Federal Reports

To determine whether the Social Security Administration (SSA) had effectively addressed known systems vulnerabilities.

In July 2014, the Postal Service and the American Postal Workers Union entered into a Memorandum of Understanding (MOU) regarding custodial workhours. The MOU dictated that custodians receive additional compensation when certain facilities fail to use 90 percent of their calculated annual custodial workhours. These hours are based on facility size and designated cleaning frequencies. As of the end of fiscal year (FY) 2018, there were 8,955 facilities subject to this MOU, including processing and distribution centers, post offices, stations, and branches. Our objective was to assess compliance with the custodial workhour requirement to use 90 percent of calculated annual custodial workhours. The scope included custodial workhours for FYs 2015 through 2018 for the facilities subject to the MOU.

In FY 2018, the Postal Service delivered more than 140 billion letters and flats and 6 billion packages to more than 158 million delivery points. It made these deliveries on over 231,000 routes using more than 208,000 postal-owned delivery vehicles; however, letter and flat mail volume is declining even as package volume continues to grow due to the surge in ecommerce. Our objective was to assess the Postal Service Workload and Workforce Performance Indicators for Customer Service, City Delivery, and Vehicle Operations for fiscal years (FY) 2014 to 2018.

The Office of the Inspector General previously conducted an evaluation of Human Resources (Evaluation Report 2016-15445-05, issued September 26, 2017) to identify operational and cultural strengths and areas for improvement that could impact Human Resources’ organizational effectiveness. Our report identified several operational and cultural areas for improvement and included recommendations for addressing those areas. The objective of this follow-up review was to assess actions taken to address the concerns identified in our initial organizational effectiveness evaluation for one of Human Resources three departments – Employee Health. In summary, we determined actions have been taken to address the previously identified concerns.

What We Looked AtAs required by law, we report annually on the Department of Transportation's (DOT) most significant challenges to meeting its mission. We considered several criteria in identifying DOT's top management challenges for fiscal year 2020, including their impact on safety, documented vulnerabilities, large dollar implications, and the ability of the Department to effect change.What We FoundWe identified the following top management challenge areas for fiscal year 2020: Aircraft certification. Key challenges: resolving certification issues related to the Boeing 737 MAX aircraft and enhancing oversight of aircraft certification processes. Air carrier safety oversight. Key challenges: balancing collaboration and enforcement and overseeing air carriers' new systems for managing safety risks. Airspace modernization. Key challenges: sustaining and modernizing the ERAM system, realizing the anticipated benefits of ADS-B, implementing new flight procedures, and auctioning off electromagnetic spectrum frequencies to finance and deploy new radars. Cybersecurity. Key challenges: addressing longstanding vulnerabilities in DOT systems, strengthening internal controls, and implementing mandated aviation cybersecurity initiatives. Pipeline and hazardous materials safety. Key challenges: hiring and retaining staff to oversee the safety of pipelines facilities and referring allegations of violations to OIG. Commercial vehicle safety. Key challenges: ensuring commercial drivers are qualified, prioritizing motor carriers for interventions, and estimating the impact of driver detention. Railroad safety. Key challenges: reducing railroad grade crossing and trespassing fatalities and overseeing railroads' implementation of positive train control systems. Surface infrastructure investments. Key challenges: targeting oversight resources and managing risks, capitalizing on oversight support, and improving project delivery. The future of transportation. Key challenges: preparing for emerging vehicle automation technologies, safely integrating Unmanned Aircraft Systems and the commercial space industry, leveraging innovative financing, supporting R&D, and reshaping the workplace.

This Comprehensive Healthcare Inspection Program (CHIP) provides a focused evaluation of the quality of care at the VA Texas Valley Coastal Bend Health Care System, covering leadership, organizational risks, and key processes associated with promoting quality care. Areas of focus were Quality, Safety, and Value; Medical Staff Privileging; Environment of Care; Medication Management: Controlled Substances Inspections; Mental Health: Military Sexual Trauma Follow-Up and Staff Training; Geriatric Care: Antidepressant Use among the Elderly; and Women’s Health: Abnormal Cervical Pathology Results Notification and Follow-Up. The facility’s executive leadership team appeared relatively stable even though three of the four positions were permanently filled less than six months before the OIG’s site visit. The executive leaders had served in an acting capacity in their current position prior to being selected permanently. Employees and patients seem generally satisfied with the leadership and care provided. The facility leaders appeared actively engaged and supported efforts to improve and maintain patient safety, quality care, and other positive outcomes. The OIG’s review of the facility’s accreditation findings, sentinel events, and disclosures did not identify any substantial organizational risk factors. The leadership team was knowledgeable within their scope of responsibility about selected SAIL metrics but should continue to take actions to sustain and improve performance of measures contributing to the SAIL “2-star” quality rating. The OIG issued 11 recommendations for improvement in the following areas: (1) Medical Staff Privileging • Focused and ongoing professional practice evaluation processes (2) Environment of Care • Weekly electrical system inspections (3) Controlled Substances Inspections • Reconciliation of dispensing and return of stock (repeat finding) • Controlled substances order verifications (4) Military Sexual Trauma (MST) Follow-up and Staff Training • MST training (5) Antidepressant Use among the Elderly • Patient/caregiver understanding of education • Medication reconciliation (6) Abnormal Cervical Pathology Results Notification and Follow-up • Women Veterans Health Committee core membership

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