Federal Reports

OIG contracted an Independent Public Accounting firm to review the Rural Utilities Service’s process for evaluating and prioritizing the level of service provided for its broadband program, as well as how the current mapping software addresses previously identified programming errors.

U.S. Customs and Border Protection (CBP) conducts minimal secondary inspections on passengers and crew disembarking cruise ships to prevent illicit drugs and contraband from entering the United States.  As a result, CBP may be missing opportunities to interdict these items, which could adversely affect public health and safety. 

We examined two of six pillars identified in the April 2022 DHS Plan for Southwest Border Security and Preparedness aimed at preparing for anticipated increases in migration after the end of Title 42, which prohibited introduction into the United States of certain people from foreign countries traveling from Canada or Mexico, regardless of their countries of origin.  We found that the Department of Homeland Security generally implemented the two pillars we reviewed, which focused on surging resources to the Southwest border and increasing efficiencies for migrant processing.   • DHS and U.S. Customs and Border Protection (CBP) increased personnel resources through CBP agent and officer details, support from DHS components and Federal partners, contract support, and the DHS Volunteer Force.   • DHS also expanded ground and air transportation capacity through agreements and contracts, and CBP increased its holding capacity through expanded or new soft-sided facilities.   • CBP developed a medical support plan and added contract medical support personnel.  To expedite the movement of aliens out of CBP custody, DHS co-located personnel, tested new technology, and streamlined and digitized alien processing. We found the Department can prepare more efficiently and effectively for future alien surges.  Although DHS and CBP preparations helped CBP generally meet detention standards, during our on-site inspections we found that two sectors experienced overcrowding in single adult male holding rooms.  Although not specified in the DHS plan, CBP did not consistently use the designated system to manage resource requests, which resulted in unfulfilled requests.   Data Access: CBP denied us access to CBP One, Unified Secondary, and e3.  CBP instead provided data extracts, which limited OIG’s ability to perform comprehensive assessments and delayed the review. 

Report on the Performance Audit over High-Cost Universal Broadband (HUBB) Portal Data

This report presents the results of our audit of Postal Service Management of Overtime Hours.

Background

The Postal Service designates overtime hours as any workhours an employee has worked in excess of a standard workday and/or workweek. The Postal Service generally categorizes overtime hours as either regular overtime or penalty overtime. Regular overtime is paid at time and a half to eligible employees, while penalty-overtime is paid to eligible employees at double the employee’s hourly rate under specific conditions spelled out in collective bargaining agreements. Facility management is required to manage overtime hours efficiently, as overtime hours represent a significant cost for the organization. During fiscal years (FY) 2021 through 2024, the Postal Service paid $24.3 billion in total overtime costs.

What We Did

Our objective was to evaluate the Postal Service’s management of overtime hours and assess whether the corrective actions taken in response to prior overtime audits sufficiently addressed the issues identified. For this audit, we analyzed nationwide overtime data and compared actual overtime to planned overtime hours during FY 2021 through FY 2024. We reviewed overtime hours of 20 judgmentally selected facilities and held interviews with headquarters, district/division, and local officials to gain an understanding of the overtime documentation process including unauthorized overtime.

What We Found

Overtime hours have declined from 172.9 million in 2021 to 117.8 million in 2024. Even with this decline, opportunities continue to exist to improve the management of unauthorized overtime in the Time and Attendance Collection System (TACS) and further reduce overtime hours. Specifically, facility management did not always properly identify, categorize, and document regular and penalty overtime transactions in TACS by the end of the pay week, as required. Additionally, although total overtime hours declined by more than 30 percent from 2021 to 2024, the Postal Service used 5.7 million overtime hours, or 5 percent more than originally planned, in FY 2024.

OIG conducted an evaluation of the Volunteer Delivery System to assess the challenges Peace Corps has recently faced in recruiting, selecting, and placing Volunteers. To perform this evaluation, OIG reviewed the agency’s strategic planning and performance documents, recruiting and hiring data, and documentation related to various recruiting strategies. OIG also conducted in-person and virtual interviews with headquarters-based and regional recruitment staff. The evaluation also included an overseas staff survey and a review of relevant documentation. The report contains seven recommendations along with a summary of the effectiveness of Peace Corps’ recruitment strategies and approaches.