Federal Reports

The primary mission of the U.S. Postal Service’s enterprise risk management (ERM) program is to provide reasonable assurance that significant risks to and opportunity losses for the organization are systematically and effectively identified, evaluated, and mitigated where appropriate. The organization’s ERM Operating Charter (Charter) establishes the Executive Leadership Team in general and the Chief Financial Officer (CFO) in particular as having the responsibility for aligning the organization’s goals, defining roles, and driving progress with oversight by the Board of Governors’ Audit and Finance Committee. The ERM program is led by Finance, as directed by the CFO and the Vice President, Controller.

This report presents the results of our self-initiated audit of the efficiency of operations at the Seattle Processing and Distribution Center (P&DC) in Seattle, WA (Project Number 22-094). We conducted this audit to provide U.S. Postal Service management with timely information on operational risks at this P&DC. We judgmentally selected the Seattle P&DC based on overtime, penalty overtime, clearance times, and late and extra trips by Postal Vehicle Service (PVS) and Highway Contract Route drivers. The Seattle P&DC is in the Pacific Northwest Division of the Logistics and Processing Operations Western Region and processes letters, flats, and parcels. The Seattle P&DC services multiple 3-digit ZIP Codes in urban and rural communities.

The Udall Foundation made improper payments to contractors, did not adhere to some contract oversight duties, and improperly billed funding partners.

The Office of Inspector General (OIG) Care in the Community healthcare inspection program examines clinical and administrative processes associated with providing quality outpatient healthcare to veterans. This report provides a focused evaluation of Veterans Integrated Service Network (VISN) 23 and its oversight of the quality of care delivered in community-based outpatient clinics (CBOCs) and through its community care referrals to non-VA providers. Although it is difficult to measure the value of well-delivered and coordinated care between VA and non-VA providers, the findings in this report may help VISN leaders identify vulnerable areas of community care that, if properly addressed, should improve healthcare quality for veterans.The OIG reviewed care coordination for congestive heart failure management; primary care and mental health (diagnostic evaluations following positive screenings for depression or alcohol misuse); quality of care (home dialysis care); and women’s health (mammography care and communication of results).The OIG issued three recommendations for improvement in two areas:(1) Quality of Care• Completing initial and annual home visits for patients accepted into the VISN 23 home dialysis program• Monitoring quality of home dialysis contracted clinical services(2) Women’s Health• Receiving written results from community providers within 30 days of the procedure

We investigated allegations that former DOI Secretary David Bernhardt violated the Lobbying Disclosure Act before joining the DOI as Deputy Secretary.

In this semiannual period, our audit, evaluation, and investigative activities identified more than $9.3 million in questioned costs, funds put to better use, recoveries, waste, and opportunities for TVA to improve its programs and operations.