Open Recommendations

Rec. 4.a: The DoD OIG recommended that the Assistant Secretary of the Army (Manpower and Reserve Affairs), in coordination with the Office of the Deputy Chief of Staff, G-9, analyze the differences in sexual harassment complaints and Defense Organizational Climate Survey results to determine whether any barriers to Soldiers reporting sexual harassment complaints exist or confusion is present among Soldiers with reporting harassment complaints. If barriers exist, then the Assistant Secretary, in coordination with the Army G-9, should develop and implement a plan to address the causes of those barriers.

Rec. 4.b: The DoD OIG recommended that the Assistant Secretary of the Army (Manpower and Reserve Affairs), in coordination with the Office of the Deputy Chief of Staff, G-9, analyze the differences in sexual harassment complaints and Defense Organizational Climate Survey results to compare the results of their analysis to the Director of the Army Sexual Harassment/Assault Response Program's barrier assessment recommended by the Government Accountability Office to determine if systemic issues with the sexual harassment complaint process are present. If systemic issues exist, then the Assistant Secretary, in coordination with the Army G-9, should develop and implement a plan…

Establish formal procedures for obtaining and reviewing appropriate supporting documentation to ensure sales and investments are accurately reported.

Establish a plan to reduce wait times for optometry appointments.

Include a timestamp on the classification documentations for initial classification of each detainee and ensure staff maintain all classification paperwork, to include reclassification, in the detainee’s file.

Collect medical grievances within 24 hours of submission by a detainee and ensure staff maintain a copy of all paper medical grievances in the detainee’s medical file.

We recommend the Director, Facilities Management, develop a plan to assess building and infrastructure safety risks.

We recommend the Director, Facilities Management, develop guidance for performing condition assessments, including the frequency and responsible organization.

We recommend the Director, Facilities Management, develop guidance for performing roof inspections, including buildings to be inspected and required frequency.

We recommend the Director, Facilities Management, evaluate assets in poor and failed condition and determine if corrective actions are needed.

The District Director identifies reasons for noncompliance with timely documentation requirements of high-risk client contacts and outcomes in the electronic record and High Risk Suicide Flag SharePoint site, ensures requirements are met, and monitors compliance.

The Readjustment Counseling Service Chief Officer ensures the High Risk Suicide Flag SharePoint site functions as intended and includes accurate data.

The District Director and zone leaders identify reasons for noncompliance, ensure Readjustment Counseling Service policy confidentiality requirements are followed when collaborating care with the support VA medical facility for shared clients at high risk for suicide, and monitor compliance across all zone vet centers.

The Assistant Commissioner of the Office of General Supplies and Services should conduct a security risk assessment to determine the risks of possible theft or loss of foreign gifts and decorations at both storage locations and throughout the lifecycle of the program.

Work with the Digital Technology department to complete the customer communications dashboard to ensure that stakeholders can more easily access and filter data about communications sent to customers during en route delays.

Establish thresholds for when to communicate electronically with passengers during en route delays and the frequency of updates about those delays. To track and assess performance, establish goals for how well the Customer Communications Team meets those thresholds.

Work with the Digital Technology department to establish a process to regularly report to Marketing and Operations department officials and senior leadership on the Customer Communications Team’s performance meeting the new goals for sending communications to customers about en route delays.

Measure and report performance to senior leadership on the call abandonment rate and the number of calls on hold for long periods. Assess the costs and benefits of improving in these two areas and use that assessment to establish goals to assess performance over time.

Work with relevant stakeholders to determine whether to continue using the feedback loop and, if so, how to increase its effectiveness, including a) determining which categories of cases to prioritize or remove, b) better ensuring cases are sent to the correct staff, and c) minimizing redundancy with other sources to the extent practical.

Review the 10 cases from Sample 1, the 20 cases from Sample 2, and the 8 cases from Sample 3 and take necessary corrective actions.

Review the 11 internet Social Security Number Replacement Card cases and take any necessary corrective actions.

Evaluate the feasibility of implementing an alert system in other applications that flags an employee review of a marriage and action on the Supplemental Security Record or Master Beneficiary Record, when applicable.

Evaluate the feasibility of obtaining electronic marriage data to match against Supplemental Security Income and Old-Age, Survivors, and Disability Insurance payment records to prevent improper payments.

The Director ensures staff keep patient care areas safe and clean.

We recommend that the Kansas Department of Health and Environment improve its estate recovery program by confirming that all deceased Medicaid recipients who are subject to estate recovery are identified and by providing relevant information on those recipients to the contractor in a timely manner so as to give the contractor adequate time to file liens and initiate probate.