Open Recommendations

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff make two additional attempts to obtain community providers’ medical documents within 90 days of the appointment following administrative closure of non-low-risk consults.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff process community providers’ requests for additional services within three business days of receipt.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff send approval or denial letters to community providers for requests for additional services.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff send approval or denial letters to patients for requests for additional services.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff create and use the Community Care–Care Coordination Plan note in the electronic health record to document all care coordination activities for consults with an assigned level of care coordination other than basic.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff confirm patients attended their scheduled community care appointments and received care.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff create the Community Care–Urgent Care Record note in the electronic health record when they receive urgent care documents.

Develop and implement a method to identify and report separate quality statistics for the Military Sexual Trauma Operations Center.

Update the existing two-signature review process for claims processors and designated reviewers to include an increased focus on military sexual trauma denials.

Develop and implement a process to assess designated reviewers competency in processing denied military sexual trauma claims and monitor effectiveness.

Review GPO Instructions 810.5B, Organization and Functions of the Board of Survey, and 810.11B, GPO Property Management Program, for applicability and update or replace them with policies and standard operating procedures that align with the
current organizational structure and business operations.

Develop and implement comprehensive procedures for conducting inventory counts, regardless of physical storage location. These procedures should include, but not be limited to:
a. Establish accountability and responsibilities for the overall physical count.
b. Standardize the frequency of counts and the method of selecting individual items or locations for count.
c. Document the count and supervisor review.
d. Assess production paper and materials for obsolete, damaged, and slow-moving items for action.

Take appropriate action to pursue potential revenue opportunities for the 155 non-moving inventory items, valued at nearly $304,000, in funds be put to better use, identified in this audit.

Take appropriate action to remedy the $39,000 overstatement in the inventory management system for the 44 inventory items identified in this audit.

FHFA’s Chief Information Officer should establish and implement guidance for performing National Institute of Standards and Technology Cybersecurity Framework 2.0 activities through policies and procedures.

FHFA’s Chief Information Officer should ensure that Privileged Account Request eWorkflows are fully completed and approved for all privileged FHFA General Support System user accounts prior to granting access.

FHFA’s Chief Information Officer should ensure all applicable Organizational Units are included in the automated process that disables inactive accounts after 35 days.

FHFA’s Chief Information Officer should disable inactive Active Directory accounts after a period of 35 days of inactivity.

FHFA’s Chief Information Officer should create a Plan of Action and Milestones to establish when the annual Disaster Recovery Procedures for FHFA Production Systems exercise will be conducted and when the new system owners will be assigned and trained on their roles and responsibilities related to FHFA General Support System, Office of General Counsel Matter Management Tracking System, and the FHFA Status Tracking and Reporting system.

FHFA’s Chief Information Officer should schedule and conduct an annual Disaster Recovery Procedures for FHFA Production Systems exercise for the FHFA General Support System, Office of General Counsel Matter Management Tracking System, and the FHFA Status Tracking and Reporting system, and ensure new system owners are trained to execute them.

Rec. 1.a: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD, update the anomaly guidance to establish parameters to limit the number of anomaly requests developed and submitted by each Service.

Rec. 1.a.2: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD, clarify how the new start constraint applies to existing programs undergoing administrative changes.

Rec. 1.b.1: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD, direct the Planning, Programming, Budgeting, and Execution Reform implementation Team to coordinate with the Services, including officials from the program offices, on the current budget execution review process and provide a formal assessment on whether the obligation and expenditure benchmarks should be re-baselined to account for appropriation levels under a continuing resolution.

Rec. 1.b.2: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD, direct the Planning, Programming, Budgeting, and Execution Reform implementation Team to develop a process for the Department of Defense to track and communicate to Congress the actual impacts that continuing resolutions have on acquisition programs.

Establish policies and procedures for administrative and financial management including determining the allowability and allocability of costs, record retention, procurement, internal control, tracking of costs by approved budget categories, reconciliation of costs to financial reports, and timely submission of performance progress and financial reports in accordance with the Uniform Guidance and grant agreement.