Skip to main content

Transportation Final 12-10-08 -   Administration and Overhead

 
Go Search
       
DOT
DOT Human Resources
DOT Ferries Human Resources
DOT Performance Audits
  
 
Print Version
 
 

Washington State Department of Transportation Administration and Overhead
Performance Audit Issued November 2007

Agency Action Plan

Link to the full audit report.
Link to a summary of the findings and the agency's response.

Action plan legend
Note:  The "Current Resources" column reflects whether an agency can complete
the action step by the due date within current resources.  This column will be populated
pending upcoming budget decisions. 

 Action Plan

Sort by AttachmentsUse SHIFT+ENTER to open the menu (new window).
Agency action stepFilterExplanatory Notes as of November 2008Filter
A1.11
Review and update procedures.
Bill FordDec-08In progressNoNo
Reviewing and updating HRMS procedures is due to be completed by December 2008.
A1.11
Review and update procedures.
Bill FordDec-08In progressNoNo
Reviewing and updating HRMS procedures is due to be completed by December 2008.
A1.21,2
Complete detailed evaluations and implementation plans of 1) current processes to determine what functions and processes can be centralized, and 2) process flows to ensure timely transmittal of data.  For HR Personnel Administration, Expenditure Accounting, and vendor payment in the Ferries Division.
Bill FordJul-08CompletedNoNo
Through the evaluation we implemented  improvements to internal controls over expenditure accounting and identified future opportunities for efficiencies through imaging of financial documents. The evaluation determined that centralization of expenditure accounting would only be efficient and effective with support of a modern procure to pay financial system. While WSDOT doesn't currently have such a system, we are an active partner in the OFM led Roadmap Initiative which establishing the future direction of Enterprise financial and administrative systems.
A1.21,2
Complete detailed evaluations and implementation plans of 1) current processes to determine what functions and processes can be centralized, and 2) process flows to ensure timely transmittal of data.  For HR Personnel Administration, Expenditure Accounting, and vendor payment in the Ferries Division.
Bill FordJul-08CompletedNoNo
Through the evaluation we implemented  improvements to internal controls over expenditure accounting and identified future opportunities for efficiencies through imaging of financial documents. The evaluation determined that centralization of expenditure accounting would only be efficient and effective with support of a modern procure to pay financial system. While WSDOT doesn't currently have such a system, we are an active partner in the OFM led Roadmap Initiative which establishing the future direction of Enterprise financial and administrative systems.
A1.31
Evaluate the current entry into Citrix and establish processes to eliminate the unnecessary duplication, and assure that other business applications of Citrix continue to meet region's needs.
Bill FordJul-08CompletedNoNo
Citrix is a software tool used to host and provide access to applications remotely.  In this case, the application is a database used in the NW Region of WSDOT to track HR processes.  It was determined that the regional database, hosted via Citrix, was not a duplication with HRMS.  However, WSDOT continues to explore the potential benefits the regional database could bring to the entire agency.  These benefits could include improved tracking during the hiring and termination of employees.  (i.e. Equipment check in/out, building access, computer system(s) access, etc.)
A1.31
Evaluate the current entry into Citrix and establish processes to eliminate the unnecessary duplication, and assure that other business applications of Citrix continue to meet region's needs.
Bill FordJul-08CompletedNoNo
Citrix is a software tool used to host and provide access to applications remotely.  In this case, the application is a database used in the NW Region of WSDOT to track HR processes.  It was determined that the regional database, hosted via Citrix, was not a duplication with HRMS.  However, WSDOT continues to explore the potential benefits the regional database could bring to the entire agency.  These benefits could include improved tracking during the hiring and termination of employees.  (i.e. Equipment check in/out, building access, computer system(s) access, etc.)
A2.12
Evaluate the options for a computerized purchasing system.  
Bill FordIn accordance with GA project for procurement reformIn progressYesNo
WSDOT continues to actively participate in the Roadmap process with both General Administration (GA) and the Office of Financial Management (OFM).  In the last three months, the Department's Purchasing and Materials Management Office has contributed to the OFM enterprise data definition/chart of accounts work group and to the GA procurement reform work group.  WSDOT's internal critical applications team also examined the procure-to-pay business process in Sept 2008.
A2.12
Evaluate the options for a computerized purchasing system.  
Bill FordIn accordance with GA project for procurement reformIn progressYesNo
WSDOT continues to actively participate in the Roadmap process with both General Administration (GA) and the Office of Financial Management (OFM).  In the last three months, the Department's Purchasing and Materials Management Office has contributed to the OFM enterprise data definition/chart of accounts work group and to the GA procurement reform work group.  WSDOT's internal critical applications team also examined the procure-to-pay business process in Sept 2008.
A3.13
Evaluate staff training and process changes
Bill FordJul-08CompletedNoNo
Accountability and Financial Services (AFS) completed the evaluation of staff training and process changes.
A3.13
Evaluate staff training and process changes
Bill FordJul-08CompletedNoNo
Accountability and Financial Services (AFS) completed the evaluation of staff training and process changes.
A3.23
Convene work group with WSDOT and other interested parties to explore statewide solutions to payroll processing and distribution issues.
Bill FordDec-08In ProgressNoNo
The work group to study statewide solutions to payroll processing and distribution issues is due to provide recommendations to the Legislature in 2009.
A3.23
Convene work group with WSDOT and other interested parties to explore statewide solutions to payroll processing and distribution issues.
Bill FordDec-08In ProgressNoNo
The work group to study statewide solutions to payroll processing and distribution issues is due to provide recommendations to the Legislature in 2009.
A4.14
Review cash receipting practice to assure strong internal controls and efficiency are maintained.
Bill FordJul-08CompletedNoNo
AFS completed the review of cash receipting practice to assure strong internal controls and efficiency are maintained.
A4.14
Review cash receipting practice to assure strong internal controls and efficiency are maintained.
Bill FordJul-08CompletedNoNo
AFS completed the review of cash receipting practice to assure strong internal controls and efficiency are maintained.
A5.15
Consider costs and benefits of charging convenience fee for online sales.
Bill FordNoNo
Pending: need additional information
A5.15
Consider costs and benefits of charging convenience fee for online sales.
Bill FordNoNo
Pending: need additional information
A6.16
Explore alternate reporting structures for Internal Auditing.
Bill FordOct-08In progressNoNo
The review of Internal Audit Reporting structures is in progress by OFM, as part of the update of Chapter 20 of the Statewide Administrative and Accounting Manual, including guidance for internal audit, risk management, and internal controls.
A6.16
Explore alternate reporting structures for Internal Auditing.
Bill FordOct-08In progressNoNo
The review of Internal Audit Reporting structures is in progress by OFM, as part of the update of Chapter 20 of the Statewide Administrative and Accounting Manual, including guidance for internal audit, risk management, and internal controls.
A7.17
Evaluate opportunities for stronger functional alignments between headquarters and the Ferries Division, specifically in the budget, human resources, planning, project management, and communications functions.   
Bill FordJun-08CompletedNoNo
The review of opportunities for stronger functional alignments between the Ferries Division and headquarters is complete.
A7.17
Evaluate opportunities for stronger functional alignments between headquarters and the Ferries Division, specifically in the budget, human resources, planning, project management, and communications functions.   
Bill FordJun-08CompletedNoNo
The review of opportunities for stronger functional alignments between the Ferries Division and headquarters is complete.
(More Items...)