With that small of an office, in terms of the number of people and dollars, we had to be very strategic in how we selected audits. We had to be very strategic in how we scoped the audits because the danger was that we could use up all of our performance auditors on one audit that would take 18 months and then we would have nothing to report to the legislature.
We had to be very thorough and diligent in terms of selecting what audits needed to be done, in assigning people to those audits, in scoping the audits appropriately, and then in producing a report. I think we produced about four performance audits a year.
I'm very proud of the productivity we had when you compare it to the inputs we had, and I'm also very proud of the outcomes and the recommendations we made in those reports. We very much were “to the bone”, and I think we managed that very well.