Federal Reports

Patients in active treatment for substance use disorder may also be treated for a variety of medical conditions. Medicare Part B covers these patients’ drug testing services when reasonable and necessary. For 2019, Medicare paid $180 million for such services provided to 274,000 beneficiaries with substance use disorders nationwide. Although the 2019 Medicare fee-for-service improper payment rate was 7.3 percent, the improper payment rate was 58.9 percent for the drug test with the highest Medicare fee schedule amount. We conducted this audit to evaluate how the Centers for Medicare & Medicaid Services (CMS) and its Medicare contractors addressed the risk for improper payments for drug testing services. Our objective was to assess the Medicare contractors’ program safeguards for ensuring that Medicare claims for drug testing services for beneficiaries with substance use disorders comply with Medicare requirements.Our audit covered Medicare Part B claims for drug testing services provided in 2019 for beneficiaries with substance use disorders. We interviewed CMS officials and reviewed requirements for drug testing services in all seven Medicare contractors’ Local Coverage Determinations (LCDs). We also interviewed staff from seven selected laboratories and analyzed claims data to determine the potential impact of weaknesses we identified.

DHS OIG's 37th Semiannual Report to Congress summarizes the work and accomplishments of the Department of Homeland Security Office of InspectorGeneral from October 1, 2020 to March 31, 2021.

What OIG Evaluated: 

 The objective of this audit was to determine the adequacy of the Library’s enterprise risk management policies and procedures including compliance with those procedures.

What OIG Found: 

- As the Library implements a more mature Enterprise Risk Management, it should form a governing body to ensure proper oversight and “tone at the top.”
- The Library would benefit from a more integrated budget and resource allocation process.
- To ensure successful implementation of enterprise risk management, Strategic Planning and Performance Management Office should establish a risk appetite statement and/or risk tolerance for the Library and service Unit levels                            - The Library would benefit from having a portfolio view of risks as part of its overall risk identification process.  
- The Library would benefit from implementing a fraud risk framework that aligns with its overall risk management efforts.   

What OIG Recommends: 

- The Strategic Planning and Performance Management Office add the establishment of an Enterprise Risk Management governing body to its Integrated Risk Management and Internal Controls Improvement Plan and maturity model.
- The Library establish the Enterprise Risk Management governing body during the integrated stage of maturity and prior to reaching enterprise-level of maturity.
- The Library designate a Chief Risk Officer to lead Enterprise Risk Management efforts and to work closely with an Enterprise Risk Management governing body to further the movement towards enterprise-level of maturity. 
- The Library incorporates risk considerations into its budgeting and resourcing approach.                                                     
- Strategic Planning and Performance Management Office provide guidance to the service Unit's on risk appetite and risk tolerance, as well as update the Strategic Planning and Performance Management Office Guidance accordingly, even while Strategic Planning and Performance Management Office’s future-state efforts regarding risk appetite and risk tolerance are developing.        - Strategic Planning and Performance Management Office work with the service Unit's to gain a further understanding of risks not being reported into COMPASS, in order to achieve a broader application of a portfolio view of internal and external risks.
- Strategic Planning and Performance Management Office revisit LCRs or LCDs to ensure any adjustments made to risk identification in the system be captured.
- Strategic Planning and Performance Management Office revisit  the concept of “Out of Scope risks” in the context of the draft maturity model as of August 2020, which indicates an enterprise-level approach towards risk management as a key milestone between Fiscal Years 2020 and 2021.                                             
- Strategic Planning and Performance Management Office define a path in its  Integrated Risk Management and Internal Controls Improvement Plan regarding how to Identify Fiscal Year Library-wide risks in the context of the draft maturity model as of August 2020, which indicates an enterprise-level approach towards risk management as a key milestone between Fiscal Years 2020 and 2021.                                                                     
- Strategic Planning and Performance Management Office use the Government  Accountability Office Fraud Risk Framework components as a guide for creating an internal fraud risk framework.
- Strategic Planning and Performance Management Office incorporate a fraud risk framework into their existing Integrated Risk Management and Internal Controls program.
- Strategic Planning and Performance Management Office revisit  the future-state dashboard and determine how to incorporate the dashboard.                                                  

This report examines the EPA’s activities to oversee mobile source compliance with clean air laws and regulations during the coronavirus pandemic. It highlights National Vehicle and Fuel Emissions Laboratory’s efforts to minimize the potential for noncompliance during the pandemic and the importance of returning to full testing capacity to provide the most effective oversight.

OIG reviewed USDA’s compliance with improper payment requirements and the Department’s high-dollar overpayments reports for FY 2020.