REPORT DIGEST

 

DEPARTMENT OF CORRECTIONS - CORRECTIONAL INDUSTRIES

 

FINANCIAL AUDIT

For the Year Ended:

June 30, 2004

and

COMPLIANCE EXAMINATION

For the Two Years Ended:

June 30, 2004

 

SUMMARY OF FINDINGS:

Total this audit                        4

Total last audit                        6

Repeated from last audit         3

 

Release Date:

April 21, 2005 

 

 

State of Illinois

Office of the Auditor General

WILLIAM G. HOLLAND

AUDITOR GENERAL

 

To obtain a copy of the Report contact:

Office of the Auditor General

Iles Park Plaza

740 E. Ash Street

Springfield, IL 62703

(217) 782-6046 or TTY (888) 261-2887

This Report Digest is also available on

the worldwide web at

http://www.state.il.us/auditor

 

 

 

 

 

SYNOPSIS

 

 

¨      The Illinois Correctional Industries (ICI) used improper cut-off procedures for expenses and purchases of goods.

 

¨      The ICI did not have formal documentation of cost-benefit or cost effectiveness analysis of existing programs to evaluate whether they are achieving their intended objectives in a fiscally prudent manner.

 

¨      The ICI has made no further progress in its plan to completely install an automated management information system.  The ICI has incurred excessive costs for computer hardware, software and consulting services for a project that is neither complete nor effectively utilized.

 

¨      The ICI continues to place union employees on temporary assignment for periods beyond time limits specified by union agreements.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

{Expenditures and Activity Measures are summarized on the next page.}

 

 


 ILLINOIS DEPARTMENT OF CORRECTIONS

CORRECTIONAL INDUSTRIES

FINANCIAL AUDIT

For the Year Ended June 30, 2004

COMPLIANCE EXAMINATION

For the Two Years Ended June 30, 2004

 

 

FINANCIAL OPERATIONS

FY 2004

FY 2003

 

OPERATING REVENUES

 

 

 

     Operating Revenues...................................................

$43,695,000

$42,459,000

 

OPERATING EXPENSES

 

 

 

  Operating Expenses.......................................................

 41,338,000

   40,999,000

 

            Operating Income..............................................

  $2,357,000

   $1,460,000

 

NONOPERATING REVENUES (EXPENSES)

 

 

 

    Rental Income................................................................

      $313,000

     $291,000

 

    Loss on Disposal of Fixed Assets...................................

       (39,000)

     (103,000)

 

    Interest Expense........................................................

         (7,000)

        (3,000)

 

Miscellaneous Income...............................................

          29,000

             -0-

 

           Net Nonoperating Revenues     

      $296,000

     $185,000

 

 

 

 

 

Transfers to Other Funds...............................................

   (4,000,000)

              -0-

 

           Net Income/(Losses)..............................................

($1,347,000)

   $1,645,000

 

 

 

 

 

    Net Assets, Beginning of Year.........................................

    42,499,000

   40,854,000

 

    Net Assets, End of Year................................................

  $41,152,000

$42,499,000

 

 

 

 

 

SELECTED ACCOUNTS, AS OF JUNE 30,

2004

2003

 

Cash....................................................................................

$23,650,000

$1,735,000

 

 

Accounts Receivable...........................................................

$394,000

$399,000

 

Due From Other Funds..........................................................

$3,392,000

$25,110,000

 

Inventories..............................................................................

$10,243,000

$10,248,000

 

 

Property, Equipment and Livestock,

  Net of Depreciation..............................................................

 

$7,457,000

 

$8,637,000

 

Net Assets – Unrestricted.......................................................

$33,721,000

$33,882,000

SELECTED ACTIVITY MEASURES

2004

2003

2002

Average Number of Inmate Workers............

Number of Industries at June 30,...............

1,112

43

1,140

41

1,290

46

 

CORRECTIONAL INDUSTRIES' CHIEF EXECUTIVE OFFICER

During Audit Period:  James R. Underwood, Chief Executive Officer (4/6/04 to 6/30/04)

                                  Steven B. Sassatelli, Acting Chief Executive Officer (1/1/03 to 4/5/04)

                                  Kenneth Dobucki, Chief Executive Officer (7/1/02 to 12/31/02)

Currently:  James R. Underwood, Chief Executive Officer


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Improper cut-off procedures used

 

 

 

 

 

 

ICI overstated cost of goods sold by $851,120 and accounts payable by the same amount

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


No formal documentation of cost-benefit or cost effectiveness analysis of existing programs was maintained

 

 


Several industry sites/cost centers continue to show operating losses

 

 

 

 

 

 

 

 

 

 

ICI officials state it does not exist for the sole purpose of making a profit

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


ICI incurred significant costs for computer hardware, software and consulting services

 

 

 

 

ICI plans did not materialize

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


ICI officials state recommendation implemented

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Employees assigned to temporary assignments for extended periods

 

 

 

INTRODUCTION

 

Our report covers the financial audit of the Correctional Industries (ICI) for the fiscal year ended June 30, 2004 and a compliance examination for the two years ended June 30, 2004.  ICI is a component of the adult division of the Illinois Department of Corrections.  ICI operates manufacturing, service and agricultural industries within the adult correctional centers.

 

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

 

NEED TO IMPROVE CUT-OFF PROCEDURES FOR PURCHASES AND EXPENSES

 

Payments for expenses and purchases of goods not received as of June 30, 2004 totaling $851,120 were charged in fiscal year 2004.  The agency uses the purchase method for inventories, and therefore these purchases were not included in the inventories as of June 30, 2004 and were recorded as outright costs in fiscal year 2004. 

 

Generally Accepted Accounting Principles requires that costs and expenses be recorded in the books at the time liabilities are incurred.  A liability is incurred when goods or services are received.  The financial information submitted by the agency included overstated amounts for cost of goods sold totaling $851,120 and accounts payable by the same amount. 

 

In addition, pre-numbered forms for receiving goods were not used in some shops.  Good internal control requires that pre-numbered forms be used as a tool to ensure completeness and recognition of expenses and liabilities in the proper accounting period. (Finding 1, pages 14-15)

 

We recommended that ICI observe proper cut-off procedures for purchases and expenses.  ICI should also consider using accountable forms that are sequentially numbered as used for receiving purchases to help ensure complete and correct recognition of expenses and liabilities in the accounting period.

 

ICI officials accepted our recommendation and stated that corrective action has been implemented.

IMPROVEMENT NEEDED IN DOCUMENTATION OF COST/BENEFIT OR COST/EFFECTIVENESS ANALYSIS

 

     The Department (ICI) did not maintain a formal documentation of cost-benefit or cost effectiveness analysis of existing programs to evaluate whether they are achieving their intended objectives in a fiscally prudent manner.  ICI has not documented on-going reviews of programs that continue to show operating losses.

 

Review of the various industry operations in fiscal year 2003 and 2004 found that at least 10 industry sites/cost centers have shown continued operating losses for the last five years or since the start of their operations.  ICI management indicated that some of these industries only account for a phase of the production costs and the profits are reflected in the cost center where the finished goods are sold.  ICI did not maintain any documentation of reviews or cost-benefit/cost-effectiveness analysis to justify the continuation of these programs or the identification of programs/processes needing improvements.

 

Good business practice requires facility management to use cost-benefit or cost-effectiveness analysis to set program priorities and to select program strategies or procedures.

 

ICI officials stated that ICI does not exist for the sole purpose of making a profit for the State of Illinois.  ICI’s main mission is to provide inmates employed in its programs with the skills and work ethic necessary to be successful upon their release from prison.  ICI may still continue programs that are incurring losses or not earning revenues as long as these programs assist ICI in reducing inmate recidivism.

 

In order for ICI to be accountable for its activities, each program needs to be evaluated for its financial viability in order to monitor the burden of the program on the State’s finances. (Finding 2, pages 16-17) This finding was first reported in 2000.

 

We recommended that ICI management formally document the reviews, cost-benefit or cost-effectiveness analysis for its existing programs.  These should be done on a regular basis to provide management with tools to monitor performance in relation to anticipated results.

     ICI officials accepted our recommendation and stated that ICI had completed informal cost-benefit analysis on a regular basis, but formal documentation will be compiled and made available for review by auditors.  In the cost benefit analysis process, the benefit of the industry operation in accordance with the ICI statutory mandate to promote habits of work and responsibility to committed persons will also be assessed. (For previous ICI response, see Digest Footnote #1)

 

 

MANAGEMENT INFORMATION SYSTEM

 

     ICI has been unsuccessful in its plan to install an automated management information system.  The ICI has incurred excessive costs for computer hardware, software and consulting services for the project that is neither complete nor effectively utilized.

 

     The purpose of the system was to connect ICI central office with its 20 remote operations at the various correctional facilities.  The initial projected costs from FY98 for the equipment and installation totaled $770,000.  In prior audits, we reported that ICI was only using three of the ten software modules purchased.  In FY04, we found that ICI is still only using the three modules. 

 

     In FY02, ICI management stated that they planned to initiate a new Request for Proposal for software implementation and project management during FY03, and their goal was to have contracts in place in FY04.  These plans did not materialize in FY03 or FY04.

 

     ICI continues to use its original software-consulting firm to provide technical support for the system modules still being used.  During FY03 and FY04, ICI paid the firm $25,093 and $38,830, respectively. 

 

     We recommend ICI management critically re-examine the need for the Management Information System project.  If the project should continue, management should assess its current stage, complete the project, and implement the project in a timely, cost-efficient manner or seek other alternatives.  (Finding 3, pages 18 through 20)  This finding was first reported in 2000.

 

 

     ICI management stated the recommendation has been implemented. ICI is currently in process of fully implementing the system (Macola).  Pilot installation of the final portions and testing has been completed.  User training and final implementation is to be completed in March 2005.  Additional modules and system revisions will be completed over the next few months with users being added and training as systems come on line. (For previous ICI response, see Digest Footnote #2)

 

 

TEMPORARY ASSIGNMENTS

 

     The ICI continues to place union employees on temporary assignment for periods beyond time limits specified by the union agreements.  The lengthy assignments violate union agreements and circumvent required steps in the hiring process.

 

During the audit period, we noted that there were 14 employees on temporary assignments.  All of these employees were union members.  Three of the 14 (21%) employees were working in temporarily assigned positions  beyond the time limits specified in the union agreements.

 

Union agreements with the State set specific time limits of either 60 days (temporary change in workload or other reasonable work related circumstance) or 45 days (while employer posts and fills job vacancy) for temporary assignments within a twelve-month period.  If assignments extend beyond the set timeframe, any extensions must be mutually agreed-upon.  No evidence of mutual agreement was found.

 

 We recommended the ICI re-evaluate the propriety of its continued use of temporary assignments for long-term employment positions.  For assignments to union positions, we recommended ICI comply with the union agreement requirement for mutual agreement of the assignments and to document this agreement in writing (Finding 4, pages 21-22).  This finding was first reported in 1998.

 

     The ICI management accepted our recommendation and stated that ICI will work to limit temporary assignments in accordance with labor contracts.  Any supplemental agreements will be documented in writing. (For previous ICI response, see Digest Footnote #3)

 

     Responses were provided by Ms. Mary Ann Bohlen, Accounting Manager for the Department.

 

 

AUDITORS' OPINION

 

     Our auditors stated that the financial statements for the Correctional Industries as of June 30, 2004 and for the year then ended are fairly presented in all material respects.

 

 

 

 

_____________________________________

WILLIAM G. HOLLAND, Auditor General

 

WGH:CML:pp

 

 

SPECIAL ASSISTANT AUDITORS

 

     Our special assistant auditors for this engagement were E.C. Ortiz & Co., LLP.

 

 

DIGEST FOOTNOTES

 

#1  IMPROVEMENT NEEDED IN DOCUMENTATION OF COST/BENEFIT OR COST/EFFECTIVENESS ANALYSIS – Previous ICI Response

2002: Accepted.

ICI will conduct a Cost/Benefit analysis, as needed on major program initiatives.  Additionally, ICI will incorporate the need for cost/benefit analysis into its strategic plan, and once new programs are implemented, ICI will monitor their fiscal performance on an ongoing basis.  It is noted that ICI does not exist for the sole purpose of making a profit for the State of Illinois although it has been profitable in each of its last 6 years.  Its main mission is to provide inmates employed in its programs with the skills and work ethic necessary to be successful upon their release from prison.  As such, ICI recognizes that some of its programs may not be financially profitable, but still may be implemented due to the fact that they assist ICI in reducing inmate recidivism.  Historically, Illinois Correctional Industries programs have been successful at this, as the recidivism rate for inmates who participated in Industry programs has been lower than for the total inmate population.

 

 

 

#2 MANAGEMENT INFORMATION SYSTEM – Previous ICI Response

2002: Accepted. 

Due to budgetary and personnel constraints, the Management Information System project is currently on hold.  ICI will reexamine the need for the Management Information System project and will decide whether it should proceed.

 

 

#3  TEMPORARY ASSIGNMENTS

2002: Accepted.

Illinois Correctional Industries on an ongoing basis will review the need for long-term temporary assignments.  ICI will ensure it abides by the bargaining unit contracts.  In all of the cases listed where the temporary assignment time limits were exceeded, there was no other staff eligible within the industries unit at that facility.