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Read our report on six communities’ experiences with pandemic funding and programs, which provides valuable lessons learned to improve federal emergency response programs.

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Search reports, investigative results, and agency plansShowing 81 - 90 of 130 results
Department of Housing and Urban Development OIG

Key Considerations From Prior Audits of the Single Family Default Monitoring System and the Partial Claim Loss Mitigation Option

We prepared this memorandum to provide the Office of Housing at the U.S. Department of Housing and Urban Development (HUD) with key considerations from prior audits of the HUD Single Family Default Monitoring System (SFDMS) and the partial claim loss mitigation option. These audits identified HUD’s lack of effective controls to ensure that lenders reported default information accurately and in a timely manner, lenders promptly filed and reported partial claims, and partial claims fully reinstated delinquent loans. Prior audits also identified that the current design of partial claims results...
North Carolina Office of the State Auditor

Coronavirus Relief Fund: Preliminary Financial Audit

The purpose of this audit was to determine whether the Office of State Budget and Management (OSBM) accounted for, allocated, and disbursed amounts appropriated to the State of North Carolina’s Coronavirus Relief Fund in accordance with 2020 COVID-19 Recovery Act legislation (Recovery Act). 1
Department of Education OIG

Higher Education Emergency Relief Fund Reporting Requirements

The objective of our inspection was to determine (1) whether selected institutions receiving funds under the Institutional Portion of Higher Education Emergency Relief Fund (HEERF) met public reporting requirements and (2) the reported usage of the Institutional Portion of HEERF by selected institutions. We determined that 81 of the 100 institutions included in our sample complied with Institutional Portion reporting requirements. We were unable to locate Institutional Portion reports anywhere on the websites associated with 19 of the 100 (19 percent) institutions included in our sample.
Vermont Office of the State Auditor

Proposed Gap Recovery Grants

Similar to the Economic Recovery Grant (ERG) programs, the Gap program requires that businesses demonstrate economic loss due to COVID-19 but does not define economic loss. If ACCD uses revenue loss to measure economic loss for businesses that were in operation prior to the pandemic, the Gap program will be exposed to the same risk the Joint Fiscal Office pointed out in its November 2020 memo to the Joint Fiscal Committee regarding the ERG program.
New York Office of the State Comptroller

The Paycheck Protection Program in New York City: What’s Next?

Since March 2020, Congress has passed various laws designed to curb the spread of COVID-19 and mitigate the pandemic’s damage to the nation’s economy. One of the key legislative provisions was the creation of the Paycheck Protection Program (PPP), designed mainly to help small businesses and sole proprietors meet payroll commitments during the crisis. The program has been allocated a total of $953 billion in three rounds of funding in March ($349 billion), April ($320 billion), and December ($284 billion). This report evaluates the impact of the PPP in New York City measured against the...
California State Auditor

State High Risk Update—Coronavirus Relief Fund California Should Have Allocated More Funding to Small Counties

This letter report provides an update on our assessment of the State’s management of federal funds related to Coronavirus Disease 2019 (COVID-19) as a high risk statewide issue.
Small Business Administration OIG

Inspection of SBA's Implementation of the Paycheck Protection Program

Small Business Administration OIG

Management Alert Paycheck Protection Program Loan Recipients on the Department of Treasury’s Do Not Pay List

Maryland, Montgomery County Office of the Inspector General

Public Health Emergency Grant Program

We conducted this review to examine whether adequate policies, procedures, and controls were in place and followed to efficiently and effectively manage the administration and execution of the public Health Emergency Grant Program. We were also concerned that the speed with which the program was implemented may have resulted in errors that disadvantaged intended grant recipients.