During our examination of internal controls over the disbursement process, a significant deficiency emerged, primarily concerning the documentation and approval procedures for various disbursements. Firstly, numerous disbursements lacked essential documentation, notably the absence of a Check Request Form and supporting materials like receipts, invoices, or Memoranda of Understanding (MOU). For credit card transactions, while supporting documentation such as invoices was provided, the corresponding Check Request Form was noticeably absent. Secondly, we encountered uncertainty in ascertaining the approval of expenditures from Fusion Management for the identified disbursements. The absence of a clear approval trail raises concerns regarding the authorization and oversight of these transactions. Lastly, a notable gap was identified in the lack of an evident process to determine whether Fusion staff reviewed the transactions to assess their compliance with allowable cost guidelines. This absence of a review mechanism creates uncertainty about the appropriateness of the incurred expenses.
During our examination of internal controls over the disbursement process, a significant deficiency emerged, primarily concerning the documentation and approval procedures for various disbursements. Firstly, numerous disbursements lacked essential documentation, notably the absence of a Check Request Form and supporting materials like receipts, invoices, or Memoranda of Understanding (MOU). For credit card transactions, while supporting documentation such as invoices was provided, the corresponding Check Request Form was noticeably absent. Secondly, we encountered uncertainty in ascertaining the approval of expenditures from Fusion Management for the identified disbursements. The absence of a clear approval trail raises concerns regarding the authorization and oversight of these transactions. Lastly, a notable gap was identified in the lack of an evident process to determine whether Fusion staff reviewed the transactions to assess their compliance with allowable cost guidelines. This absence of a review mechanism creates uncertainty about the appropriateness of the incurred expenses.
During our examination of internal controls over the payroll process, several significant deficiencies emerged. We noted the Partner Leaders have access to update the payroll allocation spreadsheet which shows any changes to hourly rates and salary amounts. This payroll allocation spreadsheet is a substitute to individual timesheets. The payroll allocation is used to process payroll and the payroll and allocation sheet is used to record the journal entry to the appropriate program or grant. We noted during this process, some of the allocations were not correct for several pay periods. We also noted the evidence of an approval from HR for the bi-weekly payroll was not supported and there was time noted on the payroll register that did not match to the records from the rate increase sheet. We also noted that there was no detailed budget for some grants that would show the breakdown of salaries.
During our examination of internal controls over the payroll process, several significant deficiencies emerged. We noted the Partner Leaders have access to update the payroll allocation spreadsheet which shows any changes to hourly rates and salary amounts. This payroll allocation spreadsheet is a substitute to individual timesheets. The payroll allocation is used to process payroll and the payroll and allocation sheet is used to record the journal entry to the appropriate program or grant. We noted during this process, some of the allocations were not correct for several pay periods. We also noted the evidence of an approval from HR for the bi-weekly payroll was not supported and there was time noted on the payroll register that did not match to the records from the rate increase sheet. We also noted that there was no detailed budget for some grants that would show the breakdown of salaries.
During our examination of internal controls, we identified the absence of established procedures. There are no documented procedures in place for the evaluation of bid proposals and subsequent contract comparisons. The lack of structured guidelines contributes to inconsistencies in the procurement process. We also identified the incomplete contract execution, in some instances, contracts were obtained without both parties' signatures, raising concerns about the completeness and validity of the agreements. We noted instances where it was challenging to determine if comparisons were conducted to ensure the selection of the most cost-effective vendor for the organization. The absence of such evaluations may impact the organization's ability to optimize its financial resources. Documentation confirming the sole source status of certain vendors was not consistently provided. This absence introduces uncertainty regarding the organization's compliance with sole source vendor guidelines.
During our examination of internal controls, we identified the absence of established procedures. There are no documented procedures in place for the evaluation of bid proposals and subsequent contract comparisons. The lack of structured guidelines contributes to inconsistencies in the procurement process. We also identified the incomplete contract execution, in some instances, contracts were obtained without both parties' signatures, raising concerns about the completeness and validity of the agreements. We noted instances where it was challenging to determine if comparisons were conducted to ensure the selection of the most cost-effective vendor for the organization. The absence of such evaluations may impact the organization's ability to optimize its financial resources. Documentation confirming the sole source status of certain vendors was not consistently provided. This absence introduces uncertainty regarding the organization's compliance with sole source vendor guidelines.
During our testing of internal controls, we identified reports are completed as identified in the grant agreement, however, there are some internal control issues where the financial reports internally (Quick Books) do not always match to the funder required submitted reports.
During our discussion with management and review of the Organization’s procurement policy, we were unable to obtain documentation to support compliance with the procurement policy and related internal controls. Additionally, documentation was not available to support the inquiries around suspension and debarment.
During our discussion with management and review of the Organization’s procurement policy, we were unable to obtain documentation to support compliance with the procurement policy and related internal controls. Additionally, documentation was not available to support the inquiries around suspension and debarment.
During our examination of internal controls over the disbursement process, a significant deficiency emerged, primarily concerning the documentation and approval procedures for various disbursements. Firstly, numerous disbursements lacked essential documentation, notably the absence of a Check Request Form and supporting materials like receipts, invoices, or Memoranda of Understanding (MOU). For credit card transactions, while supporting documentation such as invoices was provided, the corresponding Check Request Form was noticeably absent. Secondly, we encountered uncertainty in ascertaining the approval of expenditures from Fusion Management for the identified disbursements. The absence of a clear approval trail raises concerns regarding the authorization and oversight of these transactions. Lastly, a notable gap was identified in the lack of an evident process to determine whether Fusion staff reviewed the transactions to assess their compliance with allowable cost guidelines. This absence of a review mechanism creates uncertainty about the appropriateness of the incurred expenses.
During our examination of internal controls over the disbursement process, a significant deficiency emerged, primarily concerning the documentation and approval procedures for various disbursements. Firstly, numerous disbursements lacked essential documentation, notably the absence of a Check Request Form and supporting materials like receipts, invoices, or Memoranda of Understanding (MOU). For credit card transactions, while supporting documentation such as invoices was provided, the corresponding Check Request Form was noticeably absent. Secondly, we encountered uncertainty in ascertaining the approval of expenditures from Fusion Management for the identified disbursements. The absence of a clear approval trail raises concerns regarding the authorization and oversight of these transactions. Lastly, a notable gap was identified in the lack of an evident process to determine whether Fusion staff reviewed the transactions to assess their compliance with allowable cost guidelines. This absence of a review mechanism creates uncertainty about the appropriateness of the incurred expenses.
During our examination of internal controls over the payroll process, several significant deficiencies emerged. We noted the Partner Leaders have access to update the payroll allocation spreadsheet which shows any changes to hourly rates and salary amounts. This payroll allocation spreadsheet is a substitute to individual timesheets. The payroll allocation is used to process payroll and the payroll and allocation sheet is used to record the journal entry to the appropriate program or grant. We noted during this process, some of the allocations were not correct for several pay periods. We also noted the evidence of an approval from HR for the bi-weekly payroll was not supported and there was time noted on the payroll register that did not match to the records from the rate increase sheet. We also noted that there was no detailed budget for some grants that would show the breakdown of salaries.
During our examination of internal controls over the payroll process, several significant deficiencies emerged. We noted the Partner Leaders have access to update the payroll allocation spreadsheet which shows any changes to hourly rates and salary amounts. This payroll allocation spreadsheet is a substitute to individual timesheets. The payroll allocation is used to process payroll and the payroll and allocation sheet is used to record the journal entry to the appropriate program or grant. We noted during this process, some of the allocations were not correct for several pay periods. We also noted the evidence of an approval from HR for the bi-weekly payroll was not supported and there was time noted on the payroll register that did not match to the records from the rate increase sheet. We also noted that there was no detailed budget for some grants that would show the breakdown of salaries.
During our examination of internal controls, we identified the absence of established procedures. There are no documented procedures in place for the evaluation of bid proposals and subsequent contract comparisons. The lack of structured guidelines contributes to inconsistencies in the procurement process. We also identified the incomplete contract execution, in some instances, contracts were obtained without both parties' signatures, raising concerns about the completeness and validity of the agreements. We noted instances where it was challenging to determine if comparisons were conducted to ensure the selection of the most cost-effective vendor for the organization. The absence of such evaluations may impact the organization's ability to optimize its financial resources. Documentation confirming the sole source status of certain vendors was not consistently provided. This absence introduces uncertainty regarding the organization's compliance with sole source vendor guidelines.
During our examination of internal controls, we identified the absence of established procedures. There are no documented procedures in place for the evaluation of bid proposals and subsequent contract comparisons. The lack of structured guidelines contributes to inconsistencies in the procurement process. We also identified the incomplete contract execution, in some instances, contracts were obtained without both parties' signatures, raising concerns about the completeness and validity of the agreements. We noted instances where it was challenging to determine if comparisons were conducted to ensure the selection of the most cost-effective vendor for the organization. The absence of such evaluations may impact the organization's ability to optimize its financial resources. Documentation confirming the sole source status of certain vendors was not consistently provided. This absence introduces uncertainty regarding the organization's compliance with sole source vendor guidelines.
During our testing of internal controls, we identified reports are completed as identified in the grant agreement, however, there are some internal control issues where the financial reports internally (Quick Books) do not always match to the funder required submitted reports.
During our discussion with management and review of the Organization’s procurement policy, we were unable to obtain documentation to support compliance with the procurement policy and related internal controls. Additionally, documentation was not available to support the inquiries around suspension and debarment.
During our discussion with management and review of the Organization’s procurement policy, we were unable to obtain documentation to support compliance with the procurement policy and related internal controls. Additionally, documentation was not available to support the inquiries around suspension and debarment.