Audit Reports: 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993

1996 Reports

• Patrol Office Deployment
• Transportation Financial Management: Revenue Forecasting and Expenditure Management Are Improving
• Transportation Expenditures: Compliance and Controls Are Good But Can Be Improved
• Comparision of In-House Costs and Private Sector Prices for Selected Vehicle Maintenance Services
• Information Technology: Dollars and Challenges
• Department Progress in Implementing Audit Recommendations
• Ratio of Staff for Managers in City Government
• Striving for Efficiency and Effectiveness

Patrol Officer Deployment
31 December 1996
This analysis of officer deployment in the Seattle Police Department focused on whether actual patrol schedules matched deployment plans. We concluded that the deployment practices generally matched the Seattle Police Department’s Citywide and precinct deployment plans. Exceptions were noted for the month of December, on Monday mornings, and on Friday and Saturday evenings.

Transportation Financial Management: Revenue Forecasting and Expenditure Management Are Improving
05 November 1996
This study assessed the Transportation Division’s budgeting processes, and evaluated changes made to prevent revenue shortfalls. We concluded that the Division improved its forecasting methods to reduce the risk of revenue shortfalls, and its financial management tools to make timely use of available funds and to complete transportation projects more efficiently. However, we recommended that the Division develop a strategic plan and provide regular reports to the City Council on revenues, operating costs, and capital project status.

Transportation Expenditures: Compliance And Controls Are Good But Can Be Improved
05 November 1996
This audit reviewed the Transportation Division’s compliance with regulatory and expenditure restrictions over local option revenues and Motor Vehicle Fuel Tax revenues and evaluated the effectiveness of its management controls over grant billings. We concluded that the Division established effective internal controls over its major financial processes, but could improve the timeliness and accuracy of billings to granting agencies.

Comparison of In-House Costs and Private Sector Prices for Selected Vehicle Maintenance Services
30 October 1996
This review compared in-house costs for six of the City’s vehicle maintenance services with private sector prices, and determined whether cost savings could be achieved through improved efficiency or more competitive contracting. We determined that in-house costs were approximately $114,000 greater than the vendors’ lowest price quotes. We recommended that the Fleet Services Division conduct comprehensive cost comparisons each biennium with vendors and other jurisdictions, and identify ways to increase efficiencies and reduce costs to be competitive with private vendors.

Information Technology: Dollars and Challenges
11 September 1996
This analysis provided information technology expenditure data for 17 City departments. We determined that departments spent more than $50.7 million for information technology in 1995, and approximately half of these expenditures supported technology for the City’s utilities and transportation programs. The report also discussed the principal challenges facing the City and the new Chief Technology Officer.

Department Progress in Implementing Audit Recommendations
14 February 1996
Hardcopy only
This report centrally compiles all of the 230 incomplete recommendations as of October 1994 and new recommendations for the City departments made by the Office of City Auditor, State Auditor’s Office, independent certified public accounting firms, and the previous Comptroller’s Office. Departments report that they have implemented 52 percent of the recommendations in 1995.

Ratio of Staff to Managers in City Government
25 January 1996
This report analyzed City departments’ staffing practices and layers of management. Management experts generally consider higher ratios of staff to managers to be more efficient than lower ratios, although no ideal structure is appropriate for all organizations. We found that City managers supervise an average of 5.9 employees, and recommended that the City increase its ratio of staff to managers.

Striving for Efficiency and Effectiveness
11 January 1996