Corrective Action Plans

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6. SCMRC engaged Allen Bryant, CPA, to support timely Medicare Cost Report preparation and submission going forward.
6. SCMRC engaged Allen Bryant, CPA, to support timely Medicare Cost Report preparation and submission going forward.
7. SCMRC’s updated compliance tracking system was reviewed during the 2025 HRSA Verification Site Visit, contributing to the clearance of Chapter 18 conditions.
7. SCMRC’s updated compliance tracking system was reviewed during the 2025 HRSA Verification Site Visit, contributing to the clearance of Chapter 18 conditions.
Corrective Action Plan:
Corrective Action Plan:
1. Maintain the centralized compliance calendar with documented Medicare Cost Report deadlines, reviewed monthly.
1. Maintain the centralized compliance calendar with documented Medicare Cost Report deadlines, reviewed monthly.
2. Ensure continued CEO oversight of Medicare Cost Report submissions, with responsibilities reaffirmed annually during internal planning.
2. Ensure continued CEO oversight of Medicare Cost Report submissions, with responsibilities reaffirmed annually during internal planning.
3. Continue monthly Finance Committee updates on Cost Report timelines and submission status.
3. Continue monthly Finance Committee updates on Cost Report timelines and submission status.
4. Provide refresher training as needed to maintain awareness of CMS and HRSA reporting requirements.
4. Provide refresher training as needed to maintain awareness of CMS and HRSA reporting requirements.
5. Retain Allen Bryant, CPA, for annual preparation and submission of the Medicare Cost Report in accordance with CMS deadlines.
5. Retain Allen Bryant, CPA, for annual preparation and submission of the Medicare Cost Report in accordance with CMS deadlines.
Corrective Actions Taken:
Corrective Actions Taken:
1. Implemented a 15-month rolling cash flow forecast in Q4 2024, updated weekly by the CEO and Controller in partnership with the contract accountant.
1. Implemented a 15-month rolling cash flow forecast in Q4 2024, updated weekly by the CEO and Controller in partnership with the contract accountant.
2. Finance staff monitor cash balances and disbursements at least twice per week to anticipate timing issues and support grant drawdown coordination.
2. Finance staff monitor cash balances and disbursements at least twice per week to anticipate timing issues and support grant drawdown coordination.
3. Established internal minimum balance thresholds and enabled low balance alerts to prevent overdrafts.
3. Established internal minimum balance thresholds and enabled low balance alerts to prevent overdrafts.
4. Consolidated underutilized accounts in 2025 and formalized contingency planning with SCMRC’s banking institution.
4. Consolidated underutilized accounts in 2025 and formalized contingency planning with SCMRC’s banking institution.
5. Conducted nonprofit cash flow management training for the CEO, Controller, and Board in Q2 FY25.
5. Conducted nonprofit cash flow management training for the CEO, Controller, and Board in Q2 FY25.
6. Included cash flow forecasting and liquidity discussions in monthly Finance Committee updates.
6. Included cash flow forecasting and liquidity discussions in monthly Finance Committee updates.
7. These improvements were reviewed during the 2025 HRSA Verification Site Visit and contributed to clearance of relevant conditions under Chapter 21 of the HRSA Health Center Compliance Manual.
7. These improvements were reviewed during the 2025 HRSA Verification Site Visit and contributed to clearance of relevant conditions under Chapter 21 of the HRSA Health Center Compliance Manual.
Corrective Action Plan:
Corrective Action Plan:
1. Continue weekly updates of the 12-month rolling cash flow forecast.
1. Continue weekly updates of the 12-month rolling cash flow forecast.
2. Maintain twice-weekly internal cash reviews to align disbursements with available cash and grant timing.
2. Maintain twice-weekly internal cash reviews to align disbursements with available cash and grant timing.
3. Monitor operating accounts against internal minimum thresholds and refine automated alerts as needed.
3. Monitor operating accounts against internal minimum thresholds and refine automated alerts as needed.
4. Reassess account structure annually and maintain contingency agreements with the bank.
4. Reassess account structure annually and maintain contingency agreements with the bank.
5. Require refresher training in cash flow management for new financial staff and Finance Committee members at least once annually.
5. Require refresher training in cash flow management for new financial staff and Finance Committee members at least once annually.
6. Maintain Finance Committee oversight of liquidity metrics, with trends tracked in monthly dashboards.
6. Maintain Finance Committee oversight of liquidity metrics, with trends tracked in monthly dashboards.
7. Review internal controls annually to ensure continued alignment with 45 CFR § 75.302(b)(4) and evolving HRSA guidance.
7. Review internal controls annually to ensure continued alignment with 45 CFR § 75.302(b)(4) and evolving HRSA guidance.
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