Corrective Action Plans

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Corrective Action: Immediately after coming on board in May of 2022, the new Executive Director took action to move CAPO’s fiscal services contract from the current provider to a new accounting firm in Portland, Oregon – Susan Matlack Jones and Associates (SMJ) – as of July 1, 2022. SMJ works with ...
Corrective Action: Immediately after coming on board in May of 2022, the new Executive Director took action to move CAPO’s fiscal services contract from the current provider to a new accounting firm in Portland, Oregon – Susan Matlack Jones and Associates (SMJ) – as of July 1, 2022. SMJ works with several Community Action agencies in Oregon and their expertise is specifically in nonprofit accounting. They worked to resolve accounting issues from the latter half of FY 22 for the purposes of the audit and currently produce timely, accurate financial statements for CAPO management and Board review. As of October 2023, CAPO has also hired an in-house Finance Manager with experience in Community Action and federal fund accounting. Person Responsible: Janet Allanach, CAPO Executive Director Timing for Implementation: Complete as of July 1, 2022.
DEPARTMENT OF AGRICULTURE. Market Access Program and Agricultural Trade Promotion Program Assistance Listing Number: 10.601 & 10.618. Recommendation: We recommend the Organization ensure the completion of the controls within their policies to ensure an adequate review process is in place prior to ca...
DEPARTMENT OF AGRICULTURE. Market Access Program and Agricultural Trade Promotion Program Assistance Listing Number: 10.601 & 10.618. Recommendation: We recommend the Organization ensure the completion of the controls within their policies to ensure an adequate review process is in place prior to cash disbursement payments and claims submitted. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Action taken in response to finding: Food Export-Northeast, under the direction of the new Executive Director /CEO, has undergone a significant restructuring effective July 2023. This restructure has resulted in the installation of a Chief Financial Officer, reporting directly to the Executive Director/CEO. Similar “C-suite” positions now exist in Operations, Programs, and Communications. This has significantly increased the scope and ability for oversight and internal control. Internal policies and procedures are currently under review; any changes to policies and procedures will be made as needed/identified. Increased monitoring and enforcement of existing internal control measures has already resulted in improved completeness and accuracy of financial reporting. In September 2023, the Food Export staff met with FAS staff to review procedures and policies, including meetings with Management to review and evaluate controls. The feedback from those meetings will be incorporated into any updates on procedure. Names of the contact person(s) responsible for corrective action: Brendan Wilson, Food Export Executive Director/CEO; Michelle Rogowski, Chief Operating Officer, Laura England, Deputy Director/Chief Communications Officer; Robert Lowe, CPA, Chief Financial Officer; Teresa Miller, Chief Program and Partnership Officer. Planned completion date for corrective action plan: December 31, 2023. If the U.S. Department of Agriculture has questions regarding this plan, please call Laura England at (215) 599-9738 or contact via email at lengland@foodexport.org.
Finding 7386 (2022-006)
Significant Deficiency 2022
Infrequently, the Executive or Associate Director prepares and submits reports. As the organization’s report reviewer, the Executive Director submitted the report as preparer and reviewer. Going forward, the Executive Director will have the Associate Director or Business Director review any Executiv...
Infrequently, the Executive or Associate Director prepares and submits reports. As the organization’s report reviewer, the Executive Director submitted the report as preparer and reviewer. Going forward, the Executive Director will have the Associate Director or Business Director review any Executive Director prepared reports.
Finding 7383 (2022-009)
Significant Deficiency 2022
While our Human Resources Specialist position was filled in May 2021, we are still working to have sufficient HR and accounting staffing to meet our significant growth. Additional positions of Human Resources Manager and Controller will help reduce/eliminate these types of errors in the future.
While our Human Resources Specialist position was filled in May 2021, we are still working to have sufficient HR and accounting staffing to meet our significant growth. Additional positions of Human Resources Manager and Controller will help reduce/eliminate these types of errors in the future.
Finding 7380 (2022-005)
Significant Deficiency 2022
We have developed an internal auditing process that includes a staff member external to the participant files reviews to ensure all participant eligibility forms are signed.
We have developed an internal auditing process that includes a staff member external to the participant files reviews to ensure all participant eligibility forms are signed.
U.S. Department of Health and Human Services Washington County Memorial Hospital (“Hospital”) respectfully submits the following corrective action plan for the year ended August 31, 2022. Audit period: September 1, 2021 – August 31, 2022 The findings from the schedule of findings and questioned cos...
U.S. Department of Health and Human Services Washington County Memorial Hospital (“Hospital”) respectfully submits the following corrective action plan for the year ended August 31, 2022. Audit period: September 1, 2021 – August 31, 2022 The findings from the schedule of findings and questioned costs are discussed below. The findings are numbered consistently with the numbers assigned in the schedule. FINDINGS— FINDINGS AND QUESTIONED COSTS – MAJOR FEDERAL PROGRAMS DEPARTMENT OF HEALTH AND HUMAN SERVICES 2022 – 001 Rural Communities Opioid Response Program-Implementation Recommendation: We recommend the Hospital implements agreements between the Hospital and any entities in which federal funding are awarded (passed through) to in order to make the respective program requirements understood. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Processes have been corrected over the course of the single audit and agreements with subrecipients have been executed. Name of the contact person responsible for corrective action: Debra Pratt, CFO. Planned completion date for corrective action plan: September 1, 2023 If the Department of Health and Human Services has questions regarding this plan, please call Debra Pratt, CFO at (573) 438 5451 Ext 771.
Finding No. 2022-002: Annual Audit Submission Assistance Listing Program Title and Number: All Federal Agency: All Pass-through Entity: All Description of Finding: As per the Code of Federal Regulations, Section 200.512 - Report Submission, the audit must be completed and the data collection form an...
Finding No. 2022-002: Annual Audit Submission Assistance Listing Program Title and Number: All Federal Agency: All Pass-through Entity: All Description of Finding: As per the Code of Federal Regulations, Section 200.512 - Report Submission, the audit must be completed and the data collection form and reporting package must be submitted within the earlier of 30 calendar days after receipt of the auditors' report, or nine months after the end of the audit period. The due date for the submission was September 30, 2023. The audit and reporting package were not submitted by the due date September 30, 2023. Statement of Concurrence or Nonconcurrence: The organization agrees with the audit finding. Corrective Action: The organization intends to become fully staffed in the Finance Department in order to conduct its financial tasks in a timely fashion. It also intends to have its Finance staff cross-trained to ensure required tasks are conducted in a timely fashion. A timeline has been established and activities have begun for the 2023 audit. This will ensure that the 2023 report is submitted within the timeframe required. Name of Contact Person: David Rich, Executive Director david@shworks.org 860-671-1715 Projected Completion Date: December 12, 2023, this corrective action has been completed and will be maintained.
Corrective Action Plan: The Finance Department of Boys & Girls Clubs of Greater Milwaukee, Inc. will implement a hard close on a monthly basis where accounts are reviewed and reconciled on a monthly basis. Responsible Person for Corrective Action: Marta Kwiatkowski, Vice President of Administration ...
Corrective Action Plan: The Finance Department of Boys & Girls Clubs of Greater Milwaukee, Inc. will implement a hard close on a monthly basis where accounts are reviewed and reconciled on a monthly basis. Responsible Person for Corrective Action: Marta Kwiatkowski, Vice President of Administration & Chief Financial Officer Implementation Date for Corrective Action: December 31, 2023
Finding 6934 (2022-001)
Significant Deficiency 2022
Significant Deficiency Federal Program: Summer Food Service Program for Children Federal Agency: U.S. Department of Agriculture Federal Award Year: 2022 Individual responsible for corrective action: Date corrective action will be implemented: Nadia Martinez / Executive Director December 29, 2023 Res...
Significant Deficiency Federal Program: Summer Food Service Program for Children Federal Agency: U.S. Department of Agriculture Federal Award Year: 2022 Individual responsible for corrective action: Date corrective action will be implemented: Nadia Martinez / Executive Director December 29, 2023 Response: In FY 2022, our organization experienced a major weakness in internal controls over expenditures for the Food Service Program for Children, as highlighted in Finding 2022-001 of the recent financial audit. The audit found that our systems of internal control contained neither detection nor prevention elements. This raised doubts about whether we have adequate controls to prevent or detect instances of noncompliance with grant requirements. Our internal review has shown that the deficiency derives from weaknesses in our processes and systems, which failed to appropriately authorize or approve expenditures based on compliance with the Uniform Guidance. We realize the urgency in resolving this situation for proper management of federal awards under federal statutes, regulations and award terms. Corrective Action: To rectify the identified deficiency and align with the auditor's recommendation, our organization is implementing a comprehensive Corrective Action Plan. We have engaged a reputable CPA consulting firm specializing in internal controls and federal compliance. This firm will enter into a rigorous inspection of existing procedures to identify weaknesses and suggest improvements in prevention and help us greatly strengthen detection procedures. We recognize that skill upgrading and greater understanding of the task at hand among our staff, especially those with financial management or grant administration responsibilities are extremely important. Therefore, we will have special training sessions. These meetings will focus on the special demands of the Uniform Guidance and underline the importance of adhering to internal control measures. This applies to a full-scale review and improvement of the internal control over expenditures. This entails redefining the granting of authorization and approval procedures, as well as separating duties which must be met within the federal guidelines. It also involves installing checks and balances to ensure strict compliance with these guidelines. In view of the importance of adhering to standards for internal control, we promise to follow best practices as defined in the "Standards for Internal Control in the Federal Government" by the Comptroller General of the United States and the "Internal Control Integrated Framework" by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Determined as we are to constantly improve, our organization will use a systematic approach in order to monitor compliance with internal controls. Under this scheme, regular reporting and analysis is used to quickly find potential problems. It will be a transparent and all-inclusive monitoring process. Our organization knows just how important documentation is, and we will build a robust system in line with federally required documents. This system provides transparency and accountability in our financial management activities, taking another step toward compliance with requirements for responsible stewardship of federal funds. We will continue to co-operate closely with our CPA consulting firm and the auditing body until we can prove that there is significant progress in eliminating the large-scale deficiency. Thank you for your guidance. We will continue to improve our internal controls at the highest level possible so as to meet and exceed federal standards. This comprehensive Corrective Action Plan will be effective immediately.
2022-001 – Communications with Subrecipients Finding Type: Significant Deficiency in internal control over compliance Program: ALN 93.959 – SAPT COVID Supplement ALN 93.959 – Prevention, Women’s Specialty Services, Administration ALN 93.959 – Treatment/AMS Criteria: As required by 2 CFR 200....
2022-001 – Communications with Subrecipients Finding Type: Significant Deficiency in internal control over compliance Program: ALN 93.959 – SAPT COVID Supplement ALN 93.959 – Prevention, Women’s Specialty Services, Administration ALN 93.959 – Treatment/AMS Criteria: As required by 2 CFR 200.332, the pass-through entity must communicate specific information to subrecipients, as applicable. Condition: Contracts with subrecipients did not include portions of required disclosures. Cause/Effect: Inadequate internal controls over compliance. Select contracts were not in compliance with 2 CFR 200.332. Questioned Cost: None. Recommendation: We recommend that the Entity update all contracts with subrecipients to include required language. View of Responsible Official: Management is in agreement with this recommendation. Planned corrective action: FY2023 contracts with subrecipients have been partially updated with the required language and all required language will be included in the FY2024 contracts with subrecipients. Responsible party: Chief Financial Officer Anticipated completion date: September 30, 2024
We designed and trained personnel to work with the bank statements to identify timely any voucher in which the farmer identifier is not legible. In those cases, a copy of the voucher must be sent to the Auxiliary Market Director to proceed to identify the farmer appropriately and request from the f...
We designed and trained personnel to work with the bank statements to identify timely any voucher in which the farmer identifier is not legible. In those cases, a copy of the voucher must be sent to the Auxiliary Market Director to proceed to identify the farmer appropriately and request from the farmer a certification attesting that he/she redeemed the voucher.
The Cost Allocation Plan is being drafted and will be submitted to the regulatory agency when the attendance and payroll program systems are fully implemented.
The Cost Allocation Plan is being drafted and will be submitted to the regulatory agency when the attendance and payroll program systems are fully implemented.
We designated and trained personnel to work with the bank statements to identify timely any voucher in which the farmer identifier is not stamped. In those cases, a copy of the voucher must be sent to the Auxiliary Market Director to proceed to identify the farmer appropriately and request from the...
We designated and trained personnel to work with the bank statements to identify timely any voucher in which the farmer identifier is not stamped. In those cases, a copy of the voucher must be sent to the Auxiliary Market Director to proceed to identify the farmer appropriately and request from the farmer a certification attesting that he/she redeemed the voucher. Also, we instructed the Auxiliary Market Director to review all the farmer files to ensure they are completed and signed by the farmer and an Agency representative.
Documentation to perform a Single Audit of Stat FY 2023 which ended June 30, 2023 is already submitted to the auditors. They are working on control tests of the data submitted and expect to finish the Single Audit Report on March 31, 2024.
Documentation to perform a Single Audit of Stat FY 2023 which ended June 30, 2023 is already submitted to the auditors. They are working on control tests of the data submitted and expect to finish the Single Audit Report on March 31, 2024.
Management will open a separate account and deposit the required funds as required by the loan resolutions.
Management will open a separate account and deposit the required funds as required by the loan resolutions.
Rural Communities Opioid Response Program – Medication Assisted Treatment (MAT) Expansion – Assistance Listing No. 93.912 Recommendation: We recommend that management implement more formal control process surrounding the use of federal awards where there is segregation between individuals identifyin...
Rural Communities Opioid Response Program – Medication Assisted Treatment (MAT) Expansion – Assistance Listing No. 93.912 Recommendation: We recommend that management implement more formal control process surrounding the use of federal awards where there is segregation between individuals identifying or proposing expenditures/uses of funds and an individual reviewing and approving that expenditure/use. We also recommend for any formal reporting required under federal awards that there be a formal review process where an individual is reviewing and approving the report who did not prepare the report. Documentation of review and approval should be retained in both cases. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Action planned in response to finding: Health System implemented a formal grant management policy in November 2022. Name(s) of the contact person(s) responsible for corrective action: Collette Johnson, CFO Planned completion date for corrective action plan: November 1, 2022
Finding 6496 (2022-002)
Significant Deficiency 2022
Corrective actions: i. Documented approval of expenditures 1. Approval of expenditures will be documented and retained. 2. Responsible individuals: Kenny Lee (Treasurer), Shaina Gonsalves (Office Manager) 3. Anticipated completion date: June 30, 2024
Corrective actions: i. Documented approval of expenditures 1. Approval of expenditures will be documented and retained. 2. Responsible individuals: Kenny Lee (Treasurer), Shaina Gonsalves (Office Manager) 3. Anticipated completion date: June 30, 2024
Prior to the completion of this audit, EmployIndy already made a number of changes to its financial operations. It parted ways with its Chief Financial Officer and procured the services of an outside Certified Public Accounting firm to begin the process of reviewing and updating its financial operat...
Prior to the completion of this audit, EmployIndy already made a number of changes to its financial operations. It parted ways with its Chief Financial Officer and procured the services of an outside Certified Public Accounting firm to begin the process of reviewing and updating its financial operations. In addition, it recently hired an Executive Vice President of Finance and Operations to lead the final development and implementation of updated financial processes. The Executive Vice President of Finance and Operations has worked with EmployIndy’s Board of Directors and Finance Committee to document a plan for improving EmployIndy’s financial operations across the board by the 2nd quarter of Calendar Year 2024. As part of the plan to improve its financial operations, EmployIndy staff and WIOA subrecipients will be retrained to submit accrued expenditure reports and invoices with supporting documentation in a timely manner to ensure that WIOA expenditures are quickly and accurately documented in order to support drawdowns. Further, EmployIndy’s Financial Operations staff, led by EmployIndy’s Controller, will complete monthly reconciliations and financial closeouts in a more timely manner to ensure that drawdowns are supported by documented, allowable expenses that WIOA funds will reimburse. Finally, EmployIndy’s Controller will ensure that any WIOA drawdowns that are based upon estimated expenditures are reconciled with documented, allowable expenditures within the financial management system on a monthly basis. This will ensure that documentation within the financial management system accurately matches annual WIOA drawdown amounts, and that there will be little to no deferred revenue for WIOA and other federal funding clusters.
Finding 5945 (2022-128)
Significant Deficiency 2022
Assistance listing number and program name: 93.778 Medical Assistance Program (Medicaid Title XIX) Agency: Arizona Health Care Cost Containment System (AHCCCS) Name of contact person and title: Jeff Tegen, Assistant Director, AHCCCS Division of Budget and Finance Anticipated completion date: Decembe...
Assistance listing number and program name: 93.778 Medical Assistance Program (Medicaid Title XIX) Agency: Arizona Health Care Cost Containment System (AHCCCS) Name of contact person and title: Jeff Tegen, Assistant Director, AHCCCS Division of Budget and Finance Anticipated completion date: December 31, 2023 Agency’s Response: Concur In early 2023, AHCCCS completed a staffing analysis which determined additional needed staffing as follows: 1 manager, 3 supervisors, 17 staff investigator positions; permanent funding for 10 time limited investigator positions. In addition, to address workload and costs structurally, AHCCCS is pursuing potential opportunities to partner with contracted Managed Care Organizations (MCO) by referring certain provider and member fraud incidents to MCO contractors for investigation. If such a process is implemented, it is anticipated that referral of investigations to MCO contractors may significantly impact the level of necessary OIG funding and staffing. Such a process may require managed care contract amendments and may also require approval from CMS. As AHCCCS implements the new referral processes, the agency will monitor workload and costs to evaluate whether funding and staffing levels are sufficient and will work with the Legislature to revise appropriations if needed. AHCCCS implemented a triage process to preliminarily investigate all provider fraud or abuse cases. Cases are preliminarily investigated when they are screened within 90 days of receipt, assigned a priority level, and referred to the Attorney General’s office, or other law enforcement agency, if the cases are identified for criminal investigation. To screen a case and assign a priority level of a referral of a potential fraud or abuse incident, an OIG supervisor assigns the matter a priority level. Priority One is “MEDIA, DEATH, NEGLECT, IMMEDIATE JEOPARDY/CONCERN, GOVERNOR OR DIRECTOR REFERRAL, CATS (CONSTITUENT AFFAIRS), ASSAULT, PRIORITY LAW ENFORCEMENT, EVIDENCE PRESERVATION”. Priority Two is “ALL OTHER LAW ENFORCEMENT CASES”. Priority Three is “ALL OTHER CASES”. The supervisor enters the priority level for the matter into the OIG SMART database and assigns the matter to an investigator. The SMART database has been programmed to incorporate the prioritization process and OIG staff were trained and the SMART database process was implemented by the end of March 2023. Upon assignment, investigators review a case for possible referral to the Attorney General’s office, or other law enforcement agency, within 24 hours and thereafter if further investigation warrants. Additionally, to ensure that priority level one cases are preliminarily investigated and referred within 90 days to the Attorney General’s office, or other law enforcement agency, (if applicable), each investigator tracks the progress of the investigation using a spreadsheet which is reviewed with their supervisor on a rotating periodic basis. All 2023 Provider cases have been implemented with these procedures. The triage and assignment process to preliminarily investigate member fraud or abuse cases was already in existence. Member personnel have a handbook outlining process, procedure, and workflow for their various priorities and allegations. Priority One is “Residency, member death, Joint, Information Only, ALTCS, Voluntary Withdrawal, or Identity Card Issues”. Priority Two is “TPL or Fast Track”. Priority Three is “High Dollar”. Priority Four is “Low Dollar or Short Benefit Time”. Priority Five is “Child Custody or Other Cases”. Only specific Member Case Priorities and Allegations have preliminary investigation timelines. Priority One cases with an allegation of Residency, ID Card Issues or Member Death are expected to have preliminary investigations completed within 10 days of assignment to an investigator. Priority Two cases with TPL allegations are expected to have preliminary investigations completed within 60 days of assignment to an investigator. Priority Two cases with Fast Track allegations are expected to have preliminary investigations completed within 30 days of assignment to an investigator. All other Priorities and allegation cases have completed investigative timeframes that vary from 120 days to 2 years as defined in the Member Handbook. AHCCCS has updated its Member handbook to provide clear process expectations, including the standard rotating review of each investigator’s case load with their supervisor to ensure preliminary investigations deadlines are completed, updated entries to the case management system occur, and subsequent allegations are accounted for in the case documentation.
Finding 2022-001 Significant Deficiency in Internal Control over Compliance, Noncompliance-Reporting Type of Finding: Significant Deficiency/Noncompliance Name of Contact: George Flynn Corrective Action Plan: Stebbins Community Association will strive to ensure that the future audits will be com...
Finding 2022-001 Significant Deficiency in Internal Control over Compliance, Noncompliance-Reporting Type of Finding: Significant Deficiency/Noncompliance Name of Contact: George Flynn Corrective Action Plan: Stebbins Community Association will strive to ensure that the future audits will be completed in time to file the form SD-SCA within the required nine months. We will schedule future audits to work with an accounting firm to occur within 100 days after fiscal year. Proposed Completion Date: December 4, 2023.
Department of Housing and Urban Development The Potter County Housing Authority respectively submits the following corrective action plan for the fiscal year ended June 30, 2022. Audit Period: July 1, 2021 – June 30, 2022 The finding from the schedule of findings and questions costs is discussed...
Department of Housing and Urban Development The Potter County Housing Authority respectively submits the following corrective action plan for the fiscal year ended June 30, 2022. Audit Period: July 1, 2021 – June 30, 2022 The finding from the schedule of findings and questions costs is discussed below. The finding is numbered consistently with the numbers assigned in the schedule. Finding 2022-1 – Interfund Receivables and Payables Financial Statement Audit Recommendation The Authority should address the repayment of the interfund receivables and payables. The balances of the receivables and payables should be review by management on an annual basis to determine if repayment is expected in a reasonable time period. If repayment is not expected, the interfund balances should be reduced and the amount that is not expected to be repaid should be reported as a transfer from the fund that made the loan to the fund that received the loan. Response The Authority agrees with the Auditor that interfund balances should be reviewed on an annual basis. The Authority will continue to bring old interfund balances in front of our Board to approve write-off and donation transactions. Several interfund balances have been previously authorized and will remain on the financial accounts; The Authority should see a significant reduction in the need for interfund transfers in the future for project development.
Synopsis of Finding: Northwest Indiana Community Action Corporation (NWICA), experienced a delay in issuing the December 31, 2022, audited financial statements which were due September 30, 2023. The financial reporting and general ledger close-out process was not sufficient to provide accurate and t...
Synopsis of Finding: Northwest Indiana Community Action Corporation (NWICA), experienced a delay in issuing the December 31, 2022, audited financial statements which were due September 30, 2023. The financial reporting and general ledger close-out process was not sufficient to provide accurate and timely financial statements for timely filing of the audit in accordance with regulatory requirements. Management’s Response: Northwest Indiana Community Action Corporation (NWICA) concurs with the 2022-001: Fiscal Internal Controls finding. NWICA has taken the steps to address this finding by hiring new leadership within the Finance department and is evaluating internal processes to ensure timely completion of future audits. This will include starting the audit earlier in the year and periodic touch points with the auditors to ensure the established timeline for completion is achieved. Contact Person Responsible for Corrective Action: Jonathan Edwards Anticipated Completion Date: September 30, 2024
Finding 5656 (2022-002)
Significant Deficiency 2022
Finding 2022-002 – Reporting - Deadline for Federal Single Audit - Noncompliance and Internal Co ntrol over Compliance - Significant Deficiency Corrective Action Plan Due to the implementation of Governmental Accounting Standards Board (GASB) Number 87, there was a delay in closing the books and rec...
Finding 2022-002 – Reporting - Deadline for Federal Single Audit - Noncompliance and Internal Co ntrol over Compliance - Significant Deficiency Corrective Action Plan Due to the implementation of Governmental Accounting Standards Board (GASB) Number 87, there was a delay in closing the books and records in FY22. Management is working with the external auditors to ensure that the books and records will be closed in a timely manner to meet the deadline for filing Form SF-SAC in the future. Expected Completion Date: Fiscal Year 2024
The Organization will review the special provIsIons of the disaster assistance loan and ensure that all provisions of the program are complied with. Management will ensure itemized receipts are tracked and submitted to the SBA, internal financial statements are submitted to the SBA, and the Equal Op...
The Organization will review the special provIsIons of the disaster assistance loan and ensure that all provisions of the program are complied with. Management will ensure itemized receipts are tracked and submitted to the SBA, internal financial statements are submitted to the SBA, and the Equal Opportunity Poster is posted where it will be ·clearly visible to employees, applicants for employment, and the general public.
The contractors hired to do the accounting and payroll functions are no longer under contract with the Housing Trust. All financial functions are now being taken care of in-house. The financials are already in the process of being adjusted and all numbers being accounted for with documentation. Thi...
The contractors hired to do the accounting and payroll functions are no longer under contract with the Housing Trust. All financial functions are now being taken care of in-house. The financials are already in the process of being adjusted and all numbers being accounted for with documentation. This will continue through 2023 and in 2024, the chart of accounts will be changed to reflect the current practices for a nonprofit organization. As the Executive Director prepares the 2024 budget, a reorganization of the business operations department has started. Staff changes will also need the Business Operations manager to provide a thorough monthly review. The current administrative assistant will take on the role of accounting technician to handle the day-to-day QuickBooks-related processes. Work has already started to develop checks and balances. Corrective Action Plan Timeline: Immediately Designated Employee Responsible for Corrective Action: Business Operations Manager
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