Corrective Action Plans

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Incorrect Loan Disbursement Amount Corrective Action Plan: The Financial Aid Services office, in collaboration with IT, has implemented an exception report. This report is received daily, and designed to identify any students whose subsidized and unsubsidized loan awards may not align with their enr...
Incorrect Loan Disbursement Amount Corrective Action Plan: The Financial Aid Services office, in collaboration with IT, has implemented an exception report. This report is received daily, and designed to identify any students whose subsidized and unsubsidized loan awards may not align with their enrollment status, need, and annual loan limit. The goal is to proactivety identify and correct any discrepancies before disbursement to ensure accuracy. Responsible Person for Correction Action Plan: Marlon Jones Jr., Director of Financial Aid Services Implementation Date of Corrective Action Plan: 9/18/2025
Incorrect Pell Disbursement Corrective Action Plan: The Financial Aid Services office, in collaboration with IT, has implemented an exception report. This report is received, daily, and designed to identify any students whose Pell Grant awards may not align with their enrollment status or need. The ...
Incorrect Pell Disbursement Corrective Action Plan: The Financial Aid Services office, in collaboration with IT, has implemented an exception report. This report is received, daily, and designed to identify any students whose Pell Grant awards may not align with their enrollment status or need. The goal is to proactively identify and correct discrepancies before disbursement to ensure accuracy. Responsible Person for Corrective Action Plan: Erika Guzman, Associate Di rector of Financial Aid Services Implementation Date of Corrective Action Plan: 6/23/2025
We acknowledge the auditor’s comments and can confirm that the following corrective action has been implemented as of December 2024: Management has revised the process for identifying, segregating, and transferring Microloan repayments from a monthly process to a weekly process. This change will ens...
We acknowledge the auditor’s comments and can confirm that the following corrective action has been implemented as of December 2024: Management has revised the process for identifying, segregating, and transferring Microloan repayments from a monthly process to a weekly process. This change will ensure Microloan repayments received by our operating account are transferred to the appropriate MRF accounts within 10 working days. By changing the frequency of this task, we will enhance our compliance with Microloan requirements and more effectively manage Microloan program funds.
Views of Responsible Officials and Corrective Action Plan Responsible Officials: Associate Dean, Financial Aid & Scholarships, Director of Financial Aid & Scholarships Enhanced data on source reports The Associate Dean of Financial Aid & Scholarships, Director of Financial Aid & Scholarships, and Sy...
Views of Responsible Officials and Corrective Action Plan Responsible Officials: Associate Dean, Financial Aid & Scholarships, Director of Financial Aid & Scholarships Enhanced data on source reports The Associate Dean of Financial Aid & Scholarships, Director of Financial Aid & Scholarships, and System Specialist worked with the MIS (IT) Department to enhance information provided on the reports used by Financial Aid staff to facilitate identifying student withdrawals and initiating the calculation process. Enhanced report will cut down on the need to manually check student information as the Specialist is processing students. New data elements on the report include course and class section information, start and end week, number of units by course, drop date field and the instructor e-mail. Increase frequency of generating the student withdrawal report. The System Specialist has scheduled on their calendar to run the student withdrawal report every week to ensure that the withdrawals are identified in a timely manner and the calculations and returns are completed within the 45-day window. Redistributed department workload; Specialist focused on withdrawal determination/calculation. The Associate Dean has tasked additional office support to assist the System Specialist in the communication follow up with the impacted students, freeing up the System Specialist’s workload to concentrate fully on the withdrawal determination and calculation completion. Monthly review by Associate Dean to confirm adjustments completed for student withdrawals. The Associate Dean will request a monthly report to review and ensure that the calculations and aid adjustments are completed for each student who has withdrawn. This process update will put in place internal checks and balances over the review of the calculations to ensure financial aid funding is returned in a timely manner. The Associate Dean, or their designee, will sign-off that they have reviewed the report each month and file a copy.
The District bookkeeper, along with food service staff, will thoroughly review applications in for completeness.
The District bookkeeper, along with food service staff, will thoroughly review applications in for completeness.
See table on page 45.
See table on page 45.
The local agency’s internal second party worksheet has been updated according to policy and includes a weighted score for monitoring error trends and patterns for individual staff and the unit. Supervisors complete second party reviews monthly for all staff, hold individual worker conferences monthl...
The local agency’s internal second party worksheet has been updated according to policy and includes a weighted score for monitoring error trends and patterns for individual staff and the unit. Supervisors complete second party reviews monthly for all staff, hold individual worker conferences monthly to review discrepancies discovered providing instruction as needed. NCFAST Learning Gateway will be utilized if a specified training is available. Targeted training/instruction is provided during monthly team meetings to review errors and provide guidance and instruction to staff for policy and NC FAST functionality updates. Restructure of the units/staff responsible for administration of the Food and Nutrition Services program will be implemented to separate the required functions for case management. The goal will be to streamline workflow processes with managing all three functions (application, processing, case recertification), promote more efficient time management with respect to interviewing and case processing and increase productivity while decreasing errors.
Utilizing the State provided DHB-7078 - 2nd Party Review Worksheet, which separated evaluation for applications and recertifications, to complete targeted case reviews on error prone areas. These areas include the areas identified during the audit and include sections surrounding income, resources a...
Utilizing the State provided DHB-7078 - 2nd Party Review Worksheet, which separated evaluation for applications and recertifications, to complete targeted case reviews on error prone areas. These areas include the areas identified during the audit and include sections surrounding income, resources and documentation. Supervisors complete second party reviews monthly for all staff and continue to hold individual worker conferences monthly to review discrepancies discovered providing instruction as needed. NCFAST Learning Gateway will be utilized if a specified training is available. Targeted training/instruction is provided during monthly team meetings to review errors and provide guidance and instruction to staff for policy and NC FAST functionality updates.
Corrective Action: An unnecessary step in the process was removed . Previously, program staff waited for funder confirmation approving the billing report before attaching a screenshot and submitting the executive summary. The process has been updated, so screenshots are submitted without waiting for...
Corrective Action: An unnecessary step in the process was removed . Previously, program staff waited for funder confirmation approving the billing report before attaching a screenshot and submitting the executive summary. The process has been updated, so screenshots are submitted without waiting for funder approval. In addition, the accounting department will shift its closing date 1 day prior to the funder's executive summary reporting deadline. Responsible Parties: Chief Program Officer & Chief Financial Officer Date to be Corrected: 03/31/2026 If the U.S. Department of Labor has any questions regarding this plan, please contact Liliana Rambo, CEO, 713.773.6000 x 117.
Controls have been strengthened to ensure that the front desk accurately enters applicants’ income and family size into the ECW system when determining eligibility for the sliding fee schedule. A member of the Finance Department is reviewing all sliding fee applications. These policies and procedure...
Controls have been strengthened to ensure that the front desk accurately enters applicants’ income and family size into the ECW system when determining eligibility for the sliding fee schedule. A member of the Finance Department is reviewing all sliding fee applications. These policies and procedures have been implemented to improve accuracy and compliance. Policy 01-03-029 – Sliding Fee Audit Policy was implemented on June 1, 2025. This policy includes the following: The Compliance Officer conducts a monthly audit, with audit results submitted to the Risk Manager on a quarterly basis. The Front Desk Trainer provides additional training to any employee who receives a failing score on an audit. This training is documented and signed off by the employee, the Front Desk Trainer, and the employee’s supervisor. Disciplinary actions are as follows: 1. First occurrence – One-on-one training 2. Second occurrence – Verbal warning and additional training 3. Third occurrence – Written warning 4. Fourth occurrence – Up to and including termination Mandatory training was conducted on January 14th and 15th and included all site managers, operations managers, the CFO, and the COO. Additional Controls Implemented: Effective July 1, 2025, all sliding fee applications are reviewed by a member of the Finance Department. The front desk is required to make any corrections or changes identified during the finance review. In addition, a task force has been formed to ensure appropriate follow-up is completed and to identify new opportunities to improve accuracy and compliance for all sliding fee patients. The front desk has also been provided with an Excel-based tool to assist with accurately entering patient income.
Procurement Documentation - Criteria: Purchases above the Simplified Acquisition Threshold must follow formal procurement methods. For any of these methods, the recipient or subrecipient must maintain and use documented procurement procedures, consistent with the standards. Condition: For certain eq...
Procurement Documentation - Criteria: Purchases above the Simplified Acquisition Threshold must follow formal procurement methods. For any of these methods, the recipient or subrecipient must maintain and use documented procurement procedures, consistent with the standards. Condition: For certain equipment purchases, the Company did not follow formal procurement methods. While various estimates were obtained for the budget process required by the grant, there were no formal quotes or bids obtained and no documentation to support the estimates were retained. Context: For one purchase in the amount of $271,597, there was no documentation to support price comparisons and estimates used in the budget process. Cause: Management transition and uncertainty regarding the application of the procurement standard for this particular grant. Effect: Documentation was not maintained to support compliance with the standards. Questioned Costs: $271,597. Recommendation: Documentation should be maintained to support all purchases in accordance with procurement policies. Views of Responsible Parties: We concur with the finding. The absence of required procurement documentation resulted primarily from turnover within key leadership positions during the period of the purchase. The leaders responsible for procurement review, approval, and record retention transitioned out of their roles, which led to gaps in procedural continuity and oversight. As a result, standard documentation that would typically accompany procurement—such as quotes, and price comparisons—was not properly retained. Corrective Actions Taken or Planned: The Supply Chain team will receive targeted training on procurement standards, including requirements for price or rate quotations for purchases over the simplified acquisition threshold and internal expectations for retention of quotes, price comparisons, and justification memos. Training will be completed by March 31, 2026, with attendance documented. Responsible Parties: Jeremy Storer, Controller. Anticipated Completion Date: March 31, 2026.
National Student Loan Data System (NSLDS) Recommendation: We recommend reviewing the components of the enrollment roster file to ensure the correct effective date is reported correctly for the "Campus Level" as well as making sure records are being timely reported. Explanation of disagreement with a...
National Student Loan Data System (NSLDS) Recommendation: We recommend reviewing the components of the enrollment roster file to ensure the correct effective date is reported correctly for the "Campus Level" as well as making sure records are being timely reported. Explanation of disagreement with audit finding: There is no disagreement with the audit finding. Action taken in response to finding: Although the Colleague data is correct, the logic in Colleague used to send the files to the NSC is excluding records when the student is not registered for classes in the month an action such as graduation or withdrawal occurs. In that situation the NSC is inserting default dates onto the record based on the last date of their classes in the prior term. We will continue to manually review and correct issues when needed. Name of the contact person responsible for corrective action: Sean Murphy, Registrar Planned completion date for corrective action plan: Already in place.
Response and Corrective Action Plan Prepared by: Mike Monroe, General Manager Person Responsible for implementing the Corrective Action: Mike Monroe, General Manager Anticipated Completion Date of Corrective Action: January 1, 2026 Repeat Finding: No Corrective Action Plan: Through training from our...
Response and Corrective Action Plan Prepared by: Mike Monroe, General Manager Person Responsible for implementing the Corrective Action: Mike Monroe, General Manager Anticipated Completion Date of Corrective Action: January 1, 2026 Repeat Finding: No Corrective Action Plan: Through training from our auditor and third-party CPA, we will properly record the grant receivables and payables in the correct period in the future.
Due to varying start dates and end dates to the University’s graduate programs, the University will implement a graduate-only NSLDS reporting process to reduce the risk of late reporting. Reports will be run based on semester completion dates to identify graduate students requiring NSLDS reporting, ...
Due to varying start dates and end dates to the University’s graduate programs, the University will implement a graduate-only NSLDS reporting process to reduce the risk of late reporting. Reports will be run based on semester completion dates to identify graduate students requiring NSLDS reporting, as these dates may not align with standard reporting deadlines. Undergraduate and graduate students who withdraw will continue to be reported promptly, with increased coordination across the various University campuses to identify withdrawals and allow for proper reporting within U.S. Department of Education requirements. Responsible party: Sigrun Olafsdottir, Vice President of Student Financial Services; (603) 899-4186 Anticipated Completion Date: May 31, 2026
Management’s response/corrective action plan: RSU 74 acknowledges the findings regarding student enrollment documentation. While the students in question were exited due to legitimate transfers and age-related circumstances, we recognize the importance of maintaining a precise administrative trail. ...
Management’s response/corrective action plan: RSU 74 acknowledges the findings regarding student enrollment documentation. While the students in question were exited due to legitimate transfers and age-related circumstances, we recognize the importance of maintaining a precise administrative trail. To ensure full compliance with Maine Title 20-A, RSU 74 administrators will implement a secondary review process for all student withdrawals. This will ensure that the State of Maine Dept. of Education exit codes accurately align with supporting documentation, such as signed record releases and Adult Education enrollment confirmations. Furthermore, high school administrative staff will undergo a review of State reporting protocols to ensure data integrity within our student information system.
The College’s Vice President for Academic Affairs and Dean of the College concurred with the finding identified. The College has revised its policies and procedures as follows: Historically, Student Affairs coded only those students who took a Leave of Absence during the semester (“L”) or withdrew d...
The College’s Vice President for Academic Affairs and Dean of the College concurred with the finding identified. The College has revised its policies and procedures as follows: Historically, Student Affairs coded only those students who took a Leave of Absence during the semester (“L”) or withdrew during the semester (“W”). Student Affairs has created a new code (“N”) to track students who inform the college of their intent to withdraw at the end of a given semester. At the end of each semester, Student Affairs provides the Registrar’s Office with a report of all students who informed the college of their intent to unenroll (“L”, “W”, and “N”). Using the report, the Registrar’s Office confirms that all students have been accurately exited with the appropriate exit date and exit reason prior to submitting the final “end of term” report to the National Student Clearinghouse. This new process was implemented beginning in the Fall 2025 semester. The corrective actions will be implemented by Dr. Kristen M. Amick, Registrar. Dr. Amick’s email address is: amickkm@westminster.edu.
The Program Manager for food vouchers will change the dates for availability so none are issued within 60 days of the fiscal year end.
The Program Manager for food vouchers will change the dates for availability so none are issued within 60 days of the fiscal year end.
Child care service providers will receive written notices that no invoices for September services will be paid after the October cut-off date. Program staff will receive mandatory training on cut off dates for child care service providers invoice payment.
Child care service providers will receive written notices that no invoices for September services will be paid after the October cut-off date. Program staff will receive mandatory training on cut off dates for child care service providers invoice payment.
Tribal program sites will reconcile their local vendor accounts monthly so no payments are missed throughout the fiscal year.
Tribal program sites will reconcile their local vendor accounts monthly so no payments are missed throughout the fiscal year.
Program Managers will monitor budgets and work with tribal project partners to identif' expenses that need to be obligated at fiscal year end.
Program Managers will monitor budgets and work with tribal project partners to identif' expenses that need to be obligated at fiscal year end.
Vendor education about the SPIPA procurement system will be shared with all vendors.
Vendor education about the SPIPA procurement system will be shared with all vendors.
The program staff with budget expenditure authority will have monthly meetings with the Executive Director to review budget-to-expenditure reports to improve and increase budget monitoring activities.
The program staff with budget expenditure authority will have monthly meetings with the Executive Director to review budget-to-expenditure reports to improve and increase budget monitoring activities.
The WFD program leadership will meet monthly with the WFD tribal site managers to conduct program/budget monitoring.
The WFD program leadership will meet monthly with the WFD tribal site managers to conduct program/budget monitoring.
2025-004: Equipment Management U.S. Department of Education Passed through Missouri Department of Elementary and Secondary Education Education Stabilization Fund, Assistance Listing No. 84.425D (COVID-19—Elementary and Secondary School Emergency Relief Fund), 84.425U (COVID-19—American Rescue Plan-E...
2025-004: Equipment Management U.S. Department of Education Passed through Missouri Department of Elementary and Secondary Education Education Stabilization Fund, Assistance Listing No. 84.425D (COVID-19—Elementary and Secondary School Emergency Relief Fund), 84.425U (COVID-19—American Rescue Plan-Elementary and Secondary School Emergency Relief), 84.425W (COVID-19—American Rescue Plan-Elementary and Secondary School Emergency Relief-Homeless Children and Youth) Federal award years 2023-2025 Criteria: The Uniform Guidance (2CFR 200.303) requires nonfederal entities receiving federal awards to establish and maintain internal controls designed to reasonably ensure compliance with federal laws, regulations, and program compliance requirements. Also, in accordance with 2 CFR section 200.313(d)(1), property records must be maintained that include a description of the property, a serial number of other identification number, the source of funding for the property (including the federal award identification number), who holds title, the acquisition date, cost of the property, percentage of federal participation in the project costs for the federal award under which the property was acquired, the location, use and condition of the property, and any ultimate disposition data including the date of disposal and sales price of the property. In accordance with 2 CFR section 200.313(d)(2), a physical inventory of equipment and property must be taken, and the results reconciled with the property records at least once every two years. Condition: During the fiscal year 2024 audit, it was previously reported that the District’s controls were not operating effectively to reasonably ensure the District had maintained property records with the above required information, nor had it performed the required physical inventory of equipment within the two previous years. During fiscal year 2025, the District incorporated processes and controls over equipment management that met the property record requirements. The District also performed a physical inventory during fiscal year 2025 that included counting and reconciling approximately half of the District’s equipment and property within this grant program. Therefore, the District had not yet met the requirements of performing a physical inventory of all equipment and property within the previous two years. Cause: Given the timing of when the District incorporated its processes and controls, insufficient time remained to perform a physical inventory of all the District’s equipment and property within this grant program, and only approximately half of the items were subject to the physical inventory. Effect or potential effect: The District is not in compliance with federal grant requirements over the physical inventory of equipment. Improper equipment procedures could result in actions taken by oversight agencies which could impact future funding. Questioned costs: None Context: As noted above, the District updated its property records for all its property and equipment, and then approximately half of the District’s property and equipment was subject to a physical inventory. Identification as a repeat finding, if applicable: 2024-004 and 2024-006. Recommendation: We recommend the District continue to perform the processes and controls it added during fiscal year 2025, and complete the inventory count for the remaining items, to be compliance with the federal grant 2 year cycle. View of responsible officials: Management agrees with this finding. Corrective Action: Management plans to continue to keep detailed records and perform physical inventories in accordance with 2 CFR section 200.313(d)(2). Anticipated Completion Date: June 30, 2026 Contact Person: Dominic Accurso, Controller 816-321-5000 Dominic.accurso@nkcschools.org
2025-003: Significant Deficiency, Cut-off Errors in Preparing the SEFA U.S. Department of Education Passed through Missouri Department of Elementary and Secondary Education Education Stabilization Fund, Assistance Listing No. 84.425D (COVID-19—Elementary and Secondary School Emergency Relief Fund), ...
2025-003: Significant Deficiency, Cut-off Errors in Preparing the SEFA U.S. Department of Education Passed through Missouri Department of Elementary and Secondary Education Education Stabilization Fund, Assistance Listing No. 84.425D (COVID-19—Elementary and Secondary School Emergency Relief Fund), 84.425U (COVID-19—American Rescue Plan-Elementary and Secondary School Emergency Relief), 84.425W (COVID-19—American Rescue Plan-Elementary and Secondary School Emergency Relief-Homeless Children and Youth) Federal award years 2023-2025 Criteria: The schedule of expenditures of federal awards (SEFA) is required to be prepared on a basis consistent with the financial statements. Expenditures of federal awards are to be reported on the modified accrual basis of accounting and should be reported on the SEFA when incurred. Condition: The District reported expenditures on the fiscal year 2025 SEFA that were incurred in fiscal year 2024. Therefore, they were not reported on the SEFA in a manner consistent with the fiscal year in which they were reported as expenditures in the financial statements. This resulted in $24,762 of allowable costs reported on the fiscal year 2025 SEFA which were incurred in previous fiscal years. Cause: Inadequate reviews were in place to ensure that expenditures were reported on the SEFA in a manner consistent with the year they were incurred in the financial statements. Effect or potential effect: Inaccurate reporting of expenditures can result in actions taken by oversight agencies, which could impact future funding. Questioned costs: None Context: Approximately $24,762 of the $664,215 total Education Stabilization Funds reported on the fiscal year 2025 SEFA were incurred in a prior fiscal year. Identification as a repeat finding, if applicable: Not a repeat finding. Recommendation: We recommend the District implement procedures to ensure proper cutoff-is achieved in reporting expenditures on the SEFA. View of responsible officials: Management agrees with this finding. Corrective Action: Management is in the process of hiring or procuring an individual or firm with the knowledge, skills, and experience to assist oversite and to serve as additional level of review when needed. Management is also considering changes to current policies and procedures to prevent future incidents. Anticipated Completion Date: June 30, 2026 Contact Person: Dominic Accurso, Controller 816-321-5000 Dominic.accurso@nkcschools.org
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