February 01, 2006 - Latest audit of Omnitrans finds problems persist

Latest audit of Omnitrans finds problems persist

February 01, 2006

Editorial/IVDB
Inland Valley Daily Bulletin

The more problems are audited, the more they stay the same.

Or so it seems with Omnitrans, which has undergone yet another audit finding nagging issues within the San Bernardino County bus agency.

The management audit, conducted at the behest of state Sen. Nell Soto, D-Ontario, and Assemblyman Joe Baca Jr., D-Rialto, found "long-term weaknesses" in some areas, including a lack of internal controls in purchasing "that increases the risk of potential fraud and misuse," and a "financial system that does not effectively perform the functions Omnitrans needs."

Such a review hardly portrays a sound bill of health, but Omnitrans general manager Durand Rall once again brushes off any criticisms of the agency, asserting that 25 of the audit’s 37 recommendations have already been implemented.

What’s more, Rall touts the fact that the latest audit did not turn up any huge financial glitches, as an audit did in 2003, when a $4 million discrepancy found in the books jarred the public.

That mistake has since been corrected. But the newest audit, by Macia Consulting Group Inc., portrays deep-seated problems that so far don’t seem to be resolved.

Indeed, they keep cropping up.

"What I have a problem with is the biggest issues have been pointed out in previous audits," said Supervisor Paul Biane, who sits on the Omnitrans board.

Many of the problems lie within the finance department, which has seen high turnover and low morale. That’s understandable, given that the department has had five directors in five years. And the recruiting for a new finance director goes on.

The constant turnover is, no doubt, a large reason why employees have been unable to master expensive software that now sits unused. And why maintenance contracts exist that cannot be canceled.

But it’s also a sign of larger management problems within the agency as a whole.

"Clearly, poor employee morale and widespread dissatisfaction with general management are among the obstacles preventing Omnitrans from moving forward," said Soto after reviewing the 103-page report.

For an agency that provides bus service to 15 cities in the region and handles a $63 million budget of taxpayer money, that would seem a point that should have registered by now – if not with general management, then with the Omni board.

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Latest audit of Omnitrans finds problems persist


February 01, 2006 Editorial/IVDB Inland Valley Daily Bulletin The more problems are audited, the more they stay the same. Or so it seems with Omnitrans, which has undergone yet another audit finding nagging issues within the San Bernardino County bus agency. The management audit, conducted at the behest of state Sen. Nell Soto, D-Ontario, and Assemblyman Joe Baca Jr., D-Rialto, found "long-term weaknesses" in some areas, including a lack of internal controls in purchasing "that increases the risk of potential fraud and misuse," and a "financial system that does not effectively perform the functions Omnitrans needs." Such a review hardly portrays a sound bill of health, but Omnitrans general manager Durand Rall once again brushes off any criticisms of the agency, asserting that 25 of the audit’s 37 recommendations have already been implemented. What’s more, Rall touts the fact that the latest audit did not turn up any huge financial glitches, as an audit did in 2003, when a $4 million discrepancy found in the books jarred the public. That mistake has since been corrected. But the newest audit, by Macia Consulting Group Inc., portrays deep-seated problems that so far don’t seem to be resolved. Indeed, they keep cropping up. "What I have a problem with is the biggest issues have been pointed out in previous audits," said Supervisor Paul Biane, who sits on the Omnitrans board. Many of the problems lie within the finance department, which has seen high turnover and low morale. That’s understandable, given that the department has had five directors in five years. And the recruiting for a new finance director goes on. The constant turnover is, no doubt, a large reason why employees have been unable to master expensive software that now sits unused. And why maintenance contracts exist that cannot be canceled. But it’s also a sign of larger management problems within the agency as a whole. "Clearly, poor employee morale and widespread dissatisfaction with general management are among the obstacles preventing Omnitrans from moving forward," said Soto after reviewing the 103-page report. For an agency that provides bus service to 15 cities in the region and handles a $63 million budget of taxpayer money, that would seem a point that should have registered by now – if not with general management, then with the Omni board.
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