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Performance Audits
Department of Agriculture: Evaluating the Division of Weights and Measures’ Price Verification Process
K‐12 Education: Evaluating Special Education Funding
Kansas Department of Health and Environment: Evaluating Issues Related to the Bureau of Disease Control and Prevention (Limited Scope)
Medicaid: Comparing Health Care Provider Tax Revenues to Increased Provider Reimbursement Rates
Lobbying Services: Evaluating a Small Sample of Local Governments’ Reported Payments to Lobbyists and Associations with Lobbyists
Kansas Wildfire Management: Evaluating the Adequacy of Kansas' Wildfire Suppression System
Community Mental Health: Evaluating Mental Health Services in Local Jails
Follow-Up Audit: Reviewing Agencies' Implementation of Selected Performance Audit Recommendations
Enterprise Project Management Office: Evaluating the Statutory Definition and Monetary Threshold for Major IT Projects
Contracted Audits
Statewide Single Audit State of Kansas Fiscal Year 2018
Kansas Lottery: Financial and Compliance Audit, Years Ended June 30, 2018 and 2017
Kansas Public Employees Retirement System: Financial Statements Year Ended June 30, 2018
Comprehensive Annual Financial Report: July 1, 2017 to June 30, 2018
Examining Selected Financial Management Practices of the State Treasurer’s Office: Fiscal Year 2018
Examining Selected Financial Management Practices of the Pooled Money Investment Board: Fiscal Year 2018
Kansas 911 System
State of Kansas: Single Audit (Year ended June 30, 2017)
State of Kansas: Fiscal Year 2017
Kansas Lottery: Fiscal Year 2017
Kansas Public Employees Retirement System: Fiscal Year 2017
Transition Audit: State Treasurer's Office
Statewide Single Audit: State of Kansas, Fiscal Year 2016
Statewide Financial Compliance Audit--Fiscal Year 2016 Part 1, Office of the Chief Financial Officer Comprehensive Annual Financial Report
Kansas Public Employees Retirement System: Financial Audit of Fiscal Year 2016
IT Security Audits
State Agency Information Systems: Reviewing Security Controls in Selected State Agencies: Osawatomie State Hospital
State Agency Information Systems: Reviewing Significant Security Controls in Selected Agencies (CY 2017-2019)--Kansas Department on Children and Families
State Agency Information Systems: Reviewing Significant Security Controls in Selected Agencies (CY 2017-2019)--Kansas Department of Commerce
IT PROJECT MONITORING: KanLicense IT Project Monitoring (Kansas Department of Revenue)
IT PROJECT MONITORING: Oscar IT Project Monitoring (Department of Labor)
KanLicense IT Project Monitoring Update Memo
IT PROJECT MONITORING: Dept.of Labor OSCAR IT Project (Quarter Ending June 30, 2018)
Agency Information Systems: Reviewing Significant Security Controls in Selected Agencies (CY 2017-2019)--Kansas Department of Health and Environment
Agency Information Systems: Reviewing Significant Security Controls in Selected Agencies (CY 2017-2019)--Kansas Highway Patrol
State Agency Information Systems: Reviewing Significant Security Controls in Selected Agencies (CY 2017-2019)--Department of Administration
State Agency Information Systems: Reviewing Significant Security Controls in Selected Agencies (CY 2017-2019)--Pittsburg State University
IT PROJECT MONITORING: Dept.of Labor OSCAR IT Project (Quarter Ending March 31, 2018)
State Agency Information Systems: Reviewing Significant Security Controls in Selected Agencies (CY 2017-2019)--Kansas Bureau of Investigation
KanLicense IT Project Monitoring Update Memo
KanLicense Update Memo
Statewide Single Audit State of Kansas Fiscal Year 2018
Published: March, 2019
Reviewing the Efficiency of State Printing Plant Operations (100-hour audit)
View Abstract
Published: FEBRUARY, 1996
With few exceptions, standard jobs (such as letterhead, envelopes, and business cards) being printed at State agencies with their own printing facilities could be done by the State Printing Plant or a private-sector printing firm. For our limited sample of such printing jobs, the State Printer’s estimated charges were less to print most items than commercial printers or other State agencies, even though the other State agencies don’t include all costs of operation in their estimated charges.
Estimated Cost for Additional Embellished Parchment Copies of House Resolutions (100-hour audit)
View Abstract
Published: FEBRUARY, 1987
Costs of additional embellished parchment copies of House resolutions are, by House rule, to be recovered from the requesting legislator. These costs include the costs of producing the documents, mailing the documents, and accounting for amounts owed. Total costs depend not only on the number of documents requested but also on the number of places to which they will be sent.
Operations at the State Printng Plant, Part II: Production Management
View Abstract
Published: MARCH, 1985
A review of the production management procedures in place at the Division showed that there were problems which resulted in missed deadlines as well as substantial idle time. Recommendations were made to improve efficiency through better scheduling and monitoring procedures.
Operations at the State Printing Plant, Part I: Financial Management
View Abstract
Published: FEBRUARY, 1985
Because of problems with the Division’s cost accountng system, at least $70,000 in costs were not recovered during the first six months of fiscal year 1985. The report makes several recommendations to the Division to address these problems and to bring the accounting system into line with generally accepted accounting principles.
Comparing Division of Printing and Commercial Printers’ Charges, A Special Audit Report
View Abstract
Published: SEPTEMBER, 1980
In June 1980, legislative concern was expressed that the charges for printing by the Division of Printing were not competitive with charges for printing by the private sector. As a printing establishment in the public sector, the Division of Printing has several cost advantages which should make its charges for printing lower than commercial printer’s pricces. These include: no profit margin, no taces, no rent or mortgage payments on the State Printing Plant, no sales and marketing expenses, and no interest on capital equipment purchases. The Division is not reaching the expected cost advantage. The reason the Division does not enjoy the expected cost advantage is because it is not competitive with the private sector primarily in the areas of forms and publications, which account for over half of the Division’s workload. The main reason the Division is not competitive in these areas appears to be that the Division’s printing equipment, which is geared to produce a broad range of jobs, is not as efficient for printing forms and publications as the equipment of the commercial printers who specialize in these areas.