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Brought to you by the Council of the Inspectors General on Integrity and Efficiency
Our objective was to assess whether the U.S. Postal Inspection Service has developed and implemented adequate controls to ensure proper oversight of area cases. We found that the Postal Inspection Service does not have adequate controls and processes in place to oversee area cases. Postal inspectors did not adequately document field notes or investigative summary logs and did not update investigative activities and close area cases timely.
Unaccompanied Alien Children Care Provider Facilities Generally Conducted Required Background Checks but Faced Challenges in Hiring, Screening, and Retaining Employees
The Office of Refugee Resettlement (ORR), a Program Office of the Administration for Children and Families (ACF) within the Department of Health and Human Services (HHS), manages the Unaccompanied Alien Children (UAC) Program. The Program serves children who arrive in the United States unaccompanied, as well as children who are separated from their parents or legal guardians by immigration authorities. To ensure the health and safety of children in the ORR UAC Program, OIG is conducting reviews of efforts by ORR facilities to protect all children in their care.
By law, the Office of Refugee Resettlement (ORR), which is within the Department of Health and Human Services (HHS), Administration for Children and Families (ACF) has custody of and must provide care for each unaccompanied child, including addressing their mental health needs. ORR-funded care provider facilities are required to provide counseling to children and arrange for more specialized mental health services, as needed. We conducted our fieldwork during a time when ORR was experiencing an influx of children. Our findings could inform the Unaccompanied Alien Children Program's preparation for future surges.
This report assesses the extent to which the Mechanical department efficiently staffs its 12 preventative maintenance facilities. This report is our third in a series that examined how the company can reduce costs by addressing inefficiencies in maintenance operations staffing practices.Although the company has taken some positive steps to better manage the Mechanical department’s workforce, we found that it did not have a process to systematically analyze the workload at its preventative maintenance facilities and align its workforce to that requirement. At two facilities we analyzed, we found that better alignment of the workforce to the workload could save as much as $2.1 million in annual labor costs. Additionally, current labor agreements reduce the company’s staffing flexibility which creates inefficiencies and additional costs. For example, employees in particular crafts are prevented from doing anything more than incidental work in another craft, regardless of whether they are trained and qualified to do so. Finally, we found a potential safety issue in which some preventative maintenance employees were working 16 hours or more in a day, increasing the risk of fatigue-induced incidents.We recommended that the company implement a process to analyze the workforce at each preventative maintenance facility, identify opportunities to increase staffing flexibility among agreement employees, and analyze injury and work schedule data and assess whether to take additional risk-mitigation steps.
