In addition, the Office of Finance and Administration has lacked appropriate staffing to ensure a concerted and consistent focus on internal controls and operational business processes. Under the leadership of the current Vice Chancellor for Finance and Administration, who was hired in August 2015, the Office of Finance and Administration has reworked its organizational structure to include two new, critical positions: a senior accountant and a payroll manager [DR2.43]. Both of these positions will provide additional support and guidance to the Colleges as well as to provide for enhanced internal controls monitoring and continued improvement. The District’s commitment to strengthening its internal controls and enhancing its business processes is evidenced by the marked decrease of audit findings over the past three years. Given the work of the Audit Resolution Work Team and other collaborative District efforts, the District has reduced completely its number of findings: the four findings noted in 2015 (See also DR2.2; DR2.3; DR2.4) the fourteen findings noted in 2013, and the twelve findings noted in 2014. The District is confident that the number of subsequent recurrent audit findings will continue to be minimal, if not non-existent. As the Audit Resolution Work Team and other cross-functional groups—such as the Grants Administration Team— continue their collaborative efforts, District operations and compliance mechanisms are only strengthened. The re-organization of the Finance Division, and ongoing leadership stability, will provide the requisite resources to support this crucial work of audit reform. VII. Conclusion: The District has resolved all ongoing deficiencies identified in the 2013 and 2014 external audit findings and meets the Standards (III.D.2.b, III.D.3.h). Now that the ongoing deficiencies have been resolved, and the non-recurrent audit functions that are considered key to its operational efficiency, fiscal integrity, and educational services delivery capacity have been addressed, the District is focusing its attention on other business processes identified as
In addition, the Office of Finance and Administration has lacked appropriate staffing to ensure a concerted and consistent focus on internal controls and operational business processes. Under the leadership of the current Vice Chancellor for Finance and Administration, who was hired in August 2015, the Office of Finance and Administration has reworked its organizational structure to include two new, critical positions: a senior accountant and a payroll manager [DR2.43]. Both of these positions will provide additional support and guidance to the Colleges as well as to provide for enhanced internal controls monitoring and continued improvement. The District’s commitment to strengthening its internal controls and enhancing its business processes is evidenced by the marked decrease of audit findings over the past three years. Given the work of the Audit Resolution Work Team and other collaborative District efforts, the District has reduced completely its number of findings: the four findings noted in 2015 (See also DR2.2; DR2.3; DR2.4) the fourteen findings noted in 2013, and the twelve findings noted in 2014. The District is confident that the number of subsequent recurrent audit findings will continue to be minimal, if not non-existent. As the Audit Resolution Work Team and other cross-functional groups—such as the Grants Administration Team— continue their collaborative efforts, District operations and compliance mechanisms are only strengthened. The re-organization of the Finance Division, and ongoing leadership stability, will provide the requisite resources to support this crucial work of audit reform. VII. Conclusion: The District has resolved all ongoing deficiencies identified in the 2013 and 2014 external audit findings and meets the Standards (III.D.2.b, III.D.3.h). Now that the ongoing deficiencies have been resolved, and the non-recurrent audit functions that are considered key to its operational efficiency, fiscal integrity, and educational services delivery capacity have been addressed, the District is focusing its attention on other business processes identified as
RT091216-BCCfollowupreport9.1.2016.docx