Federal Reports

What OIG Evaluated: 

We evaluated the Office of the Chief Information Officer’s  plan for the Library’s Informational Technology  modernization efforts. Specifically, whether the Library’s IT  modernization plans provide a logical and measurable methodology to ensure its  progress towards a modern IT  infrastructure. 

What OIG Found: 

- Office of the Chief Information Officer does not have an implementation plan for IT Modernization.
- Most key project management artifacts were developed, but 25% lacked essential information or had not been developed.
- Ineffective management of cost estimation and budget
- Inefficient project schedule management 
- Lack of verifiable goals and success criterion
- Inadequate variance tracking methods

What OIG Recommends:

- Office of the Chief Information Officer should make a dedicated effort to develop an IT implementation plan for the modernization effort. 
- The Office of the Chief Information Officer should perform a gap analysis to determine the PMBOK and Government accountability Office cost and schedule assessment principles and practices the Library still needs to implement. 
- The Office of the Chief Information Officer should implement specific guidelines that all IT projects must follow to meet PMBOK and Government accountability Office standards.
- The Office of the Chief Information Officer should develop a monitoring and quality assurance process to ensure that each IT project complies with PMBOK and Government accountability Office cost and scheduling guidelines, as adopted by the Library. 
- Develop a formal checklist that contains the Government accountability Office Cost Estimating Assessment Guide’s best practices for Project Managers to follow when developing, executing and maintaining project costs. 
- Office of the Chief Information Officer should undertake a dedicated effort to develop tactical project schedule management processes that align with the best practices for project schedule management as outlined in the PMBOK Knowledge Area – Project Time Management, and the Government accountability Office Schedule Assessment Guide to determine if the IT modernization project schedules provided sufficient detail to accurately track and manage performance.  
- The Project Management Office should analyze and collectively manage the IT modernization projects with an integrated master schedule consisting of all IT modernization project efforts. 
- Office of the Chief Information Officer IT modernization goals and success criterion should be developed to align with the OCIO’s business goals and objectives to ensure the IT modernization effort achieves OCIO’s stated objectives.
- Financial Services Directorate, working with OCIO, should track project cost variance in a manner that meets business objectives. 

We determined that U.S. Customs and Border Protection’s (CBP) training approach and execution do not fully support the canine teams’ mission to detect smuggling of illegal narcotics, agriculture products, and humans at and between ports of entry. In fiscal year 2019, CBP decided to realign its Canine Academy, which contributed to a decrease in canine teams trained in the first two quarters of FY 2020. Office of Field Operations (OFO) canine teams used pseudo narcotic training aids past the recommended replacement cycle. Both Border Patrol and OFO canine teams used outdated actual narcotic training aids during proficiency training in the field. Additionally, OFO canine team files did not have required documentation for proficiency training. Furthermore, CBP’s inadequate governance of canine team operations led to outdated Canine Program policies and procedures, inconsistent retention periods for training documents, and an absence of Canine Tracking System policies and procedures. We recommended that the Office of Training and Development (OTD) Assistant Commissioner develop a comprehensive assessment of the Canine Program realignment to ensure implementation according to OTD training standards. Furthermore, we recommended the Border Patrol Chief and OFO Executive Assistant Commissioner ensure their Canine Programs have enough certified canine instructors and adequate training aids to provide proficiency training for canines after they are deployed. In total, we made four recommendations that, if implemented, should help CBP improve oversight of its Canine Program, formalize and implement a realignment plan for the training academy, provide proper training capabilities, and update and standardize program guidance. CBP concurred with all our recommendations.

By implementing stronger internal controls, the EPA can decrease the risk of issuing a pesticide registration that does not comply with regulatory requirements.

This memo was issued to clarify statements made on pages 2 and 20 regarding OCC providing whistleblower complaints to Treasury OIG Office of Investigations (OI), in OIG-20-046, FINANCIAL REGULATION AND OVERSIGHT: Prior to 2015, OCC Missed Opportunities to Analyze and Address Inappropriate Sales Practices at Wells Fargo Bank. Please read this memo in conjunction with OIG-20-046.