A Follow-up Audit Report on Workforce Management, Procurement, and Lotto Texas Activities at the Texas Lottery Commission Page: 2 of 49
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8
tate
editor's
A Follow-up Audit Report on
John Keel, CPA Workforce Management, Procurement, and
State Auditor Lotto Texas Activities at the Texas
Lottery Commission
SAO Report No. 08-022
February 2008
Overall Conclusion Background Information
Auditors determined the implementation
The Texas Lottery Commission (Agency) has fully status for 34 high-risk recommendations that
or substantially implemented the majority of prior the State Auditor's Office made in the
' following reports:
State Auditor's Office recommendations regarding An Audit Report on Workforce
workforce management, procurement, and Lotto Management at the Texas Lottery
Texas activities. Specifically, of the 34 high-risk Commission (State Auditor's Office Report
recommendations selected for follow-up audit No. 06-047, July 2006).
work: At the time auditors completed follow-up
work, that report had been released for
18 months; auditors followed up on 13 of
The Agency has fully implemented 11 of 13 (85 the 24 recommendations in that report.
percent) recommendations for workforce - An Audit Report on Procurement at the
management. Texas Lottery Commission (State Auditor's
Office Report No. 06-062, August 2006).
The Agency has fully or substantially At the time auditors completed follow-up
work, that report had been released for
implemented 10 of 12 (83 percent) 17 months; auditors followed up on 12 of
recommendations for procurement. the 22 recommendations in that report.
" An Audit Report on Lotto Texas Activities
The Agency has fully implemented 8 of 9 (89 at the Texas Lottery Commission (State
percent) recommendations for Lotto Texas 20ditor's Office Report No. 06-046, July
activities. At the time auditors completed follow-up
work, that report had been released for
While the Agency has made progress in 18 months; auditors followed up on 9 of
implementing most of the prior audit the 18 recommendations in that report.
recommendations, it should continue its efforts to See Appendix 3 for the Agency's self-
reported status of recommendations not
strengthen workforce management and selected for follow-up audit work.
procurement activities. For example:
Although the Agency has a process for addressing formal complaints made
through its Human Resources Division, it does not have a process to address
informal employee complaints made to its ombudsman, managers or division
directors, and internal audit. It also does not ensure that it communicates
complaint resolutions to all interested parties. In addition, the Agency lacks
formal policies and procedures for the ombudsman position it created in 2006.
Additionally, the Agency's ombudsman does not have a formal role in the
employee complaint process.
Results of an Agency-wide survey the State Auditor's Office conducted in 2007
indicate that Agency staff believe that some key aspects of employee relations
have improved significantly since the State Auditor's Office conducted a similarThis audit was conducted in accordance with Texas Government Code, Sections 321.0131 and 321.0132.
For more information regarding this report, please contact Sandra Vice, Assistant State Auditor, or John Keel, State Auditor, at (512)
936-9500.
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Texas. Office of the State Auditor. A Follow-up Audit Report on Workforce Management, Procurement, and Lotto Texas Activities at the Texas Lottery Commission, report, February 2008; Austin, Texas. (https://texashistory.unt.edu/ark:/67531/metapth518405/m1/2/: accessed July 18, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu; crediting UNT Libraries Government Documents Department.