Corrective Action Plans

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STDC concurs with the finding regarding incomplete intake documentation due to the absence of case worker signatures on multiple client intake forms under the Area Agency on Aging (AAA) programs. While client eligibility and demographic information were present, the lack of formal sign-off by the as...
STDC concurs with the finding regarding incomplete intake documentation due to the absence of case worker signatures on multiple client intake forms under the Area Agency on Aging (AAA) programs. While client eligibility and demographic information were present, the lack of formal sign-off by the assigned case worker represents a lapse in documentation compliance and internal control. STDC management acknowledges the importance of complete and accurate documentation to uphold program integrity and compliance with the Older Americans Act. We are fully committed to strengthening internal controls, reinforcing training, and implementing procedural safeguards to ensure that all eligibility determinations and service authorizations are properly reviewed and documented. To address this, STDC will reinforce existing policies requiring case worker authorization of client intakes, implement a formal quality assurance checkpoint before service initiation, and provide refresher training to all intake and case management staff. These steps will ensure compliance with documentation standards required under the Older Americans Act and STDC’s own internal procedures. Corrective Action Plan Finding Number: 2023-04 Planned Completion Date: July 31, 2025 Responsible Official: Aging and Disability Services Director Corrective Actions: 1. Reinforce Policy Compliance through Staff Training The Aging and Disability Services Director will conduct mandatory refresher training for all intake and case management staff. The training will emphasize the importance of complete documentation, specifically the requirement to sign and date all applicable forms, including: o Intake Forms 2270 and 2276 o Rights and Responsibilities Form 2275 o Client Information Release Form 2277 o Care Plan o Caregiver Assessment o Consumer Needs Evaluation (CNE) o Evaluation of the Home (Housing Assessment) Staff training shall be verified for completion using: training attendance logs, training agenda, and post-training quiz results. 2. Implement a Secondary Review Process (Quality Assurance Checkpoint) The Aging and Disability Services Director will establish a secondary quality assurance review by the Contract Manager or other designated staff prior to initiating services. The reviewer will confirm that all required forms are fully completed and include both client and case worker signatures. 3. Update Intake Documentation Checklist and Procedures-Attached The Aging and Disability Services Director will revise the internal Required Documentation Checklist to include a checkbox for verifying the presence of AAA staff signatures and dates on all applicable forms. The updated checklist will be implemented in all new client intake files. CASE FILE CHECKLIST 1. Referral and Screening The referral and screening process begins with the Information, Referral, and Assistance (I&R/A) staff, who receive the client’s initial inquiry or service request. Once initial details are collected, the referral is assigned to a designated AAA case manager for follow-up. Screening The case manager reviews the client’s records to verify information gathered during the referral. This step helps determine eligibility (typically for individuals aged 60 and over) and whether the client qualifies for AAA services or should be referred externally. The screening must include: o Medical history o Employment background o Home environment o Self-care ability o Socioeconomic and financial status o Services received in the past o General demographics and needs o Past and current health conditions o Physical, emotional, and cognitive functioning o Living arrangements and home safety o Health insurance coverage and benefits Referral and screening documentation must be included in the client’s file to support coordination, follow-up, and accountability. 2. Intake – Form 2270 (Applicable to Caregiver Support Coordination) This form is required and must be completed by AAA staff or the case manager to collect demographic information necessary to determine eligibility. The form must include: o Initial Intake Completion – Form 2270 o Client Rights and Responsibilities (read and checked off as explained) o Part I – Recipient Identification o Part II – Services Requested o Part III – Emergency Contact Information o Part IV – Relationship to Care Recipient o Part V – Care Recipient Identification AAA staff signature and date 3. Intake – Form 2276 (Applicable to Care Coordination Support) This form is required and must be completed by AAA staff or the case manager to collect demographic information necessary to determine eligibility. The form must include: o Initial Intake Completion – Form 2276 o Client Rights and Responsibilities (read and checked off as explained) o Part I – Recipient Identification o Part II – Services Requested o Part III – Emergency Contact Information o Part IV – If referred, enter referred by; if not, leave blank o AAA staff signature and date Forms must be fully and accurately completed and include the printed name or signature of the AAA staff completing the intake, along with the date. 4. Client Rights and Responsibilities – Form 2275 This form is provided and explained to the client. A copy must be given to the client. The form must include: o Explanation of client rights and responsibilities o Client signature and date Must be signed and dated by the participant/client. 5. Client Information Release – Form 2277 This form serves as authorization to release client information to support assessment, service arrangement, and coordination of care. The form must include: o Individual’s name and WellSky ID o Completion of Parts A, B, and C o Client signature and date in Part C A copy must be provided to the client. 6. Care Plan (15–25 minutes – form attached) The care plan is developed collaboratively with the client and/or caregiver and is based on preferences, identified needs, and available resources. It outlines specific services to be provided and desired outcomes. The Care Plan Form must include: o Complete client information o Type of service (e.g., Respite, Homemaker, Personal Assistance, or other services such as Residential Repair, Health Maintenance, or ERS) o Number of units or hours per day/week (if applicable) o Duration of services o Objectives and care-related goals o Self-care resources o Desired results and measurable outcomes The form must be signed and dated by the client and/or caregiver and AAA staff/Care Coordinator. 7. Caregiver Assessment – AIAAA CAQ E 3.0 (15–25 minutes – form attached) Only applicable for Caregiver Support Coordination case files. This assessment identifies caregiver needs, strengths, limitations, and stressors to support effective care planning. The form must include: o Complete caregiver information o Caregiver needs and profile o Skills and training assessment o Caregiver stress interview o Priority status o Optional targeting categories o Additional notes, if applicable Must include the printed name or signature of the AAA staff completing the assessment and the date of completion. 7. Consumer Needs Evaluation (CNE) (form attached) The CNE documents the client’s impairment level and helps determine eligibility for services. The evaluation must include: o Completion of Parts I–V o Classification of impairment level (low, moderate, or high), based on functional needs o Consideration of mobility, self-care, cognitive ability, and support systems The form must be signed and dated by the AAA staff member completing the evaluation. 8. Comprehensive Assessment & Statement of Need (form attached) This assessment provides a holistic view of the client’s condition and support needs. The form must include: o Complete client information o Documentation of physical, mental, and medical conditions o Identification of mobility limitations o Functional/physical status – check all that apply o List of current services or treatments being received o Family caregiver support o Medication listing, if applicable AAA staff must complete and check all relevant sections to ensure full and accurate documentation. 9. Evaluation of the Home (Housing Assessment – if applicable) Required for requests related to residential repairs or identifying health/safety concerns in the home. The form must include: o Residential status o Client name and address o List of items needing repair The form must be signed and dated by the homeowner/tenant (if applicable) and the AAA staff completing the evaluation.
STDC acknowledges the finding regarding the provision of CSBG-funded services to an individual without verifying household-level eligibility. While this was an isolated incident, it represents a deviation from both federal CSBG guidance (Office of Community Services CSBG Informational Memorandum 139...
STDC acknowledges the finding regarding the provision of CSBG-funded services to an individual without verifying household-level eligibility. While this was an isolated incident, it represents a deviation from both federal CSBG guidance (Office of Community Services CSBG Informational Memorandum 139 [OCS IM-149]) and STDC’s internal case management procedures, which require eligibility and service assessments at both the household and individual level. STDC has identified this as a training and documentation oversight. As a result, we are reinforcing compliance through mandatory case management refresher training, enhanced supervision, and internal file reviews to ensure consistent application of household-based eligibility protocols. Corrective Action Plan Finding Number: 2023-03 Planned Completion Date: September 30, 2025 Responsible Official: Community Action Program Manager Corrective Actions to Be Implemented: 1. Mandatory Refresher Training All Community Action Program (CAP) Case managers and intake staff will complete a refresher training on: OCS IM-149 “Strengthening Outcome Through Two-Generation Approaches”; Existing STDC Case Management standards and intake procedures; and proper documentation of household and individual case notes. Trainings will be held annually and during onboarding for new hires. 2. Standard Operating Procedure (SOP) Reinforcement Supervisors will reinforce the use of STDC’s CAP standardized intake, eligibility, and case management forms. Clear instructions will be recirculated to all case managers on verifying and recording household information. In instances where an eligible households is declining additional services, Case Managers will obtain signed affidavits from the individuals declining services or participation. 3. Case Management Packet Review and Update Case Management forms will be reviewed and updated, if needed, to ensure required fields for household size, income, and composition are clearly marked and completed prior to service approval. A standardized affidavit where individuals are declining services or participation in eligible households shall be created to document client refusal of services. 4. Internal Monitoring Protocol The CAP Program Manager will conduct quarterly reviews of a sample of client files to verify household-based eligibility and client file documentation standards. Any deviation will trigger corrective coaching and documentation of follow-up. 5. Documentation Audit Trail All CAP client records must include: o Completed household intake form; o Income verification and eligibility determination; o Corresponding service delivery/case management service authorizations, service delivery plans, and notes. Files lacking required documentation will be flagged and corrected. Continued deficiencies from Case Managers will be noted on annual performance evaluations with individualized employee improvement plans.
STDC acknowledges the auditor's finding regarding the inclusion of $12,153 in administrative costs in a supplemental reimbursement request submitted via Form B-13 to the Texas Department of State Health Services (DSHS) under the Ryan White HIV/AIDS Program – Part B. The costs in question lacked cont...
STDC acknowledges the auditor's finding regarding the inclusion of $12,153 in administrative costs in a supplemental reimbursement request submitted via Form B-13 to the Texas Department of State Health Services (DSHS) under the Ryan White HIV/AIDS Program – Part B. The costs in question lacked contemporaneous supporting documentation at the time of audit review. While STDC maintains that all costs submitted were incurred in good faith to support the Ryan White program, the lack of appropriate documentation constitutes a lapse in internal controls by the former Finance Director, Julia Gonzalez, over post-award claims processing. STDC has initiated an internal review and will consult with DSHS to determine the appropriate repayment action. Additional controls and protocols are being implemented to ensure that all future reimbursement requests—especially post-period—are fully documented, verified, and approved. Corrective Action Plan Finding Number: 2023-02 Planned Completion Date: July 31, 2025 Responsible Official: Director of Finance Corrective Actions to Be Implemented: 1. Policy and Procedure Development STDC shall develop a written policy governing post-award and supplemental reimbursement requests, with clear requirements for documentation and approval. The policy will define acceptable forms of documentation, including invoices, time records, internal allocation spreadsheets, and procurement records. 2. Document Verification Protocol Require pre-submission validation of all reimbursement entries by the Finance Director. 3. Supervisory Review and Sign-Off Supplemental claims must receive sign-off from both the Finance Director and the Executive Director prior to submission. Claims will include documentation verification and reconciliation to program records. 4. Training Ensure all finance department staff involved in grant accounting and reporting are trained on documentation requirements under 2 CFR Part 200, and internal review protocols for final and supplemental financial reports. 5. Communication with DSHS STDC will communicate with DSHS regarding the questioned costs and will take appropriate action based on agency guidance, including cost disallowance and repayment as required. 6. Quarterly Internal Reconciliation Establish recurring quarterly reviews of actual costs incurred versus amounts reimbursed to identify discrepancies and prevent accumulation of unsupported claims.   Policy Title: Post-Award Reimbursement and Documentation Policy Effective Date: July 10, 2025, or upon adoption by the STDC Board of Directors Applies to: Finance Department, Grants Compliance, Department Heads Purpose To ensure that all reimbursement requests, including post-award and supplemental claims, are adequately documented, supported, and reviewed in compliance with 2 CFR §200 Subpart E. Policy Overview STDC shall not submit for reimbursement any cost for which contemporaneous and auditable documentation is not available. All supplemental reimbursement submissions must undergo a formal review and approval process to ensure the allowability, allocability, and documentation of all requested costs. Procedures 1. Required Documentation: Every cost line item included in a supplemental reimbursement must be supported by original documentation including: o General ledger detail o Paid invoice or payroll record o Allocation spreadsheet (if applicable) o Program approval or correspondence 2. Review Process: The Department Heads, or their designee, will verify that all documents meet federal allowability and documentation standards prior to submission to the Finance Department. A Supplemental Reimbursement Review Checklist must be completed and signed before submission of any supplemental requests. 3. Approval Authority: Final approval must be obtained from the Finance Director and Executive Director. 4. Retention Requirements: All reimbursement submissions and supporting documentation must be retained according to the STDC Local Record Retention Schedule. 5. Reporting Discrepancies: Any discrepancy, missing documentation, or unsupported cost identified must be reported to the Finance Director immediately for resolution before claim submission.
View Audit 362192 Questioned Costs: $1
Subject: Timeliness in Reporting: Criteria or Specific Requirement: Touchstone Behavioral Health d/b/a Touchstone Health Services must submit their financial and federal award information to the Federal Audit Clearinghouse within 30 days after Touchstone Behavioral Health d/b/a Touchstone Health S...
Subject: Timeliness in Reporting: Criteria or Specific Requirement: Touchstone Behavioral Health d/b/a Touchstone Health Services must submit their financial and federal award information to the Federal Audit Clearinghouse within 30 days after Touchstone Behavioral Health d/b/a Touchstone Health Services receives the audit report or within 9 months from Touchstone Behavioral Health d/b/a Touchstone Health Services’ fiscal year end. Condition: The fiscal 2023 financial statements, single audit reporting package and data collection form were not completed and submitted to the Federal Audit Clearinghouse until after June 30, 2024. Name of Contact Person: Janae Ben-Shabat, CFO Phone Number: 480-516-3116 Anticipated Completion Date: July 31, 2024 View of Responsible Officials and Corrective Actions: Touchstone Behavioral Health d/b/a Touchstone Health Services will establish additional policies and procedures and identify and dedicate specific personnel resources to ensure that system changes or other significant operational changes can occur without a significant disruption to reporting requirements.
CONTACT PERSON: Mandy Hess, Finance Director, mhess@pickenscity.com CORRECTIVE ACTION: The City has implemented procedures for grant compliance requirements to ensure that grant reporting is submitted on a timelier basis. PROPOSED COMPLETION DATE: July 31, 2025
CONTACT PERSON: Mandy Hess, Finance Director, mhess@pickenscity.com CORRECTIVE ACTION: The City has implemented procedures for grant compliance requirements to ensure that grant reporting is submitted on a timelier basis. PROPOSED COMPLETION DATE: July 31, 2025
Management agrees with the finding and has updated its internal lost revenue calculation, with cumulative amounts through Period 6 reporting. While management did attempt to update its lost revenue amounts with filing of its Period 4 reports, additional data entry errors were made. Four out of the s...
Management agrees with the finding and has updated its internal lost revenue calculation, with cumulative amounts through Period 6 reporting. While management did attempt to update its lost revenue amounts with filing of its Period 4 reports, additional data entry errors were made. Four out of the six entities that need to report on PRF funding have no further reporting periods; therefore, the Organization has no ability to make further corrections. As such, the internal records maintained by the Organization must serve as teh final reporting of the PRF funding.
Condition: The Organization could not provide one salary authorization from for sample selection of 40 employees. Corrective Action Planned: The Organization has implemented a process to ensure that all salary authorizations are properly obtained and stored. When there is any change in an employee...
Condition: The Organization could not provide one salary authorization from for sample selection of 40 employees. Corrective Action Planned: The Organization has implemented a process to ensure that all salary authorizations are properly obtained and stored. When there is any change in an employee's status or salary, an Employee Status Form is completed and signed by the employee, their supervisor, and Human Resources, and when required by the COO and CEO. Additionally, the salary authorization form is added to a secure shared file drive. The shared file drive includes a section where all salary changes are listed. Both HR and Finance initial off to confirm that each salary change is supported by the proper documentation during the payroll review process. Person Responsible for Corrective Action: Joe Derry, Chief Financial Officer. Anticipated Completion Date: Implemented.
Condition: No documentation of employee time approval by supervisors could be provided. The payroll clerk processes the payroll and finance director approves through the releasing of the payroll. However, there is no formal documentation of the overall review of the payroll process and the supervi...
Condition: No documentation of employee time approval by supervisors could be provided. The payroll clerk processes the payroll and finance director approves through the releasing of the payroll. However, there is no formal documentation of the overall review of the payroll process and the supervisors' approval to time recorded by employees. Corrective Action Planned: The Organization has implemented a new payroll process using the ADP system. Employees are now required to approve their own time within the ADP portal, and this approval is documented. Following this, supervisors review and approve their employee's time, which is also documented in the portal. Human Resources then prepares the payroll, reviewing all entries and initialing a shared file of payroll items and providing backup for changes. Once HR confirms accuracy, they notify Finance. Finance then reviews the payroll, with the Finance Manager providing the final approval within ADP once all items are confirmed. The entire process is fully documented, with approvals recorded within the ADP by employees and supervisors and the shared file drive where HR and Finance intimal off on the reviewed payroll times, ensuring a traceable record of the entire payroll approval process. Person Responsible for Corrective Action: Joe Derry, Chief Financial Officer. Anticipated Completion Date: Implemented.
Condition: The Organization did not maintain property documentation to support the review of the report prior to submission to the grantor, other than the review done by the preparer. Corrective Action Planned: The Organization has hire a new Chief Financial Officer as well as additional supporting ...
Condition: The Organization did not maintain property documentation to support the review of the report prior to submission to the grantor, other than the review done by the preparer. Corrective Action Planned: The Organization has hire a new Chief Financial Officer as well as additional supporting staff within the finance department. The accounting staff was restructured in November 2024 with the addition of a Finance Manager and Senior Accountant to strengthen internal controls and facilitate segregation of duties and best practices for day-to-day activities. In addition to review of month-end journal entries, reporting requirements with additional review as also implemented in 2025. Person Responsible for Corrective Action: Joe Derry, Chief Financial Officer. Anticipated Completion Date: Implemented.
Condition: The Organization did not maintain proper documentation in support of reporting requirements. Corrective Action Planned: The Organization has hire a new Chief Financial Officer as well as additional supporting staff within the finance department. The accounting staff was restructured in ...
Condition: The Organization did not maintain proper documentation in support of reporting requirements. Corrective Action Planned: The Organization has hire a new Chief Financial Officer as well as additional supporting staff within the finance department. The accounting staff was restructured in November 2024 with the addition of a Finance Manager and Senior Accountant to strengthen internal control and facilitate segregation of duties best practices for day-to-day activities. In addition to review of month-end journal entries, reporting requirements with additional review was also implemented in 2025. Person Responsible for Corrective Action: Joe Derry, Chief Financial Officer. Anticipated Completion Date: Implemented.
Condition: The Organization lacks consistently applied processes and procedures related to the application of the sliding fee scale. The Organization also lacks a clear review process related to the sliding fee scale to identify errors quickly to allow for corrections to be made in a timely manner....
Condition: The Organization lacks consistently applied processes and procedures related to the application of the sliding fee scale. The Organization also lacks a clear review process related to the sliding fee scale to identify errors quickly to allow for corrections to be made in a timely manner. Corrective Action Planned: The Organization has hired a new Chief Financial Officer as well as additional supporting staff within the finance department. The Billing and Collections Policy was updated to waive co-pays for students in the School-Based Program. The Billing Department is in the process of auditing and implementing quarterly feedback & training sessions for the Operations Department for training and compliance for the Sliding Fee Discount Program. This process was implemented in 2025. Person Responsible for Corrective Action: Joe Derry, Chief Financial Officer. Anticipated Completion Date: Implemented.
The size of the Organization prohibits hiring additional personnel. Duties have always been segregated where possible and currently another staff person is being trained in recording and summarizing transactions to further break out duties. The Board of Directors is involved where possible.
The size of the Organization prohibits hiring additional personnel. Duties have always been segregated where possible and currently another staff person is being trained in recording and summarizing transactions to further break out duties. The Board of Directors is involved where possible.
Finding ref number: 2023-002 Finding caption: The City did not have adequate internal controls and did not comply with federal wage rate requirements. Name, address, and telephone of City contact person: Vicky Carlsen, Director of Finance 801 228th Avenue SE Sammamish, WA 98075 (425) 295-...
Finding ref number: 2023-002 Finding caption: The City did not have adequate internal controls and did not comply with federal wage rate requirements. Name, address, and telephone of City contact person: Vicky Carlsen, Director of Finance 801 228th Avenue SE Sammamish, WA 98075 (425) 295-0590 Corrective action the auditee plans to take in response to the finding: The City has implemented process changes that requires project managers to forward appropriate wage documentation to Finance along with invoices for payment. Finance is able to verify the wage document prior to issuing payment for invoices. Anticipated date to complete the corrective action: Already implemented
Description of Finding: The monthly narrative reports and beneficiary reports required to be submitted under the CDBG program were unable to be located, and therefore it cannot be determined if the reports were at all submitted as required. Planned Corrective Action: The organization has ceased offe...
Description of Finding: The monthly narrative reports and beneficiary reports required to be submitted under the CDBG program were unable to be located, and therefore it cannot be determined if the reports were at all submitted as required. Planned Corrective Action: The organization has ceased offering the services related to this grant. That being said, the organization will ensure timely and accurate report filing for all the grant programs that they participate in going forward. The YWCA New Hampshire will implement the following: 1. Report Tracking System: Develop a centralized report tracking system by July 15, 2025, to log all required reports, submission dates, and confirmation of receipt. 2. Standard Operating Procedures (SOPs): Create SOPs for report preparation and submission, specifying responsible staff, deadlines, and documentation requirements. 3. Training: Train program staff on the SOPs and tracking system by July 31, 2025. 4. Backup Documentation: Store all reports and submission confirmations in a secure digital repository, accessible for audits. 5. Monthly Compliance Checks: The Program Manager will review the tracking system monthly to ensure all reports are submitted on time, with findings reported to the Executive Director. Responsible Party: Program Manager, overseen by Caroline Catlender, Executive Director Anticipated Completion Date: August 15, 2025
View Audit 361880 Questioned Costs: $1
Finding 570915 (2023-002)
Significant Deficiency 2023
Description of Finding: Payroll documentation was found to be inadequate, as there were missing approved pay rates, lack of supporting documentation for stipends and differentials paid, and timecards submitted which were not approved, mathematically incorrect, and/or which did not agree to the payro...
Description of Finding: Payroll documentation was found to be inadequate, as there were missing approved pay rates, lack of supporting documentation for stipends and differentials paid, and timecards submitted which were not approved, mathematically incorrect, and/or which did not agree to the payroll paid. Planned Corrective Action: To strengthen internal controls over payroll, YWCA New Hampshire will implement the following: 1. Payroll Policy Revision: Update the Payroll Policy to require documented approval of pay rates, stipends, and differentials, with all documentation retained in employee files. 34 2. Timecard Approval Process: Implement an electronic timekeeping system by July 31, 2025, requiring supervisor approval of timecards before payroll processing. The system will flag mathematical errors and discrepancies. 3. Training: Provide training for supervisors and payroll staff on the new timekeeping system and documentation requirements by August 15, 2025. 4. Reconciliation Process: The Payroll Coordinator will perform a monthly reconciliation of timecards against payroll records, with discrepancies investigated and resolved before finalizing payroll. 5. Audit Checks: The CFO will conduct quarterly audits of payroll records to ensure compliance with the updated policy, with results reported to the Executive Director. Responsible Party: Payroll Coordinator and Finance Manager, overseen by Caroline Catlender, Executive Director Anticipated Completion Date: August 15, 2025
View Audit 361880 Questioned Costs: $1
The organization agrees with the finding. The organization will implement a method to ensure accrued vacation is appropriately adjusted and vacation costs are accurately recorded and allocated to grants. Completed in FY2023-2024
The organization agrees with the finding. The organization will implement a method to ensure accrued vacation is appropriately adjusted and vacation costs are accurately recorded and allocated to grants. Completed in FY2023-2024
Views of responsible officials and planned corrective actions: Management acknowledges the omission of the federally contract from the auditee’s prepared SEFA. Management is committed to properly preparing the SEFA, and to address this oversight, management will identify trainings for accounting p...
Views of responsible officials and planned corrective actions: Management acknowledges the omission of the federally contract from the auditee’s prepared SEFA. Management is committed to properly preparing the SEFA, and to address this oversight, management will identify trainings for accounting personnel related to SEFA reporting and for those reviewing the schedule, to ensure its accuracy.
Views of responsible officials and planned corrective actions: Management acknowledges the oversight in not utilizing timecards for salaried employees whose compensation is charged to federal contracts. To strengthen internal controls and ensure compliance with applicable federal regulations, manage...
Views of responsible officials and planned corrective actions: Management acknowledges the oversight in not utilizing timecards for salaried employees whose compensation is charged to federal contracts. To strengthen internal controls and ensure compliance with applicable federal regulations, management is committed to implementing corrective measures. As part of this effort, management will update existing policies and procedures, and will identify and provide targeted training for accounting personnel responsible for allocating salary charges to federal contracts.
View Audit 361731 Questioned Costs: $1
Views of Responsible Officials and Corrective Actions: Community Care Management Corporation agrees with the audit finding concerning missing source documentation, especially related to revenue. Leadership attributes the issue to frequent turnover in financial management roles, which affected ledg...
Views of Responsible Officials and Corrective Actions: Community Care Management Corporation agrees with the audit finding concerning missing source documentation, especially related to revenue. Leadership attributes the issue to frequent turnover in financial management roles, which affected ledger maintenance, reconciliations, and financial reporting. To address this, Community Care Management Corporation has implemented a corrective action plan that includes: • Hiring qualified financial staff and providing targeted training. • Enforcing improved documentation and retention protocols. • Establishing stronger internal controls and monthly reconciliations. • Launching periodic internal audits for continuous improvement. • Upgrading accounting systems and regularly reporting progress to leadership. These actions aim to restore sound financial practices, ensure audit readiness, and maintain compliance with accounting standards.
Finding Number: 2023-004 Condition: The County did not have controls in place during the year under audit to ensure that the required certified payrolls were received by contractors and subcontractors. Planned Corrective Action: Develop a process with Neighborhood Housing and Development Department ...
Finding Number: 2023-004 Condition: The County did not have controls in place during the year under audit to ensure that the required certified payrolls were received by contractors and subcontractors. Planned Corrective Action: Develop a process with Neighborhood Housing and Development Department ensuring all appropriate documentation has been reviewed and received. Contact person responsible for corrective action: Khadija Walker-Fobbs Anticipated Completion Date: 07/15/2024
The Organization acknowledges this repeat finding and is taking action to improve the accuracy and oversight of financial and programmatic reporting for federally funded programs. In response, internal controls have been strengthened to ensure that all expenditure reports and quarterly programmatic ...
The Organization acknowledges this repeat finding and is taking action to improve the accuracy and oversight of financial and programmatic reporting for federally funded programs. In response, internal controls have been strengthened to ensure that all expenditure reports and quarterly programmatic reports are fully supported by underlying documentation from the accounting system and program records. A standardized grant reporting checklist has been developed and is now required to be completed for each submission. This checklist includes steps for reconciling reported expenditures with the general ledger and verifying that all programmatic metrics, such as unduplicated patient counts, are accurate and appropriately sourced. Reports are reviewed and approved by both the management of finance and program departments prior to submission. Quarterly training and periodic reviews have also been instituted for finance and program staff involved in grant reporting to reinforce proper procedures and improve coordination across departments. These corrective actions are intended to ensure accurate, compliant, and timely reporting in alignment with 45 CFR 75.342 and Uniform Guidance requirements. Organization Contact Person Responsible for Corrective Action: Joseph Koehler, Director of Finance Anticipated Completion Date: June 30, 2025
Number Criteria RecommendaƟon Management Response Person (s) Responsible Timeline Finding Number 2022-004 Federal programs: All Major programs Category: Internal control / Compliance 2 CFR secƟon 200.512 (a)(1) establishes that the audit must be completed and the reporting required by paragraph (b) ...
Number Criteria RecommendaƟon Management Response Person (s) Responsible Timeline Finding Number 2022-004 Federal programs: All Major programs Category: Internal control / Compliance 2 CFR secƟon 200.512 (a)(1) establishes that the audit must be completed and the reporting required by paragraph (b) (1) of this section submiƩed within the earlier of 30 calendar days aŌer receipt of the auditor's report(s), or nine months aŌer the end of the audit period. Unless restricted by Federal law or regulaƟon, the auditee must make report copies available for public inspecƟon. Auditees and auditors must ensure that their respective parts of the reporting package do not include protected personally idenƟfiable information. Data Collection Form and Single Audit reporting package shall be submiƩed by the established due date. The Entity had a hard time securing an audiƟng firm in Puerto Rico that understands the services the organization provides, as charter schools legislation is new on the island. Also, due to COVID-19 the auditing firms that we approached could not take on new clients due to employees shortage. All of this led to delays. The company has engaged a reputable CPA firm in Puerto Rico and now is working to alleviate the delay in completing the single audit. Yusein Durakov (CFO) Brenda Ortiz (Business Specialist) By July,2025 data collection and single audits reporting package will be submited. This makes the entity current. A schedule of submiƩals will be added to the SOP and monitored by the Board of Governors.
Finding 570522 (2023-002)
Material Weakness 2023
The Organization has engaged a management consulting firm with expertise in financial accounting and reporting to implement additional review and oversight procedures in its financial policies.
The Organization has engaged a management consulting firm with expertise in financial accounting and reporting to implement additional review and oversight procedures in its financial policies.
View Audit 361514 Questioned Costs: $1
Finding 570521 (2023-001)
Material Weakness 2023
The Organization has engaged a management consulting firm with expertise in financial accounting and reporting to implement additional review and oversight procedures in its financial policies.
The Organization has engaged a management consulting firm with expertise in financial accounting and reporting to implement additional review and oversight procedures in its financial policies.
View Audit 361514 Questioned Costs: $1
Finding No.: 2023-008 Recommendation The College acknowledges the finding and is committed to addressing the gaps identified in enrollment reporting to the National Student Loan Data System (NSLDS). We recognize that accurate and timely reporting at both the Campus Level and Program Level is critica...
Finding No.: 2023-008 Recommendation The College acknowledges the finding and is committed to addressing the gaps identified in enrollment reporting to the National Student Loan Data System (NSLDS). We recognize that accurate and timely reporting at both the Campus Level and Program Level is critical to maintaining compliance with U.S. Department of Education Title IV requirements and ensuring that students’ federal financial aid records are correctly reflected. Response 1. The College will retain the FAO as the lead unit responsible for NSLDS enrollment reporting, in alignment with Title IV compliance functions. However, the College will strengthen interdepartmental collaboration by establishing a formal partnership with the Registrar’s Office, which maintains the official record of enrollment data. 2. A shared workflow and communication protocol between the FAO and Registrar’s Office will be developed to ensure timely, accurate updates of both campus-level and program-level data. The Registrar’s Office will be responsible for updating student enrollment data, which serves as the source data for NSLDS reporting. The FAO will extract and upload these reports via the Enrollment Reporting Roster (ERR) on the NSLDS Professional Access portal. 3. The College will implement internal controls to track and verify changes in student enrollment status, program information, and key data elements. These controls will include but by no means limited to: a. A monthly reconciliation process between SIS data and NSLDS records. b. Use of exception reports to flag and resolve inconsistencies or delays. c. Documentation of all update logs for audit purposes. Periodic reviews will be conducted at least once per term to assess the accuracy and completeness of enrollment reporting. Any discrepancies will be promptly addressed and procedures updated as necessary to prevent recurrence. Relevant staff in both the FAO and Registrar’s Office will receive regular training on NSLDS reporting requirements, including proper use of record types (Campus vs. Program Level), enrollment status codes, and certification timelines. Training will emphasize the implications of noncompliance and best practices for accurate reporting. Training logs will be maintained by both the FAO and Registrar’s Office to support accountability and audit-readiness. Contact: VPEMSS Completion Date: September 30, 2025
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