Open Recommendations

Establish procedures, responsibilities, and accountability mechanisms for staff and supervisors to periodically review and validate all data including "estimated cost" within the maintenance system, for completeness and accuracy.

Ensure that the maintenance system has functionality and reporting capabilities to assist project managers with identifying outstanding maintenance calls and alert supervisors of maintenance calls without periodic updates or resolution.

Establish a policy requiring project managers to provide local management with periodic status updates on reported maintenance issues and document statuses until resolved.

Develop a maintenance issue reporting culture through the creation of a communications campaign to raise awareness of prioritizing the reporting of maintenance and safety issues to all employees.

Improve oversight of its local self-assessment programs by assigning staff to conduct periodic reviews of assessments for facilities under 6,500 square feet and establishing an escalation process to obtain annual assessments from larger facilities for review.

Address all building maintenance, safety, and security issues identified during site visits.

Develop processes and requirements for routinely collecting excess and underutilized space data across its property portfolio and include accountability mechanisms for ensuring this data is collected on a regular basis.

Develop processes to periodically assess and verify the accuracy of excess and underutilized space data and update in the designated system of record.

Develop and implement a comprehensive strategy for managing excess and underutilized space, which would include processes for identifying space at properties throughout the network, centralized tracking and reporting, and corrective action plans (such as for renting, disposing, or repurposing).

Verify that all rooms and spaces reported in the Real Asset Management Program Out-leasing module are properly coded.

Reconcile property space data across all modules within the property management system to verify consistency and accuracy of the data.

Take immediate action to comply with the Federal Property Management Reform Act of 2016 reporting requirement related to space available for use by federal agencies.

Rec. 1.a: The DoD recommended that the Under Secretary of Defense for Acquisition and Sustainment, in coordination with the Under Secretary of Defense (Comptroller)/ Chief Financial Officer, DoD, provide clarifying information to DoD Components on why the Government?Furnished Property Module is an essential part of the DoD?wide solution for recording and reporting Government Property in the Possession of Contractors.

Rec. 1.b: The DoD recommended that the Under Secretary of Defense for Acquisition and Sustainment, in coordination with the Under Secretary of Defense (Comptroller)/ Chief Financial Officer, DoD, issue DoD guidance requiring the DoD Components to use the Government?Furnished Property Module for inventory management of Government Property in the Possession of Contractors.

Rec. 1.c.: The DoD recommended that the Under Secretary of Defense for Acquisition and Sustainment, in coordination with the Under Secretary of Defense (Comptroller)/ Chief Financial Officer, DoD, work with DoD Components to implement the Government?Furnished Property Module and the necessary interfaces with each Components non?retiring Accountable Property System of Record.

Rec. 2.a: The DoD recommended that the Assistant Secretary of the Army (Financial Management and Comptroller), align Component?level Government Property in the Possession of Contractors material weakness remediation efforts with the Office of the Under Secretary of Defense for Acquisition and Sustainment Corrective Action Plan.

Rec. 2.a: The DoD recommended that the Assistant Secretary of the Navy (Financial Management and Comptroller), align Component?level Government Property in the Possession of Contractors material weakness remediation efforts with the Office of the Under Secretary of Defense for Acquisition and Sustainment Corrective Action Plan.

Rec. 2.a: The DoD recommended that the Assistant Secretary of the Air Force (Financial Management and Comptroller) align Component?level Government Property in the Possession of Contractors material weakness remediation efforts with the Office of the Under Secretary of Defense for Acquisition and Sustainment Corrective Action Plan.

Rec. 2.b: The DoD recommended that the Assistant Secretary of the Army (Financial Management and Comptroller) update remediation efforts to require each Components Accountable Property System of Record to directly interface with the Government?Furnished Property Module.

Rec. 2.b: The DoD recommended that the Assistant Secretary of the Navy (Financial Management and Comptroller) update remediation efforts to require each Components Accountable Property System of Record to directly interface with the Government?Furnished Property Module.

Rec. 2.b: The DoD recommended that the Assistant Secretary of the Air Force (Financial Management and Comptroller) update remediation efforts to require each Components Accountable Property System of Record to directly interface with the Government?Furnished Property Module.

Rec. 1.a: The DoD OIG recommended that the Director, Defense Support Services Center, require the Defense Travel Management Office to distribute the Separations Report, on at least a monthly basis, to Department of Defense Government Travel Charge Card Component Program Managers and Agency Program Coordinators.

Rec. 1.b: The DoD OIG recommended that the Director, Defense Support Services Center, require the Defense Travel Management Office to require Component Program Managers and Agency Program Coordinators perform a separations analysis using the Account Listing Report, Separations Report, and organizational Alpha Roster on at least a monthly basis, and take appropriate corrective actions.

Rec. 1.c.1: The DoD OIG recommended that the Director, Defense Support Services Center, require the Defense Travel Management Office to develop and implement Component Program Manager and Agency Program Coordinator training on how to validate the Account Listing Report by reconciling it to the Separations Report and a current organizational Alpha Roster.

Rec. 1.c.2: The DoD OIG recommended that the Director, Defense Support Services Center, require the Defense Travel Management Office to develop and implement Component Program Manager and Agency Program Coordinator training on how to use the Declined Authorizations Report to include how to review declined transactions for open and closed Government Travel Charge Card accounts and how to resolve those declined transactions or actions to be taken.