The engagement partner (I am using the terminology from ASA220.7a here – see also ASQC1.12, Aus12.5 and APES320(2 AUST2.1f); the case uses the term “partner-in-charge”) of an audit (Dan Cline) is the definitive decision-making position on the audit team. Although the manager and senior make several decisions, they must get ultimate approval from the lead engagement partner of the audit. The consulting (also called “reviewing”) partner’s (Bob Zimmerman) objective is to add a further degree of objectivity to the audit – the role is to review and critique certain crucial decisions made by the audit team (for e.g., the final audit report) from a perspective of non-involvement on the audit team (see ASA 220.18, A22-A23 and check what ASQC1 and APES320 say about this role).
Some professional statements you might like to check on this issue of independence are ASQC 1, ASA 220, APES 320 and APES 110 - the Code of Ethics for Professional Accountants.
Partners should be regularly rotated (see if you can find this in APES 110 … Hint: scan the “Contents” immediately before section 290.1 (pre 2018) or section 400 (post 2018) to locate the sections dealing with Long Association of Senior Personnel (including partner rotation) with an Audit Client. This is still problematic for smaller firms in the profession.
Once again, please be aware that this feedback is meant to improve your knowledge rather than simply confirm what you may have read from a cursory or careful reading of the material … each time you read something hopefully you learn a little more and are beginning to appreciate how valuable the Handbook can be – just remember NOT TO MARK IT IN ANY WAY so you can use it in the examination.