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To help public health state agencies target budget and fiscal management training needs for their workforce, a comprehensive assessment can be utilized to examine four domains of administrative management activities with a focus on financial management.

At first glance, the healthcare patient check-in process seems straightforward. But when examined through the lens of your revenue cycle and patient experience, it’s one of the most important interactions for your team to get right.

Non-profit financial statements include a wealth of important knowledge but can often be overwhelming. When sharing your financial statements with your board of directors or other stakeholders, it can be useful to simplify your statements so the key information stands out and unimportant information doesn’t cause confusion.

Parks and recreation agencies, like any public-serving organization, have an obligation to equally serve all members of their communities. But knowing that something must be done is not the same thing as knowing how to approach it. As heard in a recent episode of the “Let’s Talk Parks with BerryDunn” podcast, host Becky Dunlap spoke with Meredith Tekin, President of the International Board of Credentialing and Continuing Education Standards (IBCCES), and Lane Gram, Manager for Parks and Recreation in Gilbert, Arizona, about how the town is undertaking the endeavor of making their parks and facilities accessible and enjoyable for all.

In February 2024, the American Association of State Highway and Transportation Officials (AASHTO) released a 2024 Edition of the Uniform Audit & Accounting (A&A) Guide, which supersedes the 2016 edition. The guide is a tool for architectural and engineering (A/E) firms calculating and reporting overhead rates to state transportation departments (DOTs), and to guide state DOT auditors and public accounting firms in performing audits of A/E firms’ indirect cost schedules.  

The United States Department of Housing and Urban Development (HUD) signed the Housing Opportunity through Modernization Act (HOTMA) into law on July 29, 2016. For multifamily housing owners, HOTMA went into effect on January 1, 2024, and owners are expected to be fully compliant by January 1, 2025.

To stay competitive in the recruitment and retention of employees, employers need to stay abreast of the current well-being trends—the ones that have the potential to move the needle in creating a thriving, healthy workforce.

The Centers for Medicare and Medicaid Services (CMS) has temporarily paused the Program for Comparative Billing Reports (CBRs) and Evaluating Payment Patterns Electronic Report (PEPPERs). During this pause, which is expected to end in the fall of 2024, CMS will be improving and updating the program.

In November 2023, the US Department of Labor’s Employee Benefits Security Administration (EBSA) issued its fourth assessment of the quality of audit work performed by independent qualified public accountants. Here are our five key takeaways.

Did you receive an Employee Retention Credit (ERC) that you now believe you were ineligible for? Since the ERC was announced, many ineligible claims have been filed, due to a variety of reasons, including companies working with ERC vendors that either did not understand the complexities or were not providing the due diligence necessary to ensure that the applications were complete and accurate.

Early-stage startups must often contemplate the most practical way to raise capital for their business. If traditional debt and equity methods are not available, different avenues to raising capital must be considered. Here are four alternatives to traditional debt and equity transactions:

The Corporate Transparency Act (CTA) was enacted into law by Congress on January 1, 2021, as part of the National Defense Authorization Act. The CTA mandates that every foreign or domestic entity registered to do business in the United States disclose Beneficial Ownership Information (BOI) beginning in 2024.

On December 20, 2023, the National Credit Union Administration (NCUA) issued a technical correction with the calculation of the Current Expected Credit Loss (CECL) transition amount.

A SOC report can be an invaluable tool in helping you gain confidence about your service providers.

With the rapid growth of Medicare Advantage (MA) plans in the last several years, many hospitals are struggling to effectively manage the financial and operational challenges of these plans, including:

  • Increased denials of Medicare Advantage claims
  • Confusion between Medicare, supplemental Medicare plans, and Medicare Advantage (Part C) plans, and what each cover
  • Extra burden of “shadow billing” inpatient claims and leaving potential reimbursement off the table if not done correctly
  • Compliance risk, including the risk of Medicare fraud

Derivatives can be used to hedge against a company’s exposure to a particular risk, whether that be the purchase price of materials or equipment, the selling price of a product a company has already purchased the materials to produce, or a variable rate of interest on debt.   

Staff turnover can present a number of challenges for independent schools. When staff turnover in your business office occurs, there are serious matters related to financial risk that you should consider.  

Owners of rental property who receive assistance from the US Department of Housing and Urban Development (HUD) through debt financing or tenant rent subsidies for affordable housing are subject to specific reporting and compliance requirements. It’s important to know and understand these requirements in order to be ready for audits, maintain compliance, and continue to receive funding. Here are three of the most complex requirements that anyone receiving funding from HUD needs to be aware of and have a process in place to help ensure compliance.  

In the realm of gaming and sports betting, maintaining proper security, privacy, and operational integrity are crucial in providing assurance to all parties involved. In such a heavily regulated industry, it is essential that sportsbook providers have the resources and professional advice needed for obtaining and maintaining compliance.

As we put a bow on another Medicaid Enterprise Systems Conference (MESC), I want to express my thanks to the New England States Consortium Systems Organization (NESCSO), the State of Colorado, and the City of Denver for hosting a fantastic event.

We’ve all heard stories about organizations spending thousands on software projects that take longer than expected to implement and exceed original budgets. One of the reasons this occurs is that organizations often don’t realize that purchasing a large, commercial off-the-shelf (COTS) system is a significant undertaking.

The Centers for Medicare and Medicaid Services (CMS) issued the Final Rule for the PPS for SNFs for FY 2024, which was published in the Federal Register on August 7, 2023. The regulations in this rule are effective October 1, 2023, except certain amendments, which are effective January 1, 2024. 

There’s a good chance that your organization is being forced to do more with less under the strain of budget constraints and competing initiatives. It’s a matter of survival. 

Executive compensation, bonuses, and other cost structure items, such as rent, are often contentious issues in business valuations, as business valuations are often valued by reference to the income they produce. If the business being valued pays its employees an above-market rate, for example, its income will be depressed. Accordingly, if no adjustments are made, the value of the business will also be diminished.

Across all industries, organizations are struggling to attract and retain the employees needed to provide services to their communities. From local governments to retail outlets to…well, just about everyone.

In the latest episode of the Let’s Talk Parks with BerryDunn podcast, we discussed the topic of retaining all-star employees as it relates to Parks and Recreation Departments who are struggling to maintain community services due to staffing levels. The conversation with my colleagues Nikki Ginger and Barbara Heller and our guests Nicole Falceto and Fernando Avellanet from the Loudoun County (Virginia) Parks, Recreation and Community Services Department uncovered tangible and actionable strategies that any type of organization can use to start the process of improving their organizational culture to better retain staff.

Organizational change is hard. And necessary. And manageable.

You know your organization needs to change – to develop a better culture, to enhance efficiencies, or to improve outcomes. But where do you start?

In our most recent episodes of the Fresh Perspectives in Social Work Podcast, I had a conversation about this subject with organizational development experts Megan Clough, Manager with the State Government Practice Group at BerryDunn, and Jennifer Kerr, Director of Organizational Effectiveness at American Public Human Services Association (APHSA).

At BerryDunn, our healthcare consulting teams have worked with hundreds of organizations as they’ve transitioned to new enterprise systems such as Electronic Health Records (EHR) systems and Enterprise Resource Planning (ERP) systems. Based on our experience, there are 10 key areas to focus on in order to have a successful conversion.   

It can be challenging and stressful to plan for technology initiatives, especially those that involve and impact every area of your organization. 

Do you have a CEO succession plan? If not, you need to create one now.

This article is the first in a series to help employee benefit plan fiduciaries better understand their responsibilities and manage the risks of non-compliance with ERISA requirements.

Follow these six steps to help your senior living organization improve cash flow, decrease days in accounts receivable, and reduce write offs. 

As we find ourselves in a fast-moving, strong business growth environment, there is no better time to consider the controls needed to enhance your IT security as you implement new, high-demand technology and software to allow your organization to thrive and grow. Here are five risks you need to take care of if you want to build or maintain strong IT security.

In light of the recent cyberattacks in higher education across the US, more and more institutions are finding themselves no longer immune to these activities. Security by obscurity is no longer an effective approach—all institutions are potential targets. Colleges and universities must take action to ensure processes and documentation are in place to prepare for and respond appropriately to a potential cybersecurity incident.

This is the second blog post in the blog series: “Procuring Agile vs. Non-Agile Service”. Read the first blog. This blog post demonstrates the differences in Stage 1: Plan Project in the five stages of procuring agile vs. non-agile services.

Measuring performance of Medicaid Enterprise Systems (MES) is emerging as the next logical step in modularizing Medicaid programs. As CMS continues to refine and implement outcomes-based modular certification, it is critical that states adapt to this next step in order to continue to meet CMS funding requirements.

On June 18, 2019, the State of Maine enacted Legislative Document 1819, House Paper 1296, An Act to Harmonize State Income Tax Law and the Centralized Partnership Audit Rules of the Federal Internal Revenue Code of 1986

Planning and development service fees are, for many municipalities, often discussed but rarely changed. There are a number of reasons you might need to consider or defend your fee structure―complaints from developers, rising costs of operation, and changes in code or process are just a few.

Patient Driven Payment Model (PDPM) implementation is less than three months away. Is your facility ready for admissions under PDPM? The way you think about admissions and the admission process will change under PDPM.

The Centers for Medicare & Medicaid Services (CMS) issued a Payment Error Rate Measurement (PERM) Final Rule on July 5, 2017, that made several changes to the PERM requirements. One important change was the updates to the Medicaid Eligibility Quality Control (MEQC) requirement.

In my last blog, I defined the what and the why of data governance, and outlined the value of data governance in higher education environments. I also asserted data isn’t the problem―the real culprit is our handling of the data (or rather, our deferral of data responsibility to others).

Federal contractors with the Centers for Medicare & Medicaid Services (CMS) have begun performing Payment Error Rate Measurement (PERM) reviews under the Final Rule issued in July 2017—a rule that many states may not realize could negatively impact their Medicaid budgets.

Proposed House bill brings state income tax standards to the digital age

On June 3, 2019, the US House of Representatives introduced H.R. 3063, also known as the Business Activity Tax Simplification Act of 2019, which seeks to modernize tax laws for the sale of personal property, and clarify physical presence standards for state income tax nexus as it applies to services and intangible goods. But before we can catch up on today, we need to go back in time—great Scott!

As the Project Management Body of Knowledge® (PMBOK®) explains, organizations fall along a structure and reporting spectrum. On one end of this spectrum are functional organizations, in which people report to their functional managers. (For example, Finance staff report to a Finance director.) On the other end of this spectrum are projectized organizations, in which people report to a project manager. Toward the middle of the spectrum lie hybrid—or matrix—organizations, in which reporting lines are fairly complex; e.g., people may report to both functional managers and project managers. 

As your organization works to modernize and improve your Medicaid Enterprise System (MES), are you using independent verification and validation (IV&V) to your advantage? Does your relationship with your IV&V provider help you identify high-risk project areas early, or provide you with an objective view of the progress and quality of your MES modernization initiative? Maybe your experience hasn’t shown you the benefits of IV&V. 

The IRS announced plans to conduct examinations of the universal availability requirements for 403(b) plans (Plans) this summer. Noncompliance with these requirements results in operational errors for Plans―ultimately requiring correction. Plan sponsors should review their Plans for proper inclusion and exclusion of employees. Such review can help you avoid costly penalties if the IRS does conduct an examination and uncovers an issue with the Plan’s implementation of universal availability.

Best practices for financial institution contracts with technology providers

As the financial services sector moves in an increasingly digital direction, you cannot overstate the need for robust and relevant information security programs. Financial institutions place more reliance than ever on third-party technology vendors to support core aspects of their business, and in turn place more reliance on those vendors to meet the industry’s high standards for information security. These include those in the Gramm-Leach-Bliley Act, Sarbanes Oxley 404, and regulations established by the Federal Financial Institutions Examination Council (FFIEC).

What is the difference in how government organizations procure agile vs. non-agile information technology (IT) services?

Focus on the people: How higher ed institutions can successfully make an ERP system change

The enterprise resource planning (ERP) system is the heart of an institution’s business, maintaining all aspects of day-to-day operations, from student registration to staff payroll. Many institutions have used the same ERP systems for decades and face challenges to meet the changing demands of staff and students. As new ERP vendors enter the marketplace with new features and functionality, institutions are considering a change. Some things to consider.

LIBOR is leaving—is your financial institution ready to make the most of it?

In July 2017, the UK’s Financial Conduct Authority announced the phasing out of the London Interbank Offered Rate, commonly known as LIBOR, by the end of 20211. With less than two years to go, US federal regulators are urging financial institutions to start assessing their LIBOR exposure and planning their transition. Here we offer some general impacts of the phasing out, specific actions your institution can take to prepare, and, finally, some background on how we got here (see Background at right).

Who has the time or resources to keep tabs on everything that everyone in an organization does? No one. Therefore, you naturally need to trust (at least on a certain level) the actions and motives of various personnel. At the top of your “trust level” are privileged users—such as system and network administrators and developers—who keep vital systems, applications, and hardware up and running.

Law enforcement, courts, prosecutors, and corrections personnel provide many complex, seemingly limitless services. Seemingly is the key word here, for in reality these personnel provide a set number of incredibly important services.

“The world is one big data problem,” says MIT scientist and visionary Andrew McAfee.

That’s a daunting (though hardly surprising) quote for many in data-rich sectors, including higher education. Yet blaming data is like blaming air for a malfunctioning wind turbine. Data is a valuable asset that can make your institution move.

Best Practices for Educating Your Financial Institution’s Board of Directors on Cybersecurity

According to Cybersecurity Ventures, cybercrime will account for $6 trillion annually by 2021—that’s more than the global trade of all major illegal drugs combined.  Data breaches and other information security events adversely impact organizations through significant losses in revenue, erosion of customer trust, substantial remediation costs, increased insurance premiums, and more.

Not-for-profit board members need to wear many hats for the organization they serve. Every board member begins their term with a different set of skills, often chosen specifically for those unique abilities. As board members, we often assist the organization in raising money and as such, it is important for all members of the board to be fluent in the language of fundraising. Here are some basic definitions you need to know, and the differences between them

Writing a Request for Proposal (RFP) for a new software system can be complex, time-consuming, and—let’s face it—frustrating, especially if you don’t often write RFPs. The process seems dogged by endless questions, such as:

On October 1, 2019, the Medicare Skilled Nursing Facility (SNF) payment system will transition from RUGS-IV to the Patient Driven Payment Model. This payment model is a major change from the way SNFs are currently reimbursed.

Of all the changes that came with the sweeping Tax Cuts and Jobs Act (TCJA) in late 2017, none has prompted as big a response from our clients as the changes TCJA makes to the qualified parking deduction.

In auditing, the concept of professional skepticism is ubiquitous. Just as a Jedi in Star Wars is constantly trying to hone his understanding of the “force”, an auditor is constantly crafting his or her ability to apply professional skepticism. 

As a new year is upon us, many people think about “out with the old and in with the new”. For those of us who think about technology, and in particular, blockchain technology, the new year brings with it the realization that blockchain is here to stay (at least in some form).

A capital campaign is a big undertaking. During the planning stage of a capital campaign you need to not only focus on your donor outreach strategy, but also on outreach materials. 

The existing case mix classification group, Resource Utilization Group IV (RUG- IV) will be replaced with a new case mix model, the Patient Driven Payment Model (PDPM). CMS has indicated factors leading to the change in the payment system include over utilization of therapy and incentives for longer lengths of stay.

Good fundraising and good accounting do not always seamlessly align. While they all feed the same mission, fundraisers work to meet revenue goals while accountants focus on recording transactions in compliance with accounting standards. 

Your government agency just signed the contract to purchase and implement a shiny new commercial off-the-shelf (COTS) software to replace your aging legacy software. The project plan and schedule are set; the vendor is ready to begin configuration and customization tasks; and your team is eager to start the implementation process.

A common pitfall for inbound sellers is applying the same concepts used to adopt “no tax” positions made for federal income tax purposes to determinations concerning sales and use tax compliance. Although similar conceptually, separate analyses are required for each determination.

All teams experience losing streaks, and all franchise dynasties lose some luster. Nevertheless, the game must go on. 

This October, my colleagues and I attended the National Association of Health Data Organizations (NAHDO) annual meeting in Park City, Utah. NAHDO is a national non-profit membership and educational association dedicated to improving healthcare data collection and use.

As 2018 is about to come to a close, organizations with fiscal year ends after December 15, 2018, are poised to start implementing the new not-for-profit reporting standard. Here are three areas to address before the close of the fiscal year to set your organization up for a smooth and successful transition, and keep in compliance:

It’s that time of year. Kids have gone back to school, the leaves are changing color, the air is getting crisp and… year-end tax planning strategies are front of mind! 

Reading through the 133-page exposure draft for the Proposed Statement on Auditing Standards (SAS) Forming an Opinion and Reporting on Financial Statements of Employee Benefit Plans Subject to ERISA, issued back in April 2017, and then comparing it to the final 100+ page standard approved in September 2018, may not sound like a fun way to spend a Sunday morning sipping a coffee (or three), but I disagree.

I leaned out of my expansive corner office (think: cubicle) and asked my coworker Andrew about an interesting topic I had been thinking about. “Hey Andrew, do you know what BATNA stands for?” I asked. 

State governments regularly negotiate contracts with vendors. Unfortunately, these negotiations are often prolonged, which can have major downstream effects on projects, procurements, and implementations—including skewed timelines, delayed milestones, and increased costs. 

With the wind down of the Federal Perkins Loan Program and announcement that the Federal Capital Contribution (FCC) (the federal funds contributed to the loan program over time) will begin to be repaid, higher education institutions must now decide how to handle these outstanding loans.

Reflecting on this year's National Academy for State Health Policy (NASHP) Conference in Jacksonville, Florida, I am amazed by all the recent healthcare innovations, which are resulting in policies with real and positive effects on health outcomes.

Modernization means different things to different people—especially in the context of state government. For some, it is the cause of a messy chain reaction that ends (at best) in frustration and inefficiency. For others, it is the beneficial effect of a thoughtful and well-planned series of steps. 

Truly effective preventive health interventions require starting early, as evidenced by the large body of research and the growing federal focus on the role of Medicaid in addressing Social Determinants of Health (SDoH) and Adverse Childhood Experiences (ACEs).

Do you want to receive top dollar for your business? Do you want to make your business irresistible to a potential buyer? Looking for a stress-free retirement? If you find yourself answering “yes” to these questions, it’s time to take steps to create a transferable business.

Last week, in addition to The Eagles Greatest Hits (1971-1975) album becoming the highest selling album of all time, overtaking Michael Jackson’s Thriller, the IRS issued Notice 2018-67—its first formal guidance on Internal Revenue Code Section 512(a)(6).

Artificial Intelligence, or AI, is no longer the exclusive tool of well-funded government entities and defense contractors, let alone a plot device in science fiction film and literature. Instead, AI is becoming as ubiquitous as the personal computer. 

The world of professional sports is rife with instability and insecurity. Star athletes leave or become injured; coaching staff make bad calls or public statements. The ultimate strength of a sports team is its ability to rebound. The same holds true for other groups and businesses.

As I head home from a fabulous week at the 2018 Medicaid Enterprise Systems Conference (MESC), I am reflecting on my biggest takeaways. Do we have the information we need to effectively move into the next 12 months of work in the Medicaid space? My initial reaction is YES!

Here we go again! With the 2018 Medicaid Enterprise System Conference (MESC) underway, we have another Medicaid Enterprise Certification Toolkit (MECT) Release. On July 31, 2018, the Centers for Medicare and Medicaid Services (CMS) issued the MECT Version 2.3.

Although there is no legal requirement to have a formal shareholder agreement, it’s a good idea for any company with more than one shareholder to have one, as it reduces the potential for conflict between shareholders, helping the company run smoothly and profitably. 

Is your state Medicaid agency considering a Centers for Medicare and Medicaid Services (CMS) Section 1115 Waiver to fight the opioid epidemic in your state? States want the waiver because it provides flexibility to test different approaches to finance and deliver Medicaid services.

All business owners need to consider a business valuation, ideally updated annually. A current business valuation is important for your company’s financial health as it can:

Cloud services are becoming more and more omnipresent, and rapidly changing how companies and organizations conduct their day-to-day business.

Are you struggling to improve business outcomes through modifications to your software solutions? If so, then you have no doubt tried — or are trying — traditional software implementation approaches. Yet, these methods can overwhelm staff, require strong project management, and consume countless hours (and dollars).

By now, you know all about the new corporate tax rate — a flat rate of 21% vs. the previous top tax rate of 35% — arguably the most publicized change of the recently passed Tax Cuts and Jobs Act (TCJA).

Any sports team can pull off a random great play. Only the best sports teams, though, can pull off great plays consistently — and over time. The secret to this lies in the ability of the coaching staff to manage the team on a day-to-day basis, while also continually selling their vision to the team’s ownership.

For over four years the business community has been discussing the impact Accounting Standards Codification (ASC) 606, Revenue from Contracts with Customers, will have on financial reporting. As you evaluate the impact this standard will have on a manufacturers’ financial reporting practices, there are certain provisions of ASC 606 you should consider.

The late science fiction writer (and college professor) Isaac Asimov once said: “I do not fear computers. I fear the lack of them.” Had Asimov worked in higher ed IT management, he might have added: “but above all else, I fear the lack of computer staff.”

When an organization wants to select and implement a new software solution, the following process typically occurs:

People are naturally resistant to change. Employees facing organizational change that will impact day-to-day operations are no exception, and they can feel threatened or fearful of what that change will bring. Even more challenging are multiyear initiatives where the project’s completion is years away.

Cost increases and labor issues have contributed to the rise of outsourcing as an option for senior living and health care providers.  While outsourcing of all types is a growing trend — from the C-suite to food service, it is a decision that should be considered carefully, as lack of planning could result in significant long-lasting financial, public relations and personnel losses. 

The day-to-day work of providing government services involves collecting, using, and storing large amounts of data. The data that government agencies accumulate is a critical asset — it holds answers about which programs perform best, which interventions are most effective, and how to improve service delivery. 

A professional sports team is an ever-changing entity. To have a general perspective on the team’s fluctuating strengths and weaknesses, a good coach needs to trust and empower their staff to discover the details. Chapter 5 in BerryDunn’s Cybersecurity Playbook for Management looks at how discovery can help managers understand their organization’s ever-changing IT environment. 

While new software applications help you speed up processes and operations, deciding which ones will work best for your organization can quickly evolve into analysis paralysis, as there are so many considerations.

Over the course of its day-to-day operations, every organization acquires, stores, and transmits Protected Health Information (PHI), including names, email addresses, phone numbers, account numbers, and social security numbers.

With the rise of artificial intelligence, most malware programs are starting to think together. Fortinet recently released a report that highlights some terms we need to start paying attention to:

Just as sports teams need to bring in outside resources — a new starting pitcher, for example, or a free agent QB — in order to get better and win more games, most organizations need to bring in outside resources to win the cybersecurity game.

The first time a student walks into a business class, they may expect to learn a lot about numbers. What they might not realize is they are walking into a foreign language class! 

As a leader in a higher education institution, you'll be familiar with this paradox: Every solution can lead to more problems, and every answer can lead to more questions. It’s like navigating an endless maze. When it comes to mobile apps, the same holds true. 

The recent Tax Cuts and Jobs Act includes many sweeping tax law changes, some of which left taxpayers scrambling at the end of 2017 to maximize tax saving opportunities. While the dust settles on tax reform at the federal level, the whirlwind at the state level is just beginning, with many unanswered questions.

Large-scale projects require extensive planning, quick decision-making, thoughtful problem-solving, and above all else, resourcefulness. One way to be resourceful? 

It may be hard to believe some seasons, but every professional sports team currently has the necessary resources — talent, plays, and equipment — to win. The challenge is to identify and leverage them for maximum benefit.

Did you know that there was more than a 40% increase (from $4.3 billion to $6.0 billion) in civil penalties assessed by the IRS regarding employment tax, for the 2016 fiscal year?

Texting has become a simple, convenient, and entrenched component of our everyday lives. We use it with family, friends, coworkers—and clients. My wife and I text to coordinate day care pickup and drop off of our kids every day.

We know, both from our experience as external auditors (all of us) and years of experience working in private sector firms (many of us), that changing audit firms can be a painful process. NOTE: if you’re a current BerryDunn client, feel free to stop reading here.

It’s one thing for coaching staff to see the need for a new quarterback or pitcher. Selecting and onboarding this talent is a whole new ballgame. Various questions have to be answered before moving forward: 

Private-sector pundits love to drone on about drones! Also known as Unmanned Aircraft Systems (UASs), drones are dramatically altering processes and increasing opportunities in the for-profit world. 

Success is slippery and can be evasive, even on the simplest of projects. Grasping it grows harder during lengthier and more complex undertakings, such as enterprise-wide technology projects—and requires incorporating a variety of short- and long-term strategies. 

When it comes to IT security, more than one CEO running a small organization has told me they have really good people taking care of “all that.” These CEOs choose to believe their people perform good practices. 

A penalty letter doesn’t mean the IRS is correct, but it’s important you know what to do to avoid paying an erroneous penalty. 

Most of us have been (or should have been) instructed to avoid using clichés in our writing. These overstated phrases and expressions add little value, and often only increase sentence length. We should also avoid clichés in our thinking, for what we think can often influence how we act.

In a previous blog post, “Six Steps to Gain Speed on Collections”, we discussed the importance of regular reviews of long-term care facility financial performance indicators and benchmarks, and suggestions to speed up collections. 

Is your organization a service provider that hosts or supports sensitive customer data, (e.g., personal health information (PHI), personally identifiable information (PII))? 

The relationship between people, processes, and technology is as elemental as earth—and older than civilization. From the first sharpened rock to the Internet of Things, the three have been crucially intertwined and interdependent. 

For professional baseball players who get paid millions to swing a bat, going through a slump is daunting. The mere thought of a slump conjures up frustration, anxiety and humiliation, and in extreme cases, the possibility of job loss.

After working with state health policy for seven years and Medicaid for 16, I had the opportunity for the first time to attend the 30th Annual National Association of State Health Policy (NASHP) Conference on October 23–25, 2017. Here are my top three takeaways.

The Federal Perkins Loan Program expiration date has passed without extension and now the countdown is on for the program wind-down.

Of course, we’re all suffering from “data breach fatigue.” But some breach announcements carry considerably more risk to the victim than others. For example, if I had received a letter saying a credit card of mine had been compromised, the end result would be simple:

The Merriam-Webster Dictionary defines leadership as having the capacity to lead. Though modest in theory, the concept of leadership permeates all industries and is a building block for every organization’s success. 

As more state and local government workers enter retirement, state and local agencies are becoming more dependent on millennial workers — the largest and most educated generation of workers in American history. But there is a serious gap between supply and demand.

Have you ever had a project derail at the last minute, or discovered that a project’s return on investment did not meet projections? These types of issues happen in the final stages of a project, often as a result of incorrect or incomplete stakeholder identification.

The MESC “B’more for healthcare innovation” is now behind us. This annual Medicaid conference is a great marker of time, and we remember each by location: St. Louis, Des Moines, Denver, Charleston… and now, Baltimore. 

Here’s a challenge for you: Can you identify the number one predictor of project success? According to Prosci, the leading change-management research organization, the answer is the project sponsor.

A year ago, CMS released the Medicaid Enterprise Certification Toolkit (MECT) 2.1: a new Medicaid Management Information Systems (MMIS) Certification approach that aligns milestone reviews with the systems development life cycle (SDLC) to provide feedback at key points throughout design, development, and implementation (DDI).

Today’s senior living providers must ensure that their mission and vision for the future are built on a healthy financial plan and structure. Here are some things you should know to build just that.

While GASB has been talking about split-interest agreements for a long time (the proposal first released in June of 2015, with GASB Statement No. 81, Irrevocable Split-Interest Agreements released in March of 2016), time is quickly running out for a well-planned implementation.

Because we’ve been through this process many times, we’ve learned a few lessons and determined some best practices. Here are some tips to help you promote a positive post go-live experience.

Some days, social media seems nothing more than a blur of easily forgettable memes. Yet certain memes keep reappearing to the point where we have no choice but to remember them. 

Four steps to take if you get an ACA Tax Penalty Notice from the IRS. It’s been almost a year since the IRS filing deadline for 2015 Forms 1094-C and 1095-C. Most expected the IRS to issue employer penalty notices related to the 2015 calendar year in late 2016.

We have talked about the two recent GAAP updates for years now: 1) changes to the lease accounting and 2) changes to revenue recognition standards. 

We all know them. In fact, you might be one of them — people who worry the words “go live” will lead to job loss (theirs). This feeling is not entirely irrational. 

Recently the Governmental Accounting Standards Board (GASB) finished its Governmental Accounting Research System (GARS), a full codification of governmental accounting standards.

We humans have a complex attitude toward change. In one sense, we like finding it. For instance: “Now I can buy something from the vending machine!” In reality, we try to avoid change as much as possible. Why? 

RANSOMWARE UPDATE: It happened again. Another ransomware attack hit very large corporations around the globe. Much like WannaCry, a worm spread through entire networks, and locked out encryption data and systems.

On June 16th the FASB issued the final standard for credit losses. We’ve analyzed the new standard and pulled together some key items you’ll need to know:

As the technology we use for work and at home becomes increasingly intertwined, security issues that affect one also affect the other and we must address security risks at both levels.

In July 2016, we wrote about how the booming microbrewery scene in Maine is shaking up the three-tier system of alcohol distribution, which dates back to the 1930s.

As we begin the second year of Uniform Guidance, here’s what we’ve learned from year one, and some strategies you can use to approach various challenges, all told from a runner's point of view.

During my lunch in sunny Florida while traveling for business, enjoying a nice reprieve from another cold Maine winter, I checked my social media account.

When last we blogged about the Financial Accounting Standards Board’s (FASB) new “current expected credit losses” (CECL) model for estimating an allowance for loan and lease losses (ALLL), we reviewed the process for developing reasonable and supportable forecasts for use in establishing the ALLL. 

Government projects conducted in challenging conditions require trust, collaboration, communication, and project management acumen to succeed. Here are five recommendations for project success.

Recently, federal banking regulators released an interagency financial institution letter on CECL, in the form of a Q&A. Read it here

Retiring Baby Boomers and the competition for skilled workers of any age mean employers need to use new strategies to transfer institutional knowledge and maintain a thriving workforce.

Benchmarking doesn’t need to be time and resource consuming. Read on for four simple steps you can take to improve efficiency and maximize resources.

NEW IRS proposed guidance is welcome news and provides not-for-profit employers with more flexibility than originally expected.

Electronic accessibility in every aspect of modern life has increased ten-fold, but government — and courts in particular — has been slow to follow.

When it comes to offering non-qualified deferred compensation to executives of not-for-profit organizations, there aren’t many options.

People love the idea of being able to conveniently charge their phones without a cable or having to hunt for a plug. Free charging stations are popping up everywhere.

By now, pretty much everyone in the banking industry has heard plenty of talk about CECL – the forthcoming “Current Expected Credit Loss” model of accounting for an institution’s allowance for loan losses (ALL).

Financial fraud by the numbers. In a June 2016 Gallup poll, 72 percent of respondents said they had “very little” or only “some” confidence in banks.

By now you have heard that the Financial Accounting Standards Board’s (FASB) answer to the criticism the incurred-loss model for accounting for the allowance for loan and lease losses faced during the financial crisis has been released in its final form. 

Many of my hospital clients have an increased incidence of providing temporary housing for locums, temps and some employees and, as a result, have questions regarding the proper tax reporting to these individuals.   

With the implementation of GASB 72 now in full force, GASB organizations are hard at work drafting their new fair value disclosures. The addition of a fair value hierarchy table in the footnotes will add a bit more thickness to a likely already hefty financial package. 

There is plenty of media coverage of Maine’s, and specifically Portland’s, burgeoning microbrew scene. It’s good economic development and complements the already established “foodie” scene Portland is renowned for.

Online banking? Check. Online shopping? You bet. Online permit application submittal? What? Actually, yes. As Americans are becoming more and more accustomed to performing everyday functions online, local governments are evolving and keeping up with the times. This online evolution is coming in the form of implementing modern enterprise applications with electronic workflow and a public-facing portal that allows residents to apply for permits, submit documentation, pay for, and collaborate with local government staff to perform a variety of processes.

Why it can happen to you and how to protect yourself. We’ve all seen the headlines. Stories about not-for-profit fraud have been popping up in the news, and the statistics confirm what you might have suspected: fraud in the not-for-profit sector is on the rise.

With the most recent overhaul to the Form 990, Return of Organization Exempt From Income Tax, the IRS has made clear its intention to increase the transparency of a not-for-profit organization’s mission and activities and to promote active governance. To point, the IRS asks whether a copy has been provided to an organization’s board prior to filing and requires organizations to describe the process, if any, its board undertakes to review the 990.

Remember the old adage about pornography? “I know it when I see it,” said the Supreme Court Justice Potter Stewart. 

Read this if you are a board member or responsible for providing CECL information to your board.

We’ve heard so much about Current Expected Credit Losses (CECL) in the past few years leading up to its adoption by all remaining financial institutions in recent calendar year-end financial statements. The focus has been, rightfully so, on its actual adoption—making sure policies and procedures are adjusted to appropriately account for the new standard and that financial statement disclosures comply with the new requirements. With year-end 2023 largely concluded, and people having had the chance to catch their breath, the focus understandably shifts to how best to optimize CECL for the long haul. Although we like to think the hard part (i.e., adoption) is behind us, which is certainly a reason to celebrate, there are questions that may need answers. One of those is figuring out how much CECL information should you provide to your board and how often.

We often get inspiration in answering this question from Goldilocks: not wanting to provide too much information but also not providing too little—you want to provide just enough. This means providing enough information so board members can knowledgeably assess the adequacy of the allowance and provide robust challenge while not getting so much information that they could, in theory, reperform the calculation themselves. Some items to consider including in your board communications are:

Key inputs and assumptions

There are likely many inputs and assumptions that go into your CECL calculation, all of which bear some impact on your overall allowance. You likely identified those inputs and assumptions that are most important to your calculation when implementing the standard. Best practice is to have documented these key inputs, assumptions, and management’s rationale for them in a model document, and include a monitoring schedule in your ACL policy for the  frequency in which they will be reviewed and updated— and under whose authority review and approval is required.

Of course, each period, any changes requiring board approval will need to be disclosed to the board. But as part of your ongoing disclosure to the board, consider providing an overall summary of key inputs and assumptions and highlighting any that shifted in the prior period. This may include prepayment speeds, forecasting models, forecast length, reversion length, and probability of default and loss given default, aging buckets. This summary could be in narrative form, but it may be more effective to provide it in a list: showing the inputs and assumptions period-over-period and explaining any significant changes. This will allow your board to quickly assess what has changed and effectively challenge those changes.

Analytics and trends

Analytics can be an effective tool in assessing your allowance calculation. We recommend incorporating analytics into management’s own review of the allowance calculation, as a final check before approving the calculation for the period. Many of these analytics could likely be recycled and provided to boards as part of your reporting. Some analytics to consider using are:

  1. Changes in the allowance period-over-period, possibly broken up by financial asset type
    For instance, for financial institutions, the financial asset type could be its various loan portfolio segments. For commercial entities, it could be the age of the receivables. Set a variance threshold for any changes period-over-period and investigate those changes that meet this threshold. The resulting explanations can then be incorporated into your board reporting.
  2. Charge-off trends
    Examine historical charge-off activity, looking for any significant changes over recent periods. Although recent charge-off activity may not be in direct correlation to your allowance levels, given the CECL requirement related to reasonable and supportable forecasts and the use of forward-looking information, recent trends in charge-off activity could prove to be useful information for boards. If there are significant differences in recent charge-off levels vs. your current allowance, this may beg an explanation as to why. Consider presenting your charge-off activity in the form of an analytic, such as charge-offs as a percentage of credit loss expense.
  3. Delinquency trends
    Consider providing the board information on the payment status of your outstanding receivables, likely the largest financial asset subject to CECL. Past due buckets, for instance, segregating your receivables by days past due can be useful information for the board. Again, providing a period-over-period comparison can make the analysis that much more powerful. The usefulness of this information may vary, as it is possible past due status is an input into your allowance calculation or qualitative adjustment methodology. Thus, the way in which this analytic is discussed with your board will likely vary depending on your allowance calculation.

Peer comparison

One of the more challenging aspects to CECL is finding good comparisons. Because there is so much leeway given to adopters under CECL for how to construct their methodology, we advise that peer comparisons be used with caution. However, peer comparisons should not simply be ignored for this reason. Peer comparisons can provide valuable insights into how like-kind companies are approaching their allowance calculations and reserve-level expectations. The emphasis now is on determining which peers are truly like-kind to you in the context of CECL and covered financial assets. Again, peer results may vary significantly from your own company’s results, but such differences may lead to you and your board to consider if those are really your peers, or to challenge your own model outputs, inputs, and assumptions.

CECL or Allowance for Credit Losses (ACL) policies

Maintaining a CECL or Allowance for Credit Losses (ACL) policy is an important part of overall governance. This policy should not go into as much detail as other model development, design, and calculation procedural documents. But it should address governance roles and responsibilities, authority, and required model risk management activities and standards, in addition to ongoing monitoring and reporting. Review this policy on an annual basis and present it to the board for approval. This policy will also help dictate how much CECL information is provided to the board and will allow you to revisit how much information and what types of information are provided at least annually.

Finding that “just right” mix of information takes time and will vary depending on your company’s specific circumstances. Those companies in which their CECL calculation is a significant estimate will likely require more information than those companies in which CECL is less significant. Frequently ask your board if they feel as if they’re getting the right mix of information. Don’t be afraid to experiment with different reports and different levels of reporting. As always, if you have any questions or want some additional direction, please don’t hesitate to reach out to your BerryDunn team.

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Providing CECL information to your board: Best practices

Read this if you are involved in recruiting board members.

Board members serve as the backbone of companies and organizations across industries. They provide direction, oversight, and strategic guidance. Selecting the right people to serve on your board is important for the success of your organization. Here are some things to consider as you look for board members that fit your needs.

  • Identify and understand your needs
    Before initiating the recruitment process, identify the specific skills, experiences, and perspectives your board lacks or skills that could enhance board and organizational effectiveness. This can vary depending on what your board needs, but often includes financial acumen, legal knowledge, extensive management experience, and industry connections.
  • Outline the roles, responsibilities, time commitments, and expectations
    Be transparent about your mission, values, and the challenges you face. This clarity will attract candidates who match your goals and can fully understand what they're signing up for.
  • Reach out to your existing network
    Personal recommendations often yield high-quality candidates who are already familiar with your work and business. You could also consider spreading the word through company communications like newsletters and bulletins, social media, and events.
  • Actively seek out candidates from different age groups, ethnicities, genders, professions, and geographic locations
    Diversity in background, perspective, and experience enriches discussions, fosters innovation, and ultimately better serves your organization. 
  • Screen candidates thoroughly
    Implement a rigorous selection process to assess candidates' qualifications, commitment, and alignment with your values. Conduct interviews to gauge their passion for the business, leadership style, and ability to collaborate effectively. Consider requesting references and conducting background checks if deemed necessary.
  • Provide orientation and training
    Once selected, provide comprehensive orientation and continuous training to new board members. Familiarize them with your history, programs, governance structure, and strategic priorities. Offer opportunities for professional development to enhance their effectiveness in fulfilling their roles.
  • Engage the board
    Cultivate a culture of active participation, open communication, and accountability among board members. Encourage them to contribute their unique perspectives, skills, and networks to advance your goals. Establish expectations, evaluation mechanisms, and term limits to ensure accountability and prevent stagnation.
  • Nurture a supportive and inclusive board culture where members feel valued and empowered
    Celebrate achievements, recognize contributions, and cultivate camaraderie through team-building activities and meaningful interactions.
  • Regularly evaluate the effectiveness of your board composition, dynamics, and processes
    Solicit feedback from board members, staff, and stakeholders to identify areas for improvement and adaptation. Be willing to make necessary adjustments to ensure the board remains agile, responsive, and aligned with your evolving needs and goals.

By following these steps and approaches, your team can assemble a dynamic and dedicated board of directors equipped to navigate challenges, seize opportunities, and drive meaningful impact for your company or organization.
 

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Finding the right fit: Recruiting board members

Read this if you are responsible for your company’s income tax provision and disclosures.

In December 2023, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) No. 2023-09, Income Taxes (Topic 740): Improvements to Income Tax Disclosures. Although this ASU does not impact the accounting for income taxes, it does impact the disclosures of such and is applicable to all entities subject to income taxes. According to the FASB, “the Board is issuing the amendments…to enhance the transparency and decision usefulness of income tax disclosures. Investors, lenders, creditors, and other allocators of capital indicated that the existing income tax disclosures should be enhanced to provide information to better assess how an entity’s operations and related tax risks and tax planning and operational opportunities affect its tax rate and prospects for future cash flows.”

The main components of the FASB’s ASU can be broken down into three areas, as done so in the ASU itself:

  1. Rate Reconciliation
  2. Income Taxes Paid
  3. Other Disclosures

Rate Reconciliation

This amendment is only for public business entities. Public business entities have always been required to provide a rate reconciliation, reconciling income tax expense at the statutory rate to the entity’s effective tax rate. This rate reconciliation could be displayed in amounts or percentages. ASU No. 2023-09 requires this rate reconciliation be displayed in both amounts and percentages and also identifies the following specific categories that must be disclosed:

  1. State and local income tax, net of federal (national) income tax effect
  2. Foreign tax effects
  3. Effect of changes in tax laws or rates enacted in the current period
  4. Effect of cross-border tax laws
  5. Tax credits
  6. Changes in valuation allowances
  7. Nontaxable or nondeductible items
  8. Changes in unrecognized tax benefits

There is also a requirement that any reconciling item greater than 5% of the statutory income tax expense be separately disclosed, even if not one of the specific categories identified in the ASU. Furthermore, this 5% threshold applies to the cross-border tax laws, tax credits, and nontaxable or nondeductible items categories, meaning that if the reconciling item is within these categories and is above the 5% threshold, the item must be disaggregated by its nature. The 5% threshold also applies to the foreign tax effects category in that this category is required to be disaggregated by jurisdiction (country) and by nature if meeting the 5% threshold.

For example, let’s say an entity has research and development tax credits as well as energy-related tax credits, both of which are in excess of the 5% threshold. These tax credits would be required to be separately disclosed. However, let’s say tax credits in total are below the 5% threshold. In this case, tax credits would still need to be separately disclosed, as they are one of the specific categories identified in the ASU but would not need to be further disaggregated.

For the state and local category, a public business entity is required to provide a qualitative description of the states and local jurisdictions that make up the majority (greater than 50%) of the effect of the state and local income tax category. So, for instance, if the entity’s state and local tax is primarily derived from taxes to the States of Maine and Massachusetts, this fact must be disclosed.

Entities other than public business entities are required to qualitatively disclose specific categories of reconciling items and individual jurisdictions that result in a significant difference between the statutory tax rate and the effective tax rate. Paragraphs 740-10-55-232 and 55-233 provide an illustration of these disclosures.

Income Taxes Paid

All entities now must disclose:

  1. The amount of income taxes paid (net of refunds received) disaggregated by federal (national), state, and foreign taxes
  2. The amount of income taxes paid (net of refunds received) disaggregated by individual jurisdictions in which income taxes paid (net of refunds received) is equal to or greater than 5% of total income taxes paid (net of refunds received).

Other Disclosures

All entities now must disclose on an annual basis:

  1. Income (or loss) from continuing operations before income tax expense (or benefit) disaggregated between domestic and foreign
  2. Income tax expense (or benefit) from continuing operations disaggregated by federal (national), state, and foreign.

The ASU does eliminate the requirement for all entities to (1) disclose the nature and estimate of the range of the reasonably possible change in the unrecognized tax benefits balance in the next 12 months or (2) make a statement that an estimate of the range cannot be made.

This ASU is effective for public business entities for annual periods beginning after December 15, 2024. For entities other than public business entities, the ASU is effective for annual periods beginning after December 15, 2025. Early adoption is permitted. The ASU should be applied on a prospective basis although retrospective application is permitted.

The BerryDunn perspective

On the surface, this ASU may not seem important, as it only impacts disclosure. But the level of disaggregation required could make this ASU a time-consuming one to implement, especially for those entities that operate in many states and foreign jurisdictions. As indicated above, all entities now must disclose income tax expense and income taxes paid by federal, state, and foreign. This may require modifications to existing tax provision procedures to ensure this information is readily available come time to populate the income tax disclosures in your entity’s financial statements.

Conversations with those responsible for preparing the income tax provision should start now so the best process to accumulate the information needed for these new disclosures can be identified proactively, reducing, or possibly eliminating the amount of rework needed when it comes time to adopt this accounting standard. As always, please don’t hesitate to reach out to your BerryDunn team should you have questions.

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FASB issues an ASU focused on income tax disclosures

Read this if your organization receives federal grants.

Navigating the ever-evolving landscape of federal grant management just got more manageable, as the Office of Management and Budget (OMB) has issued the latest revision of the Uniform Grants Guidance for 2024. It introduces several significant changes aimed at enhancing clarity, efficiency, and compliance in grant administration. The effective date for these changes is October 1, 2024. Here's a closer look at the most noteworthy updates.

Fixed amount awards and subawards

  • The threshold for fixed-amount subawards requiring prior written approval from federal agencies has been raised from $250,000 to $500,000, providing recipients with increased flexibility.

Equipment-related thresholds

  • The acquisition value threshold for defining equipment has been raised from $5,000 to $10,000, reducing administrative burdens for recipients. Similarly, the threshold for unused supplies has been increased from $5,000 to $10,000.

De minimis indirect cost rates 

  • The de minimis rate for indirect costs has been increased from 10% to 15% of modified total direct costs (MTDC), providing recipients and subrecipients with greater flexibility in cost allocation.
  • Recipients and subrecipients can opt for a lower de minimis rate than 15%.
  • OMB has adjusted the exclusion threshold of subawards from $25,000 to $50,000 for modified total direct costs.

Single audit

  • The threshold for mandatory single audits has been raised from $750,000 to $1 million in federal expenditures, reducing the audit burden on smaller recipients.

Additional updates of note:

Streamlined Notices of Funding Opportunity (NOFO)
The revised guidance is putting more emphasis on streamlining Notices of Funding Opportunity (NOFO). Federal agencies are encouraged to make NOFOs more concise, accessible, and transparent, ensuring that essential information is effectively communicated to potential applicants. By simplifying NOFOs and adopting plain language, agencies aim to reduce administrative burdens and enhance the accessibility of grant opportunities, particularly for underserved communities and organizations with limited capacity.

Enhanced data-driven decision-making
Under the new provisions, federal grant recipients are permitted to allocate a portion of their funding toward data management infrastructure, including the acquisition of software, tools, and technologies for data collection, analysis, and reporting. This investment in data infrastructure enables organizations to establish robust data systems, streamline data collection processes, and enhance data quality, ultimately facilitating evidence-based decision-making and program evaluation.

Conclusion

The Uniform Guidance 2024 changes introduce significant updates aimed at improving accessibility, streamlining processes, and promoting data-driven decision-making in federal grant management. As organizations strive to implement these revisions effectively, partnering with experienced consultants can provide invaluable support. Reach out to BerryDunn today if you have any questions about the new updates of your specific situation. We’re here to help.

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Uniform grants guidance 2024: Key updates

Amidst the cycle of public health underfunding, and in the shadows of the COVID-19 pandemic, agencies are trying to find financial stability in a space that has seen volatile and drastic changes in recent years. According to the National Association of County and City Health Officials, “The sustainability of the governmental public health system depends on the financial health of state and local public health agencies.” With this co-dependency of successful and sustainable public health services to financial stability, it is imperative to have a workforce that understands their obligations to effectively manage public funds.

A public health workforce in need of training

According to the 2021 Public Health Workforce Interests and Needs Survey (WINS), 54% of public health employees across the nation identified budget and financial management as a strategic skill that is highly important to their role but their proficiency in the area is low. This category outranked all other training needs assessed including change management, community engagement, and strategic thinking.

To help public health state agencies target budget and fiscal management training needs for their workforce, a comprehensive assessment can be utilized to examine four domains of administrative management activities with a focus on financial management. These four domains and topic areas include:

Domain Topics

Planning, execution, and program implementation

Policies, processes, procedures, and practices

Budget and performance monitoring, reporting, and closeout

Communications

Subgrant award and monitoring

Workforce (staffing, roles, responsibilities, onboarding, competencies)

Executive oversight

Data, systems, and information

Program alignment

Risk and priority


Reviewing these areas can help an agency assess its current decision-making and grant management processes to identify challenges that may lead to opportunities. Opportunities highlight what an agency can do with available resources to support equitable services. The opportunities are then used to inform a roadmap for process improvement and identify action items with a focus on training, policy development, monitoring, and communication. The roadmap defines an implementation strategy with measurable benchmarks and outcomes.

Overall, a comprehensive assessment can kickstart a strategic planning cycle developed to encourage fair and impartial administrative practices that adhere to federal regulations and offer opportunities to leverage additional funds in the future.

Using this framework, your public health agency can begin to manage administrative services wisely and fully leverage funding that can have the greatest impact on population health in the regions you serve. Ask “What are we doing to set up administrative routines for our agency that support equitable services?” and “How are we equipping our staff with the tools needed to effectively leverage resources that promote and improve population health?”

BerryDunn is experienced and poised to support cross-agency governance teams to undertake assessment and implementation activities. Through collaboration with agency leaders, BerryDunn’s team can facilitate discovery of opportunities for improvements in governmental budgeting and finance training, process improvement, development of finance tools and resources, and enhance communication and coordination between program and finance staff.

Learn more about how BerryDunn can support your agency in achieving these goals. If you have a specific question or if you'd like to set up an informational meeting with our team, please contact Julie Sullivan, Senior Manager and Practice Lead.

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Financial management for public health systems: The path to building sustainable services