Federal Reports

We conducted this investigation in response to allegations that - (Complainant), a Customs and Border Protection (CBP) officer at the Detroit Port of Entry, received a letter of reprimand (LOR) prompted by his supervisor, (Supervisor #1), in reprisal for Complainant's attempt to report perceived Fourth Amendment and racial profiling violations to CBP's Office of Chief Counsel (OCC). Complainant claimed the formal reprimand caused him to be denied a temporary duty assignment.

The OIG performed data analytics to identify offices with expenses related to lost or stolen stamp stock shipments. We identified $11,640 of expenses related to stamp stock shipments for the James Crews Station, Leon Mercer Jordan Finance Station, and Northeast Finance Station between May 1, 2016, and April 30 2017. The objective of this audit was to determine whether internal controls over stamp stock shipments were in place and effective at James Crews Station.

In May 2017, we evaluated the Department of Veterans Affairs Regional Office (VARO) in Anchorage, Alaska, to see how well staff processed veterans’ disability claims, timely and accurately processed proposed rating reductions, input claim information, and responded to special controlled correspondence.We found Anchorage Veterans Service Center (VSC) consistently processed two types of disability claims we reviewed. We reviewed 30 of 124 veterans’ traumatic brain injury (TBI) claims (24 percent) and found that Rating Veterans Service Representatives (RVSR) accurately processed 28 of 30 claims—a significant improvement from our 2013 inspection when staff incorrectly processed three of the eight claims we sampled (38 percent). VSC staff processed proposed rating reductions accurately. However, we reviewed all 11 benefits reductions and found that staff delayed six of them (55 percent). Delays occurred because the Veterans Service Center Manager (VSCM) and Supervisory Veterans Service Representatives did not view this work as a priority at the expiration of the due process period, even though the Workload Management Plan directed the Supervisory Veterans Service Representative to identify and prioritize the 10 oldest non-rating claims each month, to include proposed rating reductions. Moreover, management and staff stated that the national backlog of disability claims was prioritized higher than proposed rating reductions.VSC staff needed to improve the accuracy of information input into the electronic systems at the time of claims establishment. We reviewed 30 of 243 newly established claims (12 percent) and found that staff did not correctly input claim and claimant information into the electronic systems in nine of the 30 claims (30 percent) due to ineffective oversight and training.Anchorage congressional liaison staff responded to special controlled correspondence accurately. However, improvements were needed to ensure documentation of receipt of special controlled correspondences in the electronic systems. We reviewed all four special controlled correspondences and found that staff did not properly document the dates of receipt of the special controlled correspondence inquiries due to inadequate oversight by VSC management and lack of training.We recommended the VARO Director implement a plan to ensure prioritization of proposed rating reductions; strengthen oversight for the claims establishment review process; implement a plan to monitor the effectiveness of training related to claims establishment; provide training to congressional liaison staff; and strengthen oversight for special controlled correspondence.The VARO Director concurred with our recommendations. Management’s planned actions are responsive and we will follow up as required.