County audit finds bonding process ties up lieutenants and needs stronger cash controls; sheriff agrees to reforms
Summary
A county performance audit found shift commanders in the sheriff—s office spend 30–45% of their time processing bonds and that cash-handling procedures lack segregation of duties; Sheriff Byron Roberson agreed to pursue staffing and process changes.
A performance audit presented by County Auditor Doug Jones found the sheriff—s bonding process is functional but could be more efficient and compliant with county financial controls.
Jones said auditors reviewed the efficiency and effectiveness of the bonding process and found written procedures in place but identified that detention shift commanders (lieutenants) can spend 30–45% of their time on bonding duties, which reduces time for supervisory responsibilities. He also said the sheriff—s process for handling cash bond payments does not segregate duties, putting it out of step with county financial-control policy.
"We determined the sheriff's office has designed and implemented procedures to effectively manage the process, and we did identify some areas for improvement," Jones said in the presentation.
Sheriff Byron Roberson acknowledged the issues and said the lieutenant role was historically used because of liability concerns and the complexity of systems such as Odyssey; he said he does not like handling money and that the office will pursue options to move cash handling out of the sheriff—s operational chain where feasible and add dedicated staff to relieve lieutenants of the task.
Jones made two recommendations to improve efficiency and strengthen cash controls. The sheriff said he agreed with the recommendations and will work on staffing changes that could include creating new FTEs dedicated to bonding duties or returning cash handling to the court if feasible.
Next steps: management and the sheriff—s office will implement agreed recommendations and report back on progress; staff indicated some corrective actions are already planned.
