New Yorkers spend tens of billions of dollars on education each year. After three years of auditing how school districts manage their finances, we have seen dramatic progress. In 2007, OSC issued 257 audits of schools. As part of our audit effort, we highlight the best practices of the school districts that are well managed so that others around the state can learn from them. For those needing more assistance, our audits also offer practical recommendations to help schools operate more effectively and efficiently. For instance, we continue to find problems with how schools are designing their controls for information technology and what employees are being paid when they leave.

This report outlines major local government fiscal trends and highlights recent policy developments that affect their financial health. It also summarizes the services and activities of the Division of Local Government and School Accountability, where staff in Albany and eight regional offices across the State are committed to promoting taxpayers’ interests by helping to improve the fiscal management of local governments and schools within New York.

New York State and its local governments maintain an extensive infrastructure critical to the economy, including roads, bridges, educational facilities, water and sewer systems and medical facilities. Most of this capital investment is financed through the issuance of long term debt. Investment in such infrastructure maintains and improves the vitality and economic well being of our communities. However, when governments rely excessively on debt, especially to pay for current operating costs, the long term costs of supporting the debt will impact current as well as future operating budgets by limiting financial flexibility and the ability to finance essential capital projects in the future.

This report provides an overview of their finances, including data for School Districts fiscal years ending in 2004 and 2005.

This report provides an overview of their finances, including data for Fire Districts fiscal years ending in 2004 and 2005.

This report provides an overview of their finances, including data for Villages fiscal years ending in 2004 and 2005.

This report provides an overview of their finances, including data for city fiscal years ending in 2004 and 2005.

This report provides an overview of their finances, including data for county fiscal years ending in 2004 and 2005.

Under legislation passed in 2005, which established a cap on local Medicaid costs, counties needed to decide by September 2007 to either keep the Medicaid cap or exchange a percentage of their sales tax revenues.

Why didn’t you see it? There was fraud and you missed it. Conducting a “should of” after a fraud happens may show that red flags were present. If you had only recognized the warning signs, then that loss may not have occurred or been substantially reduced. Based on a recent survey by the Association of Certified Fraud Examiners (ACFE), occupational fraud substantially increases organizational costs. It is a myth that fraud is a big scheme that should have been uncovered sooner and easy to detect. Fraud starts small and just gets bigger and bigger, until something becomes noticeably different or unusual.

GASB Statement 48 makes a distinction between sales of receivables and future revenues, and the pledging of receivables or future revenues to repay a collateralized borrowing. The distinction is important because the cash received from a borrowing would result in a liability while the cash received from a sale would most likely be recorded as revenue or deferred revenue, depending on the transaction.

GASB Statement No. 49, Accounting and Financial Reporting for Pollution Remediation Obligations. This statement explains when a government would be required to report a liability in its financial statements related to cleaning up pollution or contamination. The statement also establishes a probability weighted method that a government would be required to use to determine the estimated amount of pollution obligation liabilities that would be reported in its financial statements.

This report provides an overview of their finances, including data for Towns fiscal years ending in 2004 and 2005.

The purpose of this report is to help shed light on how town special improvement districts are structured, how they operate, and what fiscal burden they impose on property owners.

Many school districts throughout the state have made considerable improvements to their financial controls over the last year. There are still opportunities for school districts to improve financial operations, and we continue to find occasional instances of serious problems and potential fraud. This report identifies additional opportunities for school districts to improve controls over information technology, employee benefit payments, claims auditing, no-bid contracts, capital assets and segregating duties.

This research brief analyzed multiyear financial plans submitted by cities under a new State requirement. The Comptroller's analysis looks at 48 of these plans, excluding New York City. The report notes that quality of these plans varied greatly and urges the State to adopt a formal review and approval process of the plans, as well as more training for city officials.

Highlighted within this report are some of the major fiscal trends in New York’s local governments and recent policy developments that affect their operations and financial health. This report helps illustrate the complex and changing environment in which local governments must operate, and the delicate balance local officials must achieve between service delivery and fiscal responsibility.

The Board of Fire Commissioners is responsible for the general management and control of fire district finances. An important aspect of this responsibility is to provide a process to routinely monitor and review the work performed by those who handle moneys as part of their fire district duties. Oversight becomes particularly important in operations that do not have adequate segregation of duties. If one person, such as the treasurer, performs nearly all financial duties (e.g., receives and disburses cash, maintains the accounting records and performs reconciliations), it may weaken control over your fire district’s financial operations.

This bulletin highlights changes to fire district accounting and reporting requirements, and clarifies the new auditing requirements.

This study presents an analysis of our municipalities—cities, towns and villages—including a statistical regrouping that suggests what a modern classification system might look like if we started from scratch today, based on current conditions.