Corrective Action Plans

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Planned Corrective Action: We have reviewed all billing codes and overrides and research ways to automate controls to apply sliding fee discounts consistently. The error was primarily due to COVID test cost CPT 87635 that was covered by the grants which was wet to ignore the slide. After the grants ...
Planned Corrective Action: We have reviewed all billing codes and overrides and research ways to automate controls to apply sliding fee discounts consistently. The error was primarily due to COVID test cost CPT 87635 that was covered by the grants which was wet to ignore the slide. After the grants were closed no one managed this properly as the full charge was being charged to the patient. We performed internal reviews of billing for compliance. Reports were run identifying these patients and we applied the appropriate discount that was applied on a sliding discount at the time of service. NexGen is set to apply sliding fee discounts automatically based on file maintenance setting and patient chart setting. All CPT Codes that are set to slide fees are exempt under special programs and are being managed at the beginning and ending of these programs. Name of Contact Person: Ruth Cable, CFO and Lane Baker, COO Anticipated completion date: September 30, 2025 Managements Response: The District has reviewed the Independent Auditor’s recommendation. The District’s leadership is committed to developing processes to ensure all compliance requirements are met.
Finding 572167 (2023-001)
Significant Deficiency 2023
Re: 2023-001 Improve Internal Controls over Reporting This letter is in response to the above referenced finding in the FY2023 Single Audit. The Town acknowledges the lateness of the filing of the report for FY2023, which was due to a misunderstanding as to the requirements on the use of ARPA fund...
Re: 2023-001 Improve Internal Controls over Reporting This letter is in response to the above referenced finding in the FY2023 Single Audit. The Town acknowledges the lateness of the filing of the report for FY2023, which was due to a misunderstanding as to the requirements on the use of ARPA funds that were considered as the standard allowance for revenue loss. Similarly, a reporting delay also happened for FY2024. We have taken action to ensure the issue does not reoccur.
Finding 572057 (2023-003)
Significant Deficiency 2023
Finding 2023.003 - Special Tests and Provisions - Sliding Fee Scale Documentation Recommendation The Center should establish a system of internal controls to ensure that all sliding fee discounts are properly calculated and supported based on family size and income. Action Taken I will work directl...
Finding 2023.003 - Special Tests and Provisions - Sliding Fee Scale Documentation Recommendation The Center should establish a system of internal controls to ensure that all sliding fee discounts are properly calculated and supported based on family size and income. Action Taken I will work directly with the Director of Clinical Operations, Kei Wee, to conduct a comprehensive review of the Center's existing sliding fee scale policy to ensure alignment with federal guidelines and best practices, clarifying documentation requirements, including acceptable forms of income verification and definition of family size. The Clinical Operations Director, Kei Wee, will develop and implement a step-by-step standard operating procedure (SOP) for staff to consistently assess and apply sliding fee discounts. The SOP will include clear instructions for verifying documentation, calculating discount eligibility, and recording determinations in the patient's record. The Clinical Operations Director, Kei Wee's management team, will conduct monthly spot audits of a sample of sliding fee files to verify correct application and documentation. The managers will report the findings to management for corrective follow-up and provide training for registration/front-desk staff and billing personnel on the updated policy and procedures as needed.
GLRC is currently experiencing a delay in completion of their required audit which is causing us to miss filing to the single audit clearinghouse by June 30, 2025. We will be out of compliance for the 2024 audit but will be cathing up for meeting the June 2026 deadline for the 2025 audit. GLRC will ...
GLRC is currently experiencing a delay in completion of their required audit which is causing us to miss filing to the single audit clearinghouse by June 30, 2025. We will be out of compliance for the 2024 audit but will be cathing up for meeting the June 2026 deadline for the 2025 audit. GLRC will be engaging a new audit firm for the upcoming fiscal year. Person(s) Responsible: Tracy Busse and Greg Toutant Timing for Implementation: GLRC expects to be caught up for June 30, 2026
Finding 2023-005: Restricted Net Assets Restatement - Recommendation: We recommend implementing enhanced controls to ensure all donor and grant agreements are reviewed for restrictions upon receipt and at year-end. Restricted net asset balances should be reconciled regularly to ensure accurate finan...
Finding 2023-005: Restricted Net Assets Restatement - Recommendation: We recommend implementing enhanced controls to ensure all donor and grant agreements are reviewed for restrictions upon receipt and at year-end. Restricted net asset balances should be reconciled regularly to ensure accurate financial reporting. Management’s Response: We agree with the recommendation. Management will implement enhanced controls to ensure all donor and grant agreements are reviewed for restrictions both upon receipt and as part of the year-end close process. In addition, restricted net asset balances will be reviewed and reconciled on a regular basis to ensure accurate classification and financial reporting in accordance with donor intent and applicable accounting standards.
Finding 2023-004: Late Submission of the Single Audit Reporting Package to the Federal Audit Clearinghouse - Recommendation: We recommend the Organization implement procedures to ensure the accounting records and information pertaining to the audit process are finalized and made available to the aud...
Finding 2023-004: Late Submission of the Single Audit Reporting Package to the Federal Audit Clearinghouse - Recommendation: We recommend the Organization implement procedures to ensure the accounting records and information pertaining to the audit process are finalized and made available to the auditors to allow adequate time to complete the audit prior to the statutory deadline. Management’s Response: We agree with the recommendation. Management will implement procedures to ensure accounting records and supporting documentation are finalized in a timely manner and made available to the auditors early in the audit process. This includes establishing internal deadlines for closing the books, preparing audit schedules, and coordinating with relevant departments to allow sufficient time for audit completion prior to the statutory deadline.
Finding 571680 (2023-002)
Significant Deficiency 2023
FINDING 2023-002 Information on the federal program: Federal Agency: Department of the Treasury Pass-Through Entity: N/A – Direct Grant Federal Program: Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) Assistance Listing Number: 21.027 Compliance Requirement: Reporting Audit Findings: Sign...
FINDING 2023-002 Information on the federal program: Federal Agency: Department of the Treasury Pass-Through Entity: N/A – Direct Grant Federal Program: Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) Assistance Listing Number: 21.027 Compliance Requirement: Reporting Audit Findings: Significant Deficiency Condition: City of Bloomington completed quarterly reporting in a timely manner substantiated by the City’s expenditure detail. However, management could not differentiate between subrecipients and standard vendor purchases. Context: During our testing procedures over CSLFRF reporting, we noted that segregation of duties is not present in the Federal reporting process. The Deputy Controller prepared and submitted the reports without a secondary review taking place. As a result, the City did not report expenditures for the grant that were consistent with the expenditures reported on the SEFA and could not properly identify subrecipient expenditures. Views of Responsible Officials and Planned Corrective Actions: Management will develop an internal controls process to ensure that there’s segregation of duties within the reporting process for federal programs. Responsible party and timeline for completion: The City’s Controller will oversee the implementation of the corrective action plan, which will be implemented starting during calendar year 2025.
Finding 2023-005 Name of Responsible Individual: Carolina Liriano, Grant Manager; Holly Forester, Controller; Sheri Brady, VP and Chief Program Officer Corrective Action: CDF will enhance its internal processes and staffing to ensure the timely submission of future Single Audit Reporting Packages...
Finding 2023-005 Name of Responsible Individual: Carolina Liriano, Grant Manager; Holly Forester, Controller; Sheri Brady, VP and Chief Program Officer Corrective Action: CDF will enhance its internal processes and staffing to ensure the timely submission of future Single Audit Reporting Packages. In January 2025, CDF hired an Outsourced Grant Manager dedicated to overseeing federal grant management, including the coordination and timely submission of all required audit and reporting packages. Key actions include:  Establishing and maintaining a robust timeline for audit activities, closely collaborating with both the accounting team and external auditors to guarantee adherence to submission deadlines.  Implementing a cross-training program within the accounting and compliance departments to mitigate the risk of disruption due to staff turnover, ensuring multiple staff members are proficient in handling audit-related tasks.  Scheduling regular internal audits and compliance checks to proactively identify and address potential issues well in advance of filing deadlines. Anticipated Completion Date: December 31, 2025.
Finding 2023-004 Name of Responsible Individual: Carolina Liriano, Grant Manager; Holly Forester, Controller; Sheri Brady, VP and Chief Program Officer Corrective Action: CDF will conduct a thorough review and update of its reporting policies and procedures to ensure alignment with the requiremen...
Finding 2023-004 Name of Responsible Individual: Carolina Liriano, Grant Manager; Holly Forester, Controller; Sheri Brady, VP and Chief Program Officer Corrective Action: CDF will conduct a thorough review and update of its reporting policies and procedures to ensure alignment with the requirements of Federal Awards. In January 2025, CDF hired an Outsourced Grant Manager responsible for overseeing the preparation, review, and submission of all grant-related reports. Key actions include:  Ensuring compliance with GAAP and federal regulations for timely and accurate submission of quarterly financial and progress reports.  Coordinating with relevant departments, managing grant accounting processing system submissions, and acting as the primary point of contact for grantor agencies regarding reporting matters.  Conducting mandatory training sessions for existing staff on the updated reporting procedures and compliance with federal requirements, with detailed instructions on Financial Reporting Forms emphasizing accuracy and timeliness.  Implementing a tracking system to monitor deadlines and the submission status of all required reports.  Scheduling regular internal audits to verify adherence to these reporting protocols and identify potential gaps in compliance. Anticipated Completion Date: December 31, 2025.
Finding 571537 (2023-001)
Significant Deficiency 2023
Audit Finding Reference: 2023-001 - Improve Controls and Documentation over Reporting Process Planned Corrective Action: The Town acknowledges the discrepancy noted in the audit finding regarding the timing and documentation of expenditures included in the P&E Annual Report for the ARPA grant. We a...
Audit Finding Reference: 2023-001 - Improve Controls and Documentation over Reporting Process Planned Corrective Action: The Town acknowledges the discrepancy noted in the audit finding regarding the timing and documentation of expenditures included in the P&E Annual Report for the ARPA grant. We appreciate the opportunity to address this issue and confirm that we will implement improvements to strengthen our reporting process. Moving forward, the Town will utilize the MUNIS accounting system more effectively to ensure all expenditures are properly recorded and reported within the appropriate reporting periods. In addition, internal procedures will be reviewed and updated to reinforce timely data entry and review of grant-related transactions. Responsible staff have been made aware of the finding, and steps will be taken to ensure compliance with federal reporting requirements. Planned Implementation Date of Corrective Action: May 2025 Persion Resonsible for Corrective Action: Stephanie Pemberton, Town Accountant Please consider this the Town's official corrective action response to be included in the final audit report.
Finding #2023-003: Federal Procedure Manual Federal Program: #10.7 60 Water and Waste Disposal Systems for Rural Communities Federal Grantor: US. Department of Agriculture ...
Finding #2023-003: Federal Procedure Manual Federal Program: #10.7 60 Water and Waste Disposal Systems for Rural Communities Federal Grantor: US. Department of Agriculture Pass-through Entity: N/A Criteria: Non-federal entities who receive federal or state grants or have grant programs should have documented policies and procedures in place over grants and grant expenditures. Condition: Internal controls over federal grants should be in place to provide reasonable assurance that misstatement in the schedule of expenditures of federal awards would be prevented or detected. Cause: The Village does not have documented policies and procedures in place over grants and grant expenditures. Effect: Without documented policies and procedures, the internal control over federal grants is low, and the risk of misstatement in the schedule of expenditures of federal awards is high. Questioned Costs: None Recommendation: We recommend that the Village works on written policies and procedures over grants and grant expenditures. Grantee Response: The Village will work with their auditor to develop and adopt written grant procedures that are in accordance with the Uniform Guidance. Contact Person: Lee Kucher Anticipated Completion: December 31, 2025
St. John’s Lutheran Home of Albert Lea submits the following corrective action plan for the year ended September 30, 2023. Name and address of independent public accounting firm: Lethert, Skwira, Schultz & Co. LLP, 170 E 7th Place, Saint Paul, MN 55101 Audit period: October 1, 2022 – September ...
St. John’s Lutheran Home of Albert Lea submits the following corrective action plan for the year ended September 30, 2023. Name and address of independent public accounting firm: Lethert, Skwira, Schultz & Co. LLP, 170 E 7th Place, Saint Paul, MN 55101 Audit period: October 1, 2022 – September 30, 2023 The findings from the September 30, 2023 schedule of findings, questioned costs and recommendations. FINDINGS - FINANCIAL STATEMENT AUDIT Finding 2023-001 - Auditor Preparation of the Financial Statements Material Weakness Finding Summary: The Organization does not have an internal control system designed to provide for the preparation of the complete consolidated financial statements, including the accompanying footnotes, as required by GAAP. We were also requested to draft the financial statements and accompanying notes to the financial statements. Corrective Action Plan: It is not cost effective to have an internal control system designed to provide for the preparation of financial statements and accompanying notes. We requested that our auditors Lethert, Skwira, Schultz & Co. LLP, prepare the financial statements and the accompanying notes to the financial statements as a part of their annual audit. We have designated a member of management to review the drafted financial statements and accompanying notes. Responsible Individuals: Heather King, Director of Finance, 507-473-1066 Anticipated Completion Date: Ongoing
2023 – 005 - Significant Deficiency in Internal Control Over Compliance: Allowable Costs and Activities Recommendation: 1. Implement a Formal Expenditure Review and Approval Policy – Establish a policy requiring that all expenditures charged to grants be reviewed and approved by an appropriate...
2023 – 005 - Significant Deficiency in Internal Control Over Compliance: Allowable Costs and Activities Recommendation: 1. Implement a Formal Expenditure Review and Approval Policy – Establish a policy requiring that all expenditures charged to grants be reviewed and approved by an appropriate individual before being recorded in the system. 2. Require Documentation of Review and Approval – Ensure that invoices, payroll allocations, and other cost support documents include a signature, initials, or system-generated approval to confirm review. 3. Utilize System-Based Controls – If possible, configure the financial system to require electronic approval for all grant-related expenditures before costs are recorded. Management View: Management partially agrees with the finding. While we acknowledge that documentation of expenditure approval was not always retrievable, we believe the expenditures reviewed were all appropriate. Finding 2023-006 refers to the auditors’ assessment of expenditure review and approval processes that occurred in Calendar Year 2023. During Calendar Year 2023, Prism relied on email routing of expenditures for review and approval. As of this writing, Prism Health North Texas’ expenditure review and approval processes already meet or exceed the recommendations above. Action Taken: 1. Expenditure Review – All expenditures charged to grants are reviewed and approved by two qualified individuals. 2. Documentation of Review and Approval – a. Such review and approval for non-payroll expenditures occur in and are documented in the SAP Concur software before the costs are recorded in the accounting system (Abila). b. Such review and approval for payroll-related expenditures occur via and are documented via a combination of methods, also before they are recorded in Abila. i. Employees report their time, including how much time was devoted to grant activities, in the ExponentHR payroll system, and their supervisors approve both the time and the allocation in that system. ii. Programmatic measures that also support grant billing (“units”) are calculated from activity documented in the athenaOne electronic health record (EHR). iii. Payroll allocation is calculated by one person, based on the ExponentHR documentation and the units, then reviewed and imported into Abila by a second person. The unposted transactions are reviewed again before posting. 3. Utilize System-Based Controls – In place as above. Anticipated Completion Date: The recommendations are already in place. Responsible Contact Person(s): • Name: General Laffitte • Title: Vice President of Finance and Accounting • Phone: 214-623-6896 • Address: 3900 Junius St. Ste. 300, Dallas, Texas 75246 • Name: Jana Voege • Title: Chief Financial Officer Address: 3900 Junius St. Ste. 300, Dallas, Texas 75246 Corrective Action Plan Date: 4/28/2025 Cognizant or Oversight Agency for Audit Prism Health North Texas respectfully submits the following corrective action plan for the year ended FY2023. Name and address of independent public accounting firm: Armanino LLP 15950 Dallas Pkwy #600, Dallas, TX 75248 (972) 661 - 1843 Audit Period: The consolidated financial statements of AIDS Arms, Inc. were audited for the period of calendar year 2022 and 2023. The findings from the year ended December 31, 2023, schedule of findings and questioned costs are discussed below. The Findings are numbered consistently with the numbers assigned in the schedule.
2023 – 004 Material Weakness in Internal Control Over Preparation, Reconciliation, and Retention of the Schedule of Expenditures of Federal Awards (SEFA) Recommendation: 4. Develop a Standardized SEFA Reconciliation Process – Implement formal policies and procedures requiring that SEFA expenditure...
2023 – 004 Material Weakness in Internal Control Over Preparation, Reconciliation, and Retention of the Schedule of Expenditures of Federal Awards (SEFA) Recommendation: 4. Develop a Standardized SEFA Reconciliation Process – Implement formal policies and procedures requiring that SEFA expenditures be reconciled to the general ledger on a monthly basis, with documentation maintained for audit purposes. 5. Enhance System Controls for Grant Expenditures – Modify the financial system to allow for the proper segregation of state and federal expenditures from non-grant funds, ensuring that expenditures are properly classified at the time of entry. 6. Require Monthly Documentation Reviews – Establish a control requiring management to review and approve SEFA reconciliation schedules on a monthly or quarterly basis to ensure accuracy and completeness. 7. Implement a Centralized Documentation Retention Policy – Require that all SEFA-related reconciliation records, including general ledger tie-outs and manual adjustments, be retained in a centralized, accessible location. 8. Provide Grants Management Training – Conduct training for grants management and accounting personnel on SEFA preparation requirements, including Uniform Guidance compliance and best practices for documentation and reconciliation. Management View: Management partially agrees with the finding. While we acknowledge that documentation supporting SEFA reconciliation was incomplete, we believe that federal expenditures were properly accounted for. We would like to address some of the auditors’ points individually: • “The SEFA is prepared based on amounts requested for reimbursement instead of directly based on expenditures incurred.” Most grant awards do not fully fund the programs they support, most grant awards do not run concurrently with Prism Health North Texas’ fiscal year (i.e., with the Calendar Year), and most grant awards are not spent in equal monthly amounts. It is correct that the 2023 SEFA was based on grant-appropriate expenditures that occurred during Calendar Year 2023 and were submitted to those grant sponsors for reimbursement. This will not necessarily reach the full cost to Prism for each grant-supported program, nor is it likely to exactly match any annual grant award amount. • “Expenses recorded in the general ledger represent expenses incurred to operate the program in addition to direct grant expenditures; the Organization only requests reimbursement for direct program expenditures allowable under the program.” As we confirmed verbally with the audit partner on April 25, 2025, this statement is intended to provide information and context and is not a criticism or intended to point out any problem. As stated above, most grant awards do not fully fund the programs they support; therefore, the general ledger necessarily includes both expenses the sponsor will reimburse and expenses the sponsor will not reimburse. Nonetheless, we are enhancing our reconciliation procedures and documentation practices to fully meet audit requirements. Finding 2023-004 refers to the auditors’ assessment of the SEFA preparation and reconciliation processes that occurred in Calendar Year 2023. As of this writing, Prism Health North Texas has already changed its SEFA preparation and reconciliation processes and meets many of the recommendations above. Action Taken: 4. Documentation Retention – On April 25, 2025, management created a structured and easily accessible system for storing all relevant information for all grants management personnel. a. A logical naming system for files identifying the SEFA period, the funding agency and identified general ledger expenditures claimed on the SEFA. b. We are now documenting the difference between all GL transactions and those submitted for sponsor reimbursement (i.e., SEFA components) in a single document per fund code, arranged by fiscal year. Previously this documentation was kept by invoice and arranged by grant year. c. Management will continue to ensure all expenditure-related support, such as invoices and purchase orders, is saved electronically to all financial transactions. 5. SEFA Reconciliation – Management has decided to move from an annual to quarterly SEFA reconciliation process to enhance the frequency of management oversight in SEFA draft preparation. VP of Finance will prepare the SEFA for independent review by the CFO. This will be put into a written policy/procedure. 6. System Enhancements – Prism’s current accounting system does not accommodate this. However, Prism is already in the later stages of selecting a new Enterprise Resource Planning (ERP) solution, with this as one of our key selection criteria. Our new ERP should allow for expenditures within the same cost center to be identified as grant-reimbursable or non-grant-reimbursable at the time of entry. We have identified opportunities in new financial management software solutions that we are scheduled to demo May 12th and the 16th of 2025. Opportunities such as: a. The ability to tag grant-reimbursable transactions, to segment our award cost center into two important categories. i. The full cost to manage a specific program ii. Identified cost claimed on the SEFA b. Dedicated grant modules that will allow us to establish business rules and workflows to streamline and digitize critical aspects of grant management. 7. Staff Engagement – Cross department coordination meetings occur monthly between the Finance organization and the Grants Management team to continue to foster alignment and collaboration in our grant cycles. A general overview of SEFA, including how to prepare and organize the monthly reconciliations, has already occurred with some of the grants accountants. Anticipated Completion Date: We expect all but system enhancements to be in place by July 31st, 2025, to contribute significantly to the strength of our internal controls and stakeholder confidence in our SEFA reporting. Responsible Contact Person(s): • Name: General Laffitte • Title: Vice President of Finance and Accounting • Phone: 214-623-6896 • Address: 3900 Junius St. Ste. 300, Dallas, Texas 75246 • Name: Jana Voege • Title: Chief Financial Officer • Address: 3900 Junius St. Ste. 300, Dallas, Texas 75246
Finding 571294 (2023-002)
Significant Deficiency 2023
Finding 2023-002 – Education Stabilization Fund – AL No.’s 84.425D & 84.425U Department of Education Massachusetts Department of Elementary and Secondary Education Noncompliance and Significant Deficiency Related to Internal Control over Compliance of the Major Program Criteria...
Finding 2023-002 – Education Stabilization Fund – AL No.’s 84.425D & 84.425U Department of Education Massachusetts Department of Elementary and Secondary Education Noncompliance and Significant Deficiency Related to Internal Control over Compliance of the Major Program Criteria: Where employees work solely or partially on a single Federal program or cost objective, their salaries or wages must be supported by periodic certification that the employee worked on these programs for the period covered by the programs. The certifications should be prepared at least semi-annually, and or monthly and should be signed by the employee or supervisory official having first-hand knowledge of the work performed by the employee. Condition: During our test of controls over compliance with time and effort certifications the school department was not able to provide evidence that required certifications of time and effort for those employees whose time was spent either completely or partially spent on these programs were performed as required by Uniform Guidance. Questioned Costs: Unknown Context: During our test of payroll transactions of the Education Stabilization Fund grants it was noted that the time and effort certifications did not meet the semiannual and or monthly certification requirements. Effect: The School Department was not in compliance with the time and effort certification requirements. Cause: The School Department completed time and effort certifications on an annual basis rather than semi-annual or monthly. Identification as a Repeat Finding: N/A Recommendation: We recommend the School Department follow procedures to ensure that semi-annual certifications and/or monthly certifications are prepared and signed by either the employees and/or supervisory official having first-hand knowledge of the work performed by the employees in a timely manner in order to comply with the time and effort certification requirement. Managements Response: We acknowledge and agree with the recommendation to ensure that semi-annual and/or monthly certifications are prepared and signed by employees and/or supervisory officials who have first-hand knowledge of the work performed by the employees. We understand the importance of complying with the time and effort certification requirements. We would like to communicate that annual certifications were completed in FY 23, however, we will ensure that moving forward these certifications will be on a semi-annual and/or monthly basis. Responsible for Corrective Plan: School Business Manager Estimated Completion Date: Fiscal Year 2024 Action Taken: The Schools are now ensuring that their annual certification process be completed on a semi-annual and/or monthly basis, whichever is deemed necessary for the related position wages.
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.
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