Bonner Vision and History: 2016 Bonner New Directors Meeting
Rick Bonner & Julie Rupe - c.ymcdn.comc.ymcdn.com/sites/ supervision, cross-training or frequent...
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Rick Bonner & Julie Rupe
2017 - BMC, Vancouver, WA
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Overview
Potential issues
Detail, examples and discussion
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In accounting and auditing, internal control is
defined as a process effected by an organization's
structure, work and authority flows, people and
management information systems, designed to
help the organization accomplish specific goals or
objectives.~COSO
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Having strong internal controls ◦ Reduces the risk of fraud or misuse of public funds
◦ Ensures the District has accurate financial reporting
◦ Protects the employees from erroneous allegations
◦ Provides the framework for all processes and procedures
at the District
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School District 1 – credit card fraud
$118,871 misappropriated
$140,790 questionable charges
-long time employee
-lack of oversight
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School District 2
$7,271 misappropriated
$26,819 questionable charges
-Receipts not recorded in cash receipting system
-Lack of review of receipts and deposits
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School District 3 – CTE
Overfunding of $181,522 (over 5 years)
Courses not approved by OSPI
Teachers not certified
Endorsement not in alignment with courses taught
Teachers not endorsed in Washington State.
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Segregation of Duties
Management Oversight
Technology and Automated Processes
Safeguarding of Assets
Investing in Human Capital
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Management should divide or segregate key
duties and responsibilities among different people
to reduce the risk of error, misuse, or fraud.
Control activities related to authority, custody, and
accounting of operations must be separated to
achieve adequate segregation of duties.
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This includes separating the responsibilities for:◦ authorizing transactions
◦ processing and recording them
◦ reviewing the transactions
◦ handling any related assets or process so that no one
individual controls all key aspects of a transaction or event.
Compensating control◦ If segregation of duties is not practical within an operational
process because of limited personnel for example, adding
closer supervision, cross-training or frequent reviews may be
an alternative for this control activity.
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Management needs to be actively involved in all
aspects of the District. Regular monitoring of key
operations need to occur. Managers should
review all revenues, expenditures, accounts
payable and accounts receivable and any
adjustments made, on a monthly basis
This oversight needs to be deliberate and
observable
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Review and sign all journal entries
Review the work of the person preparing the bank
deposit
Perform analytical reviews on budget to actual
revenues and expenditures
Establish a check and balance for all cash
handling locations
Monitor all financial transactions for accuracy
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Management needs to ensure proper handling of
assets to ensure accountability of public funds.
Controls need to include tracking and accounting
for all inventory items.
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Security for and limited access to assets such
as cash, inventories, and equipment.
Periodically perform a physical count of assets
and compare to control records.
Create security measures for all electronic
information, requiring passwords for access
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System reports and financial information should
be reconciled to source documents on a regular
basis to ensure accuracy. Automated and
electronic systems are a great way to save time
and money, as long as you are confident that the
information is accurate.
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Perform edit checks of manual data entered in the
system (manual warrants, payroll adjustments)
Review accounting transactions to ensure they are in
numerical sequences and that there are no missing
numbers (cash receipting)
Create procedures to verify information entered in the
system can be reconciled to source documents
(accounts payable, timesheets)
Review daily reports to ensure transactions are recorded
timely (local receipts)
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Qualified employees are the most valuable assets
in an agency. Management should invest in
training and professional development
opportunities for staff. This will reduce the risk of
errors and inefficiency in operations by ensuring
that staff has adequate education and experience
to properly perform their job duties.
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Implement a training program for new employees
and re-train staff when they take on new job
functions
Set performance goals for staff, evaluate progress
throughout the year and provide feedback.
Encourage staff to express training needs and find
ways to accommodate those needs
Create a positive culture in your District
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One person collects the money from the customer
records/receipts the funds at that time.
Another person performs a reconciliation of the
daily receipt log to the actual cash and creates the
deposit.
Someone else verifies that the information is
accurate by performing a monthly reconciliation of
the bank statements to the daily cash receipts and
daily deposits.
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Restrictively endorse all checks “for deposit only”,
immediately upon receipt.
Official Pre-numbered receipts should be used for all cash
received.
Deposits made in tact and compared to receipts.
Two people should open the mail, make a list/log of all checks
received, and then compare the amount of revenue received
to subsequently prepared cash receipt and bank deposit
records.
Each employee who receives funds must have a separate
locking container or cash drawer for their funds.
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Compare current headcount of employees to budget expectations.
Review personnel action forms or new hire reports for staffing changes.
Look at the current payroll expenditures compared to the prior three months.
Review all timesheet dollars for reasonableness.
Ensure all timesheets are approved by a Supervisor.
Have a second review of all payroll reports prior to processing.
Compare the actual bottom line payroll information after processing to system documentation.
◦ This ensures no additional items were added after the initial review of payroll.
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Review access controls to ensure that no employee can initiate disbursement transactions, release the batch of transactions to request production of checks, and then pick-up or obtain the checks.
A second person needs to review the physical checks to the supporting documentation prior to disbursement to the vendors.
Ensure original source documents support all expenditures.
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Someone independent of the custodian of any bank account or general disbursement system must perform the monthly bank reconciliation. This person should receive the bank statement directly from the bank unopened.
Review all canceled/redeemed checks for any irregularities.
Agree total cash receipts, by mode of payment, from the accounting records to a bank-validated deposit slip. The deposit slips list the check and cash composition of the deposit.
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Rick Bonner
(360) 709-7015
Julie Rupe
(360) 464-6750
2017 - BMC, Vancouver, WA