Transcript Highlights:

• in a previous audit?
• audit for the single audit in this upcoming year.
• audit.
• audit on April 24th.
• 24 single audit.

Summary: The committee first heard an update on Topok Elementary School District’s long-running noncompliance with Arizona’s Uniform System of Financial Records. The Auditor General’s office explained the USFR noncompliance process and reported that Topok had made substantial progress, correcting many deficiencies in areas such as open meeting law, procurement, payroll, attendance reporting, property control, and information technology. The district’s superintendent and staff described the corrective actions they had taken, the use of outside consultants, and their plan to maintain compliance through stronger leadership, training, and consistent procedures. Members praised the district’s progress and asked about the remaining deficiencies and the status of the 3% state-aid withholding, which the Auditor General said would be addressed by the State Board of Education. The committee then considered a request for a fourth school safety special audit, tied to concerns raised by Representative Martinez about Phoenix Union High School District and school violence response practices. The Auditor General said the proposed audit would be a new topic focused on policies and procedures for responding to credible threats of violence and allegations of staff misconduct affecting student safety, and could include Phoenix Union in the sample. Representative Martinez described a fatal 2024 shooting, weapons incidents, and concerns about district oversight. The committee approved the motion 10-0. Next, staff presented the fiscal years 2027-2028 school district performance audit schedule, describing 26 randomly selected school districts and career and technical education districts, plus 84 planned follow-ups. The Auditor General said the schedule is intended to shorten the average time between audits and that the school audits division is now fully staffed. Members asked about county coverage and the inclusion of ESA accountability, but the schedule was ultimately presented for review rather than approval. The committee also heard a detailed federal compliance audit presentation on the Child Care and Development Fund (CCDF) administered by DES. The Auditor General reported repeated findings involving missing provider documentation, questioned costs, and FFATA reporting errors, including a 2024 sample that led to questioning $2.88 million in costs. The office recommended stronger documentation, record retention, reporting procedures, and staff training; DES concurred and said it would correct the findings in 2026. Members discussed the limits of the single-audit scope, the possibility of a broader special audit, and the federal government’s recent actions on CCDF oversight in other states. Finally, the committee considered and discussed a special audit request for CCDF that would broaden review to provider oversight, licensing, site visits, and billing accuracy across multiple state agencies, with estimated costs of $547,000 to $625,000 and a projected report date of July 31, 2027.

Transcript Highlights:

• I'm a senior performance audit manager for the LBA audit division.
• I'm an audit manager with the LBA audit division, also working on the special education outcomes audit
• <00:54:23.040> I'm manager for the LBA audit division.
• I'm manager for the LBA audit division.
• > LBA<00:54:31.280> audit audit manager with the LBA audit audit manager with the LBA audit

Keywords: 1189, house, all

Summary: The committee first approved the minutes from the March 6, 2026 meeting and then received updates from the Legislative Budget Assistant audit staff on several ongoing audits. Christine Young reported that the special education audit was in report-writing stage with 39 of 80 observations completed and a draft expected in the second quarter, the education freedom accounts audit had 27 of 42 observations completed with a draft also expected in the second quarter, and the Doorway program audit had a draft report with 15 observations sent to DHHS on March 30, with responses due April 24 and presentation expected at the May fiscal committee meeting. Members asked about the size of the special education report, and staff estimated it would be over 800 pages and roughly three pounds. The committee then reviewed prior audit responsiveness from the Human Rights Commission. The commission reported that 22 observations had been completed, with remaining issues focused on timely case processing, a formal risk assessment, and a performance measurement system. Officials said staffing shortages were improving, a risk assessment manual had been drafted, a scorecard system was nearly complete, and the commission’s rules were moving through the public hearing process. Members asked about the timeline, and the commission said case processing was averaging 20 to 22 months and that the remaining items were expected to be resolved over time. Police Standards and Training also reported progress on prior audit items. The director corrected one status designation and said the job task analysis for curriculum development was substantially resolved, with findings and recommendations being prepared for the council. He said work on fitness testing was on hold pending legislative action, the performance measurement and strategic planning item remained a priority, and the council was focusing first on updating administrative rules. He also said the corrections advisory committee likely needed a statutory amendment to better reflect members with practical corrections experience. In response to questions, he said the council does not certify county correctional officers but reviews county curriculum annually, and he said the agency would be open to discussing consolidation or a pathway for county officers to become state-certified. The Department of Corrections then updated the committee on parole board-related audit items, saying 11 of 13 DOC-related findings were resolved. The remaining issues involved implementing a structured decision-making process for the parole board and improving data collection for recidivism tracking; the board had applied to the National Institute of Corrections for training, and manual data collection was underway. DOC also said it had created a HIPAA-compliant release form to share substance use disorder treatment information with the parole board. Finally, OPLC reported on the mental health workforce audit, saying six findings were fully resolved and six substantially resolved, with most remaining items tied to rulemaking and application processing. The office expects to complete its backend system migration and improve timeliness metrics by the end of the year, and it recently launched a jurisprudence exam for the mental health board. Under potential audit topics, staff said two items remained suspended because of litigation, and the committee discussed whether to keep DHHS contract management on the list. Representative [name unclear] proposed adding two new education freedom account audit topics: verification of residency and eligibility, and a record of educational attainment while preserving student privacy. Members supported adding them, but staff warned the expanded scope could delay the report and would require coordination with the Department of Education and approval by the Fiscal Committee. The chair said staff would work with the commissioner and LBA to draft the revised scope for further committee action.

Transcript Highlights:

• And sometimes managers don't agree with the audit, and that's okay.
• The management needs to take action on those things, because an audit without action is a waste of money
• parameters on when the audit is received by management, as well as when management has to respond to
• parameters on when the audit is received by management, as well as when management has to respond to
• Similarly, we would expect that, like any other audit, that the management, in this case the CSU management

Summary: The committee first adopted its 2025-26 rules on a 7-0 roll call, then approved three consent items—AB 88, AB 240, and AB 313—on a due-pass motion to Appropriations. The hearing then moved to AB 648, which would give community college districts the same zoning authority as the UC and CSU systems to build student and staff housing on property they own or lease. The author and supporters argued the bill would help address severe housing insecurity and homelessness among community college students, while opponents and some members raised concerns about local control, zoning exemptions, and the impact on nearby communities. AB 648 passed the committee on a 5-2 vote and was sent to the Local Government Committee. The committee next heard AB 466, which would require California Community Colleges and CSU campuses to provide organ and tissue donor registry information during student orientation, and request UC campuses to do the same. Supporters shared personal stories about transplants and donation, saying college orientation is a good opportunity to increase registrations. Some members worried about information overload during orientation and suggested campuses have flexibility in how they present the material, but the bill advanced on a unanimous 7-0 vote to Appropriations. AB 326 followed, proposing campus-by-campus external audits of the CSU every three years and public release of the audits. The author, faculty supporters, and a student argued that systemwide audits do not provide enough transparency about how money is spent at individual campuses, citing examples of financial mismanagement and fee increases. CSU opposed the bill, saying it already conducts annual consolidated external audits and that campus-level audits would add cost without added benefit. After extensive discussion about transparency, audit scope, and implementation, the bill passed 6-1 to Appropriations. The committee then took up AB 335, which would create a California Black-Serving Institution Grant Program to support Black student success and broader underserved student services; supporters emphasized persistent equity gaps and low completion rates, while an opponent argued the bill needed to be carefully amended to comply with Proposition 209 and equal protection requirements. The transcript ends during that item’s discussion, before a final vote is shown.

Transcript Highlights:

• During the audit, it was discovered that the office manager had misappropriated funds by submitting false
• Under federal code, city management is required to obtain a federal compliance audit when federal expenditures
• But due to management oversight, it did not obtain federal compliance audits as required.
• So we have our Leg Audit, we have our water audit, and then we have this audit on top of the other two
• audits.

Keywords: 1204, all

Summary: The committee heard multiple audit and compliance reports involving Arkansas municipalities and a regional solid waste district. Several small towns were discussed for repeat findings involving delinquent water and sewer audits, municipal accounting noncompliance, and misuse of street funds, including Fargo, Lead Hill, Alma, Jericho, Haynes, Biggers, Gilmore, and Holly Grove. In several cases, staff noted that turnback escrow was already being withheld because required water audits had not been filed, and some entities were reported to be current on payment plans only after staff updated the records through May 2026. The committee also reviewed a special report on the Pulaski County Regional Solid Waste Management District, which included findings on payroll approvals, contracts, credit card documentation, vehicle and cell phone use, bidding, advertising costs, and the sale of trailers and other equipment. A separate report on municipal accounting noncompliance was presented for towns including Denning, Gum Springs, Fargo, Lead Hill, and Alma, with staff recommending some be removed from the 60-day list while others remained under review. Several local officials appeared and explained the findings. Fargo’s mayor said the town was understaffed and had begun improving records, while Lead Hill’s mayor said the town had hired more office help and was working to complete overdue water audits. Alma’s officials said they were trying to catch up on audits and accounting issues. Jericho’s police chief defended the town’s traffic enforcement and said the town had adjusted speed limits and enforcement practices to avoid the speed-trap threshold, while staff clarified that the prosecutor decides whether to pursue penalties. Haynes officials said revenue losses and the loss of their police department had made it difficult to keep up with required street-fund payments, and Gilmore officials said they were working on IRS and other debts. The Pulaski County district director said the board had authorized many of the questioned practices and that some issues, such as advertising and vehicle use, were tied to public education and operational needs. The committee took several actions. It approved minutes, accepted or filed some reports without objection, removed Denning and Gum Springs from the 60-day list, and deferred action on several matters, including Fargo, Lead Hill, Alma, Haynes, and the Pulaski County solid waste district, generally until the September or August meeting. Motions to defer or file reports were adopted in multiple cases, and the committee also noted that some matters had been referred to the appropriate prosecuting attorney for further review. The meeting ended with recognition of visiting accounting students who were attending as part of summer internships.

Transcript Highlights:

• For contract management and oversight We design our audit procedures to address risks around monitoring
• I'm an audit manager with the State Auditor's Office.
• And the efficiency of how it's managed so we have the authority to audit that And we could audit how
• so we did go in and engage audits at managed care organizations and we did that a series of audits related
• They do audits of other state operations within HHS. of providers, they do audits of our Medicaid managed

Keywords: 1184, house, all

Transcript Highlights:

• We last audited overtime in 2016.
• <00:01:32.880> Thank the audit director on this audit.
• And we during our audit scope.
• management than intentional abuse. management than intentional abuse.
• We manage them.

Keywords: 1183, house

Transcript Highlights:

• And for SR 55 and SCR 38, requesting the auditor to conduct a management and performance audit on the
• And for SR 55 and SCR 38, requesting the auditor to conduct a management and performance audit on the
• And for SR 55 and SCR 38, requesting the auditor to conduct a management and performance audit on the
• And for SR 55 and SCR 38, requesting the auditor to conduct a management and performance audit on the
• And for SR 55 and SCR 38, requesting the auditor to conduct a management and performance audit on the

Keywords: 912, senate, all

Summary: The meeting covered several Senate resolutions related to the University of Hawaiʻi system, the East-West Center, and related education and workforce issues. On SCR 178 and SR 48, testifiers strongly supported the East-West Center, describing it as an important Hawaii asset that promotes cultural exchange, global citizenship, diplomacy, and ties to the University of Hawaiʻi. Speakers said the Center has helped train leaders and bring international connections and investment to Hawaii, and they urged continued funding despite federal cuts. The chairs then recommended passage with technical amendments, and both resolutions were adopted by the committees. The committee also heard testimony on resolutions calling for audits of University of Hawaiʻi operations. On SR 32 and SCR 50, the University of Hawaiʻi said it supported the resolution and had already begun work on establishing a Bachelor of Science in nursing at the UH Maui campus, with additional staff available on Zoom to answer questions. On SR 160 and SCR 142, which sought a financial and performance audit of UH Mānoa facilities, UH Athletics said it already undergoes annual financial audits required by NCAA bylaws but not performance audits, and discussed its internal evaluations, contingency planning, and efforts to address concerns raised by student athletes and staff. The committee then took up SCR 138 and SR 55, requesting a management and performance audit of the UH Office of the Vice President for Academic Strategy. Vice President Deborah Halbert and P20 Director Steve Shotz said they did not oppose the audit and believed it could provide clarity, while explaining that the office is relatively new and works collaboratively across campuses on articulation, transfer, grants, and workforce alignment. They described grant programs including Perkins, GEAR UP, preschool development, and data-sharing efforts, and said they are focusing more resources on teaching, health care, and skilled trades. The discussion also touched on SR 54, a proposed performance audit of the UH Foundation, where foundation representatives said they already undergo annual financial audits, acknowledged some donor communication issues, but emphasized improved stewardship and growth in fundraising over recent years.

Transcript Highlights:

• There were 52 audit reports with no findings and five audit reports that contained findings.
• As previously stated, Legislative Audit issued two management letter findings.
• As previously stated, legislative audit issued two management letter findings.
• The first finding relates to legislative audit issued two management letter findings.
• internal audits. ...Legislative Audit, but we conducted some internal audits before the firm conducting

Keywords: 1204, all

Transcript Highlights:

• During the audit, it was discovered that the office manager had misappropriated funds by submitting false
• We have been working diligently to get these audits done. We engage Forbes to do our audits.
• Yeah, it's a separate audit from Legislative Audit.
• So we have our Legislative Audit, we have our water audit, and then we have this audit on top of the
• audits.

Summary: The committee approved the prior minutes and then received a series of audit and compliance updates. Staff reported on delinquent private water and sewer reports, delinquent 2013-2023 water reports, and several municipal accounting code noncompliance cases. Denning and Gum Springs were recommended to be removed from the 60-day clock after staff visits showed improved records, while Fargo, Lead Hill, Almy, Jericho, Haynes, Biggers, Gilmore, and Holly Grove were discussed for repeat findings involving missing audits, poor bookkeeping, unpaid or misapplied street funds, deficit balances, and other accounting deficiencies. Several of these entities were given additional time or had reports filed without objection, while others were deferred for later review. Fargo’s mayor said the town had been understaffed and was working to improve its accounting systems; the committee voted to defer the matter to the August meeting. Lead Hill’s mayor described efforts to complete overdue water audits and improve office procedures, and the committee also postponed action for 60 days. Almy’s mayor and recorder-treasurer were present, and the committee placed the town on the 60-day clock for repeat accounting issues. Biggers and Gilmore both acknowledged long-running audit problems and said they were working with auditors and the IRS; their reports were filed. Holly Grove’s treasurer said she had only recently taken the position, and that report was filed as well. The committee spent considerable time on the street-fund misuse cases for Jericho and Haynes. Jericho was found to have exceeded the statutory threshold tied to fines and costs, with staff noting the town had since become current on its repayment plan; the committee deferred the report to September. Haynes was also behind on its repayment plan for street funds, with staff saying the town had recently made up the shortfall and was current as of the meeting, but the committee still deferred the report to September. Members and staff also discussed how the speed-trap law is applied, whether certain fines and costs count toward the threshold, and the role of the prosecuting attorney in deciding whether to take further action. The committee then reviewed a special report on the Pulaski County Regional Solid Waste Management District, which had six findings involving board approval of payroll and contracts, credit card documentation, vehicle and cell phone use, competitive bidding, electronic funds controls, and unusually high advertising spending. District Director Craig Douglas said the board had delegated some authority, that receipts were missing during a temporary staffing gap, and that advertising was needed to educate the public; he also defended the sale of trailers and other equipment as a way to exit the trailer business. Several members questioned the explanations and the low resale value of equipment, but the committee ultimately deferred the report to September. The meeting also included a recognition of accounting students interning with audit staff and a final set of actions on deferred water and sewer reports: 11 were filed, seven were deferred for lack of proper responses, and a private report on Shannon Hills Water, Sewer, and Fire Department was noted as involving misappropriation by an office manager and inadequate internal controls.

Transcript Highlights:

• We are joined today by our city manager, Mr. Derek Fiatcher, our deputy city manager, Mr.
• Jim Morris, Deputy City Manager. I manage permits and licensing. Jim Morris, Deputy City Manager.
• I manage permits and licensing.
• Derek Noonan, an auditor manager with the Auditor General's Office, will present the results of the audit
• You can only have a severance package for a town manager, a city manager, of the 411 municipalities.

Summary: The committee first took up a long-running audit finding involving the City of Daytona Beach’s unexpended building permit fund balance, which has exceeded the statutory cap for several years and was reported at $10.8 million in the latest audit. Mayor Derek Henry and city staff said the city had analyzed the fund, adopted a corrective action plan, waived more than $5.5 million in permit and inspection fees, used some excess funds for a training facility rehabilitation, and is pursuing a $9.4 million City Hall expansion that they say is allowed under a November 2024 Attorney General opinion permitting construction of a building to house the building code enforcement function. Committee members repeatedly questioned whether the city was simply trying to spend down the money, whether the proposed uses were truly lawful, why the balance kept growing despite fee waivers, and where the interest earnings were going. The mayor and deputy city manager said the city’s growth and staffing needs justified the plan, but several members expressed frustration and skepticism. A public commenter also urged accountability and raised concerns about the city’s spending plans and the size of the remaining balance. The committee then received an Auditor General presentation on the Town of Greenville, which found 31 operational audit findings and described pervasive control failures, possible fraud, waste, and abuse. The findings included election paperwork problems that left a council seat vacant, conflicts of interest, late financial disclosure filings, related-party transactions, inadequate meeting notices and minutes, quorum and voting documentation problems, council members’ involvement in day-to-day operations, missing ethics training, budget adoption and monitoring deficiencies, inaccurate accounting records and bank reconciliations, utility billing and rate issues, grant compliance problems tied to an unfinished grocery store project, weak personnel and contracting controls, improper severance and compensation issues, late vendor payments, weak procurement and P-card controls, vehicle-use and property-control weaknesses, poor public records access, and IT access and fraud-policy gaps. Greenville’s mayor and staff said the audit largely reflected the prior administration and that the current council and staff are taking corrective action. They said the town terminated the former manager, adopted seven new policies since the audit began, and is working with the Auditor General to improve procurement, financial controls, inventory management, grant oversight, and ethics compliance. The town attorney said he had alerted federal authorities earlier about concerns, and committee members noted that FDLE has received a criminal referral and is investigating. Several members praised the new leadership’s cooperation but also suggested the town consider consolidation or dissolution if problems persist.

Transcript Highlights:

• The audit division should be doing more like performance audits, measure management audits, or set up
• They can do management performance, not just fiscal audits.
• program managers at the program manager program managers at the program manager level<00:24:46.399
• So in project management, they're doing project management.
• So you have a public works manager, and you have managers that manage the managers who then oversee the

Keywords: 912, senate, all

Transcript Highlights:

• Audits and advisory projects regularly require skills in cybersecurity, enterprise risk management, academic
• Audits and advisory projects regularly require skills in cybersecurity, enterprise risk management, academic
• Audits and advisory projects regularly require skills in cybersecurity, enterprise risk management, academic
• Audits and advisory projects regularly require skills in cybersecurity, enterprise risk management, academic
• Audits and advisory projects regularly require skills in cybersecurity, enterprise risk management, academic

Keywords: 1187, senate, all

Transcript Highlights:

• manage those systems. manage those systems.
• is not resourced to act as an Management is not resourced to act as an audit<01:25:10.720> team
• management, is focused Grants Management management, is focused on<01:26:26.680> ensuring<01:
• Management System. Management System.
• and managers. and managers.

Keywords: 1183, house

Transcript Highlights:

• John Clinch from our office was the in-charge manager on this audit, and he will present the report.
• I'm a senior audit manager with the Office of Legislative Budget Assistant.
• I'm a senior<00:05:01.759> audit<00:05:02.080> manager<00:05:02.400> with<00:05:
• 02.560> the<00:05:02.720> Office<00:05:02.960> of senior audit manager with the
• Office of senior audit manager with the Office of Legislative<00:05:03.600> Budget<00:05:04.120

Keywords: 928, house, all

Summary: The Judiciary Committee met to hear the Legislative Budget Assistant Office’s performance audit of the New Hampshire Commission for Human Rights. Auditors said the commission was inefficient and ineffective in investigating discrimination complaints and closing cases in a timely manner during fiscal years 2020 through 2023. The report contained 25 observations; the commission fully concurred with 24 and concurred in part with one. Auditors highlighted major problems with case processing delays, inaccurate case data, lack of a case management system, weak strategic planning and risk assessment, outdated and disorganized policies, confidentiality issues, expired administrative rules, fee-setting practices, incomplete financial-interest filings, and failure to complete required reports and reconciliations. Two recommendations, involving complaint screening and conciliation, may require legislative action. Several observations focused on the commission’s intake and investigation practices. Auditors said complaints may have been screened out before docketing, potentially preventing commissioner review required by statute, and that the investigation process lacked clear rules and guidance. They also found investigators were assigned non-investigative tasks, training was inadequate, interview requirements were unclear, supervisory duties were burdensome, and confidential information was not always protected by encrypted email. The audit recommended clearer administrative rules, better internal controls, more focused staffing, a supervisory investigator position, and improved training and documentation. Commission representatives said they had already made progress on several items since the audit began, including posting overdue biennial reports and moving toward a case management system expected to go live in June. They said they were working with EEOC counterparts and legal counsel, but emphasized staffing shortages and high turnover, noting the commission currently had nine people working out of 15 authorized positions, with three investigator vacancies and a vacant paralegal position. Committee members thanked the auditors and commission staff, discussed the history of the audit request, and raised concerns about how long the recommended corrective actions might take. The committee took no vote or formal action during the hearing.

Transcript Highlights:

• S AUDIT OF UNIVERSITIES AND DISTRICT SCHOOL BOARDS, WE WILL HEAR FROM JAMIE HOELSCHER AND TAYLOR, MANAGERS
• MANAGER OF THE SCHOOL BOARD FOR OPERATIONAL AUDITS AND PRESENTING IS JAMIE HOELSCHER, THE AUDIT MANAGER
• I WANT TO PUT IN THE BACKGROUND, PUT IN PERSPECTIVE WE AUDIT OUR AUDITS ON A THREE-YEAR ROTATION SO THIS
• MANAGER OVER COLLEGE AND UNIVERSITY AUDITS.
• HE MENTIONED WE DID SIX UNIVERSITY AUDITS THIS ON A CYCLE. WE FINALIZED 4 OF THOSE AUDITS.

Keywords: 999, senate, all

Transcript Highlights:

• As a bit of a background, the scope of our audit included the management and administration of the state's
• So as part of our audit, we interviewed department management, personnel, reviewed state law, department
• So as part of our audit, we interviewed department management, personnel, reviewed state law, department
• Bureau management, in response to the audit inquiry, indicated that agencies relied on historical knowledge
• As part of our audit, we inquired of Department of Management Services management regarding the criteria

Summary: The subcommittee first heard a lengthy Auditor General presentation on the Department of Management Services’ fleet management operations. The audit found major problems with oversight, recordkeeping, policies, fee-setting, purchase and disposal approvals, public auction controls, and FleetWave system access and processing. Key findings included that 2,279 vehicles valued at more than $57 million could not be matched between FleetWave and FLAIR, disposal records were missing or incomplete, user access remained active long after employees separated, and the department had not documented a reasonable basis for its $1.75 per-vehicle monthly fee. Members expressed strong concern about the accuracy of the state’s fleet inventory and the risk of waste or misuse. DMS Secretary Allende said the department concurred with the findings, was working with the Auditor General, and planned corrective actions, including better training, clearer guidance, improved reconciliation, and possible centralization or pilot programs for fleet purchasing and management. The committee then returned to vacancy discussions with several agencies. The Division of Administrative Hearings said its two long-vacant judges of compensation claims positions had been hard to fill because of low pay and short reappointment terms, but the chief judge said the division could operate without them and offered those positions up as part of a reduction exercise. The Public Service Commission reported 42 vacancies but said statutory deadlines were still being met, though staff workloads and depth of analysis were affected. The commission also said vacancies help it manage salaries within its trust-fund budget. Members questioned whether some of those positions were truly needed given the lack of delays. The Florida Gaming Control Commission reported 29 vacancies, including a vacant chair that prevented appointment of an inspector general, and said the chair vacancy was a gubernatorial appointment issue. The acting executive director also said the commission’s compulsive gambling prevention program had lapsed after no responsive bids were received for a new contract, but an invitation to negotiate was nearly complete and a new provider was expected soon. The Public Employee Relations Commission reported that its caseload had more than doubled after Senate Bill 256, which increased union recertification work; it said it was meeting deadlines only with overtime and that the workload had not fallen despite decertifications. Members asked for follow-up data on union cases, vacancy needs, and whether some positions across agencies could be reallocated to better match workload.

Transcript Highlights:

• What we found out after the audit is that a lot of the issues that were represented in the audit really
• We are providing emergency management solutions to help with not just compliance with the audit, but
• We are providing emergency management solutions to help with not just compliance with the audit, but
• They now have a project manager, a district success manager, and an account manager handling all this
• They now have a project manager, a district success manager, and an account manager handling all this

Keywords: 1182, all

Summary: The Joint Legislative Audit Committee heard a presentation from Senator Kevin Payne on Arizona’s school safety interoperability communication systems, which he said were inspired by the Parkland and Uvalde shootings and designed to bypass overwhelmed 911 systems through panic-button alerts, live camera access, and direct communication with law enforcement. Committee members broadly praised the concept as a school safety tool, while also noting it should complement, not replace, school resource officers. Senator Payne said the audit had not fully captured the systems’ value and emphasized what he saw in Yavapai County as a successful example. Auditor General Lindsay Perry then summarized the second special audit in the JLAC school safety series, explaining that it reviewed whether fund expenditures were authorized, whether purchased systems met statutory requirements, and whether procurement followed applicable standards. She noted that 12 of 14 law enforcement agencies had provided follow-up information, while Pinal and La Paz counties had not, and that the committee had requested additional details on participating and non-participating schools. Members pressed Perry about Pinal County’s refusal to respond and about delays in payment to Mutualink, and several members defended the committee’s oversight role. The committee then heard from the vendors. Mutualink’s CEO said the system is intended to connect schools, dispatch, law enforcement, fire, and EMS through live video, floor plans, and group communications, and argued that implementation problems often stem from training, infrastructure, and coordination rather than the technology itself. Motorola Solutions described its work in Maricopa, Yuma, and Tucson, including panic alarms, radio and dispatch integration, and school participation challenges; it said Tucson canceled its contract after schools declined to join. Navigate 360 described its Cochise County project as a success story, saying 60 of 69 schools were implemented, with ongoing training and support, but acknowledged it did not yet meet all statutory criteria and that two charter schools had opted out. Members repeatedly raised concerns about procurement, inconsistent implementation, rural infrastructure, training, and whether the systems met all statutory requirements, and vendors said they would follow up on those issues.

Transcript Highlights:

• The first audit, which we issued in December 2024, evaluated the... ...special audits.
• The second special audit, which we issued just last month in December 2025, is the audit I'll be discussing
• Our third audit question, which we discuss in chapter three, the audit report addresses how the systems
• Chairman, I'm speaking specifically a qualified project manager — this project manager is a degreed individual
• I do not recall that from the audit.

Keywords: 1182, all

Summary: The committee opened with remarks about moving JLAC to a more frequent monthly schedule and spending more time on each audit. Members also recognized Melanie Chesney of the Auditor General’s office for 32 years of service, with several members praising her work and her role in school safety and other audits. The meeting then turned to the JLAC-directed Arizona School Safety Special Audit on interoperable communication systems, with the Auditor General’s office presenting the December 2025 report. The audit found that the state had allocated nearly $26 million to interoperable communication efforts, but implementation varied widely. Auditors said all 14 law enforcement agencies used the money for interoperable systems, yet four agencies allowed private or tribal schools to participate contrary to statute, and several agencies failed to submit required expenditure reports. The report also found procurement problems: nine of 14 agencies did not follow procurement requirements or lacked documentation, many contracts lacked accountability provisions, and some agencies had not planned for ongoing costs. The audit estimated ongoing annual costs for an average rural county could range from about $16,000 to $382,000, and recommended that agencies document costs, follow procurement rules, monitor vendors, and plan for future funding. It also recommended the legislature clarify whether non-public schools may participate and revisit statutory system requirements that were vague or inconsistently interpreted. Members questioned the Auditor General about vendor licensing, whether systems could be built in-house, why some functions were not configured, and whether the systems were truly usable in emergencies. The presentation explained that some systems met requirements only in part, that Mutualink had a per-user licensing model affecting access to secure text and file sharing, and that some schools were unwilling or unable to install apps or keep devices logged in. The committee also discussed the difference between the separate school safety grant program administered by ADE and this interoperability fund, and several members expressed frustration with sole-source contracting and weak documentation. In the final portion of the presentation, auditors said only two of eight observed systems demonstrated all five critical emergency functions, while four agency systems could not be tested because they were reportedly not functioning. The committee then began hearing responses from county sheriffs, starting with the Arizona Sheriffs’ Association president, who emphasized county commitment to school safety and noted that some counties had implemented systems across multiple districts, including tribal and rural schools. No votes or formal actions were taken during the portion provided.

Transcript Highlights:

• The Single Audit Act of 1984 established requirements for audits of states, local governments, and tribal
• in the single audit.
• Audit findings discovered as a result of our audit procedures are communicated to agency management at
• Audit findings discovered as a result of our audit procedures are communicated to agency management and
• The single audit is presented to the full Legislative Joint Auditing Committee meeting annually, usually

Summary: The Medicaid Subcommittee of the Legislative Joint Auditing Committee met to receive a primer on the subcommittee’s history and on how Medicaid oversight works in Arkansas. Legislative audit staff reviewed the subcommittee’s origins in response to earlier Medicaid audit concerns and explained that Medicaid is audited every year in the statewide single audit because it is a high-risk, large federal program. Staff summarized recent audit findings, including issues with eligibility controls, data matching, contractor charging, incarcerated juveniles’ coverage handling, provider eligibility support, and the state’s Medicaid recovery audit contractor exception request. They also noted a DHS departmental audit finding involving employees who improperly received benefits, which was referred for possible prosecution. The Department of Human Services gave an overview of the Medicaid program, describing eligibility groups, delivery systems (fee-for-service, managed care/PASSE, and premium assistance for expansion adults), the size of the program, and the agency’s budget and provider base. DHS also outlined the difference between state plan amendments and waivers and said other committee materials would be sent to members. The Office of Medicaid Inspector General described its role in detecting and preventing fraud, waste, and abuse, explaining that it investigates suspected intentional fraud, suspends providers when there is a credible allegation of fraud, recovers improper payments in mistake cases, and recommends policy changes when trends are identified. The Attorney General’s Medicaid Fraud Control Unit explained that it prosecutes provider fraud criminally and civilly, handles neglect, abuse, and exploitation cases in long-term care settings, and works with DHS, OMIG, and federal partners. Members asked about where cases are filed, how provider suspensions work, whether beneficiary fraud is investigated, and how education is provided to providers. DHS confirmed that beneficiary fraud cases are referred to local prosecutors and said the expansion population will move toward community engagement/work requirements under federal changes, with a soft launch planned before full implementation. The meeting ended with no formal votes beyond adoption of the prior minutes and no other committee actions.

Transcript Highlights:

• Improve our financial management and administrative management so We're working with OMEs to make sure
• And then disaster case management.
• Follow up Operational audits are routine audits required by statute, performed every two years on approximately
• Like performance audits, investigative, special, and forensic audits are also by request only.
• In all, last year, we released 14 special investigative audits, including an audit of the town of Red

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