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Finding 389741 (2023-003)
Significant Deficiency 2023
Program: COVID-19 Aging Cluster Assistance Listing No.: 93.041, 93.042, 93.043, 93.044, 93.045, 93.052, 93.053 Federal Grantor: U.S. Department of Health and Human Services Passed-through: California Department of Aging Award No. and Year: Various Compliance Requirements: Subrecipient Monitoring Typ...
Program: COVID-19 Aging Cluster Assistance Listing No.: 93.041, 93.042, 93.043, 93.044, 93.045, 93.052, 93.053 Federal Grantor: U.S. Department of Health and Human Services Passed-through: California Department of Aging Award No. and Year: Various Compliance Requirements: Subrecipient Monitoring Type of Finding: Significant Deficiency in Internal Control over Compliance and Instance of Non- Compliance Department’s Management Response: The Area Agency on Aging (AAA) management agrees that all required award information needs to be communicated to subrecipients at the time of the subaward and a subrecipient’s risk assessment needs to be completed and documented in accordance with 2 CFR section 200. View of Responsible Officials and Corrective Action: Beginning July 1, 2023, AAA merged with Human Services Agency (HSA). Administrative and fiscal functions have been integrated into HSA's administrative and fiscal management. The fiscal team has been working with AAA management to identify and address internal control and non-compliance issues, implementing procedures and policies to improve operational efficiency and internal controls. Risk assessment of subrecipients was performed in December 2023 to determine the level of monitoring needed. Federal award identification number (FAIN) will be provided to subrecipients, and the unique entity identifier (UEI) will be obtained from subrecipients by March 31, 2024. Once monitoring is complete, a monitoring report will be issued, any findings with be communicated with subrecipients. In the future, the FAIN and subrecipient’s UEI will be included in contract agreements. Name of Responsible Persons: Bernadette Heredia, Accounting Manager II Helina Wu, Chief Financial Officer, Human Services Agency Implementation Date: December 1, 2023, related to documenting risk assessments March 31, 2024, related to providing require award information to the subrecipient
DEA Asset Forfeitures – Assistance Listing No. 16.922 Recommendation: Procedures should be updated to ensure all assets purchased with federal funds go through a physical inventory count every 2 years. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. A...
DEA Asset Forfeitures – Assistance Listing No. 16.922 Recommendation: Procedures should be updated to ensure all assets purchased with federal funds go through a physical inventory count every 2 years. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Action taken in response to finding: The Waltham Police Department Policy Chapter 17 – Fiscal Management – has been updated/amended adding a stand-alone paragraph mandating a physical annual audit of any assets purchased with federal funding. Name(s) of the contact person(s) responsible for corrective action: Deputy Police Chief Steven R. Champeon Planned completion date for corrective action plan: On or about April 5, 2024, the policy should be finalized and distributed department wide.
Special Education Cluster – Assistance Listing No. 84.IDEA Recommendation: We recommend the review of controls to ensure an adequate review process is in place to ensure that suspension and debarment checks are performed prior to contracting with vendor. Explanation of disagreement with audit findin...
Special Education Cluster – Assistance Listing No. 84.IDEA Recommendation: We recommend the review of controls to ensure an adequate review process is in place to ensure that suspension and debarment checks are performed prior to contracting with vendor. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Action taken in response to finding: Going forward the school department will be using the same Debarment Certification Form that the City of Waltham’s Purchasing Agent uses. We will have this form filled out for any purchases made using grant money that is in excess of $25,000. We will keep this certification with the purchase order. Name(s) of the contact person(s) responsible for corrective action: Lisa Butler – Fiscal Coordinator Shelly Chin – Administrator of Communications, Grants, Partnerships & Strategy Planned completion date for corrective action plan: This will be an ongoing procedure that will be implemented immediately.
Special Education Cluster – Assistance Listing No. 84.IDEA Recommendation: We recommend management implement procedures to ensure that salaries charged to the grant are appropriate and are supported by the required time and effort support and that a consistent policy is applied. Explanation of disag...
Special Education Cluster – Assistance Listing No. 84.IDEA Recommendation: We recommend management implement procedures to ensure that salaries charged to the grant are appropriate and are supported by the required time and effort support and that a consistent policy is applied. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Action taken in response to finding: Moving forward all Time & Efforts Records for federal grant funded positions will be on a single schedule (December and June) of each calendar year and tracked by each program department with support from administrative assistants. All forms will be collected electronically and remain on file in one central location in the Finance Department through Grants. Name(s) of the contact person(s) responsible for corrective action: Shelly Chin – Administrator of Communications, Grants, Partnerships & Strategy Planned completion date for corrective action plan: This will be an ongoing procedure that will be implemented immediately.
View Audit 300631 Questioned Costs: $1
Community Development Block Grant – Assistance Listing No. 14.218 Recommendation: Procedures should be updated to review and ensure the accuracy of the financial amounts reported the in the IDIS system. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. ...
Community Development Block Grant – Assistance Listing No. 14.218 Recommendation: Procedures should be updated to review and ensure the accuracy of the financial amounts reported the in the IDIS system. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Action taken in response to finding: We have had this issue with the IDIS System in the past and have worked with HUD to correct it. We have reached out to HUD and will work with them again to rectify this issue. Name(s) of the contact person(s) responsible for corrective action: Robert Waters Planned completion date for corrective action plan: ASAP
Corrective Action Plan: Beginning this semester (Fall 2023) a nightly process has been put in place to capture time status changes. As suggested by Ellucian, the SFRTMST report (Time Status Calculation Update process) is run nightly at 11:30pm. This process is initially run the day before classes be...
Corrective Action Plan: Beginning this semester (Fall 2023) a nightly process has been put in place to capture time status changes. As suggested by Ellucian, the SFRTMST report (Time Status Calculation Update process) is run nightly at 11:30pm. This process is initially run the day before classes begin and then throughout the semester to ensure that Time Statuses are now as accurate as possible so that the NSLC submissions have the most up to date information. The Registrar and Associate Registrar will also seek additional training for the NSLDS process to make sure we are up to date with current practices and procedures. Timeline for Implementation of Corrective Action Plan: In place for Fall 2023 Contact Person: Jeffrey Mei, Registrar
Views of responsible officials and planned corrective action: Areas of focus will be to update the grant policy manual and provide training to all staff of the College to be sure that the policies contained within are adhered to. Our objectives will be that all current and incoming staff will be pro...
Views of responsible officials and planned corrective action: Areas of focus will be to update the grant policy manual and provide training to all staff of the College to be sure that the policies contained within are adhered to. Our objectives will be that all current and incoming staff will be provided training on adhering to the policies within and proper approvals. Documentation of approvals can be achieved through our current accounting system and purchasing system. Staff has been briefed and is already working through that process of approvals by putting information through the accounting system. Measurable targets will be achieved by having a requisition and purchase order issued prior to purchase to provide a documentation trail of proper approvals and thus payment. This provides a documentation trail of approvals.
Views of responsible officials and planned corrective action: Areas of focus will be to put in place written policies and procedures for the Financial Aid office, including the area of disbursements that includes additional controls and documentation of such. Our objectives will be that all current ...
Views of responsible officials and planned corrective action: Areas of focus will be to put in place written policies and procedures for the Financial Aid office, including the area of disbursements that includes additional controls and documentation of such. Our objectives will be that all current and incoming Financial Aid staff will be required to maintain documentation of any drawdowns of funds related to student financial aid. We have put in place a shared an electronic folder with restricted access to provide confidentiality and provide documentation of the shared communication between offices. Documentation of drawdowns and/or returns will be maintained within this folder. Staff will be trained on using the daily generated reports from Poise to watch for students who have withdrawal on their records so that this can be updated and proper calculations done. Measurable targets will be achieved by documenting the records within a shared electronic drive between the Financial Aid office and the Business Office, who handles the return of funds. This will become of a part of the weekly duties of staff.
Views of responsible officials and planned corrective action: Areas of focus will be to put in place written policies in procedures for the Financial Aid office, including the area of enrollment reporting, which is also done by Institutional Research, to provide appropriate updating of the NSLDS rec...
Views of responsible officials and planned corrective action: Areas of focus will be to put in place written policies in procedures for the Financial Aid office, including the area of enrollment reporting, which is also done by Institutional Research, to provide appropriate updating of the NSLDS records. This will include creating checks and balances to be sure that enrollment reporting is working and being updating timely. The Federal Student Aid website offers many resources in the form of training, including access to on-demand resources which provide a documented learning assessment. Our objectives will be that all current and incoming Financial Aid staff, along with Institutional Research staff, will be required to undergo training in the area of enrollment reporting, including the supervisor with whom the Financial Aid office reports to. This training will be annually and periodically throughout the year. In addition, daily add and drop reports are generated which would allow more frequent updating of the NSLDS system. Objectives will be to put in place to provide checks and balances to be sure that enrollment reporting is timely. Measurable targets will be achieved by documenting the training within a shared electronic drive between the supervisor and the Financial Aid office. The Financial Aid office shall be responsible for monitoring that the enrollment reporting is being done timely. In addition, periodic and monitored checks-ins of staff in Institutional Research with whom the responsibility to update NSLDS is with.
Views of responsible officials and planned corrective action: Areas of Focus will be in the documentation of polices and procedures to provide clear expectations of internal control documentation used to complete the drawdowns from the Department of Education and for a process of record retention. O...
Views of responsible officials and planned corrective action: Areas of Focus will be in the documentation of polices and procedures to provide clear expectations of internal control documentation used to complete the drawdowns from the Department of Education and for a process of record retention. Our objective would be to formalized the policies and procedures be updated in the Financial Aid policy manual with shared access between the Financial Aid office who approves the aid, the Business Office who ultimately pulls down from the Department of Education, and with the Cashier who distributes any refunds. We have put in place an electronic folder with restricted access to provide confidentiality and provide documentation of the shared communication between offices. The POISE system already generates a listing of students. That workflow will be amended to retain that documentation to be available. Measurable targets will be to do this weekly or as batches are prepared for draw-down. This documentation will be found in the shared electronic folder, which has already been implemented. The transfer of student records into the financial system is being done weekly and documentation is retained of students for which transactions occur.
The Organization plans to reorganize job duties and increase staff in the finance department to assist in the preparation of quarterly fiscal and programmatic reports to file on a timely basis. This was a result of staff turnover which created delays in filing complete and accurate reports.
The Organization plans to reorganize job duties and increase staff in the finance department to assist in the preparation of quarterly fiscal and programmatic reports to file on a timely basis. This was a result of staff turnover which created delays in filing complete and accurate reports.
3.) Finding 2023-002 Procurement Policy a. Program Information: N/A b. Criteria: The Uniform Guidance requires that, for covered transactions, the non-Federal entity verify that entities are not suspended, debarred, or otherwise excluded. c. Condition: During our audit, we inquired with management r...
3.) Finding 2023-002 Procurement Policy a. Program Information: N/A b. Criteria: The Uniform Guidance requires that, for covered transactions, the non-Federal entity verify that entities are not suspended, debarred, or otherwise excluded. c. Condition: During our audit, we inquired with management regarding their procurement policy that was implemented in April 2022. While policy exists, there were no specific procedures noted in the procurement policy to ensure that vendors are not suspended or debarred. Response: Explanation: Our procurement policy, updated in April 2022, lacked specific procedures for verifying that vendors are not suspended or debarred. Debarment attestation is necessary to ensure that federal funds are not misused or directed towards entities that have been found to violate legal or ethical standards. By verifying the status of vendors, a nonprofit can mitigate against the risk of its funds being misappropriated or wasted on entities that may not deliver against agreements due to their questionable legal standing. Corrective Action: We have revised our procurement policy to include specific debarment language and procedures ensuring that vendors are not suspended or debarred. This revision includes: - Regular checks against the list of suspended or debarred entities, showing no active exclusions from the System for Award Management (SAM). - Requiring a signed Debarment Certification Form or debarment contract language included for all government purchases/contracts/agreements greater than $25,000. - Training for our accounts payable and procurement team members on these procedures. Future Measures: We will conduct annual reviews of our procurement practices and records to ensure they remain compliant with our policies, federal regulations, and best practices. Contact person responsible for corrective action: John Domingo, Finance & IT Director Completion date: 07/01/2023
1.) Finding 2023-001 Data Collection Form Submission Delay a. Program Information: N/A b. Criteria: Per 2 CFR 200.512(a)(1), the audit package and the data collection form shall be submitted 30 days after receipt of the auditor's report(s), or 9 months after the end of the fiscal year whichever come...
1.) Finding 2023-001 Data Collection Form Submission Delay a. Program Information: N/A b. Criteria: Per 2 CFR 200.512(a)(1), the audit package and the data collection form shall be submitted 30 days after receipt of the auditor's report(s), or 9 months after the end of the fiscal year whichever comes first. c. Condition: For the year ended June 30, 2021, the audit package and data collection form was not submitted within the required timeline. Response: Explanation: The delay in submitting our annual audited financial statements was due to significant transitions within the MHAAO finance team. In the first half of FY23, we faced the departure of our contract accountant and then Finance Director, leaving substantial parts of the audit work incomplete. With only one staff accountant, we faced challenges in making progress on audit deliverables. After my appointment as the new Finance Director in February 2023, we encountered further delays due to our previous audit partner's scheduling difficulties. This led us to engage with Aldrich Advisors, who committed to completing the FY22 audit for us within the calendar year 2023. Corrective Action: To address the lack of capacity on the MHAAO finance team, we successfully hired three new positions by the beginning of FY24: a Payroll Specialist, Accounts Payable Specialist, and an experienced Accounting Manager. We also recently promoted our Staff Accountant to a Senior Financial Analyst role, in charge of grants, contracts and compliance. We now have a strong and capable team to strengthen our internal financial processes and implement best practices in nonprofit financial management. To address this finding comprehensively, we have also implemented a new policy with two key components: - A centralized tracking system for reporting deadlines, maintained by myself, our Accounting Manager, and our Senior Financial Analyst. - Enhanced communication protocols for required submissions, including immediate communication with our audit team and funding partners in case of potential delays. Future Measures: Integration of these measures into our internal financial management policies and procedures, ensuring consistent application and preventing future delays. Contact person responsible for corrective action: John Domingo, Finance & IT Director Completion date: 10/17/2023
CORRECTIVE ACTION PLAN January 22, 2024 U.S. Department of Education Richmond Area Multi-Services, Inc. (RAMS) respectfully submits the following corrective action plan for the year ended June 30, 2023 Name and address of independent public accounting firm: Lindquist, von Husen & Joyce, LLP 301 Howa...
CORRECTIVE ACTION PLAN January 22, 2024 U.S. Department of Education Richmond Area Multi-Services, Inc. (RAMS) respectfully submits the following corrective action plan for the year ended June 30, 2023 Name and address of independent public accounting firm: Lindquist, von Husen & Joyce, LLP 301 Howard Street Suite 850 San Francisco, CA 94105 Audit period: July 1, 2022 to June 30, 2023 The findings from the December 20, 2023 schedule of findings and questioned costs are discussed below. The findings are numbered consistently with the numbers in the schedule. FINDING - FEDERAL AWARD PROGRAMS AUDIT CA DEPARTMENT OF REHABILITATION Finding no. 2023-001: Allowable Cost Criteria: Title 2 U.S. Code Part 200.430(i)(1)(vii) requires that there is documentation of personnel expenses charged to the grant, including support to reflect the distribution of the employee’s salary or wages among specific activities or cost objectives if the employee works on more than one award. Condition: Certain salary amounts billed to the grant were incorrectly allocated, hence overstating the salary billed to the grant. One employee’s salary was allocated 25% to the major program (AL #84.126) from their date of hire in April 2023. Through June 2023, whereas the allocation should have been 2.5% resulting in a $3, 227 over-charge. Another employee hired in June 2023 worked 80.23% for the same major program, but the program was billed for 100% of their salary, resulting in $865 over-charge. Cause: RAMS miscalculated the salary amount that should be charged to the grant which caused the overstatement of their cost-reimbursement billing due to using incorrect time allocation. Effect: Salary costs charged to the program that were unsupported in accordance with allowable cost principles. Questioned Costs: The total amount of salary tested during the audit was $66,576, representing approximately 10% of salary charges to the major program. The amount of questioned costs identified above in relation to the total amount sampled was 6.15% Auditor’s Recommendation: RAMS should consider creating appropriate procedure to monitor salary allocation calculations and ensure that all costs billed are supported by adequate documentation. Action Taken: Subsequent to year-end, RAMS changed its billing procedure to prevent over-billing or inaccurate allocation of payroll costs by adapting a cost allocation method based on the actual hours reported by employee and not the estimated ours used in preparation of the budget. On July 24, 2023, the program manager, division director, billing specialist and finance manage met to review and implement new billing procedure. The effective date of this change was July 1, 2023. If the U.S. Department of Education has questions regarding this plan, please call Eduard Agajanian at 408-394-8778. Sincerely yours, Eduard Agajanian, CFO Richmond Area Multi-Services, Inc.
View Audit 300609 Questioned Costs: $1
Planned Corrective Action Plan: The District will develop, along with a third party consulting group, internal controls to ensure advertised solicitations contain the required clause. In addition, the District obtain will obtain certified payrolls for all construction projects funded with Federal aw...
Planned Corrective Action Plan: The District will develop, along with a third party consulting group, internal controls to ensure advertised solicitations contain the required clause. In addition, the District obtain will obtain certified payrolls for all construction projects funded with Federal awards. Anticipated Completion Date: June 30, 2024 Responsible Contact Person: Rocio Humphreys, Business Manager
Planned Corrective Action Plan: The District has hired a new business manager as well as engaged a third party accountant with considerable experience. The individuals will work together to process financial transactions and record resulting financial information going forward. Controls have been im...
Planned Corrective Action Plan: The District has hired a new business manager as well as engaged a third party accountant with considerable experience. The individuals will work together to process financial transactions and record resulting financial information going forward. Controls have been implemented to ensure that source documentation is retained to support all t ransactions. Anticipated Completion Date: June 30, 2024 Responsible Contact Person: Rocio Humphreys, Business Manager
Two staff members were assigned the responsibility and access to EDExpress, which allows the college to send and receive files (including ISIRs) between college and federal databases. Both employees were placed on immediate and unanticipated leave in March 2023, leaving interim staff without the acc...
Two staff members were assigned the responsibility and access to EDExpress, which allows the college to send and receive files (including ISIRs) between college and federal databases. Both employees were placed on immediate and unanticipated leave in March 2023, leaving interim staff without the access or authority to perform these functions. It took some time to update the school’s online access and we were instructed to start using a different software, EDconnect, since EDExpress was becoming obsolete. Administration rights and training were then given to interim staff on uploading ISIRs into the FA system (SAM), and written procedures were developed. In the case cited here, the student was paid just as the staffing and access issues occurred. Updated records were not downloaded until after access to EDconnect was implemented and staff received guidance on the correct procedure. Initially, the student’s file did not require verification prior to payment, but changes made to their FAFSA generated ISIR #2 which resulted in a new request for verification. This update was received late due to the access and software issue. Since that time, we have developed written procedures on this process and trained additional staff. We have also created a new awarding and disbursement process and timeline, including required reconciliation of COD authorizations versus student awards and disbursements. This ensures students are properly awarded and disbursed, and that records between the two systems match. Uploads and downloads are now performed multiple times per week to ensure records are frequently updated. In addition, the Financial Aid Office transition from the SAM to the Colleague Financial System will automate these functions to run daily, eliminating the need for manual uploads and downloads of data between the systems. Staff absences will no longer impact the timely updating of records.
Due to a sudden and unanticipated staffing shortage, R2T4 calculations were performed beyond the required timeframe. In the case where a student receives all F’s on their transcript, we cannot determine the students’ last date of attendance or academic activity, since F grades do not include this in...
Due to a sudden and unanticipated staffing shortage, R2T4 calculations were performed beyond the required timeframe. In the case where a student receives all F’s on their transcript, we cannot determine the students’ last date of attendance or academic activity, since F grades do not include this information (unlike W grades) and the college is a non-attendance taking institution. In this case, federal guidelines allows schools to use the midpoint of the payment period for the calculation. In these cases, all calculations would be based on the same date each term. In review of FA22 records, the calculations were performed in March 2023, but the withdrawal dates used to calculate eligibility were 10/21/22, the FA22 term midpoint. All policies and procedures relating to R2T4 processing have been reviewed and updated, and a review of all prior year calculations will be performed as well, to ensure compliance. Additional staff have been trained in the process, and calculations are being performed. Adequate and trained staff will ensure that all required calculations are performed accurately, and according to required timelines. In addition, the Financial Aid Office is transitioning from the SAM to the Colleague Financial Aid System (starting in 2024-25) which will provide a more automated and integrated process, with enhanced internal controls.
These initial Pell overpayments were incurred in the “early” Pell disbursements that occurred a week before the semester started and the first two weeks of the semester. The enrollment was reported correctly, but part of the issue was the current FA system (SAM) was not programmed to adjust the amou...
These initial Pell overpayments were incurred in the “early” Pell disbursements that occurred a week before the semester started and the first two weeks of the semester. The enrollment was reported correctly, but part of the issue was the current FA system (SAM) was not programmed to adjust the amount disbursed based on the student’s current enrollment at the time of disbursement. For the Spring 2024 semester, testing will be done on SAM to disburse aid based on current enrollment for the early disbursements. If successful, this change will reduce the amount in overpayments if students drop below ½ time for the semester, or withdraw completely. In addition, the Financial Aid Office is transitioning from the SAM to the Colleague Financial Aid System (starting in 2024-25). Colleague is already programmed to disburse aid based on current enrollment status, so this will not be a recurring issue in the future. Early Disbursement and Overpayment Notes: • The 1st early Pell disbursement is based on 25% of a student’s semester award based on full-time enrollment. If a student is currently enrolled ½-time or higher when this disbursement is processed, they will receive the 25% award amount. If a student is enrolled in less than ½-time status (.5 units to 5.5 units), they will receive a $500 Pell disbursement to account for the lower semester Pell grant award for less than ½-time students. • We understand students add/drop courses through the first two weeks of the semester. The final Pell grant award for the semester is adjusted to the student’s enrollment status on Census day. Students who are ½-time or higher at Census will not be a Pell overpayment for the semester since their Pell grant award will be at 50% or higher. • For students who were enrolled at ½-time or higher at the time the early disbursement was processed, but then dropped to less than ½-time or withdrew completely by Census day, they will be considered a Pell overpayment. o These types of overpayments are unavoidable. However, we will work on minimizing the dollar amount of these types of overpayments with the actions stated above. We will test the current FA system (SAM) to disburse the early disbursements based on current enrollment status before Census and monitor closely. o Example: Currently, if a student is scheduled a $500 disbursement for the early 25% disbursement, and is enrolled ½ time, they will receive $500. With the change to actual enrollment (1/2 time for this case), the student will receive $250 instead of $500. If the student drops below ½-time or withdraws completely by census, the highest overpayment amount will be $250 instead of $500.
The Health Center will consult with HHS as to whether re-submittal of the Provider Relief Fund Reporting Portal is appropriate.
The Health Center will consult with HHS as to whether re-submittal of the Provider Relief Fund Reporting Portal is appropriate.
Proper filing of the documentation supporting the approvals of payments will be maintained with Standard Operating Procedures outlining the processes to ensure consistency and the ability to retrieve documents even turning times of transition. Person(s) Responsible: Gina Grange Timing for Implement...
Proper filing of the documentation supporting the approvals of payments will be maintained with Standard Operating Procedures outlining the processes to ensure consistency and the ability to retrieve documents even turning times of transition. Person(s) Responsible: Gina Grange Timing for Implementation: Complete
The payroll allocation process was adjusted during the fiscal year following the transition that created both the fiscal year 2022 and 2023 findings. This process has also been reviewed by NSF. A system of checks and balances are also in place to make sure wages are accurate between files and the ...
The payroll allocation process was adjusted during the fiscal year following the transition that created both the fiscal year 2022 and 2023 findings. This process has also been reviewed by NSF. A system of checks and balances are also in place to make sure wages are accurate between files and the payroll system. Person(s) Responsible: Gina Grange Timing for Implementation: Complete
Finding 389684 (2023-002)
Significant Deficiency 2023
When the Transportation and Public Works Department (TPWD) receives certified payroll from the contractor, the project manager writes the contract number and sends this to the Department of Finance (Finance). The problem with this method is the project manager never receives confirmation from Financ...
When the Transportation and Public Works Department (TPWD) receives certified payroll from the contractor, the project manager writes the contract number and sends this to the Department of Finance (Finance). The problem with this method is the project manager never receives confirmation from Finance about receiving these documents and storage of these documents are unknown. To correct this problem, TPWD plans to have the project manager send an email to the receiver in Finance indicating that TPWD has sent it and then have the receiver send an email back once they receive the certified payroll documents. Responsible Party: Gregory Mariscal Supervising Engineer Transportation and Public Works Department Anticipated Implementation Date: April 1, 2024
Finding 389683 (2023-001)
Significant Deficiency 2023
The City has studied its existing procedures and Information Technology (IT) resources in relation to the three noted exceptions. We have identified how the City’s procedures for inspectors lead to the exceptions and the conditions that allowed for the documentation and evidence of resolved inspecti...
The City has studied its existing procedures and Information Technology (IT) resources in relation to the three noted exceptions. We have identified how the City’s procedures for inspectors lead to the exceptions and the conditions that allowed for the documentation and evidence of resolved inspection failures to be insufficient: • Since 2017, the City has served as a demonstration agency for what is now HUD’s final National Standards for the Physical Inspection of Real Estate (NSPIRE). The purpose of the demonstration was to conduct Housing Quality Standards (HQS) inspections and inspections under the test protocol simultaneously, with some inspectors using HQS and some inspectors using the test standards. The test standards were conducted using electronic devices so the inspection results could be communicated to HUD, and the HQS inspections continued to be documented using HUD Form 52580. • Utilizing two methodologies for inspection documentation over a time span of greater than five years lead to inconsistent training of new staff, and inconsistent methods and expectations for documenting failed inspection results and follow up. • This condition was exacerbated in Calendar Year 2021 and 2022 when the City began the “catch-up” inspections required by HUD after the COVID-19 inspection waivers. To resolve these issues and correct the conditions going forward, the City will: • Design and implement an inspection application (app) to be used on the inspectors’ mobile devices. The app will be based on HUD’s new NSPIRE Inspection Tool and Checklist. This document has not been assigned a HUD Form number, but is available for review on HUD’s NSPIRE website. The app will be functional on mobile devices even when there is no cellular signal or WiFi connectivity by storing the data, which will be downloaded by the inspector. • The app will include the following features to ensure that documentation is completed properly and timely: - An electronic signature will be required for all inspections, regardless of whether the inspection passed or failed. - An auto-generated summary report of the day’s failed inspections will be emailed to the Supervisors and to the inspector who completed the failed inspection. The report will include the family and owner name, the unit address, identification of the failed items, to whom the responsibility for resolving the failed item is assigned (either family or owner), and the deadline by which the failed items must be resolved. - An auto-generated letter to the family and owner will be mailed and/or emailed within 2 business days of the completed inspection. The letter will include the family and owner name, the unit address, identification of the failed items, to whom the responsibility for resolving the failed item is assigned (either family or owner), the deadline by which the failed items must be resolved, and the potential date of termination if the failed inspection is not resolved. This letter will replace the Failed Inspection Memo which is currently being used by the City to communicate inspection failures. - The app will send email notifications to the Supervisors and inspector beginning 10 days in advance of the repair deadline reminding them that the inspection has not been resolved. - The inspector will use the app to document the resolution of the inspection by indicating what evidence the inspector used to demonstrate the repaired/resolved item. - The inspector will use the app to assign an extension of the deadline when necessary and appropriate. - If a failed inspection has not passed by the deadline or extension, the app will alert the inspector and Supervisor to either document the resolved inspection items or begin the termination process. The City believes that automating these aspects of the failed inspection procedures will prevent the conditions noted in the audit findings by streamlining documentation for the inspectors, alerting supervisors of failed inspections, and providing a consolidated report across all inspectors that can be reviewed regularly. The City has already started the inspection app design process with the IT department, capitalizing and expanding on an existing app that inspectors use for scheduling inspections. When the inspection app is ready to test, the lead inspector, Sylvia Coombs, will begin using it immediately and communicate any feedback to Elizabeth Durham, Rebecca Lane and the IT department. The City anticipates the app will be ready for testing by March 31, 2024. When the app has been tested and refined, Sylvia Coombs and Elizabeth Durham will train the staff in its use and communicate the requirement and expectation that the app is replacing the paper HUD Form 52580 and the Failed Inspection Memo. This change will be implemented by April 30, 2024. Elizabeth Durham and Rebecca Lane will be responsible for monitoring the results of these changes. Responsible Party: Elizabeth Durham Acting Manager Housing and Community Services Department Rebecca Lane Program Specialist Housing and Community Services Department Anticipated Implementation Date: April 30, 2024
View Audit 300589 Questioned Costs: $1
The Agency will continue to work to ensure that the financial statements are completed, audited and issued prior to the Data Collection Form due date.
The Agency will continue to work to ensure that the financial statements are completed, audited and issued prior to the Data Collection Form due date.
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