Federal Reports

Our objective was to evaluate mail delivery operations at selected locations in the Kansas-Missouri District. We reviewed reported delayed mail and interviewed local management and employees. We conducted site observations at 10 postal stations and one mail processing facility.

The United States Coast Guard (Coast Guard) has a process to enroll vessels in the Streamlined Inspection Program (SIP) in accordance with the Code of Federal Regulations (C.F.R). However, the Coast Guard cannot demonstrate that the oversight functions it uses ensure SIP-enrolled vessels remain in continuous compliance with the C.F.R.

U.S. Customs and Border Protection (CBP) did not effectively manage International Mail Facility (IMF) operations. Specifically, CBP did not ensure prompt resolution of serious issues, including critical maintenance and life safety deficiencies, at six IMFs. Additionally, CBP paid for unusable space at two IMFs.

Veterans Benefits Administration (VBA) staff need access to the full range of Veterans Health Administration (VHA) records for proper benefits claims processing. In October 2020, VBA officials emailed a memo instructing processors to search for, identify, and “flash” claims (affix electronic tags) from veterans with records in VA’s new electronic health system for proper routing to a select group of staff with access to those records. The Office of Inspector General (OIG) assessed whether claims processors followed VBA guidance for identifying and routing claims from veterans with records in the new electronic health system.The OIG found 21,057 rating decisions were completed for veterans with records in the new system from August 1, 2021, through July 31, 2022. Of those, 5,605 claims (27 percent) were either missing a flash or the flash was added after staff decided the claim. The review team found, however, from a judgmental sample of 30 decisions that the missing flashes did not ultimately affect veterans’ benefits in those instances.Still, VBA leaders must ensure all benefits claims from veterans with records in the new electronic health system are checked before they are decided by VBA personnel with access. Staff must satisfy their duty to assist veterans in obtaining all evidence, including relevant VA medical records, before deciding a claim. If not completed, veterans may not receive the benefits to which they are entitled. Therefore, the OIG concluded VBA should strengthen its oversight to confirm a flash is applied to all claims from veterans with records in the new system.VBA concurred with the OIG’s two recommendations to conduct refresher training and update written guidance to improve VBA staff’s handling of claims involving records in the new electronic health system and strengthen oversight by clarifying staff accountability for failure to consider all evidence.

The VA Office of Inspector General (OIG) assessed an allegation and reviewed processes related to admission and treatment of patients who needed services that were unavailable at the Fayetteville VA Coastal Health Care System (facility).The OIG did not substantiate that the chief of medicine forced a hospitalist to admit a patient who needed services that were unavailable at the facility.The facility had limited inpatient cardiology and surgical services available; however, patients with needs that exceeded the facility’s capabilities were transferred to another facility.Although hospitalists reported concerns about providing medical coverage for inpatient and outpatient services, the coverage responsibilities were not outside the scope of hospitalists’ duties outlined in policy.Peers completed peer reviews and the OIG did not find evidence that peer reviews resulted in punitive actions.The OIG identified the following deficiencies:• Inpatient echocardiogram interpretations were delayed; however, no adverse events were identified.• An intensive care unit (ICU) policy and procedure permitted admission of patients requiring Continuous Renal Replacement Therapy, although the facility did not have resources to support the treatment.• Hospitalists’ failed to use the patient safety event reporting system, which may have impeded evaluation of potential system-wide issues.• Veterans Health Administration’s privileging policy was not followed to ensure that an intensivist was granted ICU privileges.• Professional practices evaluations were not completed for intensivists.The OIG made one recommendation to the Veterans Integrated Service Network Director related to privileging processes and five recommendations to the Facility Director related to echocardiogram interpretation, ICU procedure and policy, staff education on hospitalist coverage, patient safety reporting, and professional practice evaluations.

The audit objectives were to determine whether program funds were managed in accordance with the ARC and Federal grant requirements.

The audit objectives were to determine whether program funds were managed in accordance with the ARC and Federal grant requirements.

Our objective was to determine whether USPTO’s patent application classification and routing processes were effective. Specifically, we determined whether (1) USPTO adequately ensured that classification contractors were providing quality patent classification and reclassification services; (2) USPTO examiners properly challenged claim indicator (known as “C-star” or C*) classifications and whether USPTO properly resolved challenges; and (3) USPTO effectively designed and implemented Cooperative Patent Classification (CPC) system-based routing. We found that USPTO’s patent classification and routing processes were not effective. Specifically, we found that:I. USPTO did not ensure effective contract oversight for classification services. II. USPTO lacked adequate controls to ensure that classification challenges were efficiently and effectively submitted and adjudicated. III. USPTO did not effectively design and implement CPC-based routing.

For our final report on our audit of the U.S. Census Bureau’s (the Bureau’s) Demographic Programs Directorate’s reimbursable surveys, our overall objective was to determine whether reimbursable surveys conducted by this directorate provided quality and reliable data to help sponsoring federal agencies make informed decisions. As part of this review we (1) determined whether quality metrics were met or exceeded, (2) determined whether quality assurance processes were working as intended, and (3) assessed the impact of data quality issues on survey sponsors. We found that while the Bureau has established controls along with performance and quality metrics to ensure the quality of survey data, it does not consistently follow or achieve them. Specifically, we found that I. the Bureau needs to improve performance management processes for reimbursable surveys; II. the Bureau needs to improve its quality assurance program for reimbursable surveys; and III. regional offices did not relieve FRs from survey data collection during falsification investigations and systematically track confirmed falsifications for use in future hiring decisions.

This report communicates the results of the Federal Trade Commission (FTC) Office of Inspector General’s (OIG) audit of the FTC progress on the implementation of Zero Trust Architecture.

To see our report, click on the link below

What We Looked AtOver the past 10 years, the Department of Transportation (DOT) and its Operating Administrations (OA) have increased their migration to and adoption of cloud computing based on Federal requirements. In May 2021, the President issued Executive Order 14028 to modernize Federal Government cybersecurity by accelerating the movement to secure cloud services, adopting security best practices, and advancing towards zero trust architecture (ZTA). Given the administration's increased emphasis on cloud services, we initiated this audit. Our audit objectives were to assess the effectiveness of the Department's (1) cloud systems' security and privacy controls and (2) strategy to secure cloud services in order to implement ZTA.What We FoundDOT and its OAs do not consistently implement security and privacy controls to protect their cloud-based systems. First, the Department and several OAs did not effectively follow Federal requirements and best practices to protect their cloud systems from cyberattacks. Second, DOT does not always effectively manage and secure the computing resources for its cloud-based systems by using secure configuration baselines, implementing multifactor authentications, encrypting data, or updating software. Lastly, DOT does not consistently use the appropriate mechanisms to detect, mitigate, and report cyberattacks on the Department's and most of the OAs' cloud-based systems. As a result, DOT may not have visibility into cybersecurity incidents, exposing it to potential threats and security weaknesses. Furthermore, DOT lacks an effective strategy for securing its cloud services transition to ZTA because its current ZTA implementation plan does not include a proposed schedule or migration steps as required by Federal guidelines. This may cause DOT to miss key milestones for implementing ZTA by the end of fiscal year 2024. Therefore, the Department will not be well positioned to meet ZTA's intent to maximize security and minimize uncertainty of computing systems.Our RecommendationsWe made 21 recommendations to improve the Agency's cloud services program and transition its enterprise network to ZTA. DOT concurred with 19 of 21 recommendations, did not concur with 1 recommendation, and asked to close 1 recommendation. We consider 17 of 19 recommendations resolved but open pending completion of planned corrective actions and request DOT provide an updated response for the 2 other recommendations. We consider two recommendations unresolved and request the Agency reconsider its non-concurrence for the first recommendation and provide documentation to support closing the second recommendation.Note: This report has been marked Controlled Unclassified Information (CUI) in coordination with the U.S. Department of Transportation to protect sensitive information exempt from public disclosure under the Freedom of Information Act, 5 U.S.C. § 552. Relevant portions of this public version of the report have been redacted.

In March 2021, the Peace Corps shut down its Coordinated Incident Reporting System (CIRS), a repository of historical crime incidents reported by Volunteers, and replaced it with the Security Incident Management System (SIMS). SIMS autopopulates crime incident report links into VIDA (Volunteer Information Database Application) through the agency’s Customer Relationship Management (CRM) platform. During the SIMS data migration, some posts began to identify and assess potential sites for returning Volunteers following the 2020 global evacuation due to the COVID-19 pandemic. OIG raised concerns about whether field staff had access to the historical crime data necessary to assess the safety of reused sites, consistent with site development requirements. We conducted this review to address these concerns .

We found that a company bypassed safety valves and falsified safety tests associated with an oil and gas production platform in the Gulf of Mexico.

Objective: To determine whether the Social Security Administration had and used management controls over the service its 800 number employees provided callers during the COVID-19 pandemic.

In March 2022, the Office of Inspector General received four allegations pertaining to oversight concerns at the National Nuclear Security Administration’s (NNSA) W88 Alteration (Alt) 370 Federal Program Office. Specifically, the complainants alleged that Federal Program Office officials: (1) exhibited abusive behavior towards employees at NNSA management and operating (M&O) sites; (2) hired an excessive number of contractors who did not add value; (3) engaged in the extensive use of unclassified communication channels that created security risks; and (4) interfered with the oversight of the weapons anomaly reporting and investigation process to prioritize schedule over quality. We conducted this inspection to determine the facts and circumstances regarding the alleged oversight concerns at NNSA’s W88 Alt 370 Federal Program Office.We did not substantiate the four allegations pertaining to oversight concerns at NNSA’s W88 Alt 370 Federal Program Office. Specifically, we did not substantiate that W88 Alt 370 Federal Program Office officials: (1) exhibited abusive behavior towards employees at NNSA M&O sites; (2) hired an excessive number of contractors who did not add value; (3) engaged in the extensive use of unclassified communication channels that created security risks; and (4) interfered with the oversight of the weapons anomaly reporting and investigation process to prioritize schedule over quality. However, interviews with M&O contractors conveyed that there was pressure from NNSA’s W88 Alt 370 Federal Program Office to resolve issues expeditiously.Although we did not substantiate the allegations, NNSA is in the process of assessing the state of relationships between the Federal and M&O contractor workforce. NNSA’s September 2022 report, Evolving the Nuclear Security Enterprise: A Report of the Enhanced Mission Delivery Initiative, builds upon prior reviews and governance reform efforts to provide substantive actionable recommendations by senior leadership and subject matter experts from across the Nuclear Security Enterprise. Also, the Government Accountability Office initiated a review of the implementation of NNSA’s Enhanced Mission Delivery Initiative; therefore, we are not making any recommendations. Therefore, no management response is required.

The VA Office of Inspector General (OIG) conducted this inspection to assess the VA Milwaukee Healthcare System’s oversight and stewardship of funds and to identify potential cost efficiencies. The review assessed the following financial activities and administrative processes to determine whether the healthcare system had appropriate oversight and controls in place: use of managerial cost accounting information, accrued expense oversight, purchase card use, and inventory and supply management.The OIG found that the healthcare system could improve the following:• Use of management cost accounting information. The healthcare system did not always use that information to enhance efficiency, help reduce costs, or inform business decisions.• Accrued expense oversight. The number of invalid open obligations grew from 23 in fiscal year 2021 to 43 in fiscal year 2022. Because Veterans Integrated Service Network (VISN) 12 and the local contracting office have not worked together, the list of invalid obligations remaining open has continued to grow, leaving about $1.9 million in funds attached to orders that could be used for other purposes.• Purchase card use. Cardholders and approving officials did not always work together to ensure compliance with VA policy. The team also determined that contracts could have been considered for an estimated 6,300 transactions totaling at least $6.7 million.• Inventory and supply management. Information in the Supply Chain Common Operating Picture were not being used to monitor stock levels or meet the required accuracy rate for inventory as required by VHA policy. The healthcare system could improve effectiveness and efficiency by ensuring inventory values are correctly recorded in the Generic Inventory Package.OIG made eight recommendations to the healthcare system director and one to the VISN 12 director. The recommendations address issues that, if left unattended, may eventually interfere with effective financial efficiency practices and the strong stewardship of VA resources.

The Transportation Security Administration (TSA) did not implement effective technical controls to protect the sensitive information processed by the selected High Value Asset (HVA) system. In our review and testing of this HVA, we identified security deficiencies in 8 of 10 security and privacy controls from National Institute of Standards and Technology Special Publication 800-53.

EAC OIG, through the independent public accounting firm of McBride, Lock & Associates, LLC, audited $27.4 million in funds received by the State of Missouri under the Help America Vote Act. The objectives of the audit were to determine whether the Missouri Office of the Secretary of State: 1) used funds for authorized purposes in accordance with Section 101 and Section 251 of HAVA and other applicable requirements; 2) properly accounted for and controlled property purchased with HAVA payments; and 3) used the funds in a manner consistent with the informational plans provided to EAC. The audit also determined if proper closeout procedures were followed for the CARES Act funds.

The Federal Emergency Management Agency (FEMA) did not always implement effective internal controls to provide oversight of COVID-19 Funeral Assistance. FEMA’s funeral assistance program greatly expanded the universe of reimbursable expenses for deaths related to COVID-19, even beyond those specifically identified as ineligible under established FEMA policy, without establishing guardrails to ensure relief was limited to necessary expenses and serious needs as required by statute.

The objectives of our audit were to determine whether the University of Southern California (1) applied and documented its use of professional judgment, including dependency override, in accordance with sections 479A and 480(d) of the Higher Education Act of 1965, as amended and (2) reported its use of professional judgment, including dependency override, in accordance with the Federal Student Aid Handbook, Application and Verification Guide. This was the third in a series of audits on this subject. Prior two audits can be found here: https://oig.ed.gov/search?keys=professional+judgment.

The contractor did not fully comply with Indian Preference requirements in the original contract and failed to document some employees’ training.

The VA Office of Inspector General (OIG) contracted with the independent public accounting firm CliftonLarsonAllen LLP (CLA) to provide consulting services related to the deployment of VA’s new general ledger system known as the Integrated Financial and Acquisition Management System (iFAMS) and potential risks to the auditability of future VA financial statements. CLA did not perform an audit of iFAMS, and this engagement was not a financial statement audit. CLA expressed neither an opinion nor a conclusion on the effectiveness of VA’s controls over any part of its financial statements or the internal controls of iFAMS. However, CLA’s observations include that VA has not adequately described how the roles and responsibilities of two contractors relate to VA management’s control objectives; has not documented procedures describing controls to ensure the completeness and accuracy of financial data transmitted from iFAMS to the Management Information Exchange (MinX) system, an application used to consolidate general ledger activities from the Financial Management System and iFAMS for external financial reporting; is not periodically reconciling various reports to the iFAMS general ledger; has not prepared a risk assessment of financial statement auditability focusing on the iFAMS implementation; and continues to rely on lump sum adjustments by financial personnel as an interim fix to correct balances in iFAMS. The OIG generally releases a management advisory memorandum to provide information on matters of concern that the OIG has gathered as part of its oversight mission. In this instance, the consulting engagement resulted in information that OIG leaders felt should be brought to VA’s attention. The OIG will use the information gained from this engagement when planning future audits of VA’s financial statements.

This Office of Inspector General Comprehensive Healthcare Inspection Program report describes the results of a focused evaluation of the inpatient and outpatient care provided at the VA Greater Los Angeles Healthcare System, which includes the West Los Angeles VA Medical Center and multiple outpatient clinics throughout California. This evaluation focused on five key operational areas:• Leadership and organizational risks• Quality, safety, and value• Medical staff privileging• Environment of care• Mental health (focusing on emergency department and urgent care center suicide prevention initiatives)The OIG issued nine recommendations for improvement in three areas:1. Quality, Safety, and Value• Peer review improvement actions• Patient safety event root cause analysis2. Medical Staff Privileging• Focused Professional Practice Evaluation time frames• Ongoing Professional Practice Evaluation service-specific criteria• Privileging request recommendations in Medical Executive Council meeting minutes3. Environment of Care• Inspecting, testing, and maintaining medical equipment• Maintaining equipment and furnishings and keeping patient care areas clean and safe• Using breathable shower curtains in mental health inpatient unit bathrooms• Recording and accessing video or audio monitoring equipment

Components within the Department of Homeland Security protect High Value Asset (HVA) systems with security and privacy controls designed to keep sensitive information safe. We determined that U.S. Customs and Border Protection (CBP) implemented most security and privacy controls tested for the selected HVA system, in compliance with applicable Federal and DHS requirements.

Objective: To determine whether the Social Security Administration issued payments to beneficiaries who were deceased according to Oregon records.

As a streamlined way to reduce interest rates on VA-guaranteed mortgages, interest rate reduction refinance loans (IRRRLs) are popular with veterans, especially when interest rates are low. In fiscal year (FY) 2020, VA reported a 598 percent increase in the number of these loans from the previous year—from 94,861 to 662,065, with IRRRLs totaling about $199 billion.Given the considerable increase in the use of IRRRLs and the large number of borrowers at risk for overcharges, the VA Office of Inspector General (OIG) conducted this audit to determine whether oversight of IRRRLs by the Veterans Benefits Administration’s (VBA) Loan Guaranty Service (LGY) ensures veterans are protected from unfavorable refinancing and unallowable or unreasonable refinance charges.The OIG found VBA made meaningful improvements in May 2020 regarding borrowers’ fee recoupment (recovering closing costs within three years), net tangible benefit (an interest rate reduction of at least one-half percent), and protections against serial refinances. However, some FY 2020 borrowers were still potentially overcharged through unsupported, unallowable, or unreasonable closing costs. Estimates totaled roughly $3 million for approximately 18,400 borrowers based on the FY 2020 audit sample. Also, borrowers did not always receive the loan comparison documents they needed to make informed decisions about whether to refinance. The OIG estimated that lenders did not provide the required statements at the time of application for at least 3 percent of the IRRRLs in FY 2020. This omission may have affected some 2,900 borrowers. LGY also lacked controls and sufficiently detailed guidance to fully perform loan oversight and quality assurance.Despite differences in some legal interpretations, VBA concurred with the OIG’s nine recommendations to strengthen LGY controls and quality assurance policies and procedures that would more effectively protect borrowers from unfavorable IRRRLs and guarantee loans that comply with program requirements.

What We Looked AtThis report presents the results of our quality control review (QCR) of an attestation examination of the Department of Transportation’s (DOT) Enterprise Services Center (ESC) controls. ESC provides financial management services to DOT and other agencies and operates under the direction of DOT’s Chief Financial Officer. The Office of Management and Budget requires ESC, as a service organization, to either provide its user organizations with independent audit reports on the design and effectiveness of its internal controls or allow user auditors to perform tests of its controls. We contracted with KPMG LLP to conduct this examination subject to our oversight. The objectives of the review were to determine whether (1) management’s description of ESC’s systems is fairly presented, (2) ESC’s controls are suitably designed, and (3) ESC’s controls are operating effectively throughout the period of October 1, 2022, through June 30, 2023. We performed a QCR on KPMG’s report and related documentation. What We FoundOur QCR disclosed no instances in which KPMG did not comply, in all material respects, with generally accepted Government auditing standards. Our RecommendationsKPMG made no recommendations. We are publicly releasing a summary of the report rather than the full report itself because the Federal Information Security Management Act of 2002 (FISMA), as amended, requires OIGs to take appropriate steps to ensure the protection of information that, if disclosed, may adversely affect information security.1144 U.S.C. § 3555(f)

U.S. Immigration and Customs Enforcement (ICE) has limited ability to identify and combat commodities imported as part of trade-based money laundering (TBML) schemes. Specifically, ICE does not have automated technology to identify import commodities at high risk for TBML schemes. Instead, it identifies TBML activities through manual searches of import records, which is time-consuming. Funding constraints and competing priorities have hampered ICE’s development of automated capabilities to identify TBML schemes.

The VA Office of Inspector General (OIG) conducted an inspection to evaluate leaders’ responses to long-standing Cardiology Department staffing and workplace challenges at the Richard L. Roudebush VA Medical Center (facility) in Indianapolis, Indiana.Cardiology Department challenges identified during previous OIG, Office of the Medical Inspector, and National Cardiology Program Office (NCPO) reviews remained unresolved. Although NCPO gave clear recommendations regarding actions and resources needed for the Cardiology Department, facility leaders’ responses were neither timely nor commensurate and failed to resolve underlying issues.Facility leaders failed to maintain adequate cardiologist staffing levels resulting in the reduction and suspension of cardiac procedures, which affected the retention of nurse practitioners and cardiology nursing staff, and impacted workplace stability and morale.Resources necessary for the chief of cardiology to develop the Cardiology Department were not provided by facility leaders. The chief of cardiology was not afforded protected administrative time, did not receive position-specific training, mentorship, or dedicated administrative staff.Facility leaders failed to restore the partnership with the university affiliate. Despite NCPO directing accountability for this recommendation to higher levels of leadership, facility leaders diverted accountability, placing blame on the chief of cardiology’s inability to restore the relationship.A lack of commitment to and accountability for the Cardiology Department’s challenges by facility leaders, compounded by a lack of stability within key leadership positions, undermined efforts to resolve the department’s deficiencies.In February 2022, the chief of medicine initiated targeted efforts towards supporting and stabilizing the Cardiology Department. Leaders have made modest progress in increasing the number of cardiologists and partnering with the university affiliate; however, given the department’s history and inability to sustain periodic improvements, the OIG remains concerned about continued and future stability. The OIG made two recommendations to the Veterans Integrated Service Network Director and two recommendations to the Facility Director.

We found opportunities for the U.S. Virgin Islands Department of Finance to improve internal control within its accounting system.

Without policies, guidance, and performance measures, EPA programs may not be addressing cumulative impacts and disproportionate health effects on overburdened communities. Such policies, guidance, and performance measures are critical to advancing the EPA’s environmental justice and equity goals.

We performed a self-initiated audit at the Memphis Processing and Distribution Center (P&DC), a Mail Processing Annex (MPA), and five delivery units in the Memphis, TN region the week of May 1, 2023. The delivery units included the Collierville, Cordova, and Germantown Main Post Offices, Hickory Hill Station, and the Desoto Carrier Annex.We issued individual reports for the five delivery units and the P&DC and MPA we visited. We also issued another report summarizing the results of our audits at all five delivery units with specific recommendations for management to address.

In our review of the Department of Homeland Security’s preparations to receive and expedite requests from Afghan evacuees for long-term legal status, we found that members of the Operation Allies Welcome (OAW) population had filed only limited numbers of applications for asylum as of May 31, 2022, although they likely remain eligible to apply into 2024.

The Howard C. Liebengood Center (LCW) for Wellness services to United States Capitol Police (USCP) employees and their families. The LCW has made significant progress towards expanding its capabilities with additional staffing and the establishment of formal written materials.  The department has created draft policies for the LCW Pier Support and Employee Assistance Programs; however, those policies have not yet been finalized.

The audit objectives were to determine whether program funds were managed in accordance with the ARC and Federal grant requirements.

MEMORANDUM FOR DEPARTMENT OF DEFENSE LEAD INSPECTOR GENERAL

The audit objectives were to determine whether program funds were managed in accordance with the ARC and Federal grant requirements.

The Office of Inspector General (OIG) evaluated and tested USDA’s compliance with the requirements of Binding Operational Directives (BOD) 19-02 and 22-01.

VA appoints fiduciaries to manage benefits for veterans who cannot do so for themselves, including distributing funds for their care, support, and welfare. When a beneficiary dies, the fiduciary must disburse the remaining funds either to a valid heir or back to VA if there is no will.The VA Office of Inspector General (OIG) assessed an anonymous allegation received in June 2022 that two fiduciaries under the jurisdiction of VA’s Indianapolis, Indiana, fiduciary hub had not released four beneficiaries’ funds who died in 2010, 2013, 2015, and 2020. During that assessment, the OIG identified two additional beneficiary cases warranting review.The OIG substantiated both fiduciaries returned the six funds to either VA or an heir between August and November 2022, but with delays ranging from 19 months to 12 years from the beneficiaries’ death or the date VA received the fiduciary’s final accounting of the funds distribution.Although fiduciaries must submit a final accounting within 90 days of the beneficiary’s death under federal regulation, there is no statutory or regulatory timeliness standard for fiduciaries to disburse funds to heirs or return them to VA. As stewards of taxpayer dollars, however, VA should promptly reclaim and reallocate those funds for the benefit of other veterans when there is no valid will or heir. Heirs also should not have to wait excessive periods to receive funds to which they are entitled. The OIG made four recommendations to promote the prompt return of deceased beneficiaries’ VA derived funds to heirs or VA through improved monitoring and guidance. Although the review focused on the two fiduciaries related to the initial allegations, the process deficiencies identified and related recommendations could have significant effect across VA’s nationwide Fiduciary Program.

Our objective was to evaluate the Postal Service’s use of AGVs in mail processing operations from the beginning of October 2019 through June 2023. We judgmentally selected nine sites based on AGV usage to conduct our observations.

This interim report presents the results of our self-initiated audit of mail delivery, customer service, and property conditions at the Bywater Station in New Orleans, LA. The Bywater Station is in the Louisiana District of the Southern Area and services ZIP Codes 70116, 70117, and 70177. These ZIP Codes serve about 39,567 people and in a predominantly urban area. This delivery unit has 32 city routes. We judgmentally selected the Bywater Station based on the number of Customer 360 inquiries, Informed Delivery contacts, and stop-the-clock scans performed at the unit.Our objective was to evaluate mail delivery, customer service, and property conditions at the Bywater Station in New Orleans, LA.

This interim report presents the results of our self‑initiated audit of mail delivery, customer service, and property conditions at the Carrollton Station in New Orleans, LA. The Carrollton Station is in the Louisiana District of the Southern Area and services ZIP Codes 70118 and 70125. These ZIP Codes serve about 47,721 people in an urban area. This delivery unit has 42 city routes. We judgmentally selected the Carrollton Station based on the number of Customer 360 inquiries, Informed Delivery contacts, undelivered route information, and stop-the-clock scans performed at the unit.Our objective was to evaluate mail delivery, customer service, and property conditions at the Carrollton Station in New Orleans, LA.

This interim report presents the results of our self-initiated audit of mail delivery, customer service, and property conditions at the Central Carrier Station in New Orleans, LA. The Central Carrier Station is in the Louisiana District of the Southern Area and services ZIP Codes 70119, 70122 and 70124. These ZIP Codes serve about 81,386 people in an urban area. This delivery unit has 81 city routes. We judgmentally selected the Central Carrier Station based on the number of Customer 3602 inquiries, Informed Delivery contacts, undelivered route information, and stop-the-clock scans performed at the unit.Our objective was to evaluate mail delivery, customer service, and property conditions at the Central Carrier Station in New Orleans, LA.

Our objective was to evaluate the efficiency of operations at the New Orleans P&DC. To accomplish our objective, we focused on four audit areas: mail clearance times; delayed mail; late, canceled, and extra outbound trips; and load scans. We reviewed Surface Visibility Web data for late, canceled, and extra trips, as well as load scans for the period from May 1, 2022, to April 30, 2023. Further, we identified mail clearance time goals for the New Orleans P&DC and compared them with operations shown in the Run Plan Generator report. During our site visit from June 12 to 15, 2023, we interviewed P&DC management and observed mail processing and dock operations.

This interim report presents the results of our self-initiated audit of mail delivery, customer service, and property conditions at the Elmwood Branch in New Orleans, LA (Project Number 22-113-4). The Elmwood Branch is in the Louisiana District of the Southern Area and services ZIP Codes 70121 and 70123. These ZIP Codes serve about 38,472 people in an urban area. This delivery unit has 37 city routes. We judgmentally selected the Elmwood Branch based on the number of Customer 360 inquiries, Informed Delivery contacts, undelivered route information, and stop-the-clock scans performed at the unit.Our objective was to evaluate mail delivery, customer service, and property conditions at the Elmwood Branch in New Orleans, LA.

This interim report presents the results of our self-initiated audit of mail delivery, customer service, and property conditions at the Lake Forest Station in New Orleans, LA. The Lake Forest Station is in the Louisiana District of the Southern Area and services ZIP Codes 70126, 70127, 70128, and 70129. These ZIP Codes serve about 70,893 people in a predominantly urban area. This delivery unit has 37 city routes and 2 rural routes. We judgmentally selected the Lake Forest Station based on the number of Customer 360 inquiries, Informed Delivery contacts, undelivered route information, and stop-the-clock scans performed at the unit.Our objective was to evaluate mail delivery, customer service, and property conditions at the Lake Forest Station in New Orleans, LA.

Cybersecurity remains one of NASA’s top management challenges. While NASA’s information security program maintained a Level 3 rating this year, it still falls short of what the Office of Management and Budget considers effective.