Finding 2019- 001 Reporting (L) Significant Deficiency in Internal Controls over Compliance.
In 2019, our organization grappled with ongoing challenges when it came to meeting reporting deadlines. These
hurdles were primarily a result of our small team, which consisted of only one additional staff member
alongside the CEO and CFO. Despite our best endeavors, we encountered significant obstacles in our attempts
to hire additional administrative support personnel. In our quest for solutions, we proactively engaged with
other FQHCs and NV PCA, exploring the potential for collaborative personnel arrangements.
The absence of additional support placed a considerable burden on both the CEO and CFO. They found
themselves juggling a multitude of responsibilities, encompassing tasks such as mail management, deposit
preparation, supply procurement, receipt matching, approval document handling, drawdown completion, federal
funding expense tracking, committee and board meeting preparation, day-to-day operational oversight, and
critical grants management duties. Consequently, occasional delays occurred in the submission of FFR quarterly
reports, and there was limited time available for following up with State and local institutions to obtain the
necessary documentation required for the audit. Additionally, accessing the Medicare Portal, which still bore
the name of the previous CEO, presented challenges. All of these factors collectively impacted the timing of the
Federal Audit.
CEO and CFO Timeframe: 2-4 months
a. Staff Augmentation: We are actively working on hiring dedicated administrative support staff who will be
responsible for assisting with routine tasks. This strategic addition to our team will allow the CEO and CFO to
focus more effectively on their core responsibilities.
b. Streamlined Processes: We are in the process of reviewing and optimizing our internal processes. This critical
step will help enhance the overall efficiency of managing tasks related to federal reporting and grants
management.
c. Task Delegation: With the inclusion of additional staff members, we will delegate specific responsibilities to
ensure that FFR quarterly reports are not only prepared but also submitted promptly.
d. Reporting Calendar: We will be implementing a comprehensive reporting calendar that clearly outlines
deadlines and assigns responsibilities. This organized approach will assist us in staying on track and meeting
our reporting obligations consistently.
e. Training and Development: Our team is committed to continuous improvement. To this end, we will be
providing training and development opportunities for our staff to enhance their skills and knowledge in grants
management and federal reporting. This investment in their professional development will result in greater
accuracy and efficiency.
In addition to these measures, we are exploring the possibility of engaging a third-party company if we
encounter challenges in hiring employees directly. We are actively in discussions with other hiring companies
and Locum tenants companies as needed to ensure that we have all the resources required to address this issue
effectively. By implementing these measures, we aim to overcome historical challenges related to
understaffing and limited access to essential resources. The collaborative efforts of the FPCC finance team,
combined with streamlined processes and improved technology, will position us to submit FFR quarterly
reports and the annual submission to the federal clearinghouse promptly and efficiently.