Federal Reports

The report summarizes the FTC OIG’s activities and accomplishments during the second half of the FY 2020 reporting period.

Semiannual Report to the Congress April 1, 2020 - September 30, 2020

The National Security Agency Office of the Inspector General (OIG) released an unclassified summary of its Audit of the Agency's Retention Incentive Program. The OIG concluded that the NSA lacked administrative controls necessary to ensure that it was properly determining eligibility and incentives in a consistent manner. Moreover, we found that without more defined program goals and a documented process for evaluating success, the Agency cannot determine whether the program is effectively expending Agency resources in retaining key personnel, and doing so without risk to other work roles and programs. Additionally, we found that the Agency paid significant amounts in what the OIG determined were or may be noncompliant group retention incentives.The OIG made 12 recommendations to assist the Agency in addressing these issues. The Agency agreed with all of the OIG’s recommendations; three were closed upon issuance of the audit, and the OIG found that the actions planned by the Agency met the intent of the remaining recommendations.

Management Challenges- Fiscal Year 2020

The Office of Inspector General (OIG) reviewed Veterans Crisis Line (VCL) operations ranging from contingency planning to quality metrics and lessons learned during the COVID-19 pandemic. The OIG completed remote interviews, document reviews, and surveyed VCL employees and Suicide Prevention staff. VCL staff had historically worked from communal call centers with shared space and equipment, a model that posed a safety risk to staff during the pandemic. To continue operations, VCL’s primary challenge was to equip and transition nearly 800 employees to telework-based operations. Over the course of six weeks, VA’s Office of Information and Technology prioritized VCL’s equipment needs and issued computers, monitors, and iPhones. Regional information technology staff ensured that VCL employees connected to the VA intranet site and accessed the programs needed to perform their duties. VCL employees were provided with training, guidance, and resources related to telework and new VCL processes. VCL leaders implemented precautionary measures to reduce staff’s risk of exposure in the call centers during the transition to telework by expanding call center space to allow for social distancing, providing face masks and sanitizing wipes, and requiring compliance with VHA-wide screening for COVID-19 symptoms before building entry. Despite these efforts, some surveyed employees felt some measures were inadequate to ensure safety. The VCL continued to meet performance targets for key indicators including speed of answer, rate of call abandonment, and levels of silent monitoring and caller satisfaction during and after staff’s transition to telework. VCL leaders reported that, in the future, VCL could benefit from a broader technology and equipment plan, its own information technology staff, and managing its own contracts; better succession planning with overlap for key positions; and maintaining an inventory of items such as headsets, keyboards, and cell phones. The OIG made no recommendations.