RD Instruction 2006-M

Table of Contents

Page 1

PART 2006 - MANAGEMENT

SUBPART M - Management Control System

## [TABLE OF CONTENTS]{.underline}

[Sec]{.underline}. [Page]{.underline}

2006.601 General. 1

2006.602 Sources of information. 2

2006.603 Definitions. 3

2006.604 Purposes. 7

2006.605 Responsibilities. 8

\(a\) Deputy Under Secretary for Rural Development. 8

\(b\) Rural Development Administrators. 8

\(c\) Senior Management Control Council (SMCC). 9

\(d\) Management Control Advisory Group (MCAG). 10

\(e\) Director, Financial Management Division (FMD). 11

\(f\) State Directors. 13

\(g\) State Senior Management (SSM) team. 15

\(h\) State Management Control Officer (MCO). 15

\(i\) Management Control Review (MCR) team. 17

\(j\) State Internal Review (SIR) team. 17

\(k\) Rural Development Managers (RDMs). 17

\(l\) Deputy Chief Financial Officer (DCFO). 18

\(m\) Chief Information Officer (CIO). 18

\(n\) Rural Development supervisors and managers. 18

\(o\) Rural Development employees. 18

2006.606 \[Reserved\] 19

2006.607 GAO audits and OIG audits and investigations. 19

2006.608 Management Control Reviews (MCRs). 19

\(a\) Purpose of MCRs. 19

\(b\) Frequency and content of MCRs. 20

\(c\) Planning MCRs. 20

\(d\) Conducting MCRs. 24

\(e\) MCR Final Report. 26

\(f\) Maintenance of MCR records. 27

\(g\) MCR follow-up system. 27

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2006.609 State Internal Reviews (SIRs). 32

\(a\) Purpose of SIRs. 32

\(b\) Frequency and content of SIRs. 33

\(c\) Planning SIRs. 34

\(d\) Conducting SIRs. 36

\(e\) Report of SIR findings and recommendations. 38

\(f\) Maintenance of SIR records. 41

\(g\) SIR/Mini-SIR tracking and monitoring. 41

\(h\) SIR Summary Report. 42

\(i\) Nationwide SIR Summary Report. 43

\(j\) Components of the SIR follow-up system. 44

2006.610 \[Reserved\] 48

2006.611 Annual Report to the Secretary. 49

2006.612 \[Reserved\] 49

2006.613 Inquiries about the management control system. 49

2006.614 - 2006.650 \[Reserved\] 49

Exhibit A - State Internal Review (SIR) Report Sample Cover Page.

## oOo

RD Instruction 2006-M

PART 2006 - MANAGEMENT

Subpart M - Management Control System

§ 2006.601 [General]{.underline}.

\(a\) The Federal Managers\' Financial Integrity Act (FMFIA) of 1982
mandates that each agency in the Executive Branch of the U.S. Government
establish and maintain a management control system to assure:

\(1\) Obligations and costs comply with applicable laws;

\(2\) Funds, property, and other assets are safeguarded from waste,
loss, unauthorized use, or misappropriation; and

\(3\) Revenues and expenditures are properly recorded, accounted for,
and reported.

\(b\) The FMFIA further requires that heads of agencies report annually
to the President and Congress on the effectiveness of the agencies\'
management control systems and delegates responsibility for guidance on
implementation to the Office of Management and Budget (OMB) and the
General Accounting Office (GAO).

\(c\) OMB Circular A-123 placed an additional requirement on each agency
in the Executive Branch of the U. S. Government by mandating that
programs are effectively and efficiently carried out in accordance with
applicable laws and management policies.

\(d\) This Instruction defines Rural Development\'s management control
system, details the procedures to implement this system, and describes
its reporting requirements.

\(e\) Rural Development's management control system consists of three
major components:

\(1\) GAO audits and Office of Inspector General (OIG) audits and
investigations as described in § 2006.607 of this Instruction.

DISTRIBUTION: WSAL Administration

Management

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§ 2006.601(e) (Con.)

\(2\) Management Control Reviews (MCRs) are detailed examinations of
assessable units from the highest operational level to the lowest
operational level to determine whether necessary controls are in place
and producing the intended results, comply with applicable laws and
regulations, and provide solutions to reduce or eliminate any
deficiencies. The MCR process is described in detail in\
§ 2006.608 of this Instruction.

\(3\) State Internal Reviews (SIRs) are comprehensive evaluation
reviews, conducted by SIR teams, of the delivery of programs and
administrative functions in field offices and centralized program
functions within the State. Rural Utilities Service (RUS) Electric and
Telecommunications Programs are administered at the National Office
level and are excluded from SIRs. The SIR process is described in detail
in § 2006.609 of this Instruction.

§ 2006.602 [Sources of information]{.underline}.

The following is a list of documents, laws, regulations, and guidance
pertaining to management control system requirements applicable to Rural
Development:

\(a\) 31 U.S.C. 3512, \"Federal Managers\' Financial Integrity Act\
of 1982,\" (Pub. L. 97-255).

\(b\) 31 U.S.C. 3512, \"Federal Financial Management Improvement Act\
of 1996,\" (Pub. L. 104-208).

\(c\) OMB Circular A-130, \"Management of Federal Information
Resources,\" November 28, 2000.

\(d\) OMB Circular A-127, \"Policies and Standards for Financial
Management Systems,\" dated July 23, 1993.

\(e\) OMB Circular A-123, \"Management Accountability and Control,\"
dated June 21, 1995.

\(f\) Standards for Internal Control in the Federal Government issued by
GAO in November 1999.

\(g\) USDA Departmental Regulation No. 1110-2, \"Management
Accountability and Control,\" dated February 23, 1999.

\(h\) 5 U.S.C. App. \"Inspector General Act of 1978, as amended,\"\
(Pub. L. 95-452, as amended).

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RD Instruction 2006-M

§ 2006.602 (Con.)

\(i\) 5 U.S.C. App. \"Inspector General Act Amendments of 1988,\"\
(Pub. L. 100-504).

\(j\) 5 U.S.C. 306 Chapter 3, \"Government Performance and Results Act\
of 1993,\" (Pub. L. 103-62).

§ 2006.603 [Definitions]{.underline}.

[Action plan]{.underline}. A plan detailing how weaknesses identified in
a review will be corrected.

[Administrator's Briefing]{.underline}. A joint working session
consisting of MCR Team Leaders, senior management, and Financial
Management Division (FMD) to discuss MCR strengths and weaknesses,
resolve issues, and reach agreement prior to the MCR formal exit
conferences.

[Assessable unit]{.underline}. Functional areas or components within
Rural Development of an appropriate nature and size to facilitate
meaningful risk assessments and MCRs.

[Automated Reports Tracking System (ARTS)]{.underline}. An automated
tracking and monitoring system for OIG/GAO audits, single audits,
investigations, MCRs, SIRs, hotline/whistleblower complaints, and all
other reviews.

[Control objectives]{.underline}. Documented policies/objectives to
reduce and control risks and ensure programs operate as intended.

[Control techniques]{.underline}. Documented procedures to achieve
control objectives and assure that adequate controls exist.

[Corrective action(s)]{.underline}. Proposed solutions to weaknesses
identified in any of the review processes mentioned in this Instruction.
Each corrective action should contain specific activities/performance to
eliminate or reduce the occurrence of the weakness, target dates for
completion, names of officials responsible for implementation, and
documentation necessary to reflect that corrective action(s) has been
implemented.

[Corrective Action Codes]{.underline}. Codes within ARTS used to
identify corrective actions resulting from MCRs, SIRs, and all other
reviews.

[Financial Management Division (FMD) Liaison]{.underline}. FMD personnel
assigned\
to serve as the liaison between FMD and Rural Development agencies/\
divisions for management control issues.

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§ 2006.603 (Con.)

[Finding]{.underline}. Strengths and/or weaknesses identified during a
review.

[Follow-up]{.underline}. The act of reviewing the corrective actions to
assure that they were implemented as intended, and that the weaknesses
are in fact reduced or eliminated by the corrective actions.

[Formal entrance conference]{.underline}. A conference originating from
the National Office to discuss details relating to the upcoming MCR of
each assessable unit. The formal entrance conference is chaired by FMD
and attended by senior management, MCR Team Coordinators and Team
Leaders, and State Directors and their staff from the States to be
visited during the MCR.

[Formal exit conference]{.underline}. A conference originating from the
National Office upon completion of an MCR to discuss strengths and
weaknesses resulting from the MCR of an assessable unit. The formal exit
conference is chaired by FMD and attended by senior management, MCR Team
Coordinators and Team Leaders, and State Directors and their staff from
the States visited during the MCR.

[Management controls]{.underline}. Management controls are the
organization, policies, and procedures used to reasonably ensure that:

\(1\) Programs achieve their intended results;

\(2\) Resources are used in a manner that is consistent with\
Rural Development's mission;

\(3\) Programs and resources are protected from waste, loss,
unauthorized use, and misappropriation;

\(4\) Laws and regulations are followed; and

\(5\) Reliable and timely information is obtained, maintained, reported,
and used for decision making.

[Management Control Advisory Group (MCAG)]{.underline}. Advisory groups
established for Operations and Management (O&M), the Office of Community
Development (OCD), and each agency within Rural Development, comprised
of National Office and field office employees. The MCAGs report to their
respective Agency Administrator/Deputy Administrators and the Senior
Management Control Council (SMCC) on management control issues within
their agency/division. Each MCAG develops and recommends an MCR 5-year
plan to be reviewed and approved for inclusion in the Rural
Development-wide MCR 5-year plan of assessable units.

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RD Instruction 2006-M

§ 2006.603 (Con.)

[Management Control Officer (MCO)]{.underline}. Personnel in each State
and in the National Office, who maintain a working knowledge of all
management control issues and MCR/SIR documents, provide guidance to
other managers on MCR/SIR requirements, and perform tracking and
follow-up activities to assure implementation of corrective actions.

\(1\) [Senior Rural Development MCO]{.underline}. The Deputy Under
Secretary for Rural Development.

\(2\) [Senior Agency MCO]{.underline}. The Administrators for Rural
Business-Cooperative Service (RBS), Rural Housing Service (RHS), and
Rural Utilities Service (RUS), and the Deputy Administrator for O&M, and
OCD.

\(3\) [Rural Development MCO]{.underline}. The Director of the Financial
Management Division.

\(4\) [Deputy MCO]{.underline}. The State Director in each State Office.

\(5\) [State MCO]{.underline}. The individual designated by the State
Director to have the oversight responsibility to ensure the state
remains within purview of National Office management control
requirements.

\(6\) [Alternate MCO]{.underline}. The individual designated by the
State Director to assist the State MCO with all management control
responsibilities. (Alternate MCO is synonymous with \"State MCO\"
throughout this Instruction.)

[Management Control Review (MCR)]{.underline}. A detailed examination of
an assessable unit from the highest to the lowest operational level to
determine whether necessary controls are in place and producing the
intended results, complying with applicable laws and regulations, and
providing solutions to reduce or eliminate any weaknesses.

[Material weakness]{.underline}. A deficiency that is determined to be
significant enough to be reported outside the Department (i.e., included
in the Department's annual FMFIA Report to Congress).

[MCR Nationwide Compilation Report]{.underline}. A nationwide report
issued by FMD of all MCRs conducted within a fiscal year. The MCR
Nationwide Compilation Report contains, in part, the findings
(strengths/weaknesses) and recommendations resulting from the MCRs.

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§ 2006.603 (Con.)

[MCR team]{.underline}. Rural Development personnel assigned to perform
MCRs of assessable units.

[MCR Team Coordinator]{.underline}. The agency/division's liaison for
management control issues responsible for overall coordination of MCRs
with FMD.

[MCR Team Leader]{.underline}. The agency/division's representative
responsible for the MCR team and for conducting the review of a single
assessable unit.

[Mini-State Internal Review (Mini-SIR)]{.underline}. A follow-up review
of a specific administrative/program area once a comprehensive SIR has
been completed.

[Nationwide SIR Summary Report]{.underline}. A nationwide summary report
of trends of weaknesses identified in SIRs/Mini-SIRs prepared annually
by FMD.

[On-site entrance conference]{.underline}. A conference conducted by the
review team with the reviewed office prior to, or at the beginning of
each review. The scope of the review and other related issues are
discussed by the review team during the on-site entrance conference. If
warranted, the entrance conference may be conducted via teleconference.

[On-site exit conference]{.underline}. A conference conducted by the
review team with the reviewed office at the conclusion of each review.
The findings resulting from the review are discussed by the review team
during the on-site exit conference. If warranted, the exit conference
may be conducted via teleconference.

[Other reviews]{.underline}. In addition to SIRs and MCRs, other reviews
may be performed such as information technology reviews done in
accordance with OMB Circular A-130, financial system reviews done in
accordance with OMB Circular A-127, FMD reviews, and
administrative/program evaluations conducted by National and State
Offices.

[Review Finding Codes]{.underline}. Codes within ARTS used to identify
findings resulting from MCRs, SIRs, and all other reviews.

[Senior Management Control Council (SMCC)]{.underline}. An advisory
council\
comprised of senior management and State Directors, as appointed by the
Deputy Under Secretary for Rural Development to establish and evaluate
management controls within Rural Development.

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RD Instruction 2006-M

§ 2006.603 (Con.)

[State Internal Review (SIR)]{.underline}. Comprehensive evaluation
reviews, conducted by SIR teams, of the delivery of programs and
administrative functions in field offices and centralized program
functions within the state. RUS Electric and Telecommunications Programs
and their management controls are administrated at the National Office
level and are excluded from SIRs.

[State Internal Review (SIR) Handbook]{.underline}. National Office
approved questionnaires for review of all program and administrative
operations administered by the state. The appropriate National Office
program and administrative area will be responsible for updates and
revisions to the SIR Handbook. Coordination and consolidation of all
changes will be made on an annual basis by FMD.

[State Internal Review (SIR) Summary Report]{.underline}. A fiscal
year-end report prepared by the State Office of trends of weaknesses
resulting from the SIRs/Mini-SIRs conducted within the state.

[State Internal Review (SIR) team]{.underline}. Team members comprised
of State Office employees who conduct the SIRs within a state as
designated by the State Director.

[State Senior Management (SSM) team]{.underline}. Team members
designated by the State Director to facilitate the SIR process within a
state.

§ 2006.604 [Purposes]{.underline}.

The management control system consists of a series of mechanisms to
determine whether:

\(a\) Policies and procedures for making, servicing, and liquidating
loans and grants are properly developed, issued, and implemented;

\(b\) Administrative functions (such as personnel management, budgeting,
contracting, acquisition, and maintenance of space and equipment, etc.)
are performed in an efficient and cost-effective manner;

\(c\) Training is sufficient to provide for a skilled and knowledgeable
workforce;

\(d\) Resources are monitored, reported, and protected against waste,
loss, unauthorized use, or misappropriation;

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§ 2006.604 (Con.)

\(e\) Functions and programs vulnerable to waste, loss, misuse, and
abuse are identified and appropriate controls are installed or improved;

\(f\) Deficiencies are reduced or eliminated; and

\(g\) Appropriate officials are in compliance with Rural Development
procedures and regulations and make recommendations for corrective
action.

§ 2006.605 [Responsibilities]{.underline}.

\(a\) [Deputy Under Secretary for Rural Development]{.underline}. The
Senior Rural Development MCO responsible for:

\(1\) Assuring that Rural Development maintains an effective and
efficient management control system; and

\(2\) Reporting annually to the Under Secretary for Rural Development,
who then reports annually to the Secretary of Agriculture, whether there
is reasonable assurance to believe that Rural Development\'s management
control system fulfills the requirements of the FMFIA and OMB Circular
A-123.

\(b\) [Rural Development Administrators]{.underline}. The Administrators
for Rural Development: RBS, RHS, and RUS; and the Deputy Administrators
for O&M and OCD, are the Senior Agency MCOs responsible for:

\(1\) Assuring that there is an effective and efficient management
control system in their area of responsibility.

\(2\) Supporting the MCR process by:

\(i\) Assigning experienced personnel to serve as MCR team members;

\(ii\) Working with FMD in planning the MCRs by reviewing existing data
on the assessable unit(s) being reviewed to help define the scope of the
review; and

\(iii\) Assuring that corrective actions are implemented in a timely
manner to improve overall operations.

\(3\) Reporting annually to the Under Secretary for Rural Development
whether there is reasonable assurance to believe that the management
control system fulfills the requirements of the FMFIA and OMB Circular
A-123.

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§ 2006.605 (Con.)

\(c\) [Senior Management Control Council (SMCC)]{.underline}. The SMCC
is chaired by the Deputy Under Secretary for Rural Development and
consists of senior level management to establish and evaluate the
management control program within Rural Development.

\(1\) The SMCC duties are to:

\(i\) Assess risk and make recommendations regarding material
weaknesses, vulnerable/high risk areas, and needed improvements within
Rural Development;

\(ii\) Make recommendations concerning material weaknesses\
that warrant disclosure in Rural Development's annual report\
to the Secretary; and appropriate statements of assurance and compliance
to be included in Rural Development's annual FMFIA report;

\(iii\) Assess risks identified by the MCAGs as a result of weaknesses
identified and reported to the Administrators;

\(iv\) Develop goals for management accountability for Rural Development
to meet needs/risks identified in a particular area, region, or state;

\(v\) Evaluate:

\(A\) Program delivery;

\(B\) Mission compliance;

\(C\) The review process for effectiveness;

\(vi\) Assure regulatory compliance;

\(vii\) Determine the cause(s) of program strengths and weaknesses; and

\(viii\) Approve MCAG recommended 5-year plans.

\(2\) The term limits of the SMCC members are as follows:

\(i\) All senior level management other than State Directors will remain
as SMCC members indefinitely to maintain continuity; and

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§ 2006.605(c)(2) (Con.)

\(ii\) The three State Directors' seats will be rotated and staggered as
follows to retain state representation without losing all past
experience:

\(A\) Each State Director will serve a term of 3 years; and

\(B\) The Deputy Under Secretary for Rural Development will select new
State Directors to serve on the SMCC when a replacement is necessary.

\(d\) [Management Control Advisory Group (MCAG)]{.underline}. The MCAG
is a working group established for O&M, OCD, and each agency within
Rural Development. MCAGs:

\(1\) Are chaired by the Director of FMD, the designated Rural
Development MCO.

\(2\) Are comprised of representatives from:

\(i\) Each program within an agency;

\(ii\) Each administrative area within O&M;

\(iii\) OCD;

\(iv\) At least one State Director; and

\(v\) Field office representative(s).

\(3\) Members will:

\(i\) Become familiar with all phases of Departmental, OMB, and GAO
guidance on management controls.

\(ii\) Meet semi-annually or at the call of the Chairperson to discuss
ongoing management control initiatives, plan new initiatives, and review
and evaluate the implementation status of previously approved matters.

\(iii\) Report to the SMCC through the Chairperson and their Agency
Administrator on identified control weaknesses, deficiencies,
mismanagement, or other problems; including recommended corrective
actions and estimated resources required to correct them.

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RD Instruction 2006-M

§ 2006.605(d)(3) (Con.)

\(iv\) Advise and assist Rural Development managers in the various
phases of management controls, including conducting risk assessments,
developing and recommending an MCR 5-year plan to be reviewed and
approved, and formulating corrective actions.

\(v\) Advise SMCC on management control matters by proposing milestones,
plans, target dates for planned actions, and the materiality of reported
weaknesses.

\(vi\) Perform follow-up checks and reviews to ensure that approved
corrective actions have been implemented and the weaknesses have been
reduced or eliminated.

\(vii\) Provide semi-annual management control updates to
Administrators/Deputy Administrators and the SMCC.

\(4\) The term limits of members are as follows:

\(i\) All members other than field office representatives\
will remain as MCAG members indefinitely to maintain continuity; and

\(ii\) Field office representatives will be rotated and staggered as
follows to retain field representation without losing all past
experience:

\(A\) Each field office representative will serve a term of at least 3
years; and

\(B\) The Administrator/Deputy Administrator will select new field
office representatives when a replacement is necessary.

\(e\) [Director, Financial Management Division (FMD)]{.underline}. The
Director of FMD is the designated Rural Development MCO with the
following duties:

\(1\) In conjunction with the SMCC, develops, implements, and
administers management control policies that will provide reasonable
assurance of compliance with the intent of the FMFIA and OMB Circular
A-123.

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§ 2006.605(e) (Con.)

\(2\) Serves as Rural Development\'s point of contact for all management
control matters, including OIG/GAO audits, single audits,
hotline/whistleblower complaints, and investigations, as well as liaison
with the Department\'s Office of the Chief Financial Officer (OCFO),
GAO, and OIG.

\(3\) Provides training as needed to all State MCOs on management
control requirements and their responsibilities.

\(4\) Compiles the nationwide findings (strengths and weaknesses) of all
MCRs within each fiscal year and issues the annual MCR Nationwide
Compilation Report to National Office officials and states.

\(5\) Analyzes the SIR/Mini-SIR trends of weaknesses for all states,
issues the annual Nationwide SIR Summary Report to National Office
officials and states, and provides a copy to all MCAG members prior to
or during the fourth quarter MCAG meeting.

\(6\) Develops and maintains a formalized automated tracking system that
will allow for effective and efficient monitoring of reviews,
weaknesses, and corrective actions stemming from Rural Development's
management control process.

\(7\) Maintains primary responsibility for the direction of the MCR
process under the overall supervision of the Deputy Under Secretary for
Rural Development. This direction includes the following:

\(i\) Working with the SMCC and MCAGs to establish and maintain an MCR
5-year plan;

\(ii\) Working with senior management and program managers in developing
MCR work plans, defining the scope of the review, and analyzing existing
program data;

\(iii\) Planning for each MCR, to include notifying any State Offices
that will be affected by the MCR and providing guidance regarding the
organization and preparation of the MCR team;

\(iv\) Serving as coordinator for each MCR, including the direction of
MCR planning meetings, formal entrance and exit conferences, conducting
the MCR detailed in § 2006.608 of this Instruction, and issuance of the
MCR Nationwide Compilation Report;

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§ 2006.605(e)(7) (Con.)

\(v\) Overseeing MCR follow-up activities to assure timely completion of
corrective actions; and

\(vi\) Providing policy guidance and oversight to Rural Development
National and State Office managers on the implementation of the MCR
process.

\(f\) [State Directors]{.underline}. State Directors are the designated
Deputy MCOs responsible for assuring the implementation of the
management control process throughout their respective states. The State
Director will:

\(1\) Designate, in writing:

\(i\) The State MCO to assist in carrying out the responsibilities of
the Deputy MCO.

\(A\) Notify all state personnel in writing of the State MCO designation
so that questions and inquiries may be submitted to the State MCO.

\(B\) Notify FMD when there are any changes affecting the State MCO
designation.

\(ii\) The representatives from all program and administrative areas to
serve as SSM team members.

\(iii\) The State Office staff representatives from appropriate program
and administrative functional areas to serve as SIR team member. At the
discretion of the State Director, the Rural Development Manager (RDM)
may be assigned to the SIR team on a review of an area other than
his/her own area on a rotating basis.

\(2\) Participate in all OIG, GAO, SIR/Mini-SIR, and MCR entrance and
exit conferences either by attendance or teleconference. If the State
Director is unable to participate in the entrance and exit conferences,
the State Director should designate someone other than the MCO to serve
as his/her representative.

\(3\) Schedule the SIRs on a SIR 5-year plan.

\(i\) Annually update a current plan of SIRs scheduled over a\
5-year period.

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§ 2006.605(f)(3) (Con.)

\(ii\) Provide to FMD, STOP 0707, 1400 Independence Avenue, SW.,
Washington, DC 20250-0707:

\(A\) A copy of the annual update to the SIR 5-year plan by December 31
of each year; and

\(B\) A copy of a revised SIR 5-year plan when additional changes or
updates are made between the annual updates.

\(4\) Evaluate the performance related to management controls of the
State MCO, SIR/SSM team members, and RDMs. Management Controls/\
Resource Management must be a critical element in the annual performance
plan for all State MCOs. Additionally, Management Controls/Resource
Management must be a critical element in the annual performance plan for
all managers and supervisors GS-13 and above.

\(5\) Issue the final SIR Report within 30 working days from the date of
the exit conference.

\(6\) Make the final decision to require additional action or close the
final SIR Report after receiving recommendations from the State MCO and
SSM team, and notify the reviewed office, in writing.

\(7\) Issue the SIR Summary Report to all Program Directors and all
field offices for information sharing. A copy should also be provided
FMD, STOP 0707, 1400 Independence Avenue, SW., Washington, DC
20250-0707, no later than December 31 of each year.

\(8\) Use the FMD developed Nationwide SIR Summary Report of
SIR/Mini-SIR trends of weaknesses when developing the State's Annual
Training Plan. The Nationwide SIR Summary Report is used to determine
areas of training to be conducted at the State Office and field office
levels.

\(9\) Support and participate in the MCR process in their states by:

\(i\) Assuring that State Office and field office personnel are
available and cooperative during the on-site portion of the MCR process;

\(ii\) Being receptive to recommendations for improved operations
throughout the state resulting from an MCR report;

\(iii\) Implementing the required corrective actions by the scheduled
dates for completion; and

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§ 2006.605(f)(9) (Con.)

\(iv\) Conducting State follow-up efforts as well as cooperating in
National Office follow-up efforts to determine whether the identified
weaknesses have been corrected.

\(g\) [State Senior Management (SSM) team]{.underline}. The State
Director will designate SSM team members in writing. All program and
administrative areas will be represented on the SSM team. The SSM team
will:

\(1\) Be responsible for selecting offices to be reviewed each fiscal
year and work with the State MCO in developing and updating the SIR
5-year plan;

\(2\) Review various management reports, DCFO reports, FOCUS reports,
etc., to preplan the SIR for each field office;

\(3\) Identify the SIR trends of weaknesses to ensure proper emphasis
during upcoming reviews;

\(4\) Provide copies of the various management reports to the SIR team;

\(5\) Review SIR team findings and action plans prior to issuance of the
final SIR Report; and

\(6\) In conjunction with the State MCO, review status reports and make
recommendations to the State Director regarding additional action needed
or final closure of SIR Reports.

\(h\) [State Management Control Officer (MCO)]{.underline}. The State
MCO will have the oversight responsibility as designated by the State
Director to ensure that the state remains within the purview of National
Office requirements in the SIR process. The State MCO will:

\(1\) Report directly to the State Director and keep him/her informed of
all issues relating to SIRs and Mini-SIRs;

\(2\) Participate as the SIR Team Coordinator for all comprehensive SIRs
and Mini-SIRs;

\(3\) Participate in all OIG, GAO, SIR/Mini-SIR, Business Programs
Assessment Review (BPAR), and MCR entrance and exit conferences either
by attendance or teleconference;

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§ 2006.605(h) (Con.)

\(4\) Prepare an annual plan with the SSM team for conducting SIRs and
any Mini-SIRs:

\(i\) Maintain and update the current SIR 5-year plan on an annual
basis,

\(ii\) Submit a copy of the annual update of the SIR 5-year plan to FMD
no later than December 31 of each year, and

\(iii\) Submit all changes/updates to the current SIR 5-year plan to FMD
as soon as they occur;

\(5\) Keep separate schedules for SIRs and Mini-SIRs to ensure that each
field office receives a SIR at least once every 5-fiscal years, and as
often as required for Mini-SIRs;

\(6\) Distribute SIRs as evenly as possible over the 5-year cycle so
that 20 percent of all field offices are reviewed each year;

\(7\) Notify all field offices at least 20 working days prior to
conducting any SIR or Mini-SIR;

\(8\) Consolidate the SIR team\'s final report of findings and each
reviewed offices' action plans into the approved final SIR Report
format. Provide the final SIR Report to the SSM team for review and
concurrence. In addition, the MCO must prepare a cover letter for State
Director signature that includes a timeframe for the reviewed offices'
initial status report;

\(9\) Distribute the final SIR Report and cover letter;

\(10\) Distribute copies of each reviewed offices' status report(s) to
the SSM team for comment and recommendation for further action or
closure;

\(11\) Consolidate responses from the SSM team and prepare subsequent
letters for the State Director's signature for follow-up of corrective
actions until closure of the SIR by the State Director;

\(12\) Track and monitor the status of all MCRs, SIRs, Mini-SIRs,
OIG/GAO audits, single audits, investigations, and hotline/\
whistleblower complaints in ARTS;

## 16

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RD Instruction 2006-M

§ 2006.605(h) (Con.)

\(13\) Prepare a SIR Summary Report annually to summarize statewide
trends of weaknesses identified in SIR/Mini-SIR Reports completed during
the fiscal year. Ensure that the SIR Summary Report contains an analysis
of the findings with probable causes and conclusions made;

\(i\) Provide the SIR Summary Report to the State Director for
evaluation and distribution, and

\(ii\) Send the SIR Summary Report to FMD no later than\
December 31 of each year, FMD, STOP 0707, 1400 Independence Avenue, SW.,
Washington, DC 20250-0707.

\(14\) Serve as the State\'s point of contact for all management control
matters. This includes MCRs, SIRs/Mini-SIRs (except for the RUS Electric
and Telecommunications Programs), OIG/GAO audits, single audits,
investigations, and hotline/whistleblower complaints;

\(15\) Ensure prompt handling and completeness of all SIR, MCR, OIG/GAO
audit, single audit, investigation, and hotline/\
whistleblower complaint responses;

\(16\) Attend and participate in State Office staff planning meetings
and program reviews;

\(17\) Develop state procedures on management control matters; and

\(18\) As necessary, provide training on management control matters to
personnel within the state.

\(i\) [Management Control Review (MCR) team]{.underline}. The MCR Team
Leader and team members will conduct MCRs as detailed in § 2006.608 of
this Instruction.

\(j\) [State Internal Review (SIR) team]{.underline}. The State MCO will
serve as the SIR Team Coordinator for all SIRs. SIR team members will
conduct SIRs as detailed in § 2006.609 of this Instruction.

\(k\) [Rural Development Managers (RDMs)]{.underline}. RDMs have
oversight responsibilities in the SIR process for each office within
their jurisdiction. RDMs must:

\(1\) Participate in all SIR exit conferences either by attendance or
teleconference. If unable to participate personally, RDMs should
designate a qualified representative;

## 17

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RD Instruction 2006-M

§ 2006.605(k) (Con.)

\(2\) Review and concur with SIR action plans prior to forwarding them
to the State Director, Attention: MCO;

\(3\) Maintain a copy of the final SIR Report for each office within
his/her jurisdiction; and

\(4\) Perform follow-up activities as defined in § 2006.609(j) of this
Instruction.

\(l\) [Deputy Chief Financial Officer (DCFO)]{.underline}. The Rural
Development DCFO assures that adequate accounting controls are in place
and functioning properly to safeguard resources and to administer the
programs of Rural Development. The DCFO is responsible for reviewing and
reporting on financial systems compliance with the FMFIA, Federal
Financial Management Improvement Act (FFMIA), and OMB Circular A-127.

\(m\) [Chief Information Officer (CIO)]{.underline}. The CIO for Rural
Development assures that adequate management controls are in place and
functioning properly related to systems security. The CIO is responsible
for performance of system reviews in accordance with OMB Circular A-130.

\(n\) [Rural Development supervisors and managers]{.underline}. Each
Rural Development supervisor and manager must:

\(1\) Maintain effective and efficient controls over resources,
periodically evaluate these controls, and take appropriate action to
reduce or eliminate identified weaknesses; and

\(2\) Support the MCR process by:

\(i\) Assigning experienced personnel to serve as MCR team members;

\(ii\) Working with FMD in planning the MCRs by reviewing existing data
on the assessable unit(s) being reviewed to help define the scope of the
review; and

\(iii\) Assuring that timely corrective actions are implemented to
improve overall operations.

\(o\) [Rural Development employees]{.underline}. All Rural Development
employees are responsible for delivering the programs of Rural
Development and providing the support services for these programs in
such a way as to protect the public\'s resources from waste, loss,
unauthorized use, and misappropriation.

## 18

##  

RD Instruction 2006-M

§ 2006.606 \[Reserved\]

§ 2006.607 [GAO audits and OIG audits and investigations]{.underline}.

GAO audits and OIG audits and investigations are conducted every year.
These audits result from the continuous oversight responsibilities of
each organization. Rural Development also periodically request OIG to
conduct audits and investigations. Reports of these audits and
investigations contain specific deficiencies with required corrective
actions. OIG, OCFO, and Rural Development monitor the implementation of
the corrective actions and report on them to the Secretary of
Agriculture. Monitoring, follow-up actions, and tracking system
requirements are found in RD Instruction 2012-A for audits and RD
Instruction 2012-B for investigations.

§ 2006.608 [Management Control Reviews (MCRs)]{.underline}.

MCRs are conducted on all assessable units within Rural Development on a
5-year cycle. These reviews are conducted utilizing control objectives
and techniques (COTs) developed by management.

\(a\) [Purpose of MCRs]{.underline}.

\(1\) Review assessable units from the highest to the lowest operational
level;

\(2\) Determine if policies and procedures for making and servicing
loans and making grants are being implemented as directed;

\(3\) Determine if policies and procedures for working with supported
and targeted communities are being implemented as directed;

\(4\) Evaluate the effectiveness of administrative operations including,
but not limited to, personnel management, contracting, financial
management, civil rights, internal controls, and automated systems;

\(5\) Identify weaknesses or deficiencies in program and administrative
operations with specific corrective actions for their elimination or
reduction;

\(6\) Determine whether any problem areas require further, more
intensive review;

## 19

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RD Instruction 2006-M

§ 2006.608(a) (Con.)

\(7\) Recognize effective field office activities in the delivery of
programs and in the management of personnel and resources;

\(8\) Assess the effectiveness and efficiency of management controls in
Rural Development to minimize the potential for waste, loss,
unauthorized use, or misappropriation; and

\(9\) Inform the Deputy Under Secretary for Rural Development, Rural
Development Agency Administrators, Deputy Administrators for OCD and
O&M, and senior managers of the status of operations and internal
controls.

\(b\) [Frequency and content of MCRs]{.underline}.

\(1\) Each MCAG will develop and recommend an MCR 5-year plan by
identifying:

\(i\) Assessable units;

\(ii\) Risk level of each assessable unit;

\(iii\) Risk level for each COT; and

\(iv\) A review schedule for each assessable unit.

\(2\) The SMCC will review recommended plans from each MCAG and
establish an MCR 5-year plan for all of Rural Development.

\(3\) The MCR 5-year plan will be reviewed annually and revised as
necessary to assure all assessable units have undergone an MCR at least
once within a 5-year cycle.

\(c\) [Planning MCRs]{.underline}.

\(1\) MCAG meetings will be held in the second quarter of the fiscal
year to review:

\(i\) Changes to the assessable units scheduled to be reviewed during
the fiscal year;

\(ii\) Changes to the 5-year plan; and

\(iii\) Other changes affecting the MCR process.

## 20

##  

RD Instruction 2006-M

§ 2006.608(c) (Con.)

\(2\) MCAG meetings will be held in the fourth quarter of the fiscal
year to review:

\(i\) MCR findings presented by the Team Coordinator;

\(ii\) Recommendations made regarding the materiality of each reported
weakness for the FMFIA Report;

\(iii\) The overall risk level of each assessable unit;

\(iv\) The risk level of each COT;

\(v\) The next review date for an assessable unit; and

\(vi\) The MCR 5-year plan.

\(3\) The SMCC will meet to review the recommendations of the MCAGs
regarding material weaknesses to be included in the FMFIA Report and
updates to the MCR 5-year plan. The schedule will be reviewed with
attention given to the following criteria:

\(i\) MCRs performed within the current fiscal year;

\(ii\) Recommendations from the SMCC, the MCAGs, and National Office
managers;

\(iii\) Recent changes within Rural Development programs and
administrative functions; and

\(iv\) Budget and staff resource considerations.

\(4\) The number of MCR team members will vary with each assessable unit
being reviewed. In determining MCR team size, consideration will be
given to the size of the assessable unit, program caseloads, previous
review findings, and related information. National Office managers will
select personnel from their program and field offices to participate in
the MCR process. Rural Development's Deputy Administrator for O&M will
designate, in writing, all field office MCR team members who will
participate in MCRs.

## 21

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RD Instruction 2006-M

§ 2006.608(c)(4) (Con.)

\(i\) Team Leaders and team members must be thoroughly knowledgeable of
the assessable unit to be reviewed and must possess good evaluation
skills.

\(ii\) Team Leaders and team members should avoid conducting reviews in
States where they previously worked in the state or field office. Team
Leaders or team members should notify FMD if they are scheduled to
review an office where they previously worked. In these cases, the FMD
Director will request that another individual be assigned to the review.

\(5\) Prior to the start of each MCR, FMD will conduct planning meetings
with senior management, program managers, and the designated MCR Team
Coordinator to explain the purpose and process of the MCR.

\(i\) FMD will request that the appropriate National Office managers
develop:

\(A\) A work plan detailing how the review will be accomplished and the
staff and travel funding that will be required;

\(B\) Control objectives and techniques from the highest to the lowest
operational level for the assessable unit being reviewed, including a
recommended risk level associated with each control objective; and

\(C\) A Review Guide based upon the control objectives and techniques to
be used for MCRs. The Review Guides include areas for reporting on the
size of the sample reviewed and the number of deficiencies noted within
the sample size. In addition the Review Guides include areas for
documenting the value of loans/grants reviewed and the value of
loans/grants with deficiencies.

\(ii\) Throughout the MCR planning process, FMD, the Team Coordinator,
Team Leader, and senior management will work together to determine the
scope of the review, resources necessary to conduct the review,
scheduling, and analysis of existing information regarding the
assessable unit being reviewed.

## 22

##  

RD Instruction 2006-M

§ 2006.608(c)(5) (Con.)

\(iii\) The work plan, control objectives and techniques, and Review
Guide that must be approved by FMD before starting any MCR. The control
objectives and techniques and Review Guides should be developed and
updated utilizing Rural Development regulations and internal procedures,
recent OIG/GAO audit reports, prior MCR findings, and the Nationwide SIR
Summary Report.

\(6\) After the MCR planning meeting with FMD, the MCR Team
Coordinator/Leader, and, if requested, the FMD Liaison should meet with
team members and program managers to:

\(i\) Analyze the general management control environment of the
assessable unit being reviewed;

\(ii\) Schedule State Offices, field offices, and projects for review,
when appropriate (some functions are administered only at National
Office level);

\(iii\) Develop tentative itineraries;

\(iv\) Discuss logistics of travel and accommodations; and

\(v\) Select the MCR participants for travel.

\(7\) Prior to any scheduled review, FMD will notify the appropriate
National Office program managers and State Directors in writing, of:

\(i\) Tentative review dates;

\(ii\) Information regarding entrance and exit conferences; and

\(iii\) The MCR Team Leader as the point of contact.

\(8\) At least 20 working days prior to an on-site MCR in a State, FMD
will provide the State Director with a confirmation of the tentative
review dates, a list of MCR team members, and a final combined
itinerary. Copies of the MCR team member list and the itinerary should
be provided to appropriate offices within the State by the State MCO.

## 23

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RD Instruction 2006-M

§ 2006.608(c) (Con.)

\(9\) The appropriate Deputy/Assistant Administrators will request the
State Director to provide any loan dockets or other information
necessary for the performance of an MCR. The extent and timing of these
requests will be coordinated by the MCR Team Leader and team members.

\(d\) [Conducting MCRs]{.underline}.

\(1\) Each MCR team member must use the appropriate Review Guide when
conducting the review. The MCR Team Leader will be responsible for
coordination and distribution of the Review Guides to MCR team members.
The completed MCR Review Guides and all supporting documentation must
accompany the MCR Final Report that is submitted to FMD. This
documentation will be maintained by FMD to provide an audit trail.

\(2\) The time allotted for the MCR should be adequate for the MCR team
members to complete the review.

\(3\) FMD will conduct a formal entrance conference with the appropriate
National Office administrative/program managers and the State Directors
and their staff.

\(i\) The MCR Team Coordinator and team members will participate in the
formal entrance conference either by attendance or teleconference. FMD
must be notified by the MCR Team Coordinator of personnel that are
unable to participate.

\(ii\) The formal entrance conference provides National Office
administrative/program managers and the State Directors with the
following:

\(A\) An introduction of the MCR Team Leader and team members;

\(B\) An explanation of the purpose, scope, and methodology of the MCR;
and

\(C\) Clarification of any itinerary questions or other concerns raised
by the National or State Office.

## 24

##  

RD Instruction 2006-M

§ 2006.608(d) (Con.)

\(4\) On-site reviews of documents, projects, and offices, coupled with
interviews of Rural Development personnel, take place at the National,
State, and field offices using the MCR Review Guides and the approved
itinerary. An informal entrance and exit conference will be held by the
MCR team with the State Office being reviewed, either on-site or by
teleconference. National, State, and field office personnel must be
available on the days scheduled for interviews with the MCR teams.
Interviews may also be conducted with borrowers, banks, other lenders,
community groups, employee associations, and other individuals and
groups as appropriate for the review.

\(5\) After all on-site MCRs, docket reviews, and the evaluation of
other information has been completed, the MCR Team Leader will compile
and coordinate review findings into a draft MCR report and provide a
copy to FMD and senior management. After receipt of the draft MCR report
and prior to the formal exit conference, FMD will schedule an
Administrator's Briefing with the MCR Team Leader and senior management
to discuss MCR findings, resolve issues, and reach agreement prior to
the formal exit conference.

\(6\) A formal exit conference will be held in the National Office, with
National and State Office personnel and FMD.

\(i\) FMD will schedule the formal exit conference with the MCR Team
Coordinator and issue notifications to appropriate participants.

\(ii\) The MCR Team Coordinator and Team Leader should attend the formal
exit conference either in person or by teleconference.

\(iii\) The purpose of the formal exit conference is to acquaint the
National Office administrative/program managers and State Directors with
the probable findings that will be contained in the MCR Nationwide
Compilation Report. No recommendations will be discussed during the
formal exit conference.

\(iv\) The duration of the formal exit conference varies; however, for
planning purposes, at least 1 hour should be allowed.

## 25

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RD Instruction 2006-M

§ 2006.608(d)(6) (Con.)

\(v\) FMD will call upon the Team Leader to concisely present a summary
of the findings resulting from the review. All strengths and weaknesses
agreed upon at the Administrator's Briefing will be presented without
any additions or deletions. Questions and comments for purposes of
clarification are encouraged.

\(e\) [MCR Final Report]{.underline}.

\(1\) All MCR Team Coordinators/Leaders must submit their Final Report
to FMD within 10 working days from the date of the formal exit
conference.

\(i\) The MCR Final Report must be in the approved format provided by
FMD and contain the following:

\(A\) The same findings (strengths and weaknesses) presented at the
formal exit conference;

\(B\) Information on the sample size and number of deficiencies noted;

\(C\) Specific corrective actions to eliminate or reduce each weakness;

\(D\) Specific timeframes for completion and submission of correction
action documentation to the National Office for State recommendations
and to FMD for National Office recommendations;

\(E\) The title of the individual responsible for implementing the
corrective action;

\(F\) The title of the individual responsible for providing quarterly
status updates to FMD; and

\(G\) Signature of the Team Leader and approval through senior
management.

\(ii\) All supporting documentation must be sent to FMD with the MCR
Final Report. The supporting documentation includes all completed MCR
Review Guides, review sheets, and any other documentation used to
complete the review. The supporting documentation will be retained by
FMD and will not be included in the MCR Nationwide Compilation Report.

## 26

##  

RD Instruction 2006-M

§ 2006.608(e) (Con.)

\(2\) An MCR Nationwide Compilation Report will be issued by FMD to all
appropriate National Office officials and State Directors.

\(f\) [Maintenance of MCR records]{.underline}.

\(1\) All National Office records, MCR Final Reports, Review Guides, and
questionnaires for each MCR will be maintained by FMD to provide an
audit trail for use by oversight organizations. These records will be
maintained by FMD for 5 fiscal years after the final closure memorandum
is issued to the appropriate National Office officials for the MCR.

\(2\) The States should retain MCR records and documents for 5 fiscal
years after submission of corrective action to the National Office. All
corrective action taken by the state should be documented and maintained
in a central file within the State Office.

\(g\) [MCR follow-up system]{.underline}.

\(1\) [Purpose and objectives of the follow-up system]{.underline}.

\(i\) To ensure that appropriate actions are taken within a timely basis
(within prescribed timeframes) to correct or control identified
weaknesses.

\(ii\) To determine whether weaknesses have been resolved and if the
desired results have been achieved.

\(iii\) To verify that appropriate controls are in place and functioning
as intended to eliminate vulnerability of Rural Development resources
due to waste, loss, unauthorized use, and misappropriation.

\(2\) [Components of the MCR follow-up system]{.underline}.

\(i\) [Written status updates to FMD]{.underline}.

\(A\) After the MCR Nationwide Compilation Report is issued, quarterly
status updates will be submitted to\
FMD (March 31, June 30, September 30, and December 31) from the
responsible National Office managers. Quarterly status updates will
indicate the progress made to implement corrective action(s) for each
MCR recommendation.

## 27

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RD Instruction 2006-M

§ 2006.608(g)(2)(i)(A) (Con.)

([1]{.underline}) If corrective action has been implemented, supporting
documentation should be included with\
the status update to close the recommendation.

([2]{.underline}) If the timeframe for implementation changes\
for a recommendation, the revised timeframe and explanation should be
included in the quarterly status update.

\(B\) The findings reported in the MCR Nationwide Compilation Report are
considered to be trends within\
the assessable unit. On-site reviews are conducted as a sampling of the
entire nationwide population. Therefore, for any state recommendations
included in the MCR Nationwide Compilation Report, all states will
provide\
a written response and documentation supporting implementation of the
corrective actions to the National Office manager responsible for the
assessable unit.

\(ii\) [Request for change in MCR recommendation]{.underline}. If there
is a need to change an MCR recommendation after the MCR Nationwide
Compilation Report is issued, a written request:

\(A\) Must be submitted to FMD by the Deputy/Assistant Administrator of
the affected assessable unit; and

\(B\) Must include justification for the change.

\(iii\) [On-site follow-up review in the State]{.underline}. When
appropriate, on-site follow-up reviews will be conducted to ensure that
proper actions have been taken as a result of the MCR and other reviews.
The necessity for an on-site follow-up review will be based on the
severity of weaknesses and the quarterly status updates from National
Office managers.

\(A\) Method.

([1]{.underline}) [Coordination]{.underline}. FMD will oversee
coordination\
of any on-site follow-up reviews and reporting. Designated personnel
will conduct these reviews and report findings to FMD concerning the
progress made in correcting weaknesses identified in the MCR Nationwide
Compilation Report.

## 28

##  

RD Instruction 2006-M

§ 2006.608(g)(2)(iii)(A) (Con.)

([2]{.underline}) [MCR review team]{.underline}. Team members must be
competent and familiar with the operations of the area(s) they are
assigned to review. The size and composition\
of the review team will be based on the degree of vulnerability and
materiality of the weaknesses noted in the MCR Nationwide Compilation
Report, and the nature and status of corrective actions required.
National Office Deputy/Assistant Administrators and Staff Directors will
select and approve members for the follow-up reviews.

([3]{.underline}) [Scheduling]{.underline}. On-site follow-up reviews
are to\
be conducted within 12 months of the date the MCR Nationwide Compilation
Report is issued.

([4]{.underline}) [Scope]{.underline}. The scope of these reviews will
be based on the severity, prevalence, and frequency of weaknesses
disclosed in the MCR Nationwide Compilation Report or other reviews, as
appropriate.

([5]{.underline}) [Duration]{.underline}. On-site follow-up reviews will
typically be conducted over 3 or fewer days. Time spent in each office
selected for review will vary depending on the scope of the review
(number of interviews, dockets sampled, and records reviewed, etc.).

([6]{.underline}) [Sampling]{.underline}. Offices reviewed will include
both a sample of offices reviewed during the MCR and offices that were
not previously reviewed.

([7]{.underline}) [Entrance and exit conferences]{.underline}. The
review team will conduct:

([i]{.underline}) A brief entrance conference with the office being
reviewed to discuss the purpose and scope of the on-site follow-up
review and any areas of concern.

([ii]{.underline}) An exit conference with the office being reviewed at
the conclusion of the on-site follow-up review to discuss the findings.

## 29

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RD Instruction 2006-M

§ 2006.608(g)(2)(iii) (Con.)

\(B\) National Office reporting of on-site follow-up reviews.

([1]{.underline}) [Due date]{.underline}. Team members will submit a
written finding report to senior management and FMD within 20 working
days of the on-site exit conference.

([2]{.underline}) [Content]{.underline}. The finding report will clearly
describe the status of corrective actions, and conclusions regarding the
progress made in resolving weaknesses disclosed in the MCR Nationwide
Compilation Report. Team members must document the specific dates that
corrective actions were completed and include this information along
with any other documentation supporting the review results and
conclusions. A subsequent corrective action plan with timeframes for
completion must be included for unresolved weaknesses. Documentation
supporting the findings must be submitted to FMD with the finding report
signed by the Deputy/Assistant Administrator.

\(C\) Conclusions.

([1]{.underline}) The need for any additional corrective actions will be
determined by the results of the on-site follow-up review. The intent is
to resolve all weaknesses in a responsible and timely manner.

([i]{.underline}) If all corrective actions have been completed and the
identified weaknesses have been resolved, FMD will close the MCR and
notify the appropriate National Office officials. No further response
will be required from the National Office managers or State Directors.

([ii]{.underline}) If corrective actions have been taken as recommended
in the MCR Nationwide Compilation Report but the weaknesses have not
been resolved, a subsequent corrective action plan will be developed
including timeframes for completion.

## 30

##  

RD Instruction 2006-M

§ 2006.608(g)(2)(iii)(C)([1]{.underline}) (Con.)

([iii]{.underline}) If corrective actions have not been\
taken as recommended, the appropriate National Office officials will be
required to document the reasons in a written statement to the\
Deputy Under Secretary for Rural Development, Attention: FMD, STOP 0707,
1400 Independence Avenue, SW., Washington, DC 20250-0707.

([2]{.underline}) The appropriate National Office officials will be
required to submit quarterly status updates to FMD (March 31, June 30,
September 30, and December 31) until all corrective actions have been
implemented and the MCR has been closed.

\(iv\) [MCR tracking and monitoring]{.underline}. ARTS is to be
maintained by FMD and the State Offices. The assigned FMD Liaison and
the State MCO are responsible for tracking and monitoring the status of
efforts to correct weaknesses. ARTS will be used to identify widespread
trends of weaknesses; facilitate updates on progress made; and prepare
quarterly status updates and annual summaries of MCRs and other reviews.
All findings resulting from reviews will be identified/coded using the
ARTS Review Finding Codes. In addition, all corrective actions should be
identified/coded using the ARTS Corrective Action Codes. ARTS will also
include GAO and OIG audits, single audits, OIG investigations, and
hotline/whistleblower complaints conducted in the States, DCFO, and
National Office.

\(A\) FMD will maintain ARTS for weaknesses and corrective actions for
all MCR reports.

\(B\) When MCR recommendations are to be implemented by State Offices,
each State MCO will track and monitor those recommendations. State MCOs
may close their MCR report in ARTS at the time corrective action is
submitted to the responsible individual in the National Office.

\(C\) FMD will continue ARTS tracking and monitoring until all
corrective actions have been implemented and the MCR Nationwide
Compilation Report is closed.

\(3\) [Closure of the MCR Nationwide Compilation Report]{.underline}.
The MCR Nationwide Compilation Report will remain open until all
recommendations included in the report have been implemented and final
closure documentation is submitted to FMD.

## 31

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RD Instruction 2006-M

§ 2006.609 [State Internal Reviews (SIRs)]{.underline}.

SIRs are comprehensive evaluation reviews of the delivery of program and
administrative functions in field offices and centralized program
functions within a State. RUS Electric and Telecommunications Programs
are administered at the National Office level and are excluded from
SIRs. The SIR Handbook must be used to review the specific
administrative/program functions, to include program functions that are
centralized in the State Office.

\(a\) [Purpose of SIRs]{.underline}. The SIR process is a state
management review of operations in field offices and centralized program
functions to:

\(1\) Determine if policies and procedures for making and servicing
loans/grants are being implemented according to Rural Development
regulations, policies, and procedures;

\(2\) Determine if policies and procedures for working with supported
and targeted communities are being implemented as directed;

\(3\) Evaluate the effectiveness of administrative operations, including
but not limited to, personnel management, contracting, collections and
disbursements, civil rights monitoring, and automated systems;

\(4\) Identify weaknesses in program and administrative operations with
specific corrective actions for their elimination or reduction,
including timeframes for completion;

\(5\) Recognize effective field office and centralized program function
activities in the delivery of programs and in the management of
personnel and resources;

\(6\) Assess the effectiveness of management controls to minimize the
potential for waste, loss, unauthorized use, and misappropriation in
field office operations;

\(7\) Inform the State Director of the status of operations and controls
in all field offices; and

\(8\) Inform the Deputy Under Secretary for Rural Development and Agency
Administrators of the effectiveness of the state\'s oversight
responsibilities.

## 32

##  

RD Instruction 2006-M

§ 2006.609 (Con.)

\(b\) [Frequency and content of SIRs]{.underline}.

\(1\) The SIR team shall complete reviews of each field office and
centralized program functions at least once every 5 years.

\(i\) The State Director may elect to conduct more frequent SIRs when
major trends of weaknesses have been noted, when changes in personnel
occur, or at his/her discretion.

\(ii\) A SIR will be scheduled when an analysis of various management
reports indicates possible major trends of weaknesses.

\(iii\) The SIR Handbook provides the format and content for the review
of field offices and centralized program functions. The SIR Handbook
must be used to review the specific administrative/program functions of
all Area and Local Offices and centralized program functions in the
State Office.

\(iv\) The SIR Handbook may be supplemented by the State Director to
address areas of concern or areas of major emphasis within the state.

\(v\) RBS conducts Business Programs Assessment Reviews (BPARs) of its
Business Programs in all states on a 5-year cycle. The Review Guide used
to conduct BPARs includes questions similar to those included in the SIR
Handbook. Therefore, if the program function is centralized within a
state, BPARs replace the requirement to conduct a SIR.

\(A\) Centralized Business Programs must be maintained by the State MCO
on the SIR 5-year plan indicating the date of the last review and the
proposed date for the next review.

\(B\) If a BPAR is not conducted within the SIR 5-year cycle, a SIR will
be required by the State.

\(C\) The National Office Business Programs will issue a final BPAR
Report to the State Director with a copy to the State MCO. The final
BPAR Report will contain findings resulting from the review and
recommended corrective actions.

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RD Instruction 2006-M

§ 2006.609(b)(1)(v) (Con.)

\(D\) State MCOs will track BPAR findings as a SIR in ARTS using the
Review Finding Codes.

\(E\) State MCOs will conduct follow-up and monitoring in ARTS until the
National Office Business Programs considers all recommendations
resolved, corrective actions implemented, and the BPAR is designated as
being closed by Business Programs.

\(2\) Each SIR will result in a final SIR Report identifying all program
and administrative functions reviewed, findings (strengths and
weaknesses), corrective actions, implementation timeframes, and
follow-up efforts related to the weaknesses. The final SIR Reports are
to be maintained until another SIR is completed of that office and a new
final SIR Report is issued. A copy of the final SIR Report should be
maintained:

\(i\) In the office reviewed;

\(ii\) In the State Office; and

\(iii\) By the RDMs, for each office within his/her jurisdiction.

\(c\) [Planning SIRs]{.underline}.

\(1\) The State MCO and the SSM team should develop a 5-year plan for
conducting SIRs. SIRs should take place between October 1 -- September
30, allowing sufficient time for the preparation and submission of the
annual SIR Summary Report to FMD by December 31. The criteria for
developing the SIR 5-year plan include:

\(i\) Time elapsed since the last review;

\(ii\) Management reports, previous review findings, and management's
existing knowledge of the field offices and centralized program
functions;

\(iii\) Recent change of manager/supervisor position; and

\(iv\) Budget and staff resource considerations.

## 34

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RD Instruction 2006-M

§ 2006.609(c) (Con.)

\(2\) The State MCO will be the Team Coordinator for all SIRs to assure
efficient use of resources. In determining SIR team size, consideration
should be given to loan program caseload, previous review findings,
experience of personnel, and related information.

\(i\) The SIR team should be comprised of State Office personnel that
are knowledgeable of the area being reviewed.

\(ii\) The SIR team must be designated in writing by the State Director.

\(iii\) The SIR team must consist of members that do not complete the
work of the area being reviewed (e.g., a Multi-Family Housing (MFH) loan
program that is centralized in the State Office cannot be reviewed by
the MFH personnel within the State).

\(iv\) SIR team members will conduct an on-site review and issue a draft
report of findings to the reviewed office at the exit conference. A
final report of findings will be issued by the SIR team members to the
State MCO within 10 working days of the date of the exit conference.

\(3\) A state may request assistance from another state to conduct SIRs
for centralized program functions if there are no other resources and
options available within their own state.

\(i\) A written request for assistance will be sent from the State
Director requesting the assistance to the State Director providing the
assistance.

\(ii\) After agreement has been reached, SIR team members will be
designated in writing by the state requesting the assistance.

\(iii\) All correspondence and requests for assistance will be routed
through the MCOs in each state, with copies provided to the designated
SIR team member(s) and their supervisor(s).

\(iv\) After conducting the SIR, team members and program managers of
centralized program functions will follow the reporting and follow-up
requirements detailed in § 2006.609(j) of this Instruction.

## 35

## 

(05-19-04) PN 374

RD Instruction 2006-M

§ 2006.609(c) (Con.)

\(4\) A state may request National Office assistance to conduct SIRs for
centralized program functions if there are no other resources\
or options available. Requests for assistance must be submitted in
writing to the Director, FMD, STOP 0707, 1400 Independence Avenue, SW.,
Washington, DC 20250-0707. Requests must include the justification and
details outlining how the SIR will be accomplished if assistance is
granted.

\(d\) [Conducting SIRs]{.underline}.

\(1\) The State Director will determine the length of time needed to
conduct the SIR. The length of time must be sufficient to permit the SIR
team members to perform a complete review.

\(2\) SIR team members will use the appropriate Review Guide of the SIR
Handbook when conducting the reviews. The SIR team should document the
size of the sample reviewed and the number of weaknesses noted within
the sample size. In addition, the SIR team should also document the
value of loans/grants reviewed and the value of loans/grants with
deficiencies. A comprehensive review covering all program and
administrative areas should be conducted. All questions on the Review
Guide should be answered, and "N/A" must be entered if the question is
not applicable. The Summary of Review Findings must be completed for
each program and administrative area reviewed as part of the SIR. Review
Guides with no findings must have "none" entered on the Summary of
Review Findings.

\(3\) The State MCO will notify offices being reviewed at least 20
working days in advance of the review date. All personnel must be
available on the days of the review unless excused by the State
Director.

\(4\) The SIR team will conduct a brief entrance conference with the
office being reviewed to discuss the purpose and scope of the SIR.

\(5\) The SIR team will conduct the on-site portion of the review which
will consist of interviews with Rural Development personnel, borrowers,
bankers, other lenders, and review of projects, documents, and loan
files. The State MCO and SIR team will determine if additional
interviews will be necessary.

\(i\) A sampling of borrowers should be contacted to ascertain if they
are legitimate Rural Development borrowers. These borrowers should also
be surveyed to determine the quality of customer service provided by the
Rural Development staff.

## 36

##  

RD Instruction 2006-M

§ 2006.609(d)(5) (Con.)

\(ii\) Organizations that routinely deal with Rural Development (e.g.,
lenders, contractors, tenant groups, etc.) should be contacted to invite
their reaction to Rural Development\'s delivery of programs and to learn
of any problem areas.

\(6\) At a minimum, at least 10 dockets for individual-type loans/grants
should be reviewed by the SIR team members in each program area. For
group-type loans, a representative sample of dockets should be reviewed.
The dockets should be selected by the reviewers, not by the personnel in
the office being reviewed.

\(i\) Loan dockets being reviewed should include loans recently closed,
borrowers with servicing problems, guaranteed and direct loans, property
in inventory, and rejected/withdrawn applicants.

\(ii\) The SIR team member should note the following on each docket
reviewed:

\(A\) The date of the SIR;

\(B\) That the SIR findings and documentation are maintained in the
State Office official SIR file; and

\(C\) His/her signature.

\(7\) At the conclusion of the on-site review, the SIR team will conduct
an exit conference with the reviewed office and State Director to
discuss findings and provide a draft report of their findings. SIR team
members will not provide recommendations for corrective action to the
reviewed office. The reviewed office is required to develop corrective
action plans independent of the SIR team.

\(8\) The RDM, or designee, will participate in all SIR exit conferences
in his/her jurisdiction either by attendance or teleconference.

## 37

## 

(05-19-04) PN 374

RD Instruction 2006-M

§ 2006.609(d) (Con.)

\(9\) Compliance scores of SIRs will be calculated for each
administrative/program area in the SIR Handbook. The SIR Handbook is
comprised of individual administrative/program areas such as:
Administrative, Procurement, Information Resources Management, Civil
Rights, Environmental, Water and Environmental, Business Programs,
Community Facilities, Multi-Family Housing, Single Family Housing,
Guaranteed Single Family Housing, Water and Waste, and Community
Development. Each individual administrative/program area within the SIR
Handbook includes various sections. For example, the Administrative area
of the SIR Handbook is divided into several sections (i.e., Financial
Management, Office Management and Administrative Services, Human
Resources and Training, and Equal Employment Opportunity
Responsibilities). Any administrative/ program area falling below an 80
percent compliance score will require a Mini-SIR of that area. However,
the Mini-SIR will be conducted only on those sections within the
administrative/program area falling below 80 percent, not on the entire
administrative/ program area.

\(e\) [Report of SIR findings and recommendations]{.underline}.

\(1\) Within 10 working days of the date of the SIR exit conference, the
SIR team members will submit their signed final report of findings
through their supervisor/Program Director to the State Director,
Attention: MCO.

\(2\) Within 10 working days of the date of the SIR exit conference, the
reviewed office will submit an action plan in response to the SIR team's
draft report of findings. The action plan will:

\(i\) Address each weakness identified at the exit conference;

\(ii\) Include proposed corrective actions for each weakness to
eliminate or prevent the weakness from occurring in the future. In
addition, the action plan should identify specific timeframes for
implementation of corrective actions; and

\(iii\) Be submitted through the respective RDM, if appropriate, to the
State Director, Attention: MCO.

\(3\) The State MCO will compile the SIR team members' final report of
findings and the reviewed office's action plan into a draft SIR Report.
The draft SIR Report containing the compiled data will be presented to
the SSM team. The entire SSM team and State MCO:

## 38

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RD Instruction 2006-M

§ 2006.609(e)(3) (Con.)

\(i\) Will review the draft SIR Report to ensure that\
each weakness is appropriately addressed and the proposed corrective
actions will correct the noted weaknesses.

\(ii\) May accept, add, delete, or change the action plan, ensuring the
corrective actions properly address the noted weaknesses.

\(4\) After meeting with the SSM team, the State MCO will prepare the
final SIR Report for State Director approval. The final SIR Report
should consist of the following:

\(i\) A cover sheet, as shown in Exhibit A of this Instruction,
identifying the following:

\(A\) Office reviewed,

\(B\) Review date(s),

\(C\) Date of the exit conference,

\(D\) Report date,

\(E\) Status Report due date,

\(F\) Date and type of the last review,

\(G\) Date(s)/Timeframe(s) for Mini-SIR(s) (if required),

\(H\) Date(s)/Timeframe(s) for next complete SIR,

\(I\) Exit conference attendees (minimum required):

([1]{.underline}) State Director or designee,

([2]{.underline}) RDM or designee, and

([3]{.underline}) MCO (mandatory)

\(J\) Areas included in the review, and

\(K\) SIR team members;

\(ii\) An executive summary addressing the major findings and issues
together with an overall summary analysis of the review;

\(iii\) A separate summary of review findings by each program and
administrative functional area reviewed; and

\(iv\) Recommendations for specific corrective actions that address each
weakness and the target dates for completion.

## 39

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(05-19-04) PN 374

RD Instruction 2006-M

§ 2006.609(e) (Con.)

\(5\) The State Director will approve and issue the final SIR Report
within 30 working days from the date of the exit conference by
transmittal memorandum. The memorandum will outline the date a status
report is due and any other comments as deemed appropriate. The final
SIR Report will be distributed as follows:

\(i\) The original to the State Director, maintained by the State MCO;

\(ii\) A copy to the reviewed office;

\(iii\) A copy to the RDM, when appropriate;

\(iv\) A copy to the SSM and SIR team members;

\(v\) A copy to the Program Directors, Environmental Coordinator, and
Civil Rights Coordinator, unless they are already part of the SSM/SIR
teams; and

\(vi\) A copy to other personnel as deemed appropriate by the State
Director.

\(6\) Important recommendations are often received and exchanged between
the SIR team and the reviewed office when a SIR is conducted. The State
MCO is responsible for retaining these recommendations throughout the
fiscal year until all SIRs have been conducted. As part of the SIR
process, recommendations for State Office or National Office
consideration may be identified.

\(i\) The SIR team members should document and report these
recommendations to the State Director, Attention: MCO.

\(ii\) The recommendations should include specific actions to be taken
by the reviewed office. The SSM team and State MCO will review all
recommendations to determine if further consideration is appropriate.

\(iii\) If the SSM team and State MCO determine that a recommendation
does not merit further consideration, a written response will be
provided to the reviewed office with an explanation why it is not
feasible to implement.

\(iv\) If the recommendation has merit and should be reviewed further,
it will be handled as follows:

## 40

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RD Instruction 2006-M

§ 2006.609(e)(6)(iv) (Con.)

\(A\) A recommendation for State Office consideration will be forwarded
to the appropriate administrative/program manager for their review. A
written response should be provided to the office making the
recommendation indicating whether the recommendation was implemented. If
the recommendation was not implemented, the response should provide an
explanation. If the recommendation will be implemented, a reasonable and
achievable timeframe for completion should be included in the written
response.

\(B\) A recommendation for National Office consideration will be
included in the SIR Summary Report and forwarded to FMD by December 31
of each year.

([1]{.underline}) FMD will compile the SIR Summary Report
recommendations and forward them to the appropriate National Office
program managers for review.

([2]{.underline}) Responses will be provided to all states for
information sharing.

\(f\) [Maintenance of SIR records]{.underline}. Supporting documentation
consists of completed Review Guides and all additional data collected
while performing the review. The supporting documentation will become
part of the original SIR Report to be delivered to the State MCO. The
supporting documentation will be maintained in the State Office
operational file until the next SIR is conducted on that office and the
final SIR Report is issued.

\(g\) [SIR/Mini-SIR tracking and monitoring]{.underline}. The State MCO
is responsible for tracking and monitoring SIR/Mini-SIR reports in ARTS.
The State MCO should:

\(1\) Track the size of the sample reviewed, number of deficiencies
noted within the sample size, reported weaknesses, corrective actions,
timeframes identified, and status of efforts to correct weaknesses for
each SIR/Mini-SIR;

\(2\) Identify/code all weaknesses resulting from reviews using the ARTS
Review Finding Codes;

\(3\) Identify/code all corrective actions resulting from reviews using
the ARTS Corrective Action Codes;

## 41

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(05-19-04) PN 374

RD Instruction 2006-M

§ 2006.609(g) (Con.)

\(4\) Update ARTS as soon as possible after each SIR/Mini-SIR Report is
issued and each status report is received, reviewed, and a response
issued;

\(5\) Update ARTS with all SIRs/Mini-SIRs conducted during the previous
fiscal year not later than December 31 of each year;

\(6\) Track SIRs and Mini-SIRs separately; and

\(7\) Close a SIR only when all corrective actions included in the final
SIR Report, and associated Mini-SIR (if necessary), have been
implemented. A SIR should be reflected as open in ARTS until all
corrective actions identified in both the SIR and Mini-SIR are
implemented.

\(h\) [SIR Summary Report]{.underline}. By December 31 of each year,
each State Director will submit a SIR Summary Report of all
SIRS/Mini-SIRS conducted during the previous fiscal year to the
Director, FMD,\
STOP 0707, 1400 Independence Avenue, SW., Washington, DC 20250-0707. FMD
will review each state\'s annual SIR Summary Report for compliance with
this Instruction and advise the State Director of the results of the
review. The annual SIR Summary Report should contain the following
items:

\(1\) A cover sheet with the following;

\(i\) The fiscal year of the report,

\(ii\) The list of field offices reviewed and review dates,

\(iii\) The list of SIR team members, and

\(iv\) The list of program and administrative operations/\
functions reviewed.

\(2\) An introduction in narrative or bullet form that includes the
following;

\(i\) Any necessary background information on the state,

\(ii\) The purpose of the analysis, and

\(iii\) The benchmark used to identify trends of weaknesses (e.g., If 10
dockets/offices are reviewed and a benchmark of 6 or more
dockets/offices is established, a trend would exist if the same weakness
is noted in 6 or more of the 10 dockets/offices reviewed).

## 42

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RD Instruction 2006-M

§ 2006.609(h) (Con.)

\(3\) A list of the trends of weaknesses (by administrative/program area
of the SIR Handbook) identified by using the established benchmark
indicated in paragraph (h)(2)(iii) of this section and the frequency
rate that these trends occurred.

\(4\) A summary analysis in narrative or bullet form that includes the
following:

\(i\) The conclusions made from an analysis of the trends of weaknesses
identified,

\(ii\) The factors contributing to the major trends of weaknesses noted,
and

\(iii\) The areas where emphasis for improvement should be placed.

\(5\) A list of program and administrative trends of weaknesses that
require National Office attention/action.

\(6\) The recommendations to strengthen existing operations for National
Office consideration.

\(7\) A comparative assessment of the overall effectiveness of the
current year\'s performance with previous years\' operations, including
trends of weaknesses that are recurring, reduced, or eliminated.

\(i\) [Nationwide SIR Summary Report]{.underline}. A Nationwide SIR
Summary Report of all SIR/Mini-SIR trends of weaknesses will be prepared
annually by FMD and distributed to National Office officials and states.
The Nationwide SIR Summary Report will also be provided to all MCAG
members prior to or during the fourth quarter MCAG meetings. The MCAG
members will review the Nationwide SIR Summary Report to determine if
any material weaknesses exist which should be reported in the annual
FMFIA Report to the Secretary of Agriculture. The Nationwide SIR Summary
Report will also be utilized in the MCR process for developing and
updating control objectives and techniques and Review Guides.

## 43

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(05-19-04) PN 374

RD Instruction 2006-M

§ 2006.609 (Con.)

\(j\) [Components of the SIR follow-up system]{.underline}.

\(1\) [Written status reports]{.underline}.

\(i\) Once the final SIR Report is issued, the reviewed office should
promptly initiate corrective action(s) for each recommendation within
the prescribed timeframes.

\(ii\) Within 20-60 working days from the date of the final SIR Report,
the supervisor of the reviewed office will prepare an initial written
status report on the implementation of the corrective action(s).

\(A\) If corrective actions have been fully implemented, documentation
should be included with the status report.

\(B\) If corrective actions have not been fully implemented, the
progress being made towards implementation should be reported in the
status report. If timeframes identified in the final SIR Report will not
be met, new timeframes should be identified in the status report.

\(iii\) The supervisor of the reviewed office will submit the initial
and any subsequent status reports to the RDM having jurisdiction and
oversight responsibilities for that office, if applicable.

\(iv\) The RDM will review all status reports and prepare a written
recommendation for additional corrective actions or for closure of the
final SIR Report. The RDM will support the recommendation with
documentation of trip reports and reviews conducted during regular
office visits.

\(v\) Within 10 working days of receipt of each status report, the RDM
will submit the reviewed office's status report and his/her written
recommendation regarding the corrective actions to the State Director,
Attention: MCO. The status reports and the RDM's recommendations will be
submitted by the due date identified in the State Director\'s
memorandum.

\(vi\) RDMs and supervisors are responsible for ensuring that corrective
actions are taken in their respective jurisdictions and that identified
weaknesses are eliminated.

## 44

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RD Instruction 2006-M

§ 2006.609(j)(1) (Con.)

\(vii\) Within 10 working days of receipt of each status report and
RDM's recommendations, the entire SSM team and State MCO will review the
information for adequacy and compliance with the final SIR Report
recommendations. The entire SSM team and State MCO will recommend to the
State Director whether additional information is needed or if the final
SIR Report should be closed.

\(viii\) The State Director will make the final determination to request
a subsequent status report if additional information is needed or to
close a final SIR Report based upon the recommendations received from
the entire SSM team and State MCO.

\(ix\) The State Director will notify the reviewed office in writing
that:

\(A\) A subsequent status report should be provided within 60 working
days of the date of the request. The State Director\'s memorandum will
outline the additional information requested and a specific due date; or

\(B\) The final SIR Report is closed.

\(x\) The State Director will require written subsequent status reports
from the reviewed office every 60 working days until all corrective
actions have been completed and the final SIR Report is closed.

\(2\) [Follow-up reviews (Mini-SIRs)]{.underline}. When required,
follow-up reviews (Mini-SIRs) will be conducted to ensure that proper
corrective actions have been taken on weaknesses noted in SIRs. The
necessity for a follow-up review will be based on the severity of
weaknesses and the reviewed office\'s status reports.

\(i\) [Method]{.underline}.

\(A\) [Coordination]{.underline}. The State MCO will oversee
coordination of Mini-SIRs and reporting. State Office and other
designated personnel will conduct Mini-SIRs and report on the progress
in correcting weaknesses identified in the final SIR Report to the State
Director. Mini-SIRs are typically conducted on-site at the reviewed
office. However, the State Director may approve Mini-SIRs to be
completed by desk review when appropriate.

## 45

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(05-19-04) PN 374

RD Instruction 2006-M

§ 2006.609(j)(2)(i) (Con.)

\(B\) [Reviewers]{.underline}. Individuals responsible for conducting
Mini-SIRs must be competent and familiar with the operational areas they
are assigned to review. The size and composition of the Mini-SIR team
will be determined by the State Director. The State Director will select
the Mini-SIR team based upon the severity of the weaknesses disclosed in
the final SIR Report and the nature and status of the corrective actions
required.

\(C\) [Scheduling]{.underline}. Mini-SIRs may be conducted either in
conjunction with regularly scheduled office visits or independently
throughout the year. Initial Mini-SIRs of administrative areas are to be
conducted within 6 months of the date of the final SIR Report. Initial
Mini-SIRs of program areas are to be conducted within 12 months of the
date of the final SIR Report. If necessary, subsequent Mini-SIRs are to
be conducted at least every\
6 months thereafter. Mini-SIRs will continue until the SSM team, State
MCO, and the respective RDM, as appropriate, have verified that the
weaknesses have been corrected and effective controls are in place.

\(D\) [Scope]{.underline}. The scope of the Mini-SIR will be based on
the severity and frequency of weaknesses disclosed in the final SIR
Report. Mini-SIRs will be conducted if the following occurs:

([1]{.underline}) An administrative/program area falls below the 80
percent compliance score. In this instance, a Mini-SIR is mandatory. The
Mini-SIR should be conducted only on those sections within the
administrative/program area falling below 80 percent, not the entire
administrative/program area.

([i]{.underline}) The appropriate Review Guide of the SIR Handbook will
be utilized to conduct the Mini-SIR.

([ii]{.underline}) Compliance scores will be calculated for the
administrative/program area being reviewed.

([iii]{.underline}) Mini-SIRs of the deficient administrative/program
area will be conducted until the score for that administrative/program
area reaches 80 percent compliance.

## 46

##  

RD Instruction 2006-M

§ 2006.609(j)(2)(i)(D) (Con.)

([2]{.underline}) The State Director may require additional Mini-SIRs
regardless of compliance scores based upon recommendations from the
entire SSM team, State MCO, or SIR team. Areas requiring additional
Mini-SIRs will receive special emphasis during follow-up reviews.

\(E\) [Content]{.underline}. In reviewing dockets as part of a\
Mini-SIR, those dockets that contained the identified weaknesses should
be checked to verify that the problems were corrected. In addition, a
sampling of new dockets should be reviewed to verify that the original
weakness has been corrected and new weaknesses are not occurring.

\(F\) [Duration]{.underline}. Mini-SIRs will typically be conducted over
3 or fewer days. Time spent in each office selected for a Mini-SIR will
vary depending on the scope of the review (e.g., number and complexity
of loan dockets, files, and records to be reviewed; complexity of
weaknesses and respective corrective actions required; number of
interviews to be conducted; number of construction inspections to be
made; etc.). Mini-SIRs are to be conducted in a manner that will enable
the reviewer to verify that:

([1]{.underline}) Corrective actions required in the final SIR Report
have been implemented, and

([2]{.underline}) The weaknesses have been eliminated and have not
recurred since the corrective action was implemented.

\(ii\) [Reporting of Mini-SIRs]{.underline}.

\(A\) [Due date]{.underline}. Within 10 working days of the date of the
Mini-SIR, a final Mini-SIR report of findings and conclusions will be
submitted by the Mini-SIR team to the State Director, Attention: MCO,
with a copy to the respective RDM and the reviewed office.

## 47

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(05-19-04) PN 374

RD Instruction 2006-M

§ 2006.609(j)(2)(ii) (Con.)

\(B\) [Content]{.underline}. The final Mini-SIR report of findings will
clearly describe the status of corrective actions and the progress made
in resolving weaknesses disclosed in the final SIR Report. Mini-SIR team
members must document the specific dates that corrective actions were
completed and any other documentation supporting the Mini-SIR results
and conclusions.

\(C\) [Documentation]{.underline}. Mini-SIR team members must retain
documentation supporting the findings and file this information with the
final Mini-SIR Report. The supporting documentation will become part of
the original Mini-SIR Report to be delivered to the State MCO. The
documentation will be maintained in the State Office operational file
until the next review of that office is conducted.

\(3\) [Conclusions]{.underline}.

\(i\) The need for any additional corrective actions will be determined
by the results of the Mini-SIR. The intent of the Mini-SIR is to ensure
that the reviewed office resolves all weaknesses in a responsible and
timely manner.

\(ii\) If the Mini-SIR team members have verified that all corrective
actions have been implemented and the identified weaknesses have been
resolved, the SIR and resulting Mini-SIR will be closed and the reviewed
office notified in writing by the State Director. No further response
will be required from the reviewed office.

\(iii\) If corrective actions have been implemented as recommended in
the final SIR Report but the weaknesses have not been resolved, an
alternative corrective action plan will be developed including
timeframes for completion.

\(iv\) If corrective actions have not been implemented as recommended,
the RDM will be required to document the reasons in writing to the State
Director.

§ 2006.610 \[Reserved\]

## 48

##  

RD Instruction 2006-M

§ 2006.611 [Annual Report to the Secretary]{.underline}.

Rural Development is required to report on the status of its management
control system to the Secretary, USDA on an annual basis. The Secretary,
in turn, must report to the President and to the Congress on the status
of the USDA\'s management control system.

\(a\) The year-end FMFIA Report on management controls will be prepared
by FMD based upon information received from all sources within the Rural
Development. The FMFIA Report is based on the current fiscal year's
activities, and is due to the Department's Chief Financial Officer (CFO)
in the fourth quarter of the fiscal year.

\(b\) The year-end FMFIA Report will contain the status of existing
material weaknesses and corrective actions identified in the previous
year-end FMFIA Report. The FMFIA Report will also include any new
material weaknesses and corrective actions identified during the current
fiscal year.

\(c\) The year-end FMFIA Report is submitted to the CFO and combined
into a USDA-wide report.

§ 2006.612 \[Reserved\]

§ 2006.613 [Inquiries about the management control system]{.underline}.

Inquiries concerning this Instruction or any part of Rural
Development\'s management control system should be directed to FMD.

§ 2006.614 - 2006.650 \[Reserved\]

Attachment: Exhibit A.

## o0o

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## 

(05-19-04) PN 374

RD Instruction 2006-M

Exhibit A

## **STATE INTERNAL REVIEW (SIR) REPORT**

## **SAMPLE COVER PAGE**

## 

## (**STATE**) STATE INTERNAL REVIEW (SIR)

## 

Office Reviewed:

Review Date(s):

Date of Exit Conference:

Report Date:

Status Report Due Date:

Date and Type of Last Review:

Date(s)/Timeframe(s) for\
Mini-SIR(s) (if required):

Date(s)/Timeframe(s) for\
next complete SIR:

Attending the Exit Conference:

State Director or Designee Name

Title

Rural Development Manager Name

Title

Areas Reviewed: Single Family Housing

Multi-Family Housing

Community Programs

Water and Waste

Business Programs

Community Development

Civil Rights

Environmental

Procurement

Administrative

Information Resource Management

Review Team: L.S. Brown, Rural Housing Director

A.B. Black, Community Programs Specialist

G.B. Minor, Business Programs Director

M.M. Reynolds, Rural Development Coordinator

D.W. Wright, State Civil Rights Coordinator/Manager

C.D. White, State Environmental Coordinator

E.F. Smith, Contracting Program Manager

G.H. Jones, Human Resources Manager

I.J. Hall, Management Control Officer

L.M. Block, Information Resource Manager

## o0o

(05-19-04) PN 374