EIN: 362654175
UEI: DMVCNJC2TPK9
Data as of August 21, 2026
Management decision deadline — for entities that funded this organization
The FAC accepted this audit on June 4, 2026. 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 December 4, 2026 (104 days from today).
What is a management decision? →Condition – At the time of audit fieldwork, Project NOW, Inc. had not reconciled significant accounts such as grants receivable, accounts receivable, investments in partnerships, property and equipment, accounts payable, accrual accounts, long term debt and the corresponding revenue and expense accounts. In addition, Project NOW, Inc. did not properly record an acquisition of a business that occurred during the audit year. As a result, Wipfli, LLP proposed and management posted adjusting journal entries to the aforementioned accounts. Lastly, due to the lack of audit preparedness, the audit extended past the required nine-month deadline for submission. Due to Project NOW, Inc.’s lack of audit preparedness that led to a delinquent audit submission as well as the breakdown in internal controls surrounding reconciliation of accounts which led to multiple adjusting journal entries, a material weakness exists in Project NOW, Inc.’s internal controls over financial reporting. Criteria – Federal Regulation 2 CFR 200.302(4) requires that an organization have…Effective control over, and accountability for, all funds, property, and other assets. Cause – During the audit year, Project NOW, Inc. experienced turnover in its business office while preparing for the audit which contributed to the lack of adequate and timely closing procedures, account reconciliation's, and review processes. Effect – As a result of not reconciling and adjusting certain account balances, a material weakness exists in internal controls. Recommendation – We recommend management and those charged with governance evaluate the operation of the business office and implement adequate and timely closing procedures to ensure that financial statement amounts are being reconciled and adjusted appropriately which will lead to timely submission of the audited financial statements in the future. View of Responsible Officials – Management agrees with the assessment and has committed to a corrective action plan.
Show full finding ▾Hide full finding ▴Condition – At the time of audit fieldwork, Project NOW, Inc. had not reconciled significant accounts such as grants receivable, accounts receivable, investments in partnerships, property and equipment, accounts payable, accrual accounts, long term debt and the corresponding revenue and expense accounts. In addition, Project NOW, Inc. did not properly record an acquisition of a business that occurred during the audit year. As a result, Wipfli, LLP proposed and management posted adjusting journal entries to the aforementioned accounts. Lastly, due to the lack of audit preparedness, the audit extended past the required nine-month deadline for submission. Due to Project NOW, Inc.’s lack of audit preparedness that led to a delinquent audit submission as well as the breakdown in internal controls surrounding reconciliation of accounts which led to multiple adjusting journal entries, a material weakness exists in Project NOW, Inc.’s internal controls over financial reporting. Criteria – Federal Regulation 2 CFR 200.302(4) requires that an organization have…Effective control over, and accountability for, all funds, property, and other assets. Cause – During the audit year, Project NOW, Inc. experienced turnover in its business office while preparing for the audit which contributed to the lack of adequate and timely closing procedures, account reconciliation's, and review processes. Effect – As a result of not reconciling and adjusting certain account balances, a material weakness exists in internal controls. Recommendation – We recommend management and those charged with governance evaluate the operation of the business office and implement adequate and timely closing procedures to ensure that financial statement amounts are being reconciled and adjusted appropriately which will lead to timely submission of the audited financial statements in the future. View of Responsible Officials – Management agrees with the assessment and has committed to a corrective action plan.
Project NOW, Inc. submits the following corrective action plan for the identified finding for the audit period July 1, 2024 through June 30, 2025. 2025-001 - Delinquent Audit Submission, Audit Preparedness, Timely Reconciliations and Material Adjustments Corrective Action: Lack of audit preparedness, reconciliations not done or not completed timely, and material adjustments either not completed properly and accurately or just not done at all were the cause and the reason for the delinquent audit submission. The Accounting Manager and one Grant Accountant left the organization early to mid FY2025. The CFO then decided to scale back her work hours before eventually leaving the organization prior to completing her agreed upon task of preparing the organization for the audit. The new CFO was hired in September 2025, and a temp Grant Accountant was hired full time in November 2025. Instead of replacing the Accounting Manager, a third Grant Accountant was brought in as a temp in February 2026 and will be hired full time in June 2026. Steps in the Corrective Action Process: Train and Crosstrain Finance Staff and Grant Accountants: Upon the new CFO's arrival, many of the duties for grant reporting as well as the majority of the month-end closing entries fell under one grant accountant. Some duties were delegated to the temp grant accountant, but a majority of the workload still fell to the other accountant. We will make sure that each grant accountant is trained on the grants they are responsible for as well as cross trained on other grants so grant reporting obligations do not go undone in the absence of one accountant. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Training the Accounting Staff in month end closing entries and the handling of material acquisitions and disposals: It was found during the audit that a new agency acquisition was not added to Project NOW's books properly, a new LLC had not been properly set up in the accounting system, and the sale of houses and the sale of vehicles were not handled correctly. The CFO will monitor such activities and make sure the proper accounting for such transactions is completed in the accounting system either at the time of sale or time of acquisition. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Returning to and following a strict month end closing schedule, having the books closed by the 15th of each month: At one point, from the last corrective action plan to this one, the Finance staff was current with their month end closings. But with the transitions that occurred they had again fallen behind, and at one point being up to six months behind in closing the months. With a fully trained Finance department, starting in January 2026 we were able to close two months during each calendar month and were current with our statement's closings by March 2026. The staff will work diligently to maintain this schedule. This will also help ensure grant reporting is done on a timely basis as well. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Balance Sheet Account Review and Reconciliation: Apparently other than monthly bank reconciliations, there has been no balance sheet account review done for quite some time. Moving forward, the CFO will work with the accounting staff to see that reconciliations of all balance sheet accounts for all entities will be done regularly and correctly so we are better prepared for audit season. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Monthly departmental revenue and expense reports distributed to each director by the 20th of each month: Again, prior to the latest staffing transitions, R&E reports were sent to department directors every month. This practice then fell by the wayside. We have re-implemented the distribution of month financial reports to all directors showing all revenues and expenses for the departments they manage and the grants they are responsible for. Regular meetings will be held between the CFO, specific grant accountant, and the directors to review their statements to see how their department is running and their compare financial results versus their budget. This will also help monitor activity on the organization's income statement, making sure those balances are accurate and complete. Project NOW, Inc. submits the following corrective action plan for the identified finding for the audit period July 1, 2024 through June 30, 2025. 2025-001 - Delinquent Audit Submission, Audit Preparedness, Timely Reconciliations and Material Adjustments Corrective Action: Lack of audit preparedness, reconciliations not done or not completed timely, and material adjustments either not completed properly and accurately or just not done at all were the cause and the reason for the delinquent audit submission. The Accounting Manager and one Grant Accountant left the organization early to mid FY2025. The CFO then decided to scale back her work hours before eventually leaving the organization prior to completing her agreed upon task of preparing the organization for the audit. The new CFO was hired in September 2025, and a temp Grant Accountant was hired full time in November 2025. Instead of replacing the Accounting Manager, a third Grant Accountant was brought in as a temp in February 2026 and will be hired full time in June 2026. Steps in the Corrective Action Process: Train and Crosstrain Finance Staff and Grant Accountants: Upon the new CFO's arrival, many of the duties for grant reporting as well as the majority of the month-end closing entries fell under one grant accountant. Some duties were delegated to the temp grant accountant, but a majority of the workload still fell to the other accountant. We will make sure that each grant accountant is trained on the grants they are responsible for as well as cross trained on other grants so grant reporting obligations do not go undone in the absence of one accountant. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Training the Accounting Staff in month end closing entries and the handling of material acquisitions and disposals: It was found during the audit that a new agency acquisition was not added to Project NOW's books properly, a new LLC had not been properly set up in the accounting system, and the sale of houses and the sale of vehicles were not handled correctly. The CFO will monitor such activities and make sure the proper accounting for such transactions is completed in the accounting system either at the time of sale or time of acquisition. Timing for Implementation: Current and ongoing Returning to and following a strict month end closing schedule, having the books closed by the 15th of each month: At one point, from the last corrective action plan to this one, the Finance staff was current with their month end closings. But with the transitions that occurred they had again fallen behind, and at one point being up to six months behind in closing the months. With a fully trained Finance department, starting in January 2026 we were able to close two months during each calendar month and were current with our statement's closings by March 2026. The staff will work diligently to maintain this schedule. This will also help ensure grant reporting is done on a timely basis as well. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Balance Sheet Account Review and Reconciliation: Apparently other than monthly bank reconciliations, there has been no balance sheet account review done for quite some time. Moving forward, the CFO will work with the accounting staff to see that reconciliations of all balance sheet accounts for all entities will be done regularly and correctly so we are better prepared for audit season. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Monthly departmental revenue and expense reports distributed to each director by the 20th of each month: Again, prior to the latest staffing transitions, R&E reports were sent to department directors every month. This practice then fell by the wayside. We have re-implemented the distribution of month financial reports to all directors showing all revenues and expenses for the departments they manage and the grants they are responsible for. Regular meetings will be held between the CFO, specific grant accountant, and the directors to review their statements to see how their department is running and their compare financial results versus their budget. This will also help monitor activity on the organization's income statement, making sure those balances are accurate and complete. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Current and ongoing Person(s) Responsible: Steve Morenz, CFO
Project NOW, Inc.'s final SF-425 for the grant ended January 31, 2025 was submitted after the required due date. Criteria: 2 CFR Part 200 subsection 238 requires an organization to submit financial reports as required by the Federal Award. The Head Start award requires a final cumulative SF-425 report be submitted no later than 120 days after the close of the project period. Cause: During Project NOW, Inc. transition of a Finance Director, management at the time was not aware the final report had not been submitted. Effect: Grant reporting requirements for Project NOW, Inc. were not met within the required timeline. Recommendation: Project NOW, Inc. should have a method to track required filings to ensure that reports are filed within due dates imposed by funding sources. View of Responsible Officials: Management agrees with the assessment and subsequent to year end, steps were taken to correct the matter.
Show full finding ▾Hide full finding ▴Condition: Project NOW, Inc.'s final SF-425 for the grant ended January 31, 2025 was submitted after the required due date. Criteria: 2 CFR Part 200 subsection 238 requires an organization to submit financial reports as required by the Federal Award. The Head Start award requires a final cumulative SF-425 report be submitted no later than 120 days after the close of the project period. Cause: During Project NOW, Inc. transition of a Finance Director, management at the time was not aware the final report had not been submitted. Effect: Grant reporting requirements for Project NOW, Inc. were not met within the required timeline. Recommendation: Project NOW, Inc. should have a method to track required filings to ensure that reports are filed within due dates imposed by funding sources. View of Responsible Officials: Management agrees with the assessment and subsequent to year end, steps were taken to correct the matter.
Timing for Implementation: Current and ongoing 2025-002 - Late Submission of SF-425 Corrective Action: The SF-425 was submitted on time prior to the due date of January 31, 2025, but was rejected and had to be re-submitted. Since it was rejected and a corrected version was re-submitted after the due date, it was still considered to be late. The Finance Department will be sure to properly and correctly submit the SF-425 to ensure timely submission and not fall out of compliance again with this matter. Person(s) Responsible: Steve Morenz, CFO Timing for Implementation: Submission done prior to January 31, 2026 and ongoing.
Data source: This information comes from the Federal Audit Clearinghouse, the official repository of Single Audit data. All data is public domain. Verify this organization's audit history at fac.gov.
Track your findings and corrective action plans across audit cycles.
Start tracking findings →Monitor subrecipient audit findings and compliance status.
Start monitoring →© 2026 Single Audit Intelligence. All data is public domain.