Welcome. Our objective is to make the City a better place to live. We do this by ensuring that City government is efficient, effective, and accountable to the citizens. OIA believes that positive change is accomplished by offering City government recommendations to continue to excel and improve.
We strive to improve our skills by being open to ideas and having the attitude that learning is continuous. We invite you to learn about our office and read our reports.
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To provide independent audits to promote transparency, accountability, efficiency and effectiveness of City government for the citizens of Albuquerque.
Performance Audit - Traffic Engineering Division Capital Implementation Program Payroll and Staffing - Department of Municipal Development
The Traffic Engineering Division should implement an electronic work order system for the Management section, and should start requiring employees to indicate on the Management and Operations work orders whether the work performed is Capital Implementation Program (CIP) projects or repair and maintenance (R&M). The Traffic Engineering Division should record payroll expense to the CIP fund and GF based on the type of work performed.
The Annual Report illustrates how the Office of Internal Audit (OIA) achieved its goals in FY2014 and added value to the City through audits and non-audit services. The report also provides background on the talented staff and their qualifications to serve the City in this capacity.
Inspection of Public Records Act (IPRA) requests have a significant impact on the City. The City needs to identify cost effective solutions to process IPRA requests.
The City has designed and implemented strong controls over the P-Card program. However, there has been a breakdown of the operation and monitoring of those controls, which has caused a breakdown in compliance with rules, regulations, and P&P over P-Cards. It is important that the City take steps to correct issues and ensure the P-Card program is operating as intended.
The City of Albuquerque has taken steps toward resolving the unidentified operating fund balance outlined in CAFR finding #06-16. To resolve the finding, a comprehensive written corrective action plan must be created and be supported by the City’s Administration. Prioritizing the resolution of the unidentified operating grants fund balance by creating a comprehensive corrective action plan and holding grantee departments accountable will help to expedite the process. The City needs to dedicate resources to fully implement the grants management module, which will greatly enhance the City’s ability to prevent future unidentified fund balances. Establishing formal internal controls, written policies and procedures, regular training sessions, and reviewing the structure for the fiscal operation of grants will provide future assurance that the operating grants fund balance will remain complete and accurate.
The Albuquerque Police Department must improve its ability to collect and analyze overtime data associated with DWI cases. By capturing data, APD will be able to quantify and substantiate the impacts that external factors and inefficiencies, such as Metro Court scheduling, have on the Department. This data is an important element that will provide valuable information through which the department can manage overtime and affect change, such as reducing the number of DWI cases dismissed for officer FTA, and decreasing DWI overtime court costs.
The City of Albuquerque can realize annual cost savings of $273,000, annual cost recoveries of $240,000 and continue the proactive approach to reduce the costs of telecom operations through the implementation of innovative technologies. The City lacks internal controls to ensure the accuracy, efficiency and optimization of telecom services. The overall lack of internal controls is a major factor for the accumulated balance of $1.3 million in the City’s Communication Fund as of June 30, 2013 (unaudited). The fund balance represents the amount departments have been overcharged for communication services.
The Department of Finance and Administrative Services' Purchasing Division can improve upon the valuable services it provides to the City and contractors by acceptance and implementation of the following recommendations: (a) The Purchasing Division should require that City Departments attend contract training more frequently; (b) The Purchasing Division should review its internal control processes and ensure that all staff have a clear understanding; and (c) Employee access to CTS should be revoked following the employee’s change of employment.
Generally Accepted Government Auditing Standards (GAGAS) issued by the Comptroller General of the United States Government Accountability Office require audit organizations to have an external peer review at least once every three years. The City of Albuquerque Office of Internal Audit (OIA) passed its triennial peer review on October 11, 2013, with the highest possible rating.
Parks & Recreation Department (PRD) Park Management can improve upon the valuable services it provides to the citizens of Albuquerque. The Department’s recognition that change can only happen through active engagement and participation is a crucial step which will lead to the furthered success of the Department. By accepting and implementing the recommendations listed in the audit report, PRD will position itself toward becoming a proactive, organized, successful division within the City of Albuquerque.
The Solid Waste Management Department has opportunities for improving its system of internal controls. Such controls are vital to ensuring accountability, consistent operations and integrity of information assets. By implementing the recommendations in this report, SWMD can improve its system of internal controls as it continues to improve delivery of premier residential solid waste collections services to the City of Albuquerque.
At its August 19 meeting, the Albuquerque City Council appointed Debra Yoshimura Director of the Office of Internal Audit. Debra was chosen from a pool of three qualified candidates selected by the City's independent Accountability in Government Oversight Committee. Debra recently returned to the Office of Internal Audit as Audit Manager in January 2013. Debra previously served as Director from 1996 through 2004. Congratulations, Debra!
The Classification and Compensation Division (CCD) and The Employment Division (ED) should monitor and improve key processes and actions, and develop key benchmarking metrics. The Human Resources Information System (HRIS) should be more fully utilized to collect, analyze, and track data, and enhance coordination with other City departments to address concerns and minimize inconsistencies.
The Department of Senior Affairs Home Services Division can improve upon the valuable services it provides to the senior citizens of Albuquerque through improved activity tracking.
The City of Albuquerque and the Albuquerque Convention & Visitors Bureau should work together and improve the successful promotion of Albuquerque as a destination.
The City should improve the efficiency and oversight of the City’s take-home vehicle practices.
The Real Property Division should continue to refine existing standard operating procedures in order to continue providing quality professional real estate services to the City of Albuquerque.
The Department of Family and Community Services should identify internal controls needed to improve processes accountability and transparency pertaining to the operational activities of the department’s Health and Social Service Centers.
The Information Technology Services Division should regularly review and update its Disaster Recovery planning documentation to enhance the division’s ability to ensure continuous service of critical IT components.