EIN: 133327220
UEI: XSBRGVKAEEG1
Data as of August 23, 2026
Management decision deadline — for entities that funded this organization
The FAC accepted this audit on March 19, 2025. Under 2 CFR 200.521(d), a pass-through entity that provided federal funds to this organization for this audit period must issue a management decision on these findings by September 19, 2025 (338 days ago).
What is a management decision? →During our audit, we noted 2 cases in which the required subaward reporting was not completed within the required timeframe. The reports were ultimately filed late. Cause: Administrative oversight. Effect or Potential Effect: Noncompliance with FFATA reporting requirements could potentially result in withholding of future payments, award suspension or termination, and ineligibility for future awards. Questioned Costs: None. Context: Our testwork consisted of a sample of three subawards. Late reporting was noted for two of the three subawards tested. Identification as a Repeat Finding, if Applicable: N/A Recommendation: We recommend that management take steps to raise awareness of the FFATA reporting deadlines to those staff responsible for maintaining compliance with FFATA reporting requirements.
Show full finding ▾Hide full finding ▴Finding 2023-002: Federal Funding Accountability and Transparency Act Subaward Reporting Information on the Federal Programs: Assistance Listing 98.001 USAID Foreign Assistance for Programs Overseas Criteria or Specific Requirement (Including Statutory, Regulatory, or Other Citation): As noted in 2 CFR Part 170, recipients (i.e. direct recipients) of grants or cooperative agreements who make first tier subawards of $30,000 or more are required to register in the Federal Funding Accountability and Transparency Act Subaward Reporting System (FSRS) and report subaward data through FSRS.Prime awardees are required to file a FFATA sub-award report by the end of the month following the month in which the prime recipient awards any subaward with a value greater than or equal to $30,000. Condition: During our audit, we noted 2 cases in which the required subaward reporting was not completed within the required timeframe. The reports were ultimately filed late. Cause: Administrative oversight. Effect or Potential Effect: Noncompliance with FFATA reporting requirements could potentially result in withholding of future payments, award suspension or termination, and ineligibility for future awards. Questioned Costs: None. Context: Our testwork consisted of a sample of three subawards. Late reporting was noted for two of the three subawards tested. Identification as a Repeat Finding, if Applicable: N/A Recommendation: We recommend that management take steps to raise awareness of the FFATA reporting deadlines to those staff responsible for maintaining compliance with FFATA reporting requirements.
Views of Responsible Officials: Action Against Hunger - USA will undertake review of its procedures related to FFATA reporting and will implement additional controls to ensure timely submission of FFATA sub-award reports.
We noted an instance in which there was no evidence of Action Against Hunger’s review of a subrecipient’s audit report. Cause: Administrative oversight. Effect or Potential Effect: Noncompliance with subaward monitoring requirements may lead to withholding of future payments, award suspension or termination, and ineligibility for future awards. Questioned Costs: None.Context: Our sample consisted of three subawards. We noted the condition for one of the three subawards tested. Identification as a Repeat Finding, if Applicable: N/A Recommendation: We recommend that management implement a standardized process whereby all sub-awardees are required to submit their annual audit reports to Action Against Hunger – USA for review, or confirm that they were not subject to an audit under 2 CFR 200 Subpart F.
Show full finding ▾Hide full finding ▴Finding 2023-003: Subrecipient Monitoring – Review of Audit Reports Information on the Federal Programs: Assistance Listing 98.001 USAID Foreign Assistance for Programs Overseas Criteria or Specific Requirement (Including Statutory, Regulatory, or Other Citation): 2 CFR 200.332 discuss requirements for pass-through entities. Among these requirements are that passthrough entities must verify that a subrecipient is audited as required by 2 CFR 200 Subpart F. Condition: We noted an instance in which there was no evidence of Action Against Hunger’s review of a subrecipient’s audit report. Cause: Administrative oversight. Effect or Potential Effect: Noncompliance with subaward monitoring requirements may lead to withholding of future payments, award suspension or termination, and ineligibility for future awards. Questioned Costs: None.Context: Our sample consisted of three subawards. We noted the condition for one of the three subawards tested. Identification as a Repeat Finding, if Applicable: N/A Recommendation: We recommend that management implement a standardized process whereby all sub-awardees are required to submit their annual audit reports to Action Against Hunger – USA for review, or confirm that they were not subject to an audit under 2 CFR 200 Subpart F.
Views of Responsible Officials: Action Against Hunger - USA will update its subrecipient monitoring procedures to ensure a formalized process for obtaining, reviewing and documenting subrecipient audit reports in a timely manner. Key personnel involved in subrecipient oversight will receive additional training concerning the requirements for subrecipient monitoring in accordance with 2 CFR 200.332.
FAC accepted this audit on September 28, 2022 — management decision was due March 28, 2023.
During the 2021 audit, various issues were noted with regards to the maintenance of accurate accounting records and proper internal control procedures at several of Action Against Hunger - USA's field offices. Items noted included inaccurate field receivable and payable balances, and items included within field balance sheet schedules that were unsubstantiated by supporting documentation. Accordingly, there appears to be a substantial lapse in the accounting functions within the field offices of Action Against Hunger - USA with regard to account reconciliations and monthly and annual closeout procedures. Criteria or Specific Requirement: Title 2 CFR 200 Section 200.303 ?Internal Controls? requires recipients of federal funds to establish internal controls that should be in compliance with guidance in the ?Integrated Control Integrated Framework? issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Cause: Action Against Hunger - USA has experienced a transitional period over the past several years, including significant turnover within the HQ accounting department between mid 2016 and 2020, as well as restructuring of global operations. The combined stresses created by this situation resulted in weakened oversight of field office accounting. Effect or Potential Effect: Failure to routinely reconcile field office accounts increases the risk of inadvertent losses of financial assets, misappropriation, unallowable or questioned costs, and damage to organizational reputation and donor relationships. Questioned Costs: None Context: Unreconciled field office accounts were noted in several field offices, however, the countries with the most significant unreconciled balances were Ethiopia and Haiti. Identification as a Repeat Finding: Repeat of Finding 2019-001 and 2020-001. Recommendation: As Action Action Against Hunger - USA has successfully reorganized its HQ accounting department and made significant strides towards overhauling operations and internal controls at the HQ level, we recommend that, as a next step, increased focus be placed on revisiting policies and procedures at the field office level. We also suggest that field office staffing be evaluated to determine whether the current field staff have the appropriate training, experience and competence to perform their duties.
Show full finding ▾Hide full finding ▴Finding 2021-001: Field Office Accounting and Reconciliations Information on the Federal Programs: CFDA 98.001 and CFDA 19.517 Condition: During the 2021 audit, various issues were noted with regards to the maintenance of accurate accounting records and proper internal control procedures at several of Action Against Hunger - USA's field offices. Items noted included inaccurate field receivable and payable balances, and items included within field balance sheet schedules that were unsubstantiated by supporting documentation. Accordingly, there appears to be a substantial lapse in the accounting functions within the field offices of Action Against Hunger - USA with regard to account reconciliations and monthly and annual closeout procedures. Criteria or Specific Requirement: Title 2 CFR 200 Section 200.303 ?Internal Controls? requires recipients of federal funds to establish internal controls that should be in compliance with guidance in the ?Integrated Control Integrated Framework? issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Cause: Action Against Hunger - USA has experienced a transitional period over the past several years, including significant turnover within the HQ accounting department between mid 2016 and 2020, as well as restructuring of global operations. The combined stresses created by this situation resulted in weakened oversight of field office accounting. Effect or Potential Effect: Failure to routinely reconcile field office accounts increases the risk of inadvertent losses of financial assets, misappropriation, unallowable or questioned costs, and damage to organizational reputation and donor relationships. Questioned Costs: None Context: Unreconciled field office accounts were noted in several field offices, however, the countries with the most significant unreconciled balances were Ethiopia and Haiti. Identification as a Repeat Finding: Repeat of Finding 2019-001 and 2020-001. Recommendation: As Action Action Against Hunger - USA has successfully reorganized its HQ accounting department and made significant strides towards overhauling operations and internal controls at the HQ level, we recommend that, as a next step, increased focus be placed on revisiting policies and procedures at the field office level. We also suggest that field office staffing be evaluated to determine whether the current field staff have the appropriate training, experience and competence to perform their duties.
Views of Responsible Officials: The issues noted above related to the accuracy of field office accounting records are directly attributable to the incompatibility between our headquarters and field-based accounting systems. The monthly uploading of field transactions into our HQ accounting system is a cumbersome and inefficient process. This data incompatibility also creates challenges in properly reconciling country level balance sheet and income statement accounts. To address these accounting challenges, we are in the process of converting our field offices onto the same robust financial and awards management platform currently used in headquarters. We are in the process of user acceptance testing of the multidimensional system prototype we developed. This prototype will be used as a system training tool for each of our field offices. Upon completion of training, our field offices will go live on the new system. We are confident that once our offices are on the same operating platform, the prior accounting record inconsistencies will not recur. We expect this platform to go live during 2023.
2020-001
FAC accepted this audit on September 29, 2021 — management decision was due March 29, 2022.
During the 2020 audit, various issues were noted with regards to the maintenance of accurate accounting records and proper internal control procedures at several of Action Against Hunger - USA's field offices. Items noted included unreconciled bank and cash balances, inaccurate field receivable balances, and items included within field balance sheet schedules that were unsubstantiated by supporting documentation. Additionally, instances of employee timesheets lacking proper employee and/or supervisor signatures were noted. Accordingly, there appears to be a substantial lapse in the accounting functions within the field offices of Action Against Hunger ? USA with regard to account reconciliations and monthly and annual closeout procedures. Criteria or Specific Requirement: Title 2 CFR 200 Section 200.303 ?Internal Controls? requires recipients of federal funds to establish internal controls that should be in compliance with guidance in the ?Integrated Control Integrated Framework? issued by the Committee of Sponsoring Organizations of the Treadway Commission(COSO). Cause: Action Against Hunger ? USA has experienced a transitional period over the past several years, including significant turnover within the HQ accounting department between mid 2016 and early 2020, as well as restructuring of global operations. The combined stresses created by this situation resulted in weakened oversight of field office accounting. Effect or Potential Effect: Failure to routinely reconcile field office accounts, particularly cash, increases the risk of inadvertent losses of financial assets, misappropriation, unallowable or questioned costs, and damage to organizational reputation and donor relationships. Questioned Costs: None Context: The most significant issues pertained to unreconciled cash accounts in Ethiopia and stale unreconciled advance balances in Ethiopia and Haiti. Identification as a Repeat Finding: Repeat of Finding 2019-001. Recommendation: As Action Against Hunger ? USA has successfully reorganized its HQ accounting department and made significant strides towards overhauling operations and internal controls at the HQ level, we recommend that, as a next step, increased focus be placed on revisiting policies and procedures at the field office level. We also suggest that field office staffing be evaluated to determine whether the current field staff have the appropriate training, experience and competence to perform their duties. Furthermore, we believe that the HQ finance department could be further strengthened with the addition of a strong field finance manager who could serve as a focal point for communication and oversight of field office accounting.
Show full finding ▾Hide full finding ▴Finding 2020-001: Field Office Accounting and Reconciliations Information on the Federal Programs: CFDA 98.001 and CFDA 19.517 Condition: During the 2020 audit, various issues were noted with regards to the maintenance of accurate accounting records and proper internal control procedures at several of Action Against Hunger - USA's field offices. Items noted included unreconciled bank and cash balances, inaccurate field receivable balances, and items included within field balance sheet schedules that were unsubstantiated by supporting documentation. Additionally, instances of employee timesheets lacking proper employee and/or supervisor signatures were noted. Accordingly, there appears to be a substantial lapse in the accounting functions within the field offices of Action Against Hunger ? USA with regard to account reconciliations and monthly and annual closeout procedures. Criteria or Specific Requirement: Title 2 CFR 200 Section 200.303 ?Internal Controls? requires recipients of federal funds to establish internal controls that should be in compliance with guidance in the ?Integrated Control Integrated Framework? issued by the Committee of Sponsoring Organizations of the Treadway Commission(COSO). Cause: Action Against Hunger ? USA has experienced a transitional period over the past several years, including significant turnover within the HQ accounting department between mid 2016 and early 2020, as well as restructuring of global operations. The combined stresses created by this situation resulted in weakened oversight of field office accounting. Effect or Potential Effect: Failure to routinely reconcile field office accounts, particularly cash, increases the risk of inadvertent losses of financial assets, misappropriation, unallowable or questioned costs, and damage to organizational reputation and donor relationships. Questioned Costs: None Context: The most significant issues pertained to unreconciled cash accounts in Ethiopia and stale unreconciled advance balances in Ethiopia and Haiti. Identification as a Repeat Finding: Repeat of Finding 2019-001. Recommendation: As Action Against Hunger ? USA has successfully reorganized its HQ accounting department and made significant strides towards overhauling operations and internal controls at the HQ level, we recommend that, as a next step, increased focus be placed on revisiting policies and procedures at the field office level. We also suggest that field office staffing be evaluated to determine whether the current field staff have the appropriate training, experience and competence to perform their duties. Furthermore, we believe that the HQ finance department could be further strengthened with the addition of a strong field finance manager who could serve as a focal point for communication and oversight of field office accounting.
The organization is in the process of converting our regional and field offices to the same financial and awards management platform used in the U.S. This will allow greater visibility into our field accounting and operations and more timely and accurate reporting of operating results.In addition, as we roll out the new platform to the field, we will be engaging in focused training of our field personnel to address the accounting deficiencies noted. We are also looking to implement an organization-wide electronic timesheet system with workflow requirements to ensure that all timesheets are completed and approved in a timely manner. Further, in February 2021, a Director of Finance and Administration was hired in the Kenya regional office. This person has been focused on reviewing existing field operations, policies and procedures, and internal controls to determine areas needing improvement. In addition, this director has engaged in an in-depth evaluation of field staff competencies and capabilities to determine if they can perform their job duties.
2019-001
FAC accepted this audit on July 18, 2021 — management decision was due January 18, 2022.
During the 2019 audit, it was noted that various significant adjustments to the preliminary trial balance were necessary for a number of field cash, advance, and liability accounts in order to properly state their balances as of December 31, 2019. Given that the audit work for 2019 was not performed until January, 2021, the need for significant adjustments of these accounts during the course of the audit indicates that there is a substantial lapse in the accounting functions within the field offices of Action Against Hunger ? USA with regards to account reconciliations and monthly and annual closeout procedures. Criteria or Specific Requirement: Title 2 CFR 200 Section 200.303 ?Internal Controls? requires recipients of federal funds to establish internal controls that should be in compliance with guidance in the ?Integrated Control Integrated Framework? issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Cause: As noted in the prior year finding 2018-001, Action Against Hunger ? USA has experienced a transitional period over the past several years, including significant turnover within the HQ accounting department as well as restructuring of global operations. The combined stresses created by this situation resulted in weakened oversight of field office accounting. Effect or Potential Effect: Failure to routinely reconcile field office accounts, particularly cash, increases the risk of inadvertent losses of financial assets, misappropriation, unallowable or questioned costs, and damage to organizational reputation and donor relationships. Questioned Costs: None Context: While adjustments were posted to field office balance sheet accounts for several countries during the audit, the most significant issues pertained to unreconciled cash accounts in Ethiopia and stale unreconciled advance balances in Haiti. Identification as a Repeat Finding: N/A Recommendation: As Action Against Hunger ? USA has successfully reorganized its HQ accounting department and made significant strides towards overhauling operations and internal controls at the HQ level, we recommend that, as a next step, increased focus be placed on revisiting policies and procedures at the field office level. We also suggest that field office staffing be evaluated to determine whether the current field staff have the appropriate training, experience and competence to perform their duties. Furthermore, we believe that the HQ finance department could be further strengthened with the addition of a strong field finance manager who could serve as a focal point for communication and oversight of field office accounting.
Show full finding ▾Hide full finding ▴Finding 2019-001: Field Office Accounting and Reconciliations Information on the Federal Programs: CFDA 98.001, CFDA 19.517 and CFDA 19.522 Condition: During the 2019 audit, it was noted that various significant adjustments to the preliminary trial balance were necessary for a number of field cash, advance, and liability accounts in order to properly state their balances as of December 31, 2019. Given that the audit work for 2019 was not performed until January, 2021, the need for significant adjustments of these accounts during the course of the audit indicates that there is a substantial lapse in the accounting functions within the field offices of Action Against Hunger ? USA with regards to account reconciliations and monthly and annual closeout procedures. Criteria or Specific Requirement: Title 2 CFR 200 Section 200.303 ?Internal Controls? requires recipients of federal funds to establish internal controls that should be in compliance with guidance in the ?Integrated Control Integrated Framework? issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). Cause: As noted in the prior year finding 2018-001, Action Against Hunger ? USA has experienced a transitional period over the past several years, including significant turnover within the HQ accounting department as well as restructuring of global operations. The combined stresses created by this situation resulted in weakened oversight of field office accounting. Effect or Potential Effect: Failure to routinely reconcile field office accounts, particularly cash, increases the risk of inadvertent losses of financial assets, misappropriation, unallowable or questioned costs, and damage to organizational reputation and donor relationships. Questioned Costs: None Context: While adjustments were posted to field office balance sheet accounts for several countries during the audit, the most significant issues pertained to unreconciled cash accounts in Ethiopia and stale unreconciled advance balances in Haiti. Identification as a Repeat Finding: N/A Recommendation: As Action Against Hunger ? USA has successfully reorganized its HQ accounting department and made significant strides towards overhauling operations and internal controls at the HQ level, we recommend that, as a next step, increased focus be placed on revisiting policies and procedures at the field office level. We also suggest that field office staffing be evaluated to determine whether the current field staff have the appropriate training, experience and competence to perform their duties. Furthermore, we believe that the HQ finance department could be further strengthened with the addition of a strong field finance manager who could serve as a focal point for communication and oversight of field office accounting.
Views of Responsible Officials: In February 2021, Action Against Hunger ? USA hired a Director of Finance and Administration in the Kenya regional field office. The initial responsibilities of this director will be to thoroughly review existing field operations, policies and procedures and internal controls to determine areas needing improvement. In addition, this director will be visiting each field office location to perform an in-depth evaluation of staff competencies and capabilities. This position will also act as the focal point of communication with the HQ office on all field-related finance and logistics issues.
During the 2018 audit, we encountered significant difficulties in obtaining basic supporting documentation, primarily concerning the grant awards AAH has received from its various donors (such as records of amounts obligated and spent, and collections of funds on existing awards). We also observed an extreme lack of organization and coordination within the finance and accounting department of Action Against Hunger ? USA, both with regards to the audit process and with regards to basic daily operations. We noted a variety of significant issues, including wide-spread inaccuracies within the financial reporting process, poor or absent communication between management and staff, and a fundamental lack of adequate oversight of the accounting and financial reporting functions. Recommendation: Given the unfortunate circumstances described above, we recommend the following actions be taken, and believe that the immediate implementation of such actions is of paramount importance. Action Against Hunger ? USA must undertake to hire a new Chief Financial Officer who has extensive experience in grant accounting and the international NGO/humanitarian aid agency environment. Adequate resources must be designated to this individual such that they may be able to hire a team of equally qualified supporting staff who have the ability and willingness to perform detailed financial analysis, interpret data and act with sound judgment. It is our belief that Action Against Hunger - USA?s continued use of separate accounting systems for its headquarters and its field operations is no longer sustainable and therefore steps must be taken to implement a global accounting software solution as soon as possible. Action Against Hunger ? USA must immediately commence a detailed historical analysis of its donor financial reporting and ensure that such reporting is properly reconciled to its accounting system. Such a project should involve coordination between the finance/accounting department, programs department, and development department, and should be given the utmost priority and dedication in terms of internal resources. The HQ finance/accounting department should perform a complete and thorough overhaul of its current accounting policies and procedures and develop and implement a new regime of internal controls in accordance with the COSO Internal Control Integrated Framework. The new policies and procedures should be designed to ensure both timely and accurate financial reporting, as well as compliance with the requirements associated with Action Against Hunger - USA?s donor awards. Consideration should be given to areas including but not limited to the documentation and allocation of expenditures, financial and programmatic reporting, the management of cash and timing of drawdowns on open awards, the administration, monitoring and reporting of subgrants, adherence to procurement and vendor screening requirements, and the maintenance of equipment records.December 31, 2019 Status: Upon the conclusion of the 2018 audit in early 2020, management of Action Against Hunger - USA took immediate steps to address the conditions identified in the finding. The organization hired a new CFO in January, 2020 as well as a Controller and other supporting finance and accounting staff shortly thereafter. The new finance team then commenced the process of overhauling the accounting policies and procedures and performing detailed and comprehensive reconciliations of its accounts, investing significant time and resources into this endeavor. Additionally, a plan of action to implement a cloud-based version of the global accounting system to its field offices has been developed and these efforts are expected to begin during fiscal year 2021. Accordingly, we believe that management has acknowledged the severity of the prior year finding and made significant strides towards remedying the situation. However, as the corrective action was not able to take place until 2020, it must be noted that the conditions identified during the 2018 audit continued to exist throughout fiscal year 2019 and represented a material weakness. It should also be noted that, while the conditions identified in the 2018 finding directly led to a significant delay in the commencement of the 2019 audit, the 2019 audit process was vastly improved and there was substantial improvement in the accuracy of financial reporting, organizational communication and oversight. We do recommend that management continue to focus on reconciliations of donor reporting to the accounting system, maintenance of accurate restricted net asset schedules and preparation of the schedule of expenditures of federal awards.
Show full finding ▾Hide full finding ▴Finding 2019-002: Staffing and Management of the Finance/Accounting Department Information on the Federal Programs: CFDA 98.001 and CFDA 19.522 Condition: During the 2018 audit, we encountered significant difficulties in obtaining basic supporting documentation, primarily concerning the grant awards AAH has received from its various donors (such as records of amounts obligated and spent, and collections of funds on existing awards). We also observed an extreme lack of organization and coordination within the finance and accounting department of Action Against Hunger ? USA, both with regards to the audit process and with regards to basic daily operations. We noted a variety of significant issues, including wide-spread inaccuracies within the financial reporting process, poor or absent communication between management and staff, and a fundamental lack of adequate oversight of the accounting and financial reporting functions. Recommendation: Given the unfortunate circumstances described above, we recommend the following actions be taken, and believe that the immediate implementation of such actions is of paramount importance. Action Against Hunger ? USA must undertake to hire a new Chief Financial Officer who has extensive experience in grant accounting and the international NGO/humanitarian aid agency environment. Adequate resources must be designated to this individual such that they may be able to hire a team of equally qualified supporting staff who have the ability and willingness to perform detailed financial analysis, interpret data and act with sound judgment. It is our belief that Action Against Hunger - USA?s continued use of separate accounting systems for its headquarters and its field operations is no longer sustainable and therefore steps must be taken to implement a global accounting software solution as soon as possible. Action Against Hunger ? USA must immediately commence a detailed historical analysis of its donor financial reporting and ensure that such reporting is properly reconciled to its accounting system. Such a project should involve coordination between the finance/accounting department, programs department, and development department, and should be given the utmost priority and dedication in terms of internal resources. The HQ finance/accounting department should perform a complete and thorough overhaul of its current accounting policies and procedures and develop and implement a new regime of internal controls in accordance with the COSO Internal Control Integrated Framework. The new policies and procedures should be designed to ensure both timely and accurate financial reporting, as well as compliance with the requirements associated with Action Against Hunger - USA?s donor awards. Consideration should be given to areas including but not limited to the documentation and allocation of expenditures, financial and programmatic reporting, the management of cash and timing of drawdowns on open awards, the administration, monitoring and reporting of subgrants, adherence to procurement and vendor screening requirements, and the maintenance of equipment records.December 31, 2019 Status: Upon the conclusion of the 2018 audit in early 2020, management of Action Against Hunger - USA took immediate steps to address the conditions identified in the finding. The organization hired a new CFO in January, 2020 as well as a Controller and other supporting finance and accounting staff shortly thereafter. The new finance team then commenced the process of overhauling the accounting policies and procedures and performing detailed and comprehensive reconciliations of its accounts, investing significant time and resources into this endeavor. Additionally, a plan of action to implement a cloud-based version of the global accounting system to its field offices has been developed and these efforts are expected to begin during fiscal year 2021. Accordingly, we believe that management has acknowledged the severity of the prior year finding and made significant strides towards remedying the situation. However, as the corrective action was not able to take place until 2020, it must be noted that the conditions identified during the 2018 audit continued to exist throughout fiscal year 2019 and represented a material weakness. It should also be noted that, while the conditions identified in the 2018 finding directly led to a significant delay in the commencement of the 2019 audit, the 2019 audit process was vastly improved and there was substantial improvement in the accuracy of financial reporting, organizational communication and oversight. We do recommend that management continue to focus on reconciliations of donor reporting to the accounting system, maintenance of accurate restricted net asset schedules and preparation of the schedule of expenditures of federal awards.
Views of Responsible Officials: The HQ finance team, in coordination with members of our grant management and compliance and risk management teams, has begun the process of converting each of our field offices to a global cloud-based ERP platform. This involves a series of intense interactive sessions with our ERP consultants to entirely rebuild our financial operating and reporting system. While we anticipate this will significantly enhance our financial reporting and analysis capabilities, we are also looking to maximize the grants management and customer relationship management components of the platform. The new ERP platform will allow a seamless consolidation of organizational operations and allow more robust reporting across a wider spectrum of transactional dimensions. We anticipate beginning training and implementation in our field offices during Q4 2021.
2018-001
FAC accepted this audit on April 15, 2020 — management decision was due October 15, 2020.
GSA_MIGRATION
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GSA_MIGRATION
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