Fort Cherry School DistrictLocal Government

Material Weakness in Internal Control over Compliance and Material Noncompliance - Child Nutrition Cluster Criteria: Federal regulations require non-federal entities to follow specific procurement standards when making purchases with federal award funds: • 2 CFR 200.320 requires the use of specific procurement methods (micro-purchase, small purchase, sealed bids, competitive proposals, etc.) based on the value of the transaction. • 2 CFR 200.318 requires the District to maintain oversight that ensures contractors perform in accordance with terms, conditions, and specifications. • 2 CFR 200.319 requires full and open competition and prohibits practices that restrict competition. • 2 CFR 200.324 requires cost or price analysis for certain procurements. • 2 CFR 200.213 requires verification that contractors are not suspended or debarred Condition: During testing of procurement transactions charged to the Child Nutrition Cluster, we noted that the District did not consistently follow the federal procurement standards required by 2 CFR 200.318-327. Specifically: The District did not obtain the required number of price or rate quotations for purchases exceeding the micro-purchase threshold. • For procurements that exceeded the simplified acquisition threshold, the District did not maintain documentation supporting full and open competition. • In several cases, the District was unable to provide evidence that vendors were verified against the SAM.gov exclusion list prior to contract award. • Procurement files did not contain required elements such as cost/price analysis, written procurement method selection, or justification for sole-source procurements. The transactions identified totaled approximately $50,000, which represents a material portion of federal expenditures tested under this major program. Cause: The District did not employ adequate internal controls to ensure that all federally funded procurements consistently followed the federal procurement standards. Staff turnover and insufficient training regarding federal procurement requirements also contributed to the deficiencies. Recommendation: We recommend that the School District design and follow internal controls to ensure proper procurement procedures are followed to comply with Uniform Guidance standards. Effect: Failure to follow federal procurement requirements increases the risk of: • Noncompliance with the Uniform Guidance, • Potential favoritism or lack of competition, • Unallowable costs being charged to federal programs, and • Federal funds being used inefficiently or in a manner inconsistent with federal regulations. The nature and extent of the exceptions identified represent a material weakness in internal control and material noncompliance with procurement requirements. Views of Responsible Official and Planned Corrective Action: See corrective action plan included in this report package.

Segregation of Duties - Child Nutrition Cluster Criteria: The small size of the School District's business office staff limits the extent of separation of duties. The basic premise in an ideal accounting office is that no one employee should have access to both physical assets and the related accounting records or to all phases of a transaction. Some examples of lack of segregation of duties at the School District are as follows: The individual who receives checks on a routine basis also prepares the deposit. The same individual also reviews the receivables aging trial balance, investigates receivable discrepancies, and maintains or authorizes receivables adjustments as well as investigates discrepancies or issues related to revenue. For the cafeteria, one person receives the cash receipts, enters the deposit into the accounting system, and makes the deposit at the fmancial institution. One employee initiates checks for expenditures, edits the vendor master file, and investigates discrepancies or issues related to expenditures. Condition: The School District has a limited number of staff responsible for or access to various stages of the accounting processes. Cause: The District does not have the number of employees necessary in the business office to properly segregate all duties. Recommendation: Ideally, the District would hire the number of staff necessary to segregate all duties. However, we realize segregation of duties is not practical, if not impossible. Because of this internal control situation, the responsibility of the Business Manager is greatly increased because the Board must rely on her knowledge of the everyday operations to discover any material changes in the School District's fmancial position. Effect: A lack in separation of duties makes the School District more susceptible to misappropriation of District Assets. Views of Responsible Official and Planned Corrective Action: See corrective action plan included in this report package.

2024-2 Segregation of Duties Criteria: The small size of the School District’s business office staff limits the extent of separation of duties. The basic premise in an ideal accounting office is that no one employee should have access to both physical assets and the related accounting records or to all phases of a transaction. Some examples of lack of segregation of duties at the School District are as follows: The individual who receives checks on a routine basis also prepares the deposit. The same individual also reviews the receivables aging trial balance, investigates receivable discrepancies, and maintains or authorizes receivables adjustments as well as investigates discrepancies or issues related to revenue. For the cafeteria, one person receives the cash receipts, enters the deposit into the accounting system, and makes the deposit at the financial institution. One employee initiates checks for expenditures, edits the vendor master file, and investigates discrepancies or issues related to expenditures. Condition: The School District has a limited number of staff responsible for or access to various stages of the accounting processes. Cause: The District does not have the number of employees necessary in the business office to properly segregate all duties. Recommendation: Ideally, the District would hire the number of staff necessary to segregate all duties. However, we realize segregation of duties is not practical, if not impossible. Because of this internal control situation, the responsibility of the Business Manager is greatly increased because the Board must rely on her knowledge of the everyday operations to discover any material changes in the School District’s financial position. Effect: A lack in separation of duties makes the School District more susceptible to misappropriation of District Assets. Views of Responsible Official and Planned Corrective Action: See corrective action plan included in this report package.