Based on the audit work completed during fiscal years 1995 and 1996, we have concluded that the State has many controls and processes to promote fiscal accountability at the statewide level. While there are opportunities to improve these controls and processes, overall they appear to be functioning effectively. The condition of management controls is inconsistent among state agencies. The State may not have deployed audit resources in a way that best uses them to minimize the risks in agencies operations and maximize the benefits of the audit functions. While the State s two major revenue audit functions were generally effective, our work indicates that the State may not be in a position to achieve expected results from subcontractor monitoring functions, internal audit, and certain subrecipient monitoring functions.
Improvements needed in contract monitoring functions are particularly critical.
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