Corrective Action Plans

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Views of Responsible Officials and Corrective Action Plan We concur. Management has revised its procedures for R2T4, as well as added additional monthly review to ensure compliance.
Views of Responsible Officials and Corrective Action Plan We concur. Management has revised its procedures for R2T4, as well as added additional monthly review to ensure compliance.
Finding 2025-002 FFATA reporting Summary of Finding: The Foundation did not report the first-tier subawards funded at $30,000 or more in accordance with FFATA. Name of contact person responsible for corrective action: Jeff Lenberger, lnnovia Foundation Controller Corrective Action Plan: As of the au...
Finding 2025-002 FFATA reporting Summary of Finding: The Foundation did not report the first-tier subawards funded at $30,000 or more in accordance with FFATA. Name of contact person responsible for corrective action: Jeff Lenberger, lnnovia Foundation Controller Corrective Action Plan: As of the audit report date lnnovia Foundation has notified the U.S. Department of Education regarding this reporting issue and is awaiting specific action steps to ensure appropriate reporting is completed. lnnovia Foundation is waiting to regain electronic access to the U.S. Department of Education reporting function through sam.gov since the grant period ended on August 31, 2025. As soon as specific guidance is provided from the U.S. Department of Education lnnovia Foundation will ensure prompt action is taken. Anticipated Completion Date of the Corrective Action: Immediately upon gaining access from the U.S. Department of Education lnnovia will report all required first-tier subawards .
Condition: The Organization did not fully document compliance with certain federal subrecipient monitoring requirements, including completion of pre-award risk assessments prior to initial payments, timely follow-up on monitoring deficiencies, and processing subrecipient payments within the required...
Condition: The Organization did not fully document compliance with certain federal subrecipient monitoring requirements, including completion of pre-award risk assessments prior to initial payments, timely follow-up on monitoring deficiencies, and processing subrecipient payments within the required 30-day timeframe. Response: The Organization concurs with the finding. Corrective Action Plan: The Organization has taken and continues to take corrective actions to strengthen its subrecipient monitoring framework and ensure full compliance with federal requirements under 2 CFR 200. Specifically, the Organization has implemented the following actions: 1. Revised Subaward Agreements The Organization has revised its subaward agreements to ensure compliance with 2 CFR 200.332(a), including all required federal award identification elements, flow-down provisions, performance requirements, and administrative controls. Revised agreements have been executed with subrecipients as required. 2. Formalized Subrecipient Monitoring Policies and Procedures The Organization has adopted a comprehensive Subrecipient Selection, Evaluation, Award, and Post-Award Oversight Policy, which establishes a risk-based lifecycle approach to subrecipient management. The policy addresses pre-award risk assessment, subaward issuance, post-award monitoring, corrective actions, and closeout procedures in accordance with 2 CFR 200.332 and related requirements. 3. Pre-Award Risk Assessments Implemented Prior to Payment Prior to the start of subrecipient enrollments and program operations, the Organization collected narrative and qualitative information regarding subrecipient capacity, experience, and readiness. However, this information had not yet been formally documented using a standardized evaluation and risk rating tool. As part of the corrective action, the Organization has now formalized these practices through a structured pre-award risk assessment template that results in an actionable risk rating (Low, Moderate, or High) and directly informs monitoring intensity and oversight activities. The Organization has implemented standardized pre-award risk assessments for all subrecipients, and risk assessments have been completed for each current subaward using the new template. Suspension and debarment status is verified through SAM.gov prior to subaward execution and documented in the organization records. 4. Enhanced Post-Award Monitoring and Follow-Up Procedures The Organization has strengthened post-award monitoring practices using monitoring plans informed by assigned risk levels. Monitoring activities include scheduled site visits, desk reviews, and documented follow-up on identified deficiencies. During the second half of FY 2024–2025, the Organization further enhanced its follow-up processes by implementing a more structured Corrective Action Plan (CAP) tracking system, including formal email reminders to subrecipients regarding CAP submission deadlines, written acknowledgment upon receipt of CAPs, and documented review and resolution of submitted CAPs. These improvements have resulted in more timely follow-up and clearer documentation of compliance activities. 5. Improved Payment Processing Controls The Organization has implemented internal controls to improve the timeliness of subrecipient payment processing, including clearer review workflows, tracking mechanisms, and staffing adjustments to support compliance with the 30-day payment rule. Responsible Official: Gloria Meridew, Director of Finance Anticipated Completion Date: Corrective actions have been fully implemented as of the date of this letter. The Organization will continue to monitor compliance and maintain documentation to support sustained adherence to federal subrecipient monitoring and payment requirements.
The District assessed the investment record-keeping system and created a new spreadsheet to track investment changes more easily. The new investment spreadsheet will be updated on a periodic basis to ensure recording of investment changes.
The District assessed the investment record-keeping system and created a new spreadsheet to track investment changes more easily. The new investment spreadsheet will be updated on a periodic basis to ensure recording of investment changes.
Corrective Action Plan
Corrective Action Plan
Action: Create a control to that will cause early and frequent monitoring of Surplus Cash. Management should emphasize accountants to compute and report surplus cash to upper management on a monthly basis. Management should review the surplus cash calculations on a monthly basis.
Action: Create a control to that will cause early and frequent monitoring of Surplus Cash. Management should emphasize accountants to compute and report surplus cash to upper management on a monthly basis. Management should review the surplus cash calculations on a monthly basis.
Responsibility: The Accounting Manager is responsible for providing the training and assigning certain accounting classes that can be done online regarding the calculation of Surplus Cash and the ultimate requirement to deposit Surplus cash to Residual Receipts.
Responsibility: The Accounting Manager is responsible for providing the training and assigning certain accounting classes that can be done online regarding the calculation of Surplus Cash and the ultimate requirement to deposit Surplus cash to Residual Receipts.
Timeline: Training to begin within 30 days of the audit report’s issuance.
Timeline: Training to begin within 30 days of the audit report’s issuance.
Resources: Online HUD accounting Webinars or Self Study classes. Example AICPA, AHACPA, or Wester CPE
Resources: Online HUD accounting Webinars or Self Study classes. Example AICPA, AHACPA, or Wester CPE
Management has already instituted some actions to address the findings. The owner of the management company has now assumed the responsibility to emphasize to the accounting department to monitor and report surplus cash frequently. Also, this incident appears to be a first time occurrence for this e...
Management has already instituted some actions to address the findings. The owner of the management company has now assumed the responsibility to emphasize to the accounting department to monitor and report surplus cash frequently. Also, this incident appears to be a first time occurrence for this entity. Further the upon subsequent events review it was noted that the residual receipt deposit was made on 11/18/2025.
Overall Corrective Action Plan to Address findings 1 and 2
Overall Corrective Action Plan to Address findings 1 and 2
Management utilizing the Internal Audit Function should revise its internal control system as follows:
Management utilizing the Internal Audit Function should revise its internal control system as follows:
a. Identify major areas of risk of material misstatement and/or fraud. As an example, the areas may
a. Identify major areas of risk of material misstatement and/or fraud. As an example, the areas may
include; late Audit reporting, identifying areas of risk of material misstatement such as making
include; late Audit reporting, identifying areas of risk of material misstatement such as making
timely required deposits to the reserve accounts including Residual Receipts, failing to review
timely required deposits to the reserve accounts including Residual Receipts, failing to review
prior year audit reports or audit findings, Proper and accurate reporting on a consistent and
prior year audit reports or audit findings, Proper and accurate reporting on a consistent and
ongoing basis to the most current HUD chart of accounts.
ongoing basis to the most current HUD chart of accounts.
The University concurs that annual subrecipient monitoring is required under Uniform Guidance and the OMB Compliance Supplement. Subrecipient monitoring activities are operationally performed within Research and Sponsored Programs (RSP). The lack of documented monitoring during the period under audi...
The University concurs that annual subrecipient monitoring is required under Uniform Guidance and the OMB Compliance Supplement. Subrecipient monitoring activities are operationally performed within Research and Sponsored Programs (RSP). The lack of documented monitoring during the period under audit is attributable to changes in staffing and workflows within RSP, which resulted in a lapse in the consistent execution and documentation of established monitoring procedures. Upon identification of this issue, the Office of the Controller (OoC), in its oversight role for financial reporting and compliance, coordinated with RSP and initiated corrective actions to ensure the subrecipient monitoring requirement will be consistently met going forward. The OoC is working with RSP to reestablish and formalize monitoring procedures and to ensure appropriate staffing resources and review processes are in place. As part of the corrective action plan, the University will complete monitoring in FY2026 for subrecipients with audited financial statements for Fiscal Year 2025 and Calendar Year 2025, where practicable. In addition, as a retrospective measure, the University will review available subrecipient audit reports for Fiscal Year 2024 to confirm whether monitoring requirements were met and to document the results of that review. Further, the OoC and RSP will collaboratively define and document roles and responsibilities for obtaining, reviewing, and retaining subrecipient audit reports on an annual basis. These actions are focused on strengthening annual audit verification procedures for subrecipients, ensure ongoing compliance with Uniform Guidance requirements, and prevent recurrence of the condition.
Context and Cause – During the year ended June 30, 2025, OMEP entered into four first-tier subawards greater than $30,000 under AL number 11.611. The auditor tested one of these subawards, noting that the award was not yet reported under the Federal Funding Accountability and Transparency Act to the...
Context and Cause – During the year ended June 30, 2025, OMEP entered into four first-tier subawards greater than $30,000 under AL number 11.611. The auditor tested one of these subawards, noting that the award was not yet reported under the Federal Funding Accountability and Transparency Act to the Federal Subaward Reporting System (FSRS). Per further inquiry, all of the first-tier subawards were yet to be reported to the FSRS. OMEP was aware of the FFATA reporting requirements, but the reporting was not made timely. Internal controls were not adequately designed, and procedures were not in place to track and report first-tier subawards within the time frame required by federal requirements. Recommendation – The Organization should establish written policies and procedures for reporting first-tier subawards. Action Taken: OMEP will add a fiscal policy, that includes a documented review of first tier subawards, to ensure they are input to the FSRS no later than the last day of month that follows the initial obligation to the sub awardee. Responsible parties: Controller. Anticipated completion date: June 30, 2026.
Finding 1174308 (2025-001)
Material Weakness 2025
Responsible Parties: Janet Payne, Human Services Director Ashley Lantz, Department of Social Services Director Finding 2025-001, Medicaid Program - Significant Deficiency-Eligibility Response/Corrective Action: Findings: During the FY26 Single Audit of Medicaid, it was determined that the Union Coun...
Responsible Parties: Janet Payne, Human Services Director Ashley Lantz, Department of Social Services Director Finding 2025-001, Medicaid Program - Significant Deficiency-Eligibility Response/Corrective Action: Findings: During the FY26 Single Audit of Medicaid, it was determined that the Union County Medicaid program has deficiencies in the areas of oversight, income and deduction calculations, self employment income, self attestation, and internal controls related to 2nd party review corrections. Root Cause: It has been determined that staffing issues as well as deficiencies in training, due to vacancies on the training team, and lack of supervisor oversight due to span of control contributed to these deficiencies. Corrective Action: Due the the preliminary findings of the Single Audit, Union County Medicaid has already begun working on corrective actions. We have completed the following actions: • When an error is determined on an internal or external 2nd party review, the worker has 2 days to complete the correction. Once corrections are completed, the worker is to notify the supervisor that it has been completed. Supervisors are given 2 days to review the corrections. This is being added to our 2nd party review sheet for tracking effective 2/1. Initial tracking will be available once all February 2nd party reviews are completed. • Updates to our training are currently in progress for both new and seasoned staff. We anticipate these updates to be completed mid-February 2026 with training being completed by May 31, 2026 with all Medicaid staff. • Division Manager began monthly meetings with Medicaid leadership in November 2025. Monthly meetings focus on previous month’s 2nd party review findings and training needs as a way to ensure ongoing training needs are properly addressed. Corrective action currently in process includes the following: • Training on audit findings will be conducted by May 31, 2026. Pre and post assessments will be given to determine effectiveness of training. All staff will sign a statement of attendance and understanding upon the completion of trainings. Training topics will include income, self-employment income and deductions, self attestation, notices, and proper documentation. • Continuing education training will be completed monthly. Trainings will vary from month to month and will focus on common errors found in 2nd party reviews. Sessions will be conducted in small groups to allow better communication and more one on one time between the trainers and staff. Continuing education training will begin by May 31, 2026. • - Supervisors will continue to conduct 2nd party reviews to assess comprehension and adherance to Medicaid policy. Each month, beginning March 2026, Division Manager will receive a report from CQI to ensure that the 2 day correction and review mandate is being adhered to. It is important to note that the Medicaid Program Manager position is now vacant. The position will be filled as quickly as possible, and the Division Manager is currently taking over all roles of the Program Manager. Union County will implement the Corrective Action Plan by June 30, 2026.
NONCOMPLIANCE WITH GRANT TERMS AND CONDITIONS; COMMUNITY DEVELOPMENT BLOCK GRANTS/STATES PROGRAM AND NON-ENTITLEMENT GRANTS IN HAWAII, AL No. 14.228, GRANT No. MT-CDBG-CV-22-13, YEAR ENDED JUNE 30, 2025 Name of contact person: Jhona Peterson, City Clerk/Treasurer Corrective Action: As a general prac...
NONCOMPLIANCE WITH GRANT TERMS AND CONDITIONS; COMMUNITY DEVELOPMENT BLOCK GRANTS/STATES PROGRAM AND NON-ENTITLEMENT GRANTS IN HAWAII, AL No. 14.228, GRANT No. MT-CDBG-CV-22-13, YEAR ENDED JUNE 30, 2025 Name of contact person: Jhona Peterson, City Clerk/Treasurer Corrective Action: As a general practice, the Mayor and City Council will work with the engineers and require all contractors and vendors to supply proof of suspension and debarment review prior to work contracts being finalized for all projects. Proposed Completion Date: Fiscal year 2026
Finding 1174173 (2025-001)
Material Weakness 2025
Name of contact person: Craig Hughes, Executive Director Corrective Action: Finance procedures will be updated to include submission confirmation of the reporting package to the Federal Audit Clearinghouse. Proposed Completion Date: January 31, 2026.
Name of contact person: Craig Hughes, Executive Director Corrective Action: Finance procedures will be updated to include submission confirmation of the reporting package to the Federal Audit Clearinghouse. Proposed Completion Date: January 31, 2026.
FINDING 2025-001 Finding Subject: Title I Grants to Local Educational Agencies – Special Tests and Provisions – Annual Report Card/High School Graduation Rate Contact Person Responsible for Corrective Action: Mike Krutz Contact Phone Number and Email Address: 219-650-5300 x5370, mkrutz@mvsc.k12.in.u...
FINDING 2025-001 Finding Subject: Title I Grants to Local Educational Agencies – Special Tests and Provisions – Annual Report Card/High School Graduation Rate Contact Person Responsible for Corrective Action: Mike Krutz Contact Phone Number and Email Address: 219-650-5300 x5370, mkrutz@mvsc.k12.in.us Views of Responsible Officials: We concur with the finding. We have taken the audit finding, conclusions and recommendations and created a corrective action plan to correct our processes for the future. Description of Corrective Action Plan: The High School Staff implemented procedures to ensure adequate documentation is received to support a student’s removal/withdrawal from a cohort. The Student Withdrawal Report Form has been updated to include the most current State Withdrawal Codes as well as a high school administrator’s signature for approval. The procedures for removal/withdrawal from a cohort are as follows: 1. The student and/or parent complete the Withdrawal Report Form with the assistance of the attendance secretary. The Withdrawal Checklist Form is started and initialed by the attendance secretary. 2. The student and/or parent meet with an administrator or designee to review the Withdrawal Report Form and complete the Exit Interview Form. The Checklist Form is initialed by administrator or designee signifying completion of this step. 3. The attendance secretary scans the forms into the current student management system. The Checklist Form is initialed by the attendance secretary signifying completion of this step. 4. The original forms are hand delivered to the Registrar who then completes transfer requests and verifications to receiving schools. The Checklist Form is initialed by the Registrar signifying completion of this step. 5. The Registrar upon receiving the original documents hand delivers the Checklist Form to an administrator who reviews and signs the form approving the withdrawal. 6. The original documents are filed in the student’s permanent record folder. 7. Cohorts are reviewed after each trimester by grade level administration and cross referenced with the student management system to check for anomalies. Grade level administration will report their findings to the head principal or designee. Dexter Suggs, Ph.D. Superintendent of Schools "Once a Pirate, Always a Pirate" BOARD OF SCHOOL TRUSTEES Judy C. Dunlap James Donohue DeLena N. Thomas Alex Dunlap III Robert J. Krause President Vice-President Secretary Member Member INDIANA STATE BOARD OF ACCOUNTS 28 MERRILLVILLE COMMUNITY SCHOOL CORPORATION 6701 Delaware Street, Merrillville, IN 46410 (219) 650-5300 FAX (219) 650-5320 www.mvsc.k12.in.us If a student stops attending school and the student/parent does not come in to complete the process, the following procedures are followed: 1. The guidance office secretary attempts (and documents attempts) to contact the parent via phone calls, emails (with read receipt), and certified letters. All paperwork is printed and put in the student file. 2. The guidance office secretary searches the Education ID Portal site to determine if the student is attending another high school. 3. Continual effort is made to contact the parents by the guidance secretary or grade level dean. 4. Once the parent is reached, the above procedures are followed (see step1-7 above). 5. After 3 methods of contact are made (call, email, certified letter), the Student Withdrawal Report is completed and signed by an administrator and withdrawal codes 14 (Unknown/No Show 18+) or 15 (Truancy-Underage No Show) are used. 6. When the school is unable to get in contact with the parent, reports are made to DCS, Merrillville Truancy Court, and the updated procedures for Missing Students/Unknown Location are to be initiated immediately. Additional Step to Corrective Action Plan: We are establishing an annual internal audit, to be completed by central office staff, to ensure that all procedures related to the removal or withdrawal of individuals from a cohort are consistently and properly followed. The internal audit will consist of 10-15 randomly selected withdrawn student’s records. This audit will review documentation, decision-making processes, and compliance with established guidelines to confirm alignment with policy and regulatory requirements. The goal is to promote accountability, maintain program integrity, and identify any areas for improvement or need for additional training. Anticipated Completion Date: June 15, 2026
Finding 2025-001: Subrecipient monitoring Name of contact person: Shavone Smith, Vice President of Finance, (404) 653-0790 Recommendation: The Foundation should ensure that established policies and procedures that are in place to ensure proper subrecipient monitoring activities are adhered to and if...
Finding 2025-001: Subrecipient monitoring Name of contact person: Shavone Smith, Vice President of Finance, (404) 653-0790 Recommendation: The Foundation should ensure that established policies and procedures that are in place to ensure proper subrecipient monitoring activities are adhered to and if there are delays in performing certain key tasks that a plan with a timeline be developed to address when missed tasks will be completed. Corrective action: The Foundation acknowledges that it did not obtain internal control surveys and audit certification forms for a portion of fiscal year 2025 due to reductions in force and other organizational changes which temporarily limited staff capacity to complete all monitoring activities. Internal control surveys and audit certification fully resumed in October 2025. At that time, we also went back to the period May-October 2025 to perform the procedures that were paused and completed monitoring for all subrecipient agreements that were still active. The procedures we performed retroactively did not indicate any heightened risks for the applicable subrecipients. Additionally, all current subrecipient agreements with end dates beyond October of 2025 have had monitoring completed or are scheduled to be completed (due to more recent start dates). To prevent recurrence, the Foundation has implemented procedural safeguards to ensure continuity of compliance monitoring (specifically internal control survey administration, audit certification and an audit review and follow-up) during periods of staffing or operational disruption. These safeguards include (1) reaffirming formal assignment of responsibility for internal control survey administration and audit certification/foll-up to designated roles rather than individual staff, (2) cross-training of additional personnel to perform these functions as needed, and (3) increased management review to confirm completion and timeliness of monitoring. The Foundation will proactively assess the potential impact of anticipated and unanticipated staffing changes on subrecipient monitoring and compliance activities. Management will identify critical functions (including internal controls surveys and audit certification collection) and will ensure appropriate coverage, cross-training, or alternative resources are in place to maintain compliance with federal requirements. These controls were designed to ensure continuity of compliance activities during periods of staffing transition or operational disruption. Management will monitor compliance with this process on an ongoing basis to ensure monitoring is consistently performed in accordance with policy. Proposed completion date: October 2025
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