Federal Reports

Our audit objectives were to determine whether DeVry University completed verification of applicant data in accordance with Federal requirements and accurately reported verification results to Federal Student Aid. We found that DeVry University’s policies and procedures for verifying applicant data, reporting verification results, and disbursing Title IV funds for students selected for verification complied with Federal requirements established by Title 34 Code of Federal Regulations (C.F.R.) § 668.53. We also found that We also found that DeVry University completed verification of applicant data in accordance with Federal requirements (34 C.F.R. § 668.54 through § 668.57 and 81 Federal Register 18843-18847) and accurately reported verification results to the Central Processing System and Common Origination and Disbursement System for all 60 students included in our statistical random sample.

What We Looked AtPerformance-Based Navigation (PBN) is a top investment priority for the Federal Aviation Administration (FAA) and the aviation industry under the Next Generation Air Transportation System (NextGen). PBN delivers new routes and flight procedures that primarily use satellite-based navigation aids and on-board aircraft equipment to navigate with greater precision and accuracy. To accelerate PBN, FAA began the Metroplex program in 2010 to increase efficiencies in congested, metropolitan areas with multiple airports. Chairmen Bill Shuster and Frank LoBiondo of the House Committee on Transportation and Infrastructure and its Subcommittee on Aviation requested that we examine the Metroplex program, including whether FAA has delivered new routes and procedures that yield measurable benefits to airspace users and resolved obstacles to PBN. Accordingly, our objectives were to (1) assess FAA's progress in implementing its Metroplex program, including its efforts to resolve key barriers to PBN; (2) compare planned to actual benefits for PBN identified by FAA; and (3) assess the soundness of the methods used by FAA to estimate PBN benefits.What We FoundFAA has made progress in implementing its Metroplex program but has experienced difficulties meeting timelines and has yet to fully resolve key obstacles. While FAA has completed 7 of 12 Metroplex locations, the Agency does not expect to complete all remaining locations until 2021, 4 years later than originally planned. Delays have occurred largely due to increased community concerns about aircraft noise. In addition, other previously identified PBN obstacles remain, including a lack of automated decision support tools for controllers, unclear terminology used by pilots and controllers for referring to flight paths, and the lengthy procedure amendment process. Further, Metroplex benefits to airspace users have fallen well short of predictions--in post‐implementation reports, FAA estimated annual benefits of $31.1 million, which is $30.5 million (49.5 percent) less than the minimum amount initially expected when FAA first planned each Metroplex site. Finally, FAA's methods for estimating benefits overly rely on judgment and are not well documented, limiting the ability to readily test the estimates' robustness and replicate results.RecommendationsFAA concurred with all five of our recommendations. However, FAA's response does not meet our intent for the recommendation related to the need for better documentation, so we are asking FAA to reconsider its actions.

Our objective was to evaluate mail delivery service issues at selected delivery units in the Ohio Valley District. In fiscal year (FY) 2018, the U.S. Postal Service’s Ohio Valley District received 67,263 customer contacts regarding mail delivery and customer service. Residents expressed concerns with mail that was undelivered, mail delivered after normal delivery hours, and lost or undelivered packages. Congressional representatives Joyce Beatty (OH District 03), Troy Balderson (OH District 12), and Steve Stivers (OH District 15), requested an audit of mail issues in central OH. Representatives indicated the concerns were centered in and around the city of Columbus, OH, in the Ohio Valley District in the Eastern Area. The Ohio Valley District has 192 delivery units and 2,933 routes.

FEMA has not implemented federally mandated IT management practices essential for effective oversight of its IT environment. Specifically, FEMA has not established an IT strategic plan, architecture, or governance framework to facilitate day-to-day management of its aging IT systems and equipment. We attribute these deficiencies to the FEMA Chief Information Officer’s limited authority to manage IT agency-wide, as well as to a decentralized resource allocation approach that hinders funding for the centralized IT environment. These deficiencies are not new, and were reported in prior Office of Inspector General audits throughout the last 13 years. Continuation of this approach impedes budgeting for long-term IT enhancements, leads to overspending, and causes unnecessary IT support efforts.

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The VA Office of Inspector General (OIG) conducted a healthcare inspection to evaluate allegations that surgical pathology specimen processing delays in the pathology and laboratory medicine service (P&LMS) resulted in multiple patients’ harm and possibly death, and follow-up on the facility’s response. Patients experienced no adverse clinical outcomes related to specimen delays. Actions developed by facility leaders improved turnaround times for surgical pathology specimens processed onsite; however, the OIG was unable to determine if offsite pathology turnaround times improved because of incomplete evidence. In 2018, approximately 39 percent of P&LMS positions were vacant. The pathologists’ shortage contributed to inconsistent surgical pathology quality assurance and prolonged specimen turnaround times. Facility leaders had plans in place to ensure compliance with quality management program requirements, but the plans were not fully implemented at the time of the OIG visit. Facility leaders did not conduct a formal quality review to systematically determine the causes that contributed to the delays. The OIG identified deficiencies in initial training and annual competency documentation. Without these measures, facility leaders were unable to ensure staff readiness to provide quality services for patients. The OIG did not find that facility leaders attempted to conceal deficiencies discovered in P&LMS. However, an issue brief to the Veterans Integrated Service Network dated approximately two months after the discovery of the delayed surgical pathology specimens only listed problems in P&LMS related to environment of care and staffing. As a result, the OIG had concerns about Veterans Health Administration senior leaders’ oversight of the specimen processing delays and evaluation of the need for a large-scale disclosure. The OIG made eight recommendations related to P&LMS staffing improvement strategies, specimen tracking process, identification of areas of future risk, P&LMS quality management program, staff competencies and training, and the issue brief process.

The objective of this limited scope follow-up review was to determine if the agreed upon corrective actions taken in response to three findings from the Final Report on the Program Evaluation of Peace Corps/Nepal (IG-15-05-E) were fully implemented and had the intended effects. We found that, overall, Peace Corps/Nepal had improved regarding all three findings selected for review. We found 2 areas of concern related to the post's site selection criteria and whereabouts tracking. This report included 2 recommendations for management's consideration.

IHS provides comprehensive Federal health services to approximately 2.6 million American Indians and Alaska Natives. OIG and others have found significant problems in the quality of care and oversight of IHS hospitals. This study identifies underlying organizational challenges that may hamper IHS's ability to address critical longstanding problems. At times these issues have had serious consequences, including difficulty maintaining compliance with Federal quality-of-care requirements. IHS has made important new plans for improving the quality of care that it provides in its hospitals. However, if underlying organizational challenges are not addressed, they may prevent IHS from bringing its full organizational strength to these efforts.