Federal Reports

This report contains Sensitive But Unclassified information. To obtain further information, please contact the OIG Office of Counsel at OIGCounsel@oig.treas.gov, (202) 927-0650, or by mail at Office of Treasury Inspector General, 1500 Pennsylvania Avenue, Washington DC 20220.

We determined that although DHS commissioned its comprehensive program assessment, it did so more than one year later than the timeline mandated in the public law. The public law also required TSA to take six actions to improve the process for vetting individuals with access to secure areas of vessels and maritime facilities. We determined that TSA partially complied with two and complied with four of the six required actions stipulated in the public law. The report contains no recommendations.

In connection with our audit of the financial statements of the U.S. Equal EmploymentOpportunity Commission (EEOC) as of and for the year ended September 30, 2018, weidentified deficiencies in internal control (control deficiencies). We present, for yourconsideration, our comments and recommendations regarding internal controls and other matters.These comments and recommendations are intended to improve the internal control structure orto result in other operating efficiencies for EEOC. The factual accuracy of our comments hasbeen reviewed with management so as to obtain their concurrence prior to the development ofour recommendations for improvement. Matters commented upon represent

The Office of Inspector General (OIG) audited the VA security and law enforcement program (police program) to determine whether there was an effective governance structure for reasonably assuring that the program’s objectives were being met. These objectives include the approximately 4,000 police officer workforce providing security for patients, visitors, and employees at Veterans Health Administration (VHA) medical facilities. The OIG also assessed whether VA police met requirements for staffing size and qualifications, and had an adequate inspection program to ensure compliance with policies and procedures. The OIG found that VA did not have adequate governance over its police program to maintain effective management and oversight. The governance problems stemmed from confusion about police program roles and authority as well as the lack of a coordinated or centralized governance structure. According to VA policy, VHA leaders maintain primary responsibility for ensuring police program requirements are achieved. However, the Office of Security and Law Enforcement (OS&LE), a VA staff office that falls outside of VHA, has limited program oversight responsibilities such as developing and issuing national policies and inspecting police operations at VHA facilities. OS&LE does not have program authority to manage VA police operations at local medical facilities. The OIG made recommendations for VA to (1) clarify program responsibilities between VHA and the Office of Operations, Security, and Preparedness (under which OS&LE operates) and evaluate the need for a centralized management entity; (2) ensure facility-appropriate police staffing models are implemented; (3) have facilities use available strategies to address police staffing challenges; (4) assess staffing levels for the OS&LE police inspection program and provide resources for timely inspections of police units; and (5) make certain that procedures are developed for conducting VA police investigations of medical facility leaders.

This case study describes examples of high quality site development practices that result in placing Volunteers in environments conducive to successful service. OIG intends that the site development best practices identified in this report may serve as a resource for other Peace Corps posts.