Corrective Action Plans

Browse how organizations respond to audit findings

Total CAPs
59,239
In database
Filtered Results
56,036
Matching current filters
Showing Page
1011 of 2242
25 per page

Filters

Clear
THE ORGANIZATION WILL USE ACTUAL PAYROLL COSTS TAKEN FROM PAYROLL REPORTS TO SUPPORT PAYROLL EXPENSES APPLIED TO THE PROGRAM. IMMEDIATELY, THE PROCESS BEGAN IN 2024. KAREN SHARPNACK, EXECUTIVE DIRECTOR KJS@IDAHOIMMUNE.ORG AND NEW CPA FIRM TO BE DETERMINED. THE IDAHO IMMUNIZATION COALITION WILL TERMI...
THE ORGANIZATION WILL USE ACTUAL PAYROLL COSTS TAKEN FROM PAYROLL REPORTS TO SUPPORT PAYROLL EXPENSES APPLIED TO THE PROGRAM. IMMEDIATELY, THE PROCESS BEGAN IN 2024. KAREN SHARPNACK, EXECUTIVE DIRECTOR KJS@IDAHOIMMUNE.ORG AND NEW CPA FIRM TO BE DETERMINED. THE IDAHO IMMUNIZATION COALITION WILL TERMINATE THE CURRENT AGREEMENT WITH THE CPA AND MOVE TO ANOTHER CPA FIRM TO MEET THE NEEDS OF THE ORGANIZATION IN A PROFESSIONAL, QUALIFIED AND TIMELY MANNER. MOVE TO ANOTHER CPA FIRM BY NO LATER THAN SEPTEMBER 1, 2025. THE ORGANIZATION THROUGH ITS BOARD OF DIRECTORS WILL CREATE A “FINANCIAL POLICY COMMITTEE” WHICH WILL BE RESPONSIBLE TO WORK WITH THE EXECUTIVE DIRECTOR, THE NEW CPA TO OUTLINE AND CREATE NEW POLICIES, PROCEDURES AND PROCESSES, ALONG WITH OVERSIGHT OF THE FINANCIAL WELL-BEING OF THE ORGANIZATION AND REPORT TO THE BOARD OF DIRECTORS. IMMEDIATELY, THE PROCESS WILL BEGIN TO RECRUIT THE COMMITTEE ON JUNE 25, 2025.
View Audit 361194 Questioned Costs: $1
The material weaknesses in the financial statements section of the Uniform Guidance Audit FY 2022, and the significant deficiency in grant award reporting section, are of extreme importance to Chicago Family Health Center, Inc (CFHC). They are the result of unattended bookkeeping during periods of t...
The material weaknesses in the financial statements section of the Uniform Guidance Audit FY 2022, and the significant deficiency in grant award reporting section, are of extreme importance to Chicago Family Health Center, Inc (CFHC). They are the result of unattended bookkeeping during periods of turnover and vacancies of positions in the finance team. The tardy fiscal audit affected various reporting, including the Uniform Guidance Audit timelieness. Management is in agreement with ORBA’s findings, and an action plan has already begun to address the weaknesses and deficiencies: - Tracking and updating an intrium SEFA with attributes for pass-through; contract number; and grant period. - Preparation and review of reconciliations for each balance sheet account - Rebalancing of staff workload to promote separation of duties. - Training all finance and operations staff involved in financial reporting on GAAP accounting and reporting standards - Following standard operating procedures with defined due dates for accounting cycles
The accuracy of the Schedule of Expenditures of Federal Awards prepared by management of Chicago Family Health Center, Inc (CFHC) is very important. Management and accounting staff failed to implement effective internal controls that would allow accurate identification and period matching of all Fed...
The accuracy of the Schedule of Expenditures of Federal Awards prepared by management of Chicago Family Health Center, Inc (CFHC) is very important. Management and accounting staff failed to implement effective internal controls that would allow accurate identification and period matching of all Federal awards received and expended for FY 2023. This is still a cascading result of unattended bookkeeping during periods of turnover and vacancies of positions in the finance team that extended from FY 2022 to the beginning of FY 2024—with each prior period inaccuracy affecting the next. Management therefore is in agreement with ORBA’s findings, and an action plan has already begun to address the weaknesses and deficiencies: - Reconciling the Schedule of Expenditures of Federal Awards monthly as a control over contract number, pass-through entities, and specific grant periods. - Identifying, tracking, and reporting any unobligated balances - Reconciliation and sign-off of each balance sheet for Grants Receivable. - Rebalancing of staff workload to promote separation of duties. - Training all finance staff involved in financial reporting on GAAP accounting and reporting standards. - Developing, enhancing, then following Standard Operating Procedures (SOP) with defined due dates for accounting cycles
The Organization has remedied its controls and procedures to ensure the single audit is completed within the required timeline.
The Organization has remedied its controls and procedures to ensure the single audit is completed within the required timeline.
Federal Agency Name: Department of Treasury Assistance Listing Number: 21.027 Program Name: Coronavirus State and Local Fiscal Recovery Funds Finding Summary: The Foundation did not have internal controls to ensure proper review and approval (segregation of duties) between the preparer and reviewer ...
Federal Agency Name: Department of Treasury Assistance Listing Number: 21.027 Program Name: Coronavirus State and Local Fiscal Recovery Funds Finding Summary: The Foundation did not have internal controls to ensure proper review and approval (segregation of duties) between the preparer and reviewer of the quarterly financial reports. Corrective Action Plan: Previous reports were compiled by the Foundation’s vendors and submitted by the prior CFO. Future reports will be prepared by the Accountant and reviewed by the CFO prior to submission. Responsible Individuals: Alisha Kinnison, Accountant and Matt Lazar, CFO Anticipated Completion Date: July 2025
Federal Agency Name: Department of Treasury Assistance Listing Number: 21.027 Program Name: Coronavirus State and Local Fiscal Recovery Funds Finding Summary: The Foundation did not have adequate internal controls to ensure contracts under federal awards contained all of the applicable provisions or...
Federal Agency Name: Department of Treasury Assistance Listing Number: 21.027 Program Name: Coronavirus State and Local Fiscal Recovery Funds Finding Summary: The Foundation did not have adequate internal controls to ensure contracts under federal awards contained all of the applicable provisions or to ensure procedures were followed to verify an entity was not suspended or debarred prior to entering into a covered transaction. Corrective Action Plan: The Foundation has procedures in place to verify an entity was not suspended or debarred; however, documentation was not retained of procedures performed. The Foundation will retain evidence of steps taken to verify an entity is not suspended or debarred prior to entering into future covered transactions. Responsible Individuals: Ross Kemper, Controller, and Matt Lazar CFO Anticipated Completion Date: July 2025
Management agrees with the recommendation and recognizes that consistent review of the payroll processing is critical to minimize the risk of material mistakes that may lead to economic loss. On the last quarter of FY 2023-2024, management acquired and deployed new payroll processing software and s...
Management agrees with the recommendation and recognizes that consistent review of the payroll processing is critical to minimize the risk of material mistakes that may lead to economic loss. On the last quarter of FY 2023-2024, management acquired and deployed new payroll processing software and started to process payroll in the first period of FY 2023-2024. In addition, new policies and procedures have been implemented to ensure that payroll reports are reviewed and approved by the CFO, delegated employee, or other City official in the even there is a gap in the Chief Financial Officer position.
CONTACT PERSON: Greta Young, Executive Director CORRECTIVE ACTION: The Organization will ensure that all MIECV program expenses are properly approved prior to the expense occurring. PROPOSED COMPLETION DATE: Prior to December 31, 2024
CONTACT PERSON: Greta Young, Executive Director CORRECTIVE ACTION: The Organization will ensure that all MIECV program expenses are properly approved prior to the expense occurring. PROPOSED COMPLETION DATE: Prior to December 31, 2024
Finding 568929 (2023-001)
Significant Deficiency 2023
Rural Coalition has implemented clear, standardized procedures for all program and services. We have also implemented a comprehensive review of current resource allocation and set in place a more effective budget management plan so the grant funds can be managed efficiently removing the reporting ba...
Rural Coalition has implemented clear, standardized procedures for all program and services. We have also implemented a comprehensive review of current resource allocation and set in place a more effective budget management plan so the grant funds can be managed efficiently removing the reporting backlog we believe we will no longer face. Views of Responsible Officials and Planned Corrective Actions: In Fiscal Year 2023 we are still managing additional complex projects, and though we closed out our grant reporting and deliverables sooner, the delay in the start and therefore the completion of the FY 2022 still left us behind schedule. We completed the close out process much more quickly with new procedures in place, but we are still delayed. We also once again had an increased workload corresponding to additional grant funds, which coupled with the backlog we faced, we exacerbated the challenges surrounding this year’s year end closing process. We moved during late FY 2023 to a new credit card that allowed us to collect and code receipts as expenditures were made, and this helped us for 2024 get closer to a quicker closeout. Our FY 2024 audit is now underway and we believe for 2024 we will be able to complete the single audit in time to meet the deadline for submitting the single audit report to the Office of Management and Budget. We guarantee that in future years, the year-end closing will be completed earlier now that we have overcome the backlog and have developed and implemented the necessary systems. We also guarantee that we will start the single audit within 4 months after the fiscal year-end and that the single audit will be completed timely moving forward.
Reporting Significant Deficiency in Internal Control over Compliance Department of Treasury Federal Assistance Listing #21.027 Coronavirus State and Loan Fiscal Recovery Funds Finding Summary: Lack of documentation of a secondary review on expense reports required to be submitted. Responsible Indivi...
Reporting Significant Deficiency in Internal Control over Compliance Department of Treasury Federal Assistance Listing #21.027 Coronavirus State and Loan Fiscal Recovery Funds Finding Summary: Lack of documentation of a secondary review on expense reports required to be submitted. Responsible Individuals: Eric Price, CFO Corrective Action Plan: Management has enhanced internal control policies and processes to ensure that a secondary review of expense report is taking place prior to submission and that those reviews are formally documented. Anticipated Completion Date: Ongoing
Fiscal Year 2023 Single Audit Corrective Action Plan Finding Number: 2023-006 Cash Management Condition: The CMHSP has established internal controls relating to approvals of cash requests. However, during testing we noted that cash requests did not contain evidence of required approvals. Planned Cor...
Fiscal Year 2023 Single Audit Corrective Action Plan Finding Number: 2023-006 Cash Management Condition: The CMHSP has established internal controls relating to approvals of cash requests. However, during testing we noted that cash requests did not contain evidence of required approvals. Planned Corrective Action: The CFO or Finance Manager will ensure that all cash requests are approved by the proper individuals. Contact Person: Kevin Hartley, CFO 231.633.2171 Kevin.hartley@nlcmh.org Anticipated Completion Date: 10-1-24
Fiscal Year 2023 Single Audit Corrective Action Plan Finding Number: 2023-005 Reporting Condition: The CMHSP did not reconcile financial expenditures shown in the Federal Financial Report to the total disbursement and charges in PMS. Planned Corrective Action: The CFO or Finance Manager will ensure ...
Fiscal Year 2023 Single Audit Corrective Action Plan Finding Number: 2023-005 Reporting Condition: The CMHSP did not reconcile financial expenditures shown in the Federal Financial Report to the total disbursement and charges in PMS. Planned Corrective Action: The CFO or Finance Manager will ensure that the financial expenditures shown in the Federal Financial Report reconciles to the total disbursement and charges in PMS. Contact Person: Kevin Hartley, CFO 231.633.2171 Kevin.hartley@nlcmh.org Anticipated Completion Date: 10-1-24
Fiscal Year 2023 Single Audit Corrective Action Plan Finding Number: 2023-004 Procurement Condition: The CMHSP did not follow the formal procurement methods outlined in 2 CFR 200.320 prior to entering into contracts for services under the grant. Also, the CMHSP did not verify that the vendors were n...
Fiscal Year 2023 Single Audit Corrective Action Plan Finding Number: 2023-004 Procurement Condition: The CMHSP did not follow the formal procurement methods outlined in 2 CFR 200.320 prior to entering into contracts for services under the grant. Also, the CMHSP did not verify that the vendors were not suspended, debarred, or otherwise excluded or disqualified in accordance with 2 CFR requirements prior to entering into a contract for services under the grant. Planned Corrective Action: The finance team will make sure proper bids and documentation are kept as proof of sole source provider and why certain vendors were chosen over others. The finance team will ensure that any procurement for vendors are shared with the contract management team to verify that the vendors were not suspended, debarred, or otherwise excluded or disqualified in accordance with 2 CFR requirements prior to entering into a contract. Contact Person: Kevin Hartley, CFO 231.633.2171 Kevin.hartley@nlcmh.org Anticipated Completion Date: 10-1-24
View Audit 360525 Questioned Costs: $1
1. Improvement of Data Entry and Documentation Management: *The process for submitting, processing, and storing sliding fee applications will be reviewed and streamlined to ensure that all supporting income level documents are properly collected, verified, and stored at the time of application submi...
1. Improvement of Data Entry and Documentation Management: *The process for submitting, processing, and storing sliding fee applications will be reviewed and streamlined to ensure that all supporting income level documents are properly collected, verified, and stored at the time of application submission. *Employees involved in handling sliding fee applications and supporting documents will be provided with training on the importance of accurate documentation and the procedures for proper filing, both physically and electronically. 2. Implement Regular Monitoring and Auditing: *A regular internal review and audit process will be revisited to ensure that backup, storage, and retention practices are being followed. These audits will focus on verifying that all sliding fee applications and related documents are stored correctly and are retrievable as needed. *Any discrepancies or issues identified during audits will be addressed promptly, and corrective actions will be taken to ensure compliance with the established procedures. 3. Staff Training and Awareness: *Training sessions will be conducted for all relevant staff on the updated backup, storage, and retention procedures for sliding fee applications and income documentation. This training will emphasize the importance of maintaining accurate and accessible records to comply with regulatory and organizational standards. *Refresher training will be provided quarterly to ensure ongoing compliance and awareness.
1. Enhance Document Retention Procedures: *We will update our document retention policy to clearly define retention periods for payroll-related records, ensuring compliance with legal and regulatory requirements. This will include retaining all necessary documentation such as payroll reports, tax fi...
1. Enhance Document Retention Procedures: *We will update our document retention policy to clearly define retention periods for payroll-related records, ensuring compliance with legal and regulatory requirements. This will include retaining all necessary documentation such as payroll reports, tax filings, and third-party payroll contracts. *A secure, organized system will be implemented for storing payroll-related documents, whether physical or digital. This will include utilizing secure cloud storage or an enterprise document management system with restricted access controls. *We will conduct a quarterly review to ensure that documents are being retained for the appropriate time frame and securely disposed of when no longer required. 2. Implement Stronger Controls During Payroll Provider Transitions: *We will formalize and document the process for changing third-party payroll providers. This process will include detailed steps for due diligence, transition planning, data transfer procedures, and ensuring continuous payroll processing during the transition period. *A project team will be assigned for every payroll provider change to ensure proper planning, including backup and contingency plans, data verification, and communication with both internal and external stakeholders. *A comprehensive review of the transition will be conducted after each change, including a reconciliation of payroll records to ensure that all data is accurately transferred, and all systems are functioning properly. 3. Vendor Oversight and Service Level Agreements (SLAs): *We will ensure that future contracts with third-party payroll providers include clear Service Level Agreements (SLAs) outlining the provider's responsibilities in terms of document retention, data security, and transition procedures. This will ensure that providers maintain the necessary standards and practices for managing payroll-related documents.
View Audit 360384 Questioned Costs: $1
Finance team has hired an experience finance supervisor to help improve monthly and year end closing process, so organization can meet all its filing requirements without delays.
Finance team has hired an experience finance supervisor to help improve monthly and year end closing process, so organization can meet all its filing requirements without delays.
See Corrective Action Plan for chart/table
See Corrective Action Plan for chart/table
Management stated they intend to complete and submit all future audits prior to the required deadline. Management stated the failure was due solely to delays by the auditor. The auditor disagrees with this assertion, based upon the audit timeline evidenced in the audit documentation.
Management stated they intend to complete and submit all future audits prior to the required deadline. Management stated the failure was due solely to delays by the auditor. The auditor disagrees with this assertion, based upon the audit timeline evidenced in the audit documentation.
Management stated they will purchase a professional time tracking software program to help all employees track their work hours and activities.
Management stated they will purchase a professional time tracking software program to help all employees track their work hours and activities.
View Audit 360261 Questioned Costs: $1
Management stated that they disagree with the audit finding. Management notes that all expenses are documented in spreadsheets, invoice form, and available for review. However, management indicates that it will begin reclassifying federal grant expenditures in the accounting software. Auditor notes ...
Management stated that they disagree with the audit finding. Management notes that all expenses are documented in spreadsheets, invoice form, and available for review. However, management indicates that it will begin reclassifying federal grant expenditures in the accounting software. Auditor notes that this is consistent with the auditor’s finding that the entity lacks a means to efficiently determine that expenses charged to the grant are included in the general ledger, and the auditor’s recommendation to consider incorporating a chart of accounts specifically used for federal grant expenditures.
Views of Responsible Officials and Planned Corrective Actions: Agree with recommendation. Prior to executing a contract, employees with responsibility for engaging contractors and consultants funded by a Federal award will be required to check SAM.gov. This step will be included in the procurement...
Views of Responsible Officials and Planned Corrective Actions: Agree with recommendation. Prior to executing a contract, employees with responsibility for engaging contractors and consultants funded by a Federal award will be required to check SAM.gov. This step will be included in the procurement policy.
Views of Responsible Officials and Planned Corrective Actions: Agree with recommendation. A draft procurement policy has been prepared. It will be modified to ensure compliance with procurement of property or services required under a Federal award. Employees with procurement responsibilities wil...
Views of Responsible Officials and Planned Corrective Actions: Agree with recommendation. A draft procurement policy has been prepared. It will be modified to ensure compliance with procurement of property or services required under a Federal award. Employees with procurement responsibilities will be required to follow the policy.
The City of Santa Maria has contracted with an outside consultant to help catch up on the financials that are overdue. The consultant has been a great help and is engaged through the end of fiscal year 2025. Fiscal year 2024's Single Audit is working toward completion as soon as possible and subsequ...
The City of Santa Maria has contracted with an outside consultant to help catch up on the financials that are overdue. The consultant has been a great help and is engaged through the end of fiscal year 2025. Fiscal year 2024's Single Audit is working toward completion as soon as possible and subsequent years will be delivered on time. If there are any questions regarding this plan, please contact Rebecca Campbell, Finance Director, at rcampbell@cityofsantamaria.org or 805-925-0951.
COMPLIANCE REQUIREMENTS WILL BE PRACTICED BY THE DIRECTOR OF FINANCE AND FEDERAL PROGRAM DIRECTOR.
COMPLIANCE REQUIREMENTS WILL BE PRACTICED BY THE DIRECTOR OF FINANCE AND FEDERAL PROGRAM DIRECTOR.
THE FORMER CLARENDON ONE AND CLARENDON FOUR AUDITS WERE ISSUED LATE AFTER CONSOLIDATION BEGAN. BEGINNING WITH THE 2024-25 AUDIT, TIMELY AUDIT SUBMISSIONS WILL BE PRACTICED.
THE FORMER CLARENDON ONE AND CLARENDON FOUR AUDITS WERE ISSUED LATE AFTER CONSOLIDATION BEGAN. BEGINNING WITH THE 2024-25 AUDIT, TIMELY AUDIT SUBMISSIONS WILL BE PRACTICED.
« 1 1009 1010 1012 1013 2242 »