Today the Office of the Washington State Auditor released a fraud report and audit of Mason County Fire District No. 12, showing almost $70,000 in misappropriated public funds, as well as $95,000 in unsupported expenses.
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Hello, WFOA 2022! The State Auditor’s Office is excited to be reconnecting with our partners in government accountability at the first in-person WFOA annual conference in three years. We’re bringing our ‘A’ (audit) game this year with four pre-conference trainings and 13 sessions.
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The Office of the Washington State Auditor’s annual audit of federal money spent in the state revealed 61 areas of concern across 21 federal programs. Because of a lack of documentation, auditors were unable to audit one entire program, calling into question at least $271 million in spending.
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Imagine you are planning an expensive Hawaiian vacation—your first in two years. One of the first things you check is whether any of the costs are refundable if something were to prevent you from going. When you learn you could lose your deposit if you pull out of the trip, you plan to buy trip insurance just to be safe. In other words, you’ve identified a risk and found a way to mitigate it.
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Do you have cash handling responsibilities in your organization? A new online, on-demand training from the Center for Government Innovation will help you design good internal controls and understand common cash receipting fraud schemes. You’ll also learn how to develop cash handling best practices and the steps you should take if your organization experiences or suspects fraud.
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Before hiring a contractor to work on your home, it’s wise to make sure they are licensed, bonded and insured. It helps to protect you if the contractor doesn’t complete work properly, if there are any damages, or if workers are injured while at your home. For governments, it’s not just wise—it’s required by law.
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Almost every federal program, including new programs related to COVID-19 economic relief, has reporting requirements for recipients. That’s because federal granting agencies rely on your reports to ensure you are using funds to achieve program objectives and to make future funding decisions.
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In our “Power of a Problem” series, we’ve talked about how to identify and define a problem, measure the problem, and break large and complex problems into manageable process improvement projects. At first glance, these steps may seem to require a lot of effort, but failing to solve the right problem can be costly for your government’s pocketbook and morale. If you are a leader in your organization, you have the ability to create a culture that emphasizes solving the right problems the first time and empower others to do the same.
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Last week’s entry in our Power of a Problem series focused on simple measurements to help you define the problem. But as we pointed out, the more you know, the more you might begin to see a bigger problem. This week, we’re going to share techniques that we, as Lean specialists, use to help local governments break big problems into manageable pieces.
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Last week, we shared tips on how to define a problem with a host of open-ended, descriptive questions designed to gather the facts you need to make others aware of the problem in order to build momentum for solving it. In this post, we introduce another tool you can use to define a problem: simple measurements. These are measurements we, as Lean specialists, often suggest that local governments gather before we embark on a process improvement project.
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