1. Office of the Controller and Internal Controls Sandra Featherson Associate Director of Controls Office of the Controller February 2010

2. Abbreviated Organization Chart Henry T. Yang Chancellor Jim Corkill, Controller, Accounting Services and Controls Craig Whitebirch Director, Audit and Advisory Services Sheryl Vacca Senior Vice President/Chief Compliance and Audit Officer, UCOP Anne Broome Vice President, Financial Management, UCOP Ron Cortez Associate Vice Chancellor, Administrative Services Vacant Vice Chancellor, Administrative Services Vacant University Auditor

3. Distinct and Complimentary Roles b Office of the Controller Provide leadership in a campus- wide effort to ensure effective controls and accountability practices. Assist management in assessing their control environment and the effectiveness and efficiency of operations. Ensure that campus financial policies and procedures are clear, adequate, and current. Evaluate systems and participate in system development to ensure proper controls are implemented and compliance with policy. b Audit and Advisory Services Independent evaluation of systems of accountability and control. Investigate reported cases of alleged improper financial activities. Serve as the liaison between the University community and external audit agencies.

4. UCSB Control Initiative Business Officer Institute (BOI) Campus Financial Mgmt. Training & Manual Departmental Control Self- Assessments Campus Wide Process Risk Assessment Departmental Process Risk Assessment Control Advisory Committee (CAC) Financial Risk Assessment BOI Feedback Common Audit Findings

5. Assessments b Departmental Control Self Assessments b Departmental Process Risk Assessment b Campus Wide Process Risk Assessment

6. Office of the Controller http://controller.ucsb.edu b Jim Corkill Controller Controller Director of Accounting Services and Controls x5882jim.corkill@accounting.ucsb.edu b Sandra Featherson Associate Director of Controls Associate Director of Controls x7667 x7667sandra.featherson@accounting.ucsb.edu b Neil Clark Administrative Analyst Administrative Analyst x8593 x8593neil.clark@accounting.ucsb.edu b Tonika Jones Administrative Assistant x8593tonika.jones@accounting.ucsb.edu

7. Internal Controls b What are Internal Controls? DefinitionDefinition COSO ModelCOSO Model ExamplesExamples b Why are They Important? b Who is Responsible for Internal Controls?

8. Internal Control - A definition b Internal Control is a process, effected by a college or universitys governing board, administration, faculty and staff, designed to provide reasonable assurance regarding achievement of objectives in the following areas: Effectiveness and efficiency of operationsEffectiveness and efficiency of operations Reliability of financial reportingReliability of financial reporting Compliance with applicable laws and regulationsCompliance with applicable laws and regulations Internal Control Concepts & Applications, 1992, Committee of Sponsoring Organizations of the Treadway Commission

9. COSO Internal Control Model b COSO stands for Committee of Sponsoring Organizations. b Committee was formed to develop a common definition of internal controls and provide guidance on judging its effectiveness. b COSO is referred to as an Internal Control Model or framework.

10. COSO Internal Control Model b Officially adopted by the University of California b A tool for departments to use in evaluating their internal controls.

11. COSO Internal Control Model There are five components of internal control in the COSO Model: b Control Environment b Risk Assessment b Control Activities b Information and Communication b Monitoring

12. Control Environment b The tone at the top set by people in positions of authority b Based on attitudes and habits of those in authority b An element in establishing the organizational culture

13. Control Environment Control Environment Factors: b Integrity and Ethical Values b Commitment to Competence b Managements Philosophy and Operating Style b Assignment of Authority and Responsibility

14. Risk Assessment b Risk - Anything that gets in the way of meeting your goal/objective b Risk Assessment - The identification and analysis of relevant risks associated with achieving business goals/objectives

15. Risk Assessment b Why is a risk assessment important? b Risks impact an organizations ability to meet its objectives such as: Positive Public ImagePositive Public Image Providing Excellent Customer ServiceProviding Excellent Customer Service Reducing OverdraftsReducing Overdrafts

16. Control Activities b Control Activities Policies and procedures that help ensure management directives are carried out and necessary actions are taken to address risksPolicies and procedures that help ensure management directives are carried out and necessary actions are taken to address risks

17. Control Activities - Specific Examples b Segregation of Duties b Transaction Reviews b Reconciliations

18. Control Activities – Specific Examples b Financial Performance Reviews b Systems Controls b Physical Controls b Case Study

19. Information and Communication The information system must provide data that is: Relative to established objectivesRelative to established objectives Accurate and in sufficient detailAccurate and in sufficient detail Understandable and in a usable formUnderstandable and in a usable form This information must be provided to the right people in time to allow appropriate action

20. Information and Communication Communication Up and down the organizationUp and down the organization Across organizational linesAcross organizational lines Communication Examples Employee duties and control responsibilities should be clearly communicatedEmployee duties and control responsibilities should be clearly communicated Ability to report suspected problems, without fear of repercussionsAbility to report suspected problems, without fear of repercussions

21. Monitoring Monitoring b A process that assesses the quality of an internal control systems performance over time

22. Monitoring Monitoring Activity Examples b Management Review of actual expenditures vs. budgetedReview of actual expenditures vs. budgeted Comparison of various reports with physical assetsComparison of various reports with physical assets b Separate evaluations Assessment of internal controls by Audit and Advisory ServicesAssessment of internal controls by Audit and Advisory Services External auditors reviewsExternal auditors reviews

23. Internal Controls b Why are They Important? b Who is Responsible for Internal Controls?

24. Internal Controls and SAS 112 b SAS 112: Statement of Accounting Standards b Auditors will be reviewing not only the transactions and ensuring the numbers are correct, but also the controls in place to ensure those numbers are correct. b Controls must be documented – or they are not considered controls.

25. Questions??