Open Recommendations

We recommend the GSA Administrator enforce internal procedures to ensure that the Office of Mission Assurance and Office of Facilities Management perform their required facility security responsibilities.

We recommend the GSA Administrator in conjunction with FPS: a) conduct a nationwide assessment of outstanding deficient security fixtures; b) develop and implement a plan to repair, replace, or install security fixtures identified through the nationwide assessment; c) redacted due to sensitive information related to federal building security; and d) if GSA cannot secure funding to repair, replace, or install security fixtures, work with the Office of Management and Budget to establish a consistent funding stream to address current and future security fixture deficiencies.

Implement guidance and training on the requirements for the additional time tracking data fields in FedEZFile for case managers.

Develop reports or dashboards that leverage the updated FedEZFile fields to provide case managers and management with enhanced visibility on each application's status, such as milestones that are approaching targets or are overdue.

Establish a process to periodically
a. identify recurring themes and apparent patterns across applications, such as aspects of the process where actual processing times frequently exceed targets.
b. assess whether existing targets for key milestones should be recalibrated or additional targets should be established.
c. assess whether additional information should be captured in FedEZFile to enhance ongoing monitoring of the application process, such as fields for each level of manager and officer review.

Document and implement a process to identify, prioritize, track and communicate changes in cybersecurity requirements, threats, technology, and organizational mission as they occur to facilitate the review of directives at least annually to ensure emerging cybersecurity risks and potential compliance gaps are addressed timely.

Implement a process to screen for duplication and overlap across Departmental directives during the drafting, review, and revision of IT security directives.

Transfer into the election fund $154,189 for the unsupported expenditures.

Implement subrecipient monitoring policies and procedures and provide training to ensure that subrecipients use federal funds in compliance with federal statutes, regulations and the terms and conditions of the award.

Transfer into the election fund $278,815 for the unsupported expenditures noted.

Implement policies and procedures to ensure expenditures are being compared to budget amounts for the Election Security funds and request changes if expenditures in a budget category exceed the budgeted amount by 10 percent.

The Commissioner, LB&I Division, should ensure that future initiatives involving complex tax returns do not duplicate steps in the compliance risk analysis process and consider the statute of limitations to allow examiners sufficient time to review and take appropriate compliance actions.

The Commissioner, LB&I Division, should develop procedures to ensure that all large partnership returns filed throughout the year are considered for risk assessment by the LPC Program.

We recommend that the Millennium Challenge Corporation determine the allowability of $27,000 in ineligible questioned costs on pages 40 and 41 of the audit report and recover any amount that is unallowable.

Determine whether the more than $83.3 million charged in FY 2024 for workstation services to customers were supported and allowable, and recover as appropriate.

Establish control activities, in accordance with GAO’s Green Book, to include procedures for workstation services billing to ensure bills submitted to agencies are accurate and supported.

Update policies and procedures to comply with the 2007 Code of Federal Regulations and the 2015 USDA Agriculture Property Management Regulations as required, to ensure that computers with memory capabilities are classified as sensitive personal property.

We recommend that the PBS Commissioner strengthen oversight to ensure full compliance with fire protection requirements by:
a. Establishing and implementing procedures and controls to verify compliance with National Fire Protection Association (NFPA) standards and PBS policies, including consistent use of the National Computerized Maintenance Management System for planning, tracking, and documentation.
b. Ensuring all fire doors are promptly inspected, repaired, or replaced to maintain proper functionality and compliance with applicable safety standards and fire codes.
c. Conducting and documenting fire drills at sufficient frequency to meet NFPA Standard 101, Life Safety Code; Federal Management Regulation Part 102-74, Facility Management…

We recommend that the PBS Commissioner provide training to PBS building management at the U.S. Tax Court Building and the contracting officer’s representatives to ensure the building’s operations and maintenance contractor adheres to contract provisions related to the building’s fire protection requirements.

We recommend that the Director of the Census Bureau strengthen the independent review process for future site selections to ensure that independent reviews are rigorous, transparent, and well documented, with clear evidence to verify that site selection criteria are data driven, methodology is consistently applied, review findings are thoroughly recorded and justified, and final decisions receive explicit approval.

We recommend that the Director of the Census Bureau document all aspects of the site selection process, including independent
reviews, plans, methodology, assumptions, data analyses, meetings, substantive deliberations and feedback, and interim and final decisions before making future site selections.

For the questioned PCNs and any future firm-fixed-price construction contracts, require the Project team to obtain documentation supporting overhead and profit markups on work for which SI is entitled to a credit and ensure that the contractors and/or subcontractors credit SI the appropriate markup amount.

Determine and document the allowability of the $14,112 in questioned costs (or less if the proposed price used a markup that was less than 21 percent) for the overhead and profit markup that should have been accounted for when calculating the total credits due from PCNs 4 and 17, and recover any amount determined to be unallowable.

Review Air Wisconsin’s requested amount for unallowable expenses under PSP2 and PSP3, and seek reimbursement for overpayment, if applicable.

Seek reimbursement of $(REDACTED) overpayment of PSP1 financial assistance

The Medical Center Director ensures each service develops a workflow for the communication of test results.

The Medical Center Director ensures quality management staff report deficiencies identified from the External Peer Review Program to executive leaders, and staff take corrective actions as needed.

The Medical Center Director ensures the facility has a written policy for communication of test results.

The Chief of Staff and Associate Director of Patient Care Services ensure leaders in each service develop written service-level workflows that outline the process for staff to communicate test results to providers and patients.

The Veterans Integrated Service Network Director ensures executive leaders implement a process to monitor actions related to Veterans Health Administration policy changes.

The Medical Center Director ensures the Chief of Staff and Associate Director of Patient Care Services review performance metrics for test result communications and take action for identified deficiencies.

The Medical Center Director ensures executive leaders attend Quality and Patient Safety Council meetings.

Facility leaders ensure the community living centers dementia unit shower room is clean and free from hazards, and that leaders conduct a risk assessment to determine the need for other safety measures.

The Medical Center Director ensures facility staff conduct a privacy assessment and take actions to protect patient information in the Emergency Department.

Facility leaders ensure all eyewash stations are clean and function properly.

The Medical Center Director ensures the facility has a written policy for communication of test results.

The Chief of Staff and Associate Director of Patient Care Services ensure leaders in each service develop written service-level workflows that outline the process for staff to communicate test results to providers and patients.

The Veterans Integrated Service Network Director ensures executive leaders implement a process to monitor actions related to Veterans Health Administration policy changes.

The Medical Center Director ensures the Chief of Staff and Associate Director of Patient Care Services review performance metrics for test result communications and take action for identified deficiencies.

The Medical Center Director ensures executive leaders attend Quality and Patient Safety Council meetings.

The Executive Medical Center Director ensures clinical staff can open all doors to shared bathrooms.

The Executive Medical Center Director ensures staff keep exterior doors closed to minimize risk to wandering patients.

The Executive Medical Center Director ensures each service has workflows to communicate test results.

The Executive Medical Center Director ensures clinical staff can open all doors to shared bathrooms.

The Executive Medical Center Director ensures staff keep exterior doors closed to minimize risk to wandering patients.

The Executive Medical Center Director ensures staff store clean and dirty equipment and supplies separately.

The Executive Medical Center Director ensures each service has workflows to communicate test results.

The Facility Director ensures the Mental Health Executive Council operates in accordance with Veterans Health Administration requirements.

The Chief of Mental Health ensures compliance with Veterans Health Administration requirements for a full-time local recovery coordinator.

The Chief of Mental Health ensures a minimum of four hours of recovery-oriented, interdisciplinary programming on weekdays and weekends on the inpatient mental health unit.