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Audit finds weaknesses in temporary‑staff oversight, flags $6M annual spend and $570,000 unverified payroll; committee accepts 2025–26 audit plan
Summary
The Auditor General presented a temporary employment services review that identified monitoring gaps, a paperwork lapse on a vendor contract, inconsistent time verification and large markups; the Audit Committee accepted the temporary staffing report and the 2025–26 audit plan, which prioritizes Oracle implementation audits.
The Rochester City School District Auditor General reviewed temporary employment services and recommended changes to reduce risk and improve monitoring. The committee accepted the temporary employment services report and approved the internal office’s 2025–26 audit plan.
The audit review said the district spends approximately $6,000,000 annually on temporary staffing and roughly $48,000,000 over the last 10 years in that area. The review covered 2022–2025 and identified several problems: an active RFP existed but there was not an executed annual contract for a period that left about $10,000,000 of spend without an executed contract; missing or inconsistent procedures for duration and oversight of temporary workers; insufficient monitoring of vendor fulfillment rates; and weak validation of invoice time entries.
The report noted specific operational and financial risks. Among them: some temporary assignments lasted many months or years; the contract requires a 97% fulfillment rate but that target was not consistently met; managers failed to approve an average of about 90 temporary‑employee time entries per week (rising to about 200 on holiday weeks); in 2024–25 about 1,400 temporary time sheets went unapproved and $570,000 of payroll was blanket approved without manager verification. The auditor recommended stronger escalation and consequences for managers who fail to validate time.
The audit also recommended assessing whether certain temp workers should be hired directly by the district rather than paid via a vendor markup. The presentation said the vendor markup can be about 33.5 percent in some cases and asked management to do a cost‑benefit analysis of in‑house vs. vendor staffing for specific positions. The audit suggested clearer role definitions between the Office of Human Capital, finance and buildings, better budgeting for temporary staffing across cost centers, and improved vendor reporting to show fulfillment and performance metrics.
During Q&A, Dr. Miller (Human Capital leadership) told the committee that on May 2 the district moved 67 people from temporary payroll to district employment and provided a breakdown by job type (including long‑term paraprofessionals and clerical hires). Committee members pressed for historical data on the rate at which temporary staff convert to district hires; staff said they would provide that information to the board log.
The Auditor General also presented the office’s 2025–26 audit plan, naming Oracle implementation, vendor performance management, financial management and payroll accountability as priorities. Auditor General staff said they plan follow‑up work on prior audits including special education and will audit Oracle modules for payroll, accounts payable and human capital as implementation proceeds.
A motion to accept the temporary employment services report and the 2025–26 audit plan was moved by Vice President Malloy, seconded by President Simmons, and approved by the committee.
