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Tollway inspector general reports rise in complaints, flags gaps in vehicle tracking and arrest-reporting process
Summary
The Illinois Tollway Office of the Inspector General reported more hotline and online complaints in its semiannual update, flagged shortcomings in arrest-reporting procedures and vehicle GPS data, and recommended procedural changes for retiree rehiring and vendor guidance.
The Illinois Tollway Office of the Inspector General presented its semiannual activity summary to the Tollway Authority board, reporting a rise in hotline and online complaints, recommending changes to arrest-reporting procedures, and noting gaps in vehicle automatic-location (ABL) data that limited some investigations.
The update, described at the board meeting by the Inspector General (name not specified), covered activity from September 2024 through February 2025 and included statistics, investigative findings, management referrals and follow-ups on prior recommendations. “In the last 6 months, there were 99 incoming hotline calls and we received 58 online submissions,” the Inspector General said, noting the increase was tied partly to customer-service interactions and a nationwide toll phishing/smishing concern.
Why it matters: oversight findings led to concrete follow-ups and corrective actions. The OIG said the Tollway responded to recommendations within the 20-day response period required by its internal process, and the OIG described several areas where the agency has or should strengthen controls.
Key findings and follow-ups
- Arrest-reporting policy. The OIG’s report R24001 found inconsistent tracking and follow-up on employee arrest and indictment reporting, which the policy requires employees to submit within three days and to update with case outcomes. Administration added a deputy chief of HR administration as a point of contact and created an electronic form in NeoGov, and the OIG recommended further enhancements including requiring backup documentation. Administration agreed to add fields to the electronic form but declined to create a separate form for reporting outcomes, saying the existing process is sufficient.
- Use of retirees under “75-day” arrangements. In report R23002, the OIG found the Tollway’s use of retirees returned to work under a payroll code for 75-day employees lacked written procedures and clear position descriptions. The OIG recommended written procedures or switching to personal services contracts per state guidance. Administration said it would assess contracting options, create separate position descriptions, send prospective retiree hires to the ethics officer for review, and conduct annual reviews of 75-day employees.
- Vehicle location (ABL) data gaps. The OIG reported two hotline complaints about Tollway vehicles and found missing or outdated ABL (GPS) records for multiple vehicles. The Tollway told the OIG it placed new systems on three identified vehicles, ordered equipment for others, and initiated facility-staff training; in one investigated case the employee received a written warning after ABL data from another system supported unsafe driving prior to clocking in.
- Management referrals and cooperation. The OIG described a case (RF24096) in which administration delayed or routed a confidential records request in a manner the OIG said was inconsistent with the Toll Highway Act; the OIG recommended reaffirming cooperation requirements and the Tollway said it redesigned procedures to ensure timely OIG responsiveness.
- Procurement and contract management. The OIG noted follow-up actions: new guidance for bidders was posted after prior recommendations (R23003), construction-management guides were revised to clarify how out-of-scope work must be authorized and board-approved (IG23010), and call-taker standard operating procedures were updated to require immediate supervisor notification when confidential information may have been disclosed (IG24001).
Discussion and next steps
Board members asked questions but no formal policy change was voted during the briefing. The OIG recommended written procedure changes, upgrades to vehicle ABL hardware and training, and clarified expectations for management cooperation. The OIG said it will continue to monitor implementation of recommendations and report back to the board.
Ending
The Inspector General closed by framing the report as evidence of ongoing improvement and thanking the board and executive staff for support. “I believe this report shows that our work is good examples of our work in promoting integrity and accountability,” the Inspector General said.
