Corrective Action Plans

Browse how organizations respond to audit findings

Total CAPs
57,820
In database
Filtered Results
54,724
Matching current filters
Showing Page
110 of 2189
25 per page

Filters

Clear
Recommendation: We recommend that the Authority develop and implement procedures for the Housing Quality Standards which provide for re-inspections within the period provided by the standards for housing quality violations. Views of Responsible Officials and Planned Corrective Actions: The Authority...
Recommendation: We recommend that the Authority develop and implement procedures for the Housing Quality Standards which provide for re-inspections within the period provided by the standards for housing quality violations. Views of Responsible Officials and Planned Corrective Actions: The Authority will amend the timing and procedures related to the voucher tenant inspections to provide staff with resources to timely follow up on failed inspections including the ability to re-inspect properties within the period provided by the standards when violations are determined.
Recommendation: The Authority should continue to review internal controls currently in place and improve internal controls over financial reporting so that financial statements are in compliance with generally accepted accounting principles. Views of Responsible Officials and Planned Corrective Acti...
Recommendation: The Authority should continue to review internal controls currently in place and improve internal controls over financial reporting so that financial statements are in compliance with generally accepted accounting principles. Views of Responsible Officials and Planned Corrective Actions: The Authority will continue to review the accounting system and related financial reporting system to identify and correct material misstatements to the financial statements.
Recommendation: Although it may not be economically feasible for the Authority to attain an ideal segregation of duties environment, the Authority can periodically observe and evaluate its current structure to make improvements when considered necessary. Views of Responsible Officials and Planned Co...
Recommendation: Although it may not be economically feasible for the Authority to attain an ideal segregation of duties environment, the Authority can periodically observe and evaluate its current structure to make improvements when considered necessary. Views of Responsible Officials and Planned Corrective Actions: The Authority has determined the benefit of adequately segregating duties is less than cost. Based on the assessment, the Authority is accepting the risk posed by the deficiency while also evaluating mitigating controls that will help reduce the risk of material misstatement of the financial statements. Management attempts to mitigate the associated risks by doing the following: 1. Identifies areas where lack of segregation of duties exists and where there are higher risks of error or fraud occurring. 2. Implements limited segregation to the extent possible to reduce risks without impairing efficiency. 3. Uses the knowledge that management and the Board of Directors have of operations by having them review certain accounting records and reports. 4. Monitors the effectiveness of the above actions and makes changes as considered necessary.
Finding: During our audit, we identified that the District included a geographic (local) preference in a Request for Proposal (RFP) and related vendor evaluation that was funded, in whole or in part, with the federal program noted above. Federal regulations generally prohibit the use of geographic p...
Finding: During our audit, we identified that the District included a geographic (local) preference in a Request for Proposal (RFP) and related vendor evaluation that was funded, in whole or in part, with the federal program noted above. Federal regulations generally prohibit the use of geographic preferences in the evaluation of bids or proposals for federally funded procurements unless expressly authorized by federal statute. Corrective Action: Tulsa Public Schools acknowledges the finding and is implementing corrective measures to update existing policies and procedures regarding the Request for Proposal (RFP) process to remove geographic (local) preference as part of the evaluation for federal procurement. Implementation of these corrective measures is expected by June 30, 2026. Owner: Rachel Vejraska, Director of Procurement
Finding: During our audit, we identified that the District failed to check the suspension and debarment status of a vendor with which a new covered transaction was entered. The vendor is not currently registered as being suspended or debarred. Corrective Action: Tulsa Public Schools acknowledges the...
Finding: During our audit, we identified that the District failed to check the suspension and debarment status of a vendor with which a new covered transaction was entered. The vendor is not currently registered as being suspended or debarred. Corrective Action: Tulsa Public Schools acknowledges the finding and is implementing corrective measures to update existing policies and procedures to perform the suspension and debarment verification for all covered transactions on a regular basis. Implementation of these corrective measures is expected by June 30, 2026. Owner: Robert Sauceda, Executive Director of Accounting
Recommendation We recommend implementing a Program Improvement Plan between the Title IV-E team and Fostering Connections to ensure that adoption cases potentially eligible for extended subsidies are processed promptly upon consideration, with the necessary agreements executed in a timely manner, i....
Recommendation We recommend implementing a Program Improvement Plan between the Title IV-E team and Fostering Connections to ensure that adoption cases potentially eligible for extended subsidies are processed promptly upon consideration, with the necessary agreements executed in a timely manner, i.e., before the children in question turn 18. Management Response Corrective Action The Office of Performance and Accountability Director will work with the Adoption and Kinship Unit Supervisor to establish a biannual review of payments to adoptive parents to verify if cases need to be closed. Due Date of Completion: June 30, 2026 Responsible Person(s) Office of Performance and Accountability Director
Recommendation We recommend a Program Improvement Plan with documentation retention and file checklist, training, implementation, and monitoring process. There should be accountability for non compliance with these requirements. Management Response Corrective Action Missing Documentation The CYFD Ad...
Recommendation We recommend a Program Improvement Plan with documentation retention and file checklist, training, implementation, and monitoring process. There should be accountability for non compliance with these requirements. Management Response Corrective Action Missing Documentation The CYFD Adoption Subsidy unit will continue to organize its filing system. The Eligibility Manager and Office of Performance and Accountability Director will work with the Adoption and Kinship Unit Supervisor to review and ensure appropriate checklists, training, and processes are in place. In addition, the Eligibility Manager, OPA Director, and Adoption and Kinship Unit will conduct an additional case review to ensure required documentation is present and establish a biannual cadence of self-assessment checks to ensure no missing documentation. Criminal Records Mitigation The agency continues to ensure that workers, supervisors, and managers follow proper procedures for mitigating criminal records checks. The agency addresses this by creating a supervisor checklist to ensure licensure documentation is complete and accurate. The supervisor will conduct an initial placement review; the checklist will include verification by the supervisor of the completed level of care documentation. Supervisors and Managers will address work performance with employees through corrective actions or employment evaluation. Due Date of Completion: June 30, 2026 Responsible Person(s) Office of Performance and Accountability Director
Recommendation The Department should strengthen controls over the retention and documentation of foster care records to ensure compliance with all applicable regulations. This includes ensuring all required documentation are properly collected, stored, and accessible for audits. Regular internal aud...
Recommendation The Department should strengthen controls over the retention and documentation of foster care records to ensure compliance with all applicable regulations. This includes ensuring all required documentation are properly collected, stored, and accessible for audits. Regular internal audits of foster care case files should be implemented to confirm compliance with internal controls and regulations. A system to track and follow up on outstanding documents will ensure timely collection of all required records. We also recommend that the files are stored electronically in one location, with appropriate access given to individuals. The Department should also review licensing processes for providers with disqualifying criminal histories and take corrective actions when necessary. Additionally, staff training on proper documentation and adherence to internal controls should be enhanced. Management Response Issue Missing and incomplete supporting documentation for Children placed in Children placed in Congregate Care Settings. Root Cause Lack of clear instruction or process. Direction and agreement on how to work with HCA and MCO to obtain needed documentation when a child is placed in a congregate setting. Corrective Action Create a supervisor checklist to ensure licensure documentation is complete and accurate. Supervisor will perform review at initial placement; checklist will include supervisor verification of complete and accurate placements agreements. Supervisors and Managers will address work performance with employees through corrective actions or employment evaluation. Work with CYFD Behavioral Health and NM Health Care Authority (HCA) to ensure CYFD has proper documentation for Medicaid licensed and approved congregate care facilities, to include certification of staff CRCs, licensure, and placement agreements. Issue a directive to CYFD licensing and placement staff that outlines the process for determining level of care, payment, placement agreements, and how this is documented for children in custody placed in all congregate care settings. The CYFD Office of Performance and Accountability in partnership with CYFD Protective Services Licensing and Support will incorporate annual Regional Placement Reviews into its annual case review schedule Issue Missing and incomplete placement agreements for children placed with foster families. Root Cause Lack of clear instruction or process. Need for more robust supervisory oversight. Corrective Action Create a supervisor checklist to ensure placement agreement documentation is complete and accurate. Supervisor will perform review at initial placement; checklist will include supervisor verification of complete and accurate placements agreements. Supervisors and Managers will address work performance with employees through corrective actions or employment evaluation. Provide FACTS Entry and Documentation Refresher training for all Licensing and Support Staff. The CYFD Office of Performance and Accountability in partnership with CYFD Protective Services Licensing and Support will incorporate annual Regional Placement Reviews into its annual case review schedule. Issue No documentation of Level of Care in hard file or entered into FACTS per agency procedures Root Cause Lack of clear instruction or process. Need for more robust supervisory oversight. Corrective Action Create a supervisor checklist to ensure level of care documentation is complete and accurate. Supervisor will perform review at initial placement; checklist will include supervisor verification of completed level of care documentation. Supervisors and Managers will address work performance with employees through corrective actions or employment evaluation. Provide FACTS Entry and Documentation Refresher training for all Placement and Licensing Staff. The CYFD Office of Performance and Accountability in partnership with CYFD Protective Services Licensing and Support will incorporate annual Regional Placement Reviews into its annual case review schedule. Issue Missing criminal records checks and no mitigation measures found. Root Cause Lack of clear instruction or process. Need for more robust supervisory oversight. Corrective Action Create a supervisor checklist to ensure criminal record check (CRC) documentation is complete and accurate. Supervisor will perform review at initial placement; checklist will include supervisor verification of completed CRC documentation. Supervisors and Managers will address work performance with employees through corrective actions or employment evaluation. Provide "cheat sheet" that outlines level of documentation needed to verify CRC’s have been completed for family foster homes, TFC homes, and congregate care settings. Provide guidance on when and how to mitigate criminal record checks histories, and how this is documented. Provide FACTS Entry and documentation refresher training for all Placement and Licensing Staff. The CYFD Office of Performance and Accountability in partnership with CYFD Protective Services Licensing and Support will incorporate annual Regional Placement Reviews into its annual case review schedule. Issue Missing Abuse and Neglect Checks Corrective Action Create a supervisor checklist to ensure abuse and neglect check documentation is complete and accurate. Supervisor will perform review at initial placement; checklist will include supervisor verification of completed Abuse and Neglect Check documentation. Supervisors and Managers will address work performance with employees through corrective actions or employment evaluation. Provide guidance on conducting abuse and neglect checks and documents that show checks are completed before a child is placed and in accordance with agency policy and procedure. Provide FACTS Entry and documentation refresher training for all Placement and Licensing Staff. The CYFD Office of Performance and Accountability in partnership with CYFD Protective Services Licensing and Support will incorporate annual Regional Placement Reviews into its annual case review schedule. Issue Missing Foster Care Licensure Corrective Action: Create a supervisor checklist to ensure licensure documentation is complete and accurate. Supervisor will perform review at initial placement; checklist will include supervisor verification of completed licensure documentation. The CYFD Office of Performance and Accountability New Mexico Children, Youth, and Families Department Reporting 30 in partnership with CYFD Protective Services Licensing and Support will incorporate annual Regional Placement Reviews into its annual case review schedule. Issue Missing Abuse and Neglect Petition and Ex-Parte Custody Orders Root Cause Need for more robust supervisory oversight in the Title IVE determination process. Corrective Action The Title IVE/Medicaid Manager will work with CYFD Children's Court Attorneys to ensure that Abuse and Neglect Petitions and Ex-parte Custody Orders are present when conducting initial and ongoing Title IVE determination. The CYFD Office of Performance and Accountability in partnership with CYFD Protective Services Licensing and Support will incorporate annual Regional Placement Reviews into its annual case review schedule. Due Date of Completion: June 30, 2026 Responsible Person(s) Protective Services Division Director, Behavioral Health Division Director, Director of Performance and Accountability, Policy Director
We realize segregation of duties is difficult with a limited number of office employees. However, the control activities should be reviewed to obtain the maximum internal control possible under the circumstances.
We realize segregation of duties is difficult with a limited number of office employees. However, the control activities should be reviewed to obtain the maximum internal control possible under the circumstances.
Management Plans to develop proper written policies and procedures over the elibility process that ensures indivdiuals are eligible and proper documentation is maintained
Management Plans to develop proper written policies and procedures over the elibility process that ensures indivdiuals are eligible and proper documentation is maintained
The Town will adopt and implement written policies and procedures regarding federal awards as required by 2 CAR 200.
The Town will adopt and implement written policies and procedures regarding federal awards as required by 2 CAR 200.
Finding Type: Non Compliance 10.553 and 10.555. Name of Contact Person: Dr. Judy Kaegi, Superintendent. Recommendation: We recommend that all food solicitations include the proper language to ensure that food products comply with the Buy American provision. Corrective Action: The District will ensur...
Finding Type: Non Compliance 10.553 and 10.555. Name of Contact Person: Dr. Judy Kaegi, Superintendent. Recommendation: We recommend that all food solicitations include the proper language to ensure that food products comply with the Buy American provision. Corrective Action: The District will ensure this language is included in all food solicitations going forward. Proposed Completion Date: Immediately.
The Municipality is in the process of changing to a new accounting system that allows Section 8 Program transactions to be recorded and thus maintain a complete and reliable accounting record.
The Municipality is in the process of changing to a new accounting system that allows Section 8 Program transactions to be recorded and thus maintain a complete and reliable accounting record.
FINDING 2025-011 Name of Responsible Individual: Lisa Simon, CPA, CFO Corrective Action: The University acknowledges that the internal controls surrounding the cash draws during fiscal year 2025 were lacking and needed to be reinforced for future fiscal years. With the hire of the new CFO and Senior...
FINDING 2025-011 Name of Responsible Individual: Lisa Simon, CPA, CFO Corrective Action: The University acknowledges that the internal controls surrounding the cash draws during fiscal year 2025 were lacking and needed to be reinforced for future fiscal years. With the hire of the new CFO and Senior Accountant post June 30, 2025 – these enhanced controls and processes have been put in place. Anticipated Completion Date: Completed Fall 2025 and Ongoing
FINDING 2025-010 Name of Responsible Individual: Lisa Simon, CPA, CFO Corrective Action: The University acknowledges that the internal controls surrounding the allowable costs during fiscal year 2025 were lacking and needed to be reinforced for future fiscal years. With the hire of the new CFO and H...
FINDING 2025-010 Name of Responsible Individual: Lisa Simon, CPA, CFO Corrective Action: The University acknowledges that the internal controls surrounding the allowable costs during fiscal year 2025 were lacking and needed to be reinforced for future fiscal years. With the hire of the new CFO and HR leader post June 30, 2025 – these enhanced controls and processes have been put in place, and all payroll and other expenses are detailed, supported, and filed appropriately. Anticipated Completion Date: Completed Fall 2025 and Ongoing
FINDING 2025-009 Name of Responsible Individual: Lisa Simon, CPA, CFO, Terri Helt, Senior Accountant, Tracy Jenkins, Student Account Billing Coordinator, & Dylan J. Nowakowski, Director of Financial Aid Corrective Action: The University acknowledges the FISAP report was filed with incorrect data and...
FINDING 2025-009 Name of Responsible Individual: Lisa Simon, CPA, CFO, Terri Helt, Senior Accountant, Tracy Jenkins, Student Account Billing Coordinator, & Dylan J. Nowakowski, Director of Financial Aid Corrective Action: The University acknowledges the FISAP report was filed with incorrect data and not amended in a timely manner. The University has developed a series of internal controls and procedures to ensure that the data provided for the FISAP will be accurate going forward. Wheeling University worked with ECSI regarding Perkins information. With the Perkins program ending, we realized that we needed to move in the direction of closing out Perkins files/information. ECSI has been updated with the Cash on Hand documents that we have from the Department of Education. The University is currently working with ECSI so that we are able to submit Perkins information/files to the Department of Education. Anticipated Completion Date: June 2026
FINDING 2025-008 Name of Responsible Individual: Tracey Jenkins, Student Account Billing Coordinator/Lisa Simon, CPA, CFO Corrective Action: Wheeling University worked with ECSI regarding Perkins information last year. With the Perkins program ending, we realized that we needed to move in the direct...
FINDING 2025-008 Name of Responsible Individual: Tracey Jenkins, Student Account Billing Coordinator/Lisa Simon, CPA, CFO Corrective Action: Wheeling University worked with ECSI regarding Perkins information last year. With the Perkins program ending, we realized that we needed to move in the direction of closing out Perkins files/information. The University is currently working with ECSI so that we can submit Perkins information/files to the Department of Education. We have gathered information (promissory notes, bankruptcy details, payment information, etc.) as we have been able to locate it, and and we have sorted account in alpha order to assist ECSI with the process. We will continue to update this process. Anticipated Completion Date: June 2026
FINDING 2025-007 Name of Responsible Individual: Lisa Simon, CFO, Terri Helt, Senior Accountant, & Dylan J. Nowakowski, Director of Financial Aid Corrective Action: Wheeling University acknowledges that we were not in compliance with the 15-day reporting window for a couple of the students in questi...
FINDING 2025-007 Name of Responsible Individual: Lisa Simon, CFO, Terri Helt, Senior Accountant, & Dylan J. Nowakowski, Director of Financial Aid Corrective Action: Wheeling University acknowledges that we were not in compliance with the 15-day reporting window for a couple of the students in question. This is due to the fact that the University is on HCM1 and has to do refunds prior to the export to COD. We know this is a finding for multiple departments and internal controls. With that, there was a delay on these two students that were outside the 15-day window. We now have a policy and procedure in place for the HCM1 work flow. Also, have new staff in place to regulate this, so that we always are following the regulations and staying compliant. The procedure is to make sure we do not have this finding again and that we stay in compliance with the Department of Education reporting requirement. Anticipated Completion Date: September 2025 and Ongoing
FINDING 2025-006 Name of Responsible Individual: Rachel Heavilin, HR Generalist/Payroll Corrective Action: The payroll Process for Federal Work Study: Student punches in on a computer or cell phone to log in and out when working at the start of their shift and the end of their shift. Timecards can b...
FINDING 2025-006 Name of Responsible Individual: Rachel Heavilin, HR Generalist/Payroll Corrective Action: The payroll Process for Federal Work Study: Student punches in on a computer or cell phone to log in and out when working at the start of their shift and the end of their shift. Timecards can be approved by their supervisor/manager daily, weekly, or by the pay period which is every two weeks. The pay period ends on a Friday with the payroll processing to begin on the following Monday. On that Monday, all timecards must be corrected/updated and approved before they can be processed. Timecards with errors cannot be processed. Once the new HR and Payroll leader arrived, she instituted this approval process and requirement and checks and balances. Staff are trained in these processes upon hiring as well. Anticipated Completion Date: November 2025
FINDING 2025-005 Name of Responsible Individual: Dylan J. Nowakowski, Director of Financial Aid Corrective Action: After Colleague was properly set up for Financial Aid for R2T4’s, the Director discovered that the calendars did not match the actual publicized academic calendar. Had the calendar been...
FINDING 2025-005 Name of Responsible Individual: Dylan J. Nowakowski, Director of Financial Aid Corrective Action: After Colleague was properly set up for Financial Aid for R2T4’s, the Director discovered that the calendars did not match the actual publicized academic calendar. Had the calendar been accurate with the correct dates of breaks of five days or more, then the R2T4 would have been accurate. The R2T4 process has been working correctly following our R2T4 policy to make sure the days are correct in the system before the R2T4 is submitted. For the years moving forward this will be verified before any R2T4 is calculated and submitted. All breaks that are five days or more are accurate. At Wheeling, we have a comprehensive R2T4 policy. This policy outlines how to count calendar days in a semester and provides clear instructions on what to do when a student withdraws during a break. Anticipated Completion Date: July 2025
FINDING 2025-004 Name of Responsible Individual: Tracy Jenkins, Student Account Billing Coordinator Corrective Action: We recognized that students were not receiving the Right to Cancel notifications in a timely manner. We also understood the need for students to receive this information to make an ...
FINDING 2025-004 Name of Responsible Individual: Tracy Jenkins, Student Account Billing Coordinator Corrective Action: We recognized that students were not receiving the Right to Cancel notifications in a timely manner. We also understood the need for students to receive this information to make an important educational/fiscal decision. As of September 2023, on a monthly basis, notifications were sent to student University emails and parent’s personal email (Plus Loan recipients) informing them of their Right to Cancel. There was one student that was at 31 days and this process has been updated. Anticipated Completion Date: January 2025
FINDING 2025-003 Name of Responsible Individual: Shelia Yates-Mattingly, Registrar Corrective Action: In response to Finding 2025-003, Wheeling University will continue the enrollment reporting process that was implemented in October 2023, which was in response to Finding 2022-005, Finding 2023-005 ...
FINDING 2025-003 Name of Responsible Individual: Shelia Yates-Mattingly, Registrar Corrective Action: In response to Finding 2025-003, Wheeling University will continue the enrollment reporting process that was implemented in October 2023, which was in response to Finding 2022-005, Finding 2023-005 and continued with the Finding 2024-003. With the stability of staffing in the Registrar’s Office and Financial Aid Office and the level of experience and competence of this staff, enrollment reporting has been completed within the parameters of regulatory guidelines. The Registrar’s Office submits enrollment reports as scheduled and subsequent error resolution reports as appropriate. The Financial Aid Office reviews identified NSLDS errors, corrects and resubmits them timely. Regularly scheduled meetings, including the Registrar’s and Financial Aid Offices, continue as noted in corrective actions for Findings 2022-005, 2023-005, and 2024-003. These meetings serve as the platform to discuss and address identified enrollment reporting concerns/issues timely, resulting in improved accuracy in enrollment reporting and timeliness in error resolution. In addition, attendance through Census will be monitored in an effort better identify registered but not enrolled students for administrative action and timely reporting. Institutional enrollment reports will be used to identify students who have chosen not to continue their studies at the University but without withdrawing from the institution to alert departments to execute their operational protocols for students who have discontinued enrollment. Students who officially withdraw pursuant to established University protocols will be required to consult with Financial Aid during this process. University departments will continue to be informed of student withdrawals as they occur to inform their practices. Anticipated Completion Date: Processes in place since October 2023; new measures implemented January 2025
FINDING 2025-002 Name of Responsible Individual: Terri Helt, Senior Accountant Corrective Action: The University has formalized and documented financial processes to establish internal controls to ensure accurate, timely, and consistent reporting. In addition, this has created a reasonable transitio...
FINDING 2025-002 Name of Responsible Individual: Terri Helt, Senior Accountant Corrective Action: The University has formalized and documented financial processes to establish internal controls to ensure accurate, timely, and consistent reporting. In addition, this has created a reasonable transition plan during employee turnover, as well as ensures proper and timely filings. The corrective action involves drawing down the funds from the G5 federal website and issuing refunds to students that day. There is a checks and balance process built in, so multiple staff members are involved with the process. The financial aid department calculates the amount of a federal drawdown and relays that information to the business department. The senior accountant draws the appropriate amount of federal financial aid. The student accounts billing coordinator applies aid to the various student accounts in the software. After the aid has been applied, the student accounts billing coordinator determines if a refund is due to the students. Any student that is entitled to a refund will be cut for a refund check that day. The students will then have a window of opportunity to come pick up the refund checks. Within two business days, any students who have not picked up their refund checks will have them mailed to their address on file with the University. This process has been developed to ensure that students receive their refunds in a timely and accurate manner. Anticipated Completion Date: Completed July 2025 and Ongoing
The NetSuite implementation and optimization, overseen by Joan Hayner, Interim Finance and Operation Lead, has been in process throughout 2025, which has allowed for the streamlining of many processes. As of July 2025, the schedule of federal expenditures was automatically produced in NetSuite using...
The NetSuite implementation and optimization, overseen by Joan Hayner, Interim Finance and Operation Lead, has been in process throughout 2025, which has allowed for the streamlining of many processes. As of July 2025, the schedule of federal expenditures was automatically produced in NetSuite using expenditure data within the accounting system, rather than being prepared manually. In order to ensure that the SEFA is being produced accurately and completely, the Accounting Manager, who joined the Alliance in April 2025, will become thoroughly familiar with the reporting requirements for the Alliance’s federal awards and work with NetSuite to ensure the data is accurately reflected in the system. As of March 2026, the Alliance is caught up on payments to vendors and their system now has information about the date a program service or item was for and the Alliance is better able to identify what period an expense belongs to.
Starting in May 2024, the Alliance adapted its monthly Time and Effort Report that is reviewed by Kim Atkins, Executive Director, to be used for allocation of expenses other than payroll. This ensures a consistent, reviewed and authorized report is being used for expense allocation. This report is s...
Starting in May 2024, the Alliance adapted its monthly Time and Effort Report that is reviewed by Kim Atkins, Executive Director, to be used for allocation of expenses other than payroll. This ensures a consistent, reviewed and authorized report is being used for expense allocation. This report is shared monthly with the Alliance’s funding agencies along with the submission of monthly vouchers for processing. During the year ended June 30, 2025, the Alliance has ensured that allocations were signed off on by Kim and has significantly reduced the amount of finance staff time required to process the allocation of administrative costs. The data from this monthly report is entered into NetSuite for allocation of administrative costs but subsequent review of the allocation program in NetSuite determined that the proper adjustment for adding new grants had not been built into the program. The Accounting Manager, Sarah Burgess, is currently working with NetSuite to fix this problem going forward. As of July 1, 2025 the Alliance is modifying all of its grants to adopt the 15% de minimis cost rate for all expenses other than personnel, direct program, and space costs.
« 1 108 109 111 112 2189 »