United Way of Central Virginia, Inc.

EIN: 540505923

UEI: TRM7CM51WKH1

Data as of August 23, 2026

United Way of Central Virginia, Inc.2 audit years1 findings
2
Audit Years
1
Total Findings
0
Repeat Findings

FY 2023-06-30

Management decision deadline — for entities that funded this organization

The FAC accepted this audit on February 20, 2024. 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 August 20, 2024 (734 days ago).

What is a management decision? →
2023-001
Other
MATERIAL WEAKNESS

A key concept of internal controls is the separation of duties and timely financial reporting. During the fiscal year, transactions were posted late and bank reconciliations were not timely. The recording of transactions was not only late but inaccurately recorded in the financial records. The controls related to oversight of the financials systems and reporting were not in place to provide timely financial reports. The segregation of duties in recording transactions was not in place. Recommendation: Ideal segregation of duties is difficult to achieve in a small organization. However, steps should be taken to separate responsibilities where possible or implement other compensating controls where that is not possible. The oversight of these controls and reporting need to be established. Management's response: In conscientious recognition of these challenges, the newly appointed CEO, who assumed leadership in 2023, has undertaken a comprehensive approach to rectify and fortify organizational processes. A structured framework, incorporating checks and balances, has been implemented. This framework mandates monthly reporting directly to the CEO, treasurer, and board. This restructuring aims to fortify our organizational resilience and ensure adherence to best practices. Management reassures our commitment to a progressive and responsible trajectory, leadership is unwaveringly confident that, with the ongoing training initiatives, installation of best practices, and stringent accountability requirements, segregation of duties will be established.

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Full finding narrative

Condition: A key concept of internal controls is the separation of duties and timely financial reporting. During the fiscal year, transactions were posted late and bank reconciliations were not timely. The recording of transactions was not only late but inaccurately recorded in the financial records. The controls related to oversight of the financials systems and reporting were not in place to provide timely financial reports. The segregation of duties in recording transactions was not in place. Recommendation: Ideal segregation of duties is difficult to achieve in a small organization. However, steps should be taken to separate responsibilities where possible or implement other compensating controls where that is not possible. The oversight of these controls and reporting need to be established. Management's response: In conscientious recognition of these challenges, the newly appointed CEO, who assumed leadership in 2023, has undertaken a comprehensive approach to rectify and fortify organizational processes. A structured framework, incorporating checks and balances, has been implemented. This framework mandates monthly reporting directly to the CEO, treasurer, and board. This restructuring aims to fortify our organizational resilience and ensure adherence to best practices. Management reassures our commitment to a progressive and responsible trajectory, leadership is unwaveringly confident that, with the ongoing training initiatives, installation of best practices, and stringent accountability requirements, segregation of duties will be established.

Corrective Action Plan

Management agres with the auditor's recommendation, and the following action will be taken to improve the situation. In conscientious recognition of these challenges, the newly appointed CEO, who assumed leadership in 2023, has undertaken a comprehensive approach to rectify and fortify organizational processes. A structured framework, incorporating checks and balances, has been implemented. This framework mandates monthly reporting directly to the CEO, treasurer, and board. This restructuring aims to fortify our organizational resilience and ensure adherence to best practices. Management reassures our commitment to a progressive and responsible trajectory, leadership is unwaveringly confident that, with the ongoing training initiatives, installation of best practices, and stringent accountability requirements, segregation of duties will be established.

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