created to stabilize the neighborhoods across the Johns Hopkins institution campus after the riots following the loss of life of Martin Luther King Jr. For decades, it acted as a fiscal sponsor for a handful of group companies while running an grownup learning core. over the years, it begun expanding beyond Charles Village.

“I’m not an accounting guy, however i know addition and subtraction. loads of the numbers they had been providing me simply didn’t make feel.for those who make guarantees to these youngsters, they’re anticipating us to come back through.”

William Tipper Thomas, customer of strong metropolis

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round 2015, it changed names to replicate that broader mandate and decided that fiscal sponsorship would turn into a more big a part of its operations.

Tax documents show that the firm’s total revenue ballooned from $5.four million in 2014 to $12 million in 2017. robust metropolis says on its website that in 2019 it managed $14 million through fiscal sponsorship by myself.

The sponsorship work "accelerated for a large number of causes, but mostly as a result of people requested us to do this, and it made feel to do it,” pointed out Karen Stokes, who left in March after greater than 13 years as potent metropolis’s government director. “We also started formalizing it. within the very starting it wasn’t a extremely formal software at all. nonetheless, perhaps the first 5 to six years of it, it become finished in fact as a service.”

In 2018 potent metropolis was named certainly one of two favorite fiscal sponsors for grassroots companies making use of for can provide in the course of the city’s toddlers and adolescence Fund, which is $12 million set other than property taxes annually to boost courses for toddlers. robust metropolis would eventually control dollars for greater than a hundred and fifty courses.

Rosheda Harrell and Kim Sauer created Fearlessly Loving your self in 2018 to mentor women in Southwest Baltimore and have been one of the crucial early life fund’s first recipients, claiming a $20,000 furnish.

“From the very beginning, there gave the impression to be problem with verbal exchange and receiving timely practising and skilled construction as promised,” Harrell observed. "whereas they were trying to navigate that, they have been assigned four distinct undertaking managers. every time they tried to get the ball rolling, they had been reassigned to yet another undertaking supervisor.”

amazing city wouldn’t provide them with special economic reviews, she talked about, and Harrell and Sauer felt their questions were being brushed aside. once they obtained the program up and operating in June 2019, however, “everything got here aside,” Sauer stated.

vendors, contractors and even their property manager weren’t being paid, they referred to. They determined to take a more in-depth examine how strong metropolis turned into managing their dollars.

“once they did, they came to discover the rest which you can think about that is incorrect changed into wrong with their account,” Harrell pointed out, including duplicate and inaccurate prices.

“We had to name their donors and ask them to stop giving us cash as a result of they had no thought where the money became going,” Sauer mentioned.

requested about Fearlessly Loving your self, Davis again pointed to the ransomware attacks and powerful metropolis advancing funds. He wrote that accomplice corporations are every so often unclear on the guidelines of “how they can spend the funds” and that mighty city is “addressing this with new capabilities on workforce and new accounting procedures.”

Former metropolis colleges physical training instructor Kevin Anderson partnered two years ago with robust city for guide when his after-college fitness and fitness program, NewFIT, grew too tremendous for him to handle on his own, with a staff of 50 and courses in dozens of faculties. “I had been given the impression that effective city might take on those components of the company and that i might just navigate the half i love, my ardour: growing these experiences and classes and carrying on with to develop,” Anderson noted.

Anderson said his portfolio managers changed regularly, and from the beginning in early 2018 his financial statements had been inconsistent and showed him in a deficit. “They have been saying, ‘we've lots occurring. Don’t worry about it. They recognize what your price range is. We’re just catching up on their receivables,’ ” he said.

The Baltimore Brew first reported on Anderson’s situation and broader questions on effective metropolis.

strong city may still on no account let any application get into the purple, Anderson talked about. “It’s now not like anybody has their personal checkbook — all transactions need to be licensed by using amazing metropolis. it will certainly not get to that aspect.”

Davis stated staffing changes and said the group has recently employed greater experienced accounting personnel.

Anderson, Harrell and Sauer are part of a coalition annoying answers. amongst them is William Tipper Thomas, who runs an engineering software to engage center school-age little ones in science and math. He paused his software in August 2019 out of problem that effective metropolis wasn’t managing his funds appropriately, and involved that continuing his operations may make the circumstance worse.

“I’m no longer an accounting man, however i know addition and subtraction. lots of the numbers they had been proposing me just didn’t make feel,” Thomas observed. “if you happen to make guarantees to these children, they’re anticipating us to return through.”

Davis stated prior this summer time that organizers with 19 of strong city’s 156 initiatives had expressed issue and the challenges were mainly involving communique.

“What they heard from their tasks is that they desired us to speak and talk regularly, and so we’re trying truly challenging to do this in a couple of approaches,” he spoke of.

The sun found other courses that selected no longer to be part of the coalition of 19 who on the other hand say powerful metropolis mismanaged their dollars. one of them become Tonee A. Lawson, who runs a infants’s software known as Be. She has been focused on divesting from powerful city and carrying on with her work.

“It’s simply now not a great use of my time. It’s led to my application to undergo, and in the end I’m right here for the infants they serve,” Lawson referred to.

Stokes referred to that within the starting of its sponsorships, effective city was charging four% on the funds managed for every neighborhood. She spoke of it should have been charging as excessive as 15%.

She also said amazing city advanced money to agencies earlier than it changed into in hand from the challenge funders.

Davis added in a written response that advancing funds multiplied pressure on the organization, primarily after the ransomware assault and COVID-19.

Kim Trueheart, who is a member of sturdy city’s board of administrators and additionally a shopper, observed her software’s money were frozen, however referred to it turned into since the government agency that money her told her she had not crammed out her application as it should be. She talked about problems aren’t simply the fault of robust metropolis, however funding on occasion now not coming via as anticipated.

Rising hire

It wasn’t just fiscal sponsorship that put strong city on shaky ground, but different harmful ventures as neatly. It absorbed a software referred to as The club at Collington, a heralded neighborhood middle that serves little ones in East Baltimore. but strong city cited in its most fresh annual record that the application become dropping $300,000 annually, and under its stewardship had only been dropped at a “essentially balanced finances.”

in the meantime, mighty metropolis spent years engaged on leaving its longtime domestic in Charles Village for the Hoen & Co. lithograph constructing in East Baltimore. It had long vital more space, and its mission had expanded citywide, to assisting programs in underserved communities. After renting for a long time, officials hoped owning their personal area would deliver them entry to larger capital.

Developer cross road companions and robust metropolis teamed up, with effective metropolis’s nonprofit fame assisting go street entry an awful lot-essential tax credit and loans for the mission, whose rate grew from $26 million to about $30 million.

William Tipper Thomas, who runs the engineering software for core schoolers, stated the flow to the Hoen & Co. building raised eyebrows. “each person’s financials are screwed up, and that they buy a company-new $20 million building. How does that work?” Thomas spoke of.

Stokes insists that the constructing isn't causing robust city’s issues. “The greatest purpose became to be certain there became no chance for the nonprofit of robust city, that there’d be finished separation,” Stokes talked about. She said they are most effective tenants now, with the alternative to purchase after seven years.

however Del. Regina Boyce, who was director of sturdy metropolis’s grownup researching middle unless December, stated the constructing brought about hire expenditures to bounce. She mentioned the grownup gaining knowledge of center’s appoint by myself tripled.

“We were confined in area and restrained in programming [in the old building]. It’s top notch we've this area, but i used to be asking the query: Who’s going to pay for this?” Boyce said. “I be aware no person being excited since it become too quickly. It looked like it made sense sooner or later, and the following day it didn’t make experience.”

John Renner, of go street companions, spoke of in an interview that he couldn’t get into specifics about no matter if robust city is meetings its month-to-month appoint funds but that the corporation “is doing just about as well as any nonprofit corporation in their portfolio all over the COVID period (and better than marketers).”

searching again on her tenure as government director, Stokes says she’s now not able to say even if she has regrets.

“We have been aggressive in their growth on account of their mission. They did it out of the sake of believing they could make a difference,” Stokes pointed out. “turned into it completely completed? No. might they now have completed it more suitable? might be. They did the gold standard they might.”

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Board chair Georgia Smith noted mighty city is reevaluating its scope.

“We’re taking a look at, given their means and their techniques with the improvements we’re making, what makes sense when it comes to the numbers and the measurement of the funding sources,” Smith stated. “We haven’t made any choices about it yet.”

Harris, of Baltimore Corps, stated the mostly white-run robust city did a disservice to its commonly black-run classes.

“Black leaders across the city must meet a stronger threshold of efficiency, and these styles of issues reflect poorly on the leader and makes it even tougher for leaders of color to do their jobs,” Harris referred to. “I don’t comprehend that this predominantly white corporation understood that or took it critically, because in the event that they did, they would not have let this degree of incompetence persist for as long because it did.”

Saran Fossett and her enterprise accomplice at Aziza/Pe&ce parted ways amid problems with amazing city. determined to hold the program going, Fossett took a job with the college equipment that lets her provide equivalent functions.

“My corporation will not ever cease,” Fossett referred to. “i will proceed to develop.”


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