Program B: Office of the State Inspector General
Program Authorization: R.S. 39:3; 39:4; 39:7; 39:8; and 49:212
The mission of the Office of the State Inspector General Program in the Division of Administration is to promote a high level of integrity, efficiency, economy and effectiveness in the operations of the executive branch of state government. In keeping with its mission, the office provides the governor, state officials, state managers, and the general public with an independent means for detection, and deterrence of waste, inefficiencies, mismanagement, misuse and abuse of state resources within the executive branch of state government on a statewide basis. Additionally, through the LACARES 1-800 telephone line, the office provides the general public with direct access to express opinions and concerns, seek assistance and ask questions regarding state government.
The goals of the Office of the State Inspector General Program in the Division of Administration are:
The Office of the State Inspector General Program in the Division of Administration includes three activities: Administration, Investigative Audits and Operational Audits, Compliance Audits, and Management Services.
The Administration activity includes work performed by the inspector general, state audit director, state audit assistant director, and a secretarial staff of two. Approximately 15% of the office's resources relate to this activity. The primary function of management (inspector general, audit director, and audit assistant director) is to accomplish the goals and objectives of the section with resources appropriated through the budget process, specifically: (a) planning, which includes selecting objectives, identifying alternatives, making decisions, and implementing plans and procedures to achieve specified goals; (b) organizing in such a manner to provide the proper structure for delegation of responsibility, which will allow appropriate assignment of activities and to provide for open lines of communication both formally and informally; (c) staffing, including recruitment, training, and development of abilities to ensure the attainment of specified goals; (d) directing by providing appropriate guidance to subordinates for clear understanding of assignments; (e) controlling by monitoring and evaluating staff activities and taking corrective action when necessary; and (f) coordinating the activities of the staff.
The Investigative Audits activity consists of planning, conducting, and reporting reviews or investigations of waste, mismanagement, fraud, misuse, or abuse of state resources. Approximately 75% of the office's resources are devoted to this activity. The primary function of the individual employee performing an investigative audit is to present a clear, timely, and accurate evaluation of the activity reviewed. To accomplish the task, the employee must: (a) plan the work by establishing objectives and scope of the work, obtain background information including criteria (laws, rules, regulations, policies, etc.), perform a preliminary survey, and create a work plan; (b) perform field work by collecting, analyzing, and interpreting and documenting information related to the objectives of the project in order to support the final results; and (c) communicate the results of the review through both formal and informal methods. After a report is issued and a reasonable period of time has lapsed, follow-up work is performed to ensure that actions have been taken in accordance with recommendations made in formal reports.
The Operational Audits, Compliance Audits, and Management Services activity consists of providing the governor and state management with evaluations of procedures, systems, processes, and records utilized in a functional or organizational area for the purpose of determining the effectiveness, efficiency, and economy of the activity evaluated. Additionally, the audits are conducted to ensure that operations are in compliance with existing laws, rules, and regulations. Management services are available to various agencies or sections for assistance with special needs. For example, the CDBG Program has used this office for assistance in the review of financial reports. This arrangement has enabled the Division of Administration to apply the cost of the service to its administrative match of the CDBG Program. Approximately 10% of the office's resources are applied to this activity. Audit performance requires the same procedures as investigative audits and also uses follow-up work to ensure that recommended actions have been taken.
OBJECTIVES AND PERFORMANCE INDICATORS
Unless otherwise indicated, all objectives are to be accomplished during or by the end of FY 1999-2000. Performance indicators are made up of two parts: name and value. The indicator name describes what is being measured. The indicator value is the numeric value or level achieved within a given measurement period. For budgeting purposes, performance indicator values are shown for the prior fiscal year, the current fiscal year, and alternative funding scenarios (continuation budget level and Executive Budget recommendation level) for the ensuing fiscal year (the fiscal year of the budget document).
RESOURCE ALLOCATION FOR THE PROGRAM
This program is funded with State General Fund.
ANALYSIS OF RECOMMENDATION
The total means of financing for this program is recommended at 101.8% of the existing operating budget. It represents 94.1% of the total request ($1,059,568) for this program.
|
This program does not have funding for Professional Services for Fiscal Year 1999-2000. |
OTHER CHARGES
ACQUISITIONS AND MAJOR REPAIRS
|
This program does not have funding for Acquisitions and Major Repairs for Fiscal Year 1999-2000. |