Corrective Action Plans

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Finding 26345 (2022-004)
Significant Deficiency 2022
Finding: 2022-004 Name of contact person: Cary Garner, Finance Director Corrective Action: Upon further review, the county agrees that policies were not adopted in relation to the Coronavirus Funding. It was the opinion based on guidance from US Treasury th...
Finding: 2022-004 Name of contact person: Cary Garner, Finance Director Corrective Action: Upon further review, the county agrees that policies were not adopted in relation to the Coronavirus Funding. It was the opinion based on guidance from US Treasury that these would not be needed due to using the Revenue Replacement Category. These policies will be on the Board's April agenda for adoption. Proposed Completion Date: Next meeting of the Board of Commissioners, 04/04/23 and on-going as necessary
Finding 2022-001 ? A. Activities Allowed or Unallowed, B. Allowable Costs/Cost Principles, L. Reporting Federal program information: Federal Program: 93.498 COVID-19 Provider Relief Fund (PRF) Federal Agency: U.S. Department of Health and Human Services (HHS), Health Resources and Services Adminis...
Finding 2022-001 ? A. Activities Allowed or Unallowed, B. Allowable Costs/Cost Principles, L. Reporting Federal program information: Federal Program: 93.498 COVID-19 Provider Relief Fund (PRF) Federal Agency: U.S. Department of Health and Human Services (HHS), Health Resources and Services Administration (HRSA) Norton Healthcare, Inc. and Affiliates Locations: Various Award Numbers: Various Award Period: January 1, 2022 through December 31, 2022 Summary of finding: A material weakness in internal control over compliance was issued related to activities allowed or unallowed for the COVID-19 Provider Relief Fund program of Norton Healthcare, Inc. and Affiliates (the Corporation). While Management designed internal controls that required PRF expenditures to be reviewed by finance, the internal control was not implemented consistently and supporting documentation of the review process was not retained. Planned corrective action: Management will ensure that a comprehensive review, approval, and document retention process is implemented and applied consistently across all affected entities for any future PRF disbursements. Finance is responsible for this corrective action plan. It should be noted this repeat finding is a direct result of a newly acquired entity effective January 1, 2022. During the transition period, management has sought for consistent treatment for all affiliates. Anticipated completion date: December 31, 2023 Responsible contact person: Adam Kempf
Finding 26329 (2022-001)
Significant Deficiency 2022
Finding 2022-001 Personnel Responsible for Corrective Action: President/CEO ? Darlene Sowell Anticipated Completion Date: November 1, 2023 Corrective Action Plan: The Organization has modified it?s internal control procedures to include a monthly review of actual hours incurred compared to the est...
Finding 2022-001 Personnel Responsible for Corrective Action: President/CEO ? Darlene Sowell Anticipated Completion Date: November 1, 2023 Corrective Action Plan: The Organization has modified it?s internal control procedures to include a monthly review of actual hours incurred compared to the estimated amounts by individuals assigned to federal grant projects prior to requesting reimbursement from the funding source. The review will be performed by an individual, other than the preparer of the reimbursement request, with knowledge of the federal grant program and will be formally documented.
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the co...
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the controls be documented in a clear, re-performable manner with the name of the responsible individuals, the specific control(s) they performed over compliance for the grant, and the date(s) the controls were performed. Contact Names Responsible for the plan - Marcia Saulo Anticipated completion date of the plan - September 20, 2024
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the co...
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the controls be documented in a clear, re-performable manner with the name of the responsible individuals, the specific control(s) they performed over compliance for the grant, and the date(s) the controls were performed. Contact Names Responsible for the plan - Marcia Saulo Anticipated completion date of the plan - September 20, 2024
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the co...
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the controls be documented in a clear, re-performable manner with the name of the responsible individuals, the specific control(s) they performed over compliance for the grant, and the date(s) the controls were performed. Contact Names Responsible for the plan - Marcia Saulo Anticipated completion date of the plan - September 20, 2024
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the co...
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the controls be documented in a clear, re-performable manner with the name of the responsible individuals, the specific control(s) they performed over compliance for the grant, and the date(s) the controls were performed. Contact Names Responsible for the plan - Marcia Saulo Anticipated completion date of the plan - September 20, 2024
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the co...
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the controls be documented in a clear, re-performable manner with the name of the responsible individuals, the specific control(s) they performed over compliance for the grant, and the date(s) the controls were performed. Contact Names Responsible for the plan - Marcia Saulo Anticipated completion date of the plan - September 20, 2024
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the co...
Action Plan: We will work with our departments to ensure that controls for grants are documented with written procedures. These procedures will include the title of the positions responsible for each control (preparation, review, reconciliation, etc.) and will require that the performance of the controls be documented in a clear, re-performable manner with the name of the responsible individuals, the specific control(s) they performed over compliance for the grant, and the date(s) the controls were performed. Contact Names Responsible for the plan - Marcia Saulo Anticipated completion date of the plan - September 20, 2024
Management is cognizant of the District?s internal control structure and continues to evaluate cost effective opportunities to further improve segregation of duties. The District has strengthened the internal control structure in recent years by revising the roles and responsibilities of multiple po...
Management is cognizant of the District?s internal control structure and continues to evaluate cost effective opportunities to further improve segregation of duties. The District has strengthened the internal control structure in recent years by revising the roles and responsibilities of multiple positions within the accounting department. The District continues to identify and implement effective mitigating controls when possible. Current District procedures in both the accounts payable and payroll functions include one position that is primarily responsible for transaction processing and require that a second individual review and approve transactions. As a result of these procedures, the Finance Manager has less responsibility with daily functions which enables the position to provide additional secondary review and oversight both in the financial areas of accounts payable, accounts receivable, and in the payroll/HR areas. Name of responsible official: Michelle Lillibridge, Business Services Director Expected Completion Date: Ongoing, no formal expected completion date
Finding 2022-002 Federal Agency Name: Department of Homeland Security & Emergency Management Program Name: Disaster Grants ? Public Assistance Federal Financial Assistance Listing # 97.036 Finding Summary: Equipment costs were claimed for reimbursement and match that used the 2019 FEMA equipment ra...
Finding 2022-002 Federal Agency Name: Department of Homeland Security & Emergency Management Program Name: Disaster Grants ? Public Assistance Federal Financial Assistance Listing # 97.036 Finding Summary: Equipment costs were claimed for reimbursement and match that used the 2019 FEMA equipment rates for combination rate vehicles instead of the applicable 2017 FEMA equipment rates for combination rate vehicles. In addition, the Cooperative submitted equipment costs for reimbursement and match that duplicated usage of certain vehicles. Responsible Individuals: Jon Wunder, Chief Financial Officer and Jay Cleveland, Accounting Manager. Corrective Action Plan: The Cooperative met the threshold for a single audit for the first time in several years. To make the process as efficient as possible, the Cooperative developed an excel template that summarizes the Cooperative?s accounting data into formats that are summarized for FEMA submission, review and audit. Once the errors were identified by the auditors, a revised claim was calculated and submitted for reimbursement. The Cooperative used this template for two FEMA submissions in 2022 and continues to refine the output measured by input from reviewers and auditors. In addition, the Cooperative will develop a written process that details the preparation and review of the excel template and submitted costs. Anticipated Completion Date: June 30, 2023
Person responsible for corrective action: County Attorney and Sheriff Corrective action planned: County Attorney and Sheriff is going to be responsible for determining allowable costs, in compliance with the specific compliance guidelines for this program. The $14,179.04 of non-allowable costs w...
Person responsible for corrective action: County Attorney and Sheriff Corrective action planned: County Attorney and Sheriff is going to be responsible for determining allowable costs, in compliance with the specific compliance guidelines for this program. The $14,179.04 of non-allowable costs will be repaid to the program. Anticipated completion date: County Attorney will pay back by year-end 2023. Immediately, the County Attorney and Sheriff will review the compliance guidelines for the program.
Finding Corrective Action Plan Details 2022-001 a. Contact person responsible for corrective action: Name: Pam Norris Title: Business Manager b. Description of corrective action plan: The district will follow the federal grant guidelines and Article 4 Section 96 of the Mississippi State Constitution...
Finding Corrective Action Plan Details 2022-001 a. Contact person responsible for corrective action: Name: Pam Norris Title: Business Manager b. Description of corrective action plan: The district will follow the federal grant guidelines and Article 4 Section 96 of the Mississippi State Constitution regarding employee incentive or hazard pay. c. Anticipated Completion Date: Immediately
View Audit 23125 Questioned Costs: $1
Finding 26225 (2022-101)
Significant Deficiency 2022
CFDA No. and Name: 10.691 Good Neighbor Authority Responsible Persons: Siri Mullaney, Finance Director Anticipated completion date: June 30, 2023 Corrective Action: Concur. In fiscal year 2023, the Flood Control District was moved from the Public Works Department and formed into a stand-alone...
CFDA No. and Name: 10.691 Good Neighbor Authority Responsible Persons: Siri Mullaney, Finance Director Anticipated completion date: June 30, 2023 Corrective Action: Concur. In fiscal year 2023, the Flood Control District was moved from the Public Works Department and formed into a stand-alone department, allowing for the hire of new staff dedicated to the management of federal awards. This increase in oversight will provide the capacity to accurately account for federal awards and comply with requirements such as adherence to the award start and end dates and the receipt of pre-approval by the federal agency for pre-award costs. The County will continue to provide technical assistance and resources to departments managing federal awards.
View Audit 23228 Questioned Costs: $1
FA 2022-001 Strengthen Controls over Expenditures Compliance Requirement: Activities Allowed or Unallowed Allowable Costs/Cost Principle Procurement and Suspension and Debarment Internal Control Impact: Significant Deficiency Compliance Impact: Nonmaterial Noncompliance Federal Awarding Agency: ...
FA 2022-001 Strengthen Controls over Expenditures Compliance Requirement: Activities Allowed or Unallowed Allowable Costs/Cost Principle Procurement and Suspension and Debarment Internal Control Impact: Significant Deficiency Compliance Impact: Nonmaterial Noncompliance Federal Awarding Agency: U.S. Department of Education Pass-Through Entity: Georgia Department of Education Assistance Listing Number and Title: COVID-19 - 84.425D - Elementary and Secondary School Emergency Relief Fund COVID-19 - 84.425U - American Rescue Plan Elementary and Secondary School Emergency Relief Fund COVID-19 - 84.425W - American Rescue Plan Elementary and Secondary School Emergency Relief Fund Federal Award Number: S425D200012 (Year: 2020), S425D210012 (Year: 2021) S425U2120012 (Year: 2021), S425W210011 (Year: 2021) Questioner Costs: 99,748 Prior Year Finding: No Description: The policies and procedures of the School District were insufficient to provide adequate internal controls over expenditures as it relates to the Elementary and Secondary School Emergency Relief Fund program. Corrective Action Plans: The School District will work with all entities to confirm that all existing internal controls are adhered to by developing and implementing an improved monitoring process. This process will ensure that all expenditures are compliant with all applicable policies and regulations. Estimated Completion Date: June 30, 2023 Contact Person: Tammy McDonald, Executive Finance Director Telephone: 770-748-3821 Email: tammy@polk.k12.ga.us
View Audit 23422 Questioned Costs: $1
Name of auditee: Thorpe Housing Development Fund Company, Inc. HUD auditee identification number: 012-35715 Name of audit firm: WithumSmith+Brown, PC Period covered by the audit: Year Ended September 30, 2022 CAP prepared by: Name: Mathew Janeczko Position: Executive Director Telephone: ...
Name of auditee: Thorpe Housing Development Fund Company, Inc. HUD auditee identification number: 012-35715 Name of audit firm: WithumSmith+Brown, PC Period covered by the audit: Year Ended September 30, 2022 CAP prepared by: Name: Mathew Janeczko Position: Executive Director Telephone: 845-359-0454 1. Current Findings on the Schedule of Findings, Questioned Costs, and Recommendations. a. Management has implemented internal control procedures to ensure compliance with all requirements under the Uniform Guidance, including, but not limited to, continued review of compliance requirements related to federal grants, as well as conferring with the current independent auditor to identify critical deadlines and required submissions.
Name of Contact Person Responsible for Corrective Action Plan: Jerry Deloach, Chief Risk Officer - Enterprise Risk Management Corrective Action Plan: The City of Atlanta?s Office of Enterprise Risk Management (ERM) will calendar the deadlines for filing of reports 90 days from the filing date and ea...
Name of Contact Person Responsible for Corrective Action Plan: Jerry Deloach, Chief Risk Officer - Enterprise Risk Management Corrective Action Plan: The City of Atlanta?s Office of Enterprise Risk Management (ERM) will calendar the deadlines for filing of reports 90 days from the filing date and each 30-day period thereafter until the filing date and filing of the report. In addition, the Office of ERM will calendar the filing date two weeks prior to filing date. ERM will file the report two weeks prior to the filing deadline date and provide the City of Atlanta?s Grants Accounting team with a copy of the filing. Anticipated Completion Date: June 30, 2023
IN REGARDS TO COVID-19 EDUCATION STABILIZATION FUND - ASSISTANCE LISTING NO. 84.425C, 84.425D, 84.425U, 84.425W; GRANT PERIOD -- YEAR ENDED JUNE 30, 2022 THE DISTRICT WILL IMMEDIATELY PUT MEASURES IN PLACE TO ENSURE THAT ALLOWABLE COSTS ARE CHARGED TO THE GRANT. THIS WILL BE COMPLETED TODAY NOVEMBER...
IN REGARDS TO COVID-19 EDUCATION STABILIZATION FUND - ASSISTANCE LISTING NO. 84.425C, 84.425D, 84.425U, 84.425W; GRANT PERIOD -- YEAR ENDED JUNE 30, 2022 THE DISTRICT WILL IMMEDIATELY PUT MEASURES IN PLACE TO ENSURE THAT ALLOWABLE COSTS ARE CHARGED TO THE GRANT. THIS WILL BE COMPLETED TODAY NOVEMBER 14, 2022.
View Audit 20676 Questioned Costs: $1
Finding no.: 2022-007 Contact person(s) responsible: Sally Alworth, Controller Corrective action planned: MPD made a software transition to ADP Workforce Now in September 2022. With this new system in place, all new hires, pay rate adjustments, bonuses, benefits withdrawals, and terminations a...
Finding no.: 2022-007 Contact person(s) responsible: Sally Alworth, Controller Corrective action planned: MPD made a software transition to ADP Workforce Now in September 2022. With this new system in place, all new hires, pay rate adjustments, bonuses, benefits withdrawals, and terminations are initiated by the Human Resources department and approved by the Director of Human Resources. These changes are transferred to the payroll side of the software, where the Payroll Specialist can incorporate them into the next payroll. These fields cannot be adjusted by the Payroll Specialist; changes must be initiated by Human Resources. After timesheets are entered and approved for the bi-weekly pay cycle, the Payroll Specialist generates a draft payroll register and sends the register and a list of all payroll changes for the period to the Controller for review. The Controller confirms that any pay rate changes are processing correctly, reviews any bonus payments, checks entries for new hires and terminated employees, and reviews the pay detail for a regular sample of employees, comparing those entries to the prior pay cycle. If corrections are required, they are made, and a new draft register is generated. Payroll is submitted following the Controller?s approval, and a register of the transmitted payroll file is added to the electronic Payroll folder on the network. The Controller also reviews this file to ensure that no changes were made between the initial approval and final transmission. Anticipated completion date: August 1, 2023
Finding no.: 2022-002 Contact person(s) responsible: Sally Alworth, Controller Corrective action planned: As of April 1, 2023, MPD has adopted a new written policy for administrative cost allocation. Costs that are not allowable for federal grants are flagged both on timecards and on purchasin...
Finding no.: 2022-002 Contact person(s) responsible: Sally Alworth, Controller Corrective action planned: As of April 1, 2023, MPD has adopted a new written policy for administrative cost allocation. Costs that are not allowable for federal grants are flagged both on timecards and on purchasing transactions with a subaccount code that segregates them from overhead allocations. Costs related to facilities ? rent, equipment leases, office insurance, shared supplies, depreciation, etc. ? are now allocated to departments based on the square footage occupancy of each department, calculated using the guidance referenced in 2 CFR 200. Administrative costs that serve the entire organization such as Human Resources, Accounting, outsourced IT support, etc., are allocated to each department based on headcount, as we consider the number of personnel per department to be the best estimate of supporting services required by each team. The Payroll Specialist generates a current employee roster by department at the end of each month, which is used to update the administrative allocation. Once all costs have been allocated to the department level, both facilities and administrative costs are allocated down to individual grants based on the proportion of total wage costs assigned to each grant within the department for that month. Anticipated completion date: May 15, 2023
Finding no.: 2022-001 Contact person(s) responsible: Sally Alworth, Controller Corrective action planned: In December 2022, MPD hired an experienced Payroll Specialist, and in April 2023, the agency brought on a new Controller. As of April 15, 2023, all staff report hours through ADP Workforce...
Finding no.: 2022-001 Contact person(s) responsible: Sally Alworth, Controller Corrective action planned: In December 2022, MPD hired an experienced Payroll Specialist, and in April 2023, the agency brought on a new Controller. As of April 15, 2023, all staff report hours through ADP Workforce Now timecards for each pay period. Codes for active grants, as well as MPD?s unrestricted general fund, are programmed into a custom field in ADP. Staff who work across multiple projects select a grant code for each timecard entry. Timecards are approved by the employee and then reviewed and approved by a supervisor prior to payroll processing. Based on timecard entries, the ADP software produces a general journal entry allocating wage and payroll tax cost to each grant and to the agency?s unrestricted general fund, and this entry is added to MPD?s accounting system after each pay cycle. Anticipated completion date: May 15, 2023
Finding 2022-003: Time and Effort Reports The Light House finance office is working with Paylocity account representatives to identify how to track the Time and Effort results in our payroll system. Until that is accomplished, The Light House Finance team is tracking the time and effort through a ...
Finding 2022-003: Time and Effort Reports The Light House finance office is working with Paylocity account representatives to identify how to track the Time and Effort results in our payroll system. Until that is accomplished, The Light House Finance team is tracking the time and effort through a Microsoft Access database and creating Time and Effort reports on a Quarterly basis. All Time and Effort reports will be signed by the employee, the Director of Finance and the Executive Director. Responsible Party: Terry W. Brukiewa, Expected completion date: 6/30/2023
Management?s Response to Known Questions Cost Non-Major Federal Programs with Known Questioned Costs in Excess of $25,000 2022-001--Allowable Costs/Cost Principles Federal Agency: U.S. Department of Health and Human Services Federal Program: ALN 93.575 - Child Care and Development Block Grant ...
Management?s Response to Known Questions Cost Non-Major Federal Programs with Known Questioned Costs in Excess of $25,000 2022-001--Allowable Costs/Cost Principles Federal Agency: U.S. Department of Health and Human Services Federal Program: ALN 93.575 - Child Care and Development Block Grant - Passed through New York State Office of Children and Family Services. Grant/Pass through Number: A-11279 Grant Period: Year ended April 30, 2022 Condition: The Organization expended Child Care Stabilization Grant funds on the resurfacing of a parking lot. Criteria: In accordance with Child Care and Development Block Grant regulations (45 CFR 95.56(b)(1)) no funds shall be expended for the purchase or improvement of land, or for the purchase, construction, or permanent improvement of any building or facility. 45 CFR 98.2 defines ?facility? to include real property used for a childcare program. Cause: The Organization relied on preliminary information provided by the grantor in its decision to use the grant funds to increase accessibility to the childcare center by resurfacing the parking lot. The federal program was not initially identified by the grantor or verified by the Organization prior to the Organization expending the funds. Context: The condition was identified through other audit procedures undertaken during the audit of the financial statements and was not identified as part of a statistically valid sample. The condition was not identified in other audit testing and appears to be an isolated incident. Effect: The Organization was not in compliance with federal allowable cost principles and the related costs may need to be returned. Questioned Costs: $66,830 Recommendation: Procedures should be put in place to ensure that the Organization has confirmed the source of grants funds, as well as any limitation on allowable costs, prior to expending the funds. Managements Response: At the time of our decision, we be believed this cost to be allowable. This based on a webinar by New York State Head Start Collaboration office on the Stabilization Grant on 9/13/2021. During this webinar the question was asked about a parking lot, and it was indicated that we need to get 3 quotes and ensure prevailing wages are paid. At the time the frequently asked question from the state dated 7/20/2021 did not directly address resurfacing a parking lot. This was done to fill several potholes for children and building safety. The parking lot was done in November of 2021. On 4/19/22 the New York States frequently asked question were updated to specifically noting that resurfacing a parking lot was not an allowable use of funds. While we believe our decision was based on information that indicated the cost was allowable at the time of the decision we have since updated our policies and procedures to strengthen them. The Executive Director Janett Rodriguez (jrodriguez@hseoc.org) and Finance Director Sam Breyer(sbreyer@hseoc.org) are responsible for get board approval during the November 1, 2022 meeting and implementation of the below adjustment to our policies and procedure. 1. HSEOC has updated our policy FIS-30-0106 Procurement procedures to include a. HSEOC will get in writing where practical for funding not under covered under 45 CFR part 75. b. HSEOC will also get conformation from the nontraditional funding sources. 2. HSEOC training plan has been updated to include training for additional nontraditional funding sources for the Executive Director, Finance Director, and any Service Area Manager that may manage the funds when these funds are awarded. 3. Filling out of a purchase order process has been updated to include funding source that are not traditional to allow to allowability as a check point. Executive Director, Janett Rodriguez (jrodriguez@hseoc.org) 845-422-8379, and Finance Director, Sam Breyer (sbreyer@hseoc.org) 845-613-3089 are responsible for the implementation of the corrective action plan. Sincerely, Samuel A. Breyer Finance Director
View Audit 27533 Questioned Costs: $1
Fiscal Agent and financial assistant recently met with a contact with the ODJFS fiscal team to help create a spreadsheet to monitor youth spending. Moving forward, the Fiscal Agent will be tracking quarterly and reaching out to subareas on progress.
Fiscal Agent and financial assistant recently met with a contact with the ODJFS fiscal team to help create a spreadsheet to monitor youth spending. Moving forward, the Fiscal Agent will be tracking quarterly and reaching out to subareas on progress.
Responsible Party: Felicia Milton, CFO Anticipated Completion Date: March 30, 2023 ELC Management will make sure that measures are in place to monitor and ensure that the Coalition will remain in compliance with gran...
Responsible Party: Felicia Milton, CFO Anticipated Completion Date: March 30, 2023 ELC Management will make sure that measures are in place to monitor and ensure that the Coalition will remain in compliance with grantor administrative expense requirements.
View Audit 27856 Questioned Costs: $1
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