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Site Last Updated: Thursday December 18, 2014

 
 
Tolleson Union High School District—Theft and Misuse of Public Monies

Tolleson Union High School District—Theft and Misuse of Public Monies

Our investigation revealed that from July 2009 to September 2011, Jamie Fimbres, former principal’s administrative assistant for Sierra Linda High School, unlawfully appropriated $10,521 of public monies for her personal benefit. On December 15, 2014, the Arizona State Grand Jury indicted Ms. Fimbres on felony charges related to theft, misuse of public monies, and fraudulent schemes.

 

Full Report (159k)

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Winslow Unified School District

Winslow Unified School District

In fiscal year 2012, Winslow Unified School District’s student achievement was similar to peer districts’, on average, and its cost-efficiency in noninstructional areas was mixed. The District’s per pupil administrative costs were much higher than peer districts’, on average, primarily because it employed more administrative positions, and its plant costs were higher primarily because it maintained a large amount of excess school building space, which was likely not needed because most of the District’s schools operated far below their designed capacities. The District’s food service program operated with slightly higher costs that may have been a result of it not sufficiently overseeing the vendor operating the program. The District’s transportation program operated in a reasonably efficient manner, despite having higher costs per pupil, but the District needs to strengthen controls over fuel purchases.

 

Report Highlights (166k)

Full Report (645k)

District Response (200k)

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St. David Unified School District

St. David Unified School District

In fiscal year 2012, St. David Unified School District’s student achievement was much higher than peer district averages, and the District was reasonably efficient in most operational areas. The District’s administrative costs were much lower than peer districts’, but the District lacked sufficient accounting and computer controls. The District’s plant operations and transportation program were reasonably efficient overall. However, the District needs to accurately determine and report to the Arizona Department of Education its bus ridership information to help ensure the District is properly funded and to allow it the ability to calculate and monitor rider-based transportation performance measures. The District’s food service program was inefficient, with a cost per meal that was much higher than the peer districts’ average primarily because of overstaffing and inefficient purchasing practices. As a result, the District spent $44,110 of its Maintenance and Operation Fund monies to subsidize the program.

 

Report Highlights (154k)

Full Report (956k)

District Response (582k)

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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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 Recent Updates

12-18-14:

AZ Game and Fish Department June 30, 2014, Schedule of Cash Receipts, Disbursements, and Transfers

Pima County Community College District June 30, 2014, Financial Audit

Tolleson UHSD—Theft and Misuse of Public Monies Special Investigative Report

 

12-17-14:

Maricopa County Community College District June 30, 2014, Financial Audit

Winslow USD Performance Audit Report

 

12-16-14:

Arizona Office of the Auditor General June 30, 2014, Annual Report

Cochise County Community College District June 30, 2014, Financial Audit

 

12-15-14:

St. David USD Performance Audit Report

 

12-12-14:

Job Postition Opening: Data Analyst I in Information Technology Services

Yuma/La Paz Counties Community College Districts June 30, 2014, Financial and Single Audit Report and Highlights

 

12-11-14:

Coconino County Community College District June 30, 2014, Expenditure Limitation, Financial Audit, and Single Audit Reports

Queen Creek USD 24-Month Performance Audit Followup

 

12-10-14:

Pima County June 30, 2014, Financial Audit

 

11-25-14:

Arizona Game and Fish Commission, Department, and Director Initial Performance Audit Followup

 

11-24-14:

Bicentennial UHSD 18-Month Performance Audit Followup

 

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

 

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