| 1 |
No |
$0 |
$0 |
|
|
We recommend that OPM centralize its audit resolution process into one program structure, instead of the current audit resolution structure that delegates responsibilities to multiple programs within OPM.
|
| 2 |
No |
$0 |
$0 |
|
|
We recommend that OPM implement a plan to develop an agency-wide audit tracking system with all of the functionality needed to facilitate resolution workflows and which acts as a repository for all resolution and closure documentation.
|
| 3 |
No |
$0 |
$0 |
|
|
We recommend that OPM's audit follow-up official work with Internal Oversight and Compliance to ensure that the documentation retention policy for audit resolution covers the entire process through audit closure to ensure that documentation is properly managed, maintained, and readily available for review and examination.
|
| 4 |
No |
$0 |
$0 |
|
|
We recommend that Internal Oversight and Compliance implement "required," not "suggestive," guidance detailing audit resolution responsibilities and procedures.
|
| 7 |
No |
$0 |
$0 |
|
|
We recommend that Federal Employee Insurance Operations work with all appropriate stakeholders to update the MOUs to reflect the Federal Employee Insurance Operations' current resolution process and implement a plan to regularly review and update the MOUs.
|
| 12 |
No |
$0 |
$0 |
|
|
We recommend that Internal Oversight Compliance design a system of controls to track recommendations requiring monetary recoveries, including the five recommendations identified in this finding, to ensure that OPM has recovered all monies.
|
| 14 |
No |
$0 |
$0 |
|
|
We recommend that Internal Oversight and Compliance immediately track the three recommendations described in our finding and begin the resolution process to resolve and close the recommendations.
|
| 9 |
No |
$0 |
$0 |
|
|
We recommend that, going forward, Audit Resolution and Compliance's audit resolution files contain all support related to the recommendations, from report issuance through audit closure, and the information is readily available.
|
| 6 |
No |
$0 |
$0 |
|
|
We recommend that the audit follow-up official develop and implement a process to obtain corrective actions, which include details such as management's plan of action and milestone dates, for all recommendations issued to OPM program offices.
|
| 5 |
No |
$0 |
$0 |
|
|
We recommend that the audit follow-up official provide the OIG with corrective actions for the 10 open recommendations identified in this finding.
|
| 16 |
No |
$0 |
$0 |
|
|
We recommend that any new policies developed and implemented be communicated to the necessary stakeholders.
|
| 8 |
No |
$0 |
$0 |
|
|
We recommend that Federal Employee Insurance Operations communicate any new or updated MOUs to the appropriate stakeholders.
|
| 10 |
No |
$0 |
$0 |
|
|
We recommend that IOC and ARC develop and implement the necessary internal controls to ensure that all recommendations are resolved within a maximum of 6 months after issuance of a final report and that completed final action on each management decision occurs within 12 months after the date of the Inspector General's report.
|
| 11 |
No |
$0 |
$0 |
|
|
We recommend that ARC work with IOC to develop work or corrective action plans, which include timeliness milestones, to resolve any outstanding recommendations directed toward OPM program offices reported in carrier audits.
|
| 13 |
No |
$0 |
$0 |
|
|
We recommend that ARC work with the Office of the Chief Financial Officer to develop a process to verify that questioned funds identified in final reports and agreed to be returned to the FEHBP are fully returned to the FEHBP.
|
