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Site Last Updated: Friday November 21, 2014

 
 
Arizona Department of Administration—Arizona State Purchasing Cooperative Program

Arizona Department of Administration—Arizona State Purchasing Cooperative Program

The Arizona Department of Administration (Department) administers the Arizona State Purchasing Cooperative Program (program), which allows its members to purchase goods and services from state-wide contracts. Statute authorizes the Department to establish a program fee that covers the costs of administering the program. However, the program fee revenue has exceeded the program’s administrative costs. Not only has the Department used program fee revenue to administer the program, it also has used this revenue to pay for most of the cost of the state electronic procurement system, ProcureAZ, and to pay the salaries and benefits of more than half of the Department’s procurement staff. Therefore, the Department needs to better align the program fee with the program’s costs. In addition, the Department needs to improve the collection of program fee revenue and continue to strengthen its cash-handling controls over the processing of program fee revenue.

 

Report Highlights (136k)

Full Report (851k)

Agency Response (472k)

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Arizona Department of Child Safety—Children Support Services—Emergency and Residential Placements

Arizona Department of Child Safety—Children Support Services—Emergency and Residential Placements

Arizona Department of Child Safety—Children Support Services—Emergency and Residential Placements—Although the best setting for abused and neglected children is one that is family-based, the number of Arizona children placed in congregate care, such as group homes, emergency shelters, and residential treatment centers, increased by approximately 73 percent from September 2009 through March 2014. The State’s costs for providing this type of care nearly doubled, from nearly $40 million to more than $79 million between fiscal years 2009 and 2013. Several factors have contributed to the increased use of congregate care, including an inadequate supply of foster care homes; various state practices, including some related to permanency goals and activities; and inadequate access to behavioral health services. The Department has taken steps to reduce the use of congregate care but should consider other states’ experiences to identify multiple strategies for reducing its use.

 

Report Highlights (127k)

Full Report (682k)

Agency Response (236k)

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Salome Consolidated Elementary School District

Salome Consolidated Elementary School District

In fiscal year 2012, Salome Consolidated Elementary School District’s student AIMS scores were lower than peer districts’ averages in three of four areas tested—math, reading, and science. Although the District’s per pupil costs were high in some operational areas, the District was reasonably efficient overall. The District’s administrative operations were reasonably efficient, but it lacked adequate controls over its payroll, purchasing, cash collections, and computer network and systems. The District’s plant operations were also reasonably efficient, and its food service costs were lower per meal than peer districts’ averages, but it had to subsidize its food service program, in part, because of its participation in a special National School Lunch Program provision. The District’s transportation program was also reasonably efficient with higher costs per mile but lower costs per rider. However, the District needs to improve controls over its fuel inventory and ensure that its bus drivers meet all certification requirements.

 

Report Highlights (140k)

Full Report (5.29MB)

District Response (4.93MB)

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State of Arizona Naturopathic Physicians Medical Board

State of Arizona Naturopathic Physicians Medical Board

The State of Arizona Naturopathic Physicians Medical Board (Board) should strengthen its policies and procedures to better ensure that applicants meet all licensing and certification requirements. The Board should also continue to include paper renewal applications in its audits of continuing medical education and develop an electronic mechanism to track its compliance with licensing time frames. Because the executive director investigates complaints but can also dismiss complaints, the Board should have policies establishing when such dismissals are appropriate and have the executive director report on complaint-related actions. In addition, the Board should adopt policies and procedures guiding disciplinary decisions and timely complaint processing. Finally, the Board should improve the timeliness and accuracy of the information it provides to the public.

 

Report Highlights (112k)

Full Report (442k)

Agency Response (50k)

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Arizona Board of Executive Clemency

Arizona Board of Executive Clemency

The Arizona Board of Executive Clemency (Board) is responsible for granting parole to eligible inmates, revoking the parole/community supervision of violators, and recommending clemency actions to the Governor. We identified four areas where the Board can improve its operations. First, although the Board has strengthened its policies to help ensure that board members are free from conflicts of interest, additional steps are needed. Second, the Board should also continue its efforts to develop a formalized, structured decision-making process so that its decisions are objective, consistent, and transparent. Third, the Board should continue its current efforts to better meet revocation hearing timeliness goals and victim notification requirements. Finally, the Board should develop and implement a transition plan to separate its board chair and executive director positions.

 

Report Highlights (127k)

Full Report (557k)

Agency Response (116k)

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Arizona Office of Administrative Hearings

Arizona Office of Administrative Hearings

The Arizona Office of Administrative Hearings (Office) was established in 1995 to ensure that the public receives fair and independent administrative hearings. The Office has implemented several controls to help ensure that it provides fair, independent, and timely hearings, but it should implement statutorily required training programs, enhance its policies and procedures for ensuring fair and independent hearings, and better comply with statutory hearing time frame requirements. Additionally, the Office’s method for calculating the rates for its services results in inequitable agency charges, and the Office has further inflated these rates to make up for a shortfall in its State General Fund appropriation. To address these issues, the Office should implement a cost-based rate-setting method to develop consistent rates to charge all agencies for its services, and work with the Legislature to address its State General Fund appropriation shortfall.

 

Report Highlights (143k)

Full Report (574k)

Agency Response (87k)

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 Recent Updates

11-21-14:

DES—Division of Developmental Disabilities ALTCS Contract June 30, 2014, Financial Statement Audit and Highlights

Navajo County Community College District June 30, 2014, Financial Audit, Single Audit, and Highights

Northern Arizona University June 30, 2014, Report on Internal Control and Compliance and Financial Audit Highlights

 

11-18-14:

Job Postition Opening: Auditor I in Information Technology Services

Job Postition Opening: Senior Methodologist/Methodologist/Fellow in the Performance Audit Division

 

11-13-14:

Chino Valley USD 18-Month Performance Audit Followup

 

11-12-14:

Arizona State University June 30, 2014, Report on Internal Control and Compliance and Financial Audit Highlights

University of Arizona June 30, 2014, Report on Internal Control and Compliance and Financial Audit Highlights

 

11-10-14:

Arizona Department of Administration—Arizona State Purchasing Cooperative Program Performance Audit Report

 

11-04-14:

Kingman USD 12-Month Performance Audit Followup

 

10-31-14:

DES—Children Support Services—Foster Home Recruitment-Related Services Contracts Initial Performance Audit Followup

State Treasurer of Arizona June 30, 2014, Financial Audit, Financial Audit Highlights, and Report on Internal Control and Compliance

Vail USD 24-Month Performance Audit Followup

 

10-30-14:

USFR Webinar—IT Controls Part II: User Roles and Access Controls

 

10-28-14:

DHS—Division of Behavioral Health Services—Title XIX and XXI Contract June 30, 2014, Schedules of Revenues, Expenditures, and Encumbrances

Northern Arizona University June 30, 2014, Financial Audit Report

 

10-24-14:

Arizona State University June 30, 2014, Financial Audit Report

 

10-22-14:

Peach Springs USD 90-Day Letter

University of Arizona June 30, 2014, Financial Audit Report

 

10-20-14:

Addition of October 22, 2014, JLAC Meeting Agenda and Meeting Packet

Elfrida ESD 12-Month Performance Audit Followup

 

10-17-14:

Colorado River UHSD 12-Month Performance Audit Followup

 

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