As described in the attached report, our audit revealed that the City and the Foundation have not adequately monitored and maintained their compliance with certain sections of the Agreement relating to financial arrangements. In addition, the audit found that the Foundation should improve its governance by updating internal policies and guidance for the Board of Trustees (Board).
Our audit revealed that the City does not have a comprehensive City wide strategy for safeguarding PII that is gathered by several City agencies. We found evidence of unsecured network folders and hard copy records containing thousands of pieces of PII. We believe that this breakdown in internal controls occurred due to outdated policies and inconsistent practices for safeguarding PII. Through stronger policies, guidance, communication,and training,the City will have the necessary controls in place to safeguard PII, thereby preventing opportunities for identity theft and reducing the City’s exposure to reputational damage or costly litigation
The proposed policy defines what is a park and what is not a park. More importantly, it clarifies the processes for “Designated” and “Dedicated” parks. Essentially, a Designated park involves Charter recognition, requiring a public vote to change a park’s status (excepting state or federal eminent domain), whereas a Dedicated park is recognized under DPR policies. This proposed policy has been in draft form since 2009
As described in the attached report, our audit revealed that DPR needs to improve contract
administration practices. Specifically, DPR does not have formalized and up-to-date policies and procedures and roles and responsibilities are unclear. DPR also lacks controls to ensure reliability and accuracy of information entered into the contract administration system. In addition, controls related to on-call contracts need to be enhanced and DPR is also at risk of losing institutional knowledge at the management level owing to a lack of segregation of duties and documentation surrounding contract decision making. Contract administration weaknesses identified negatively impact DPR’s ability to properly manage contracts.
Through stronger controls for contract administration and addressing concerns regardin
