Open Recommendations

Evaluate the access to care provided to USMS prisoners for dental services and ensure consistent access to care is provided throughout the 95 USMS districts.

Remedy the $7,841 in unallowable dental services identified by the OIG.

Improve the notification process for preauthorization of prisoner medical requests entered into Capture to better ensure timely medical services for USMS prisoners.

Remedy the remaining $37,416 of the $43,311 in unsupported medical claims for which the USMS requested recoupment from the medical service providers.

Develop internal control procedures that help ensure that all prisoner medical requests are entered into Capture and help prevent district office personnel from approving medical claims for payment without proper POD-OMO review and approval support in Capture.

Re-evaluate its auto-approval process to ensure that only medically necessary services are approved within the limits set by USMS policy, especially as it relates to dental services.

Remedy the $33,830 in unallowable medical services identified by the OIG.

Assess the risk associated with the remaining historical costs under this contract to determine if additional recoupment efforts are appropriate and cost beneficial.

Enhance its prisoner medical request and medical claim review training. Specifically, the USMS should : (1) ensure all remaining district office personnel responsible for processing prisoner medical requests and medical claim reviews receive formal training from POD-OMO; (2) revise its procedures to ensure newly assigned prisoner medical request and medical claim review personnel also receive the same training prior to assuming these responsibilities; and (3) provide appropriate medical billing training to help district office personnel more easily match medical services to preauthorization's and identify medical claim deficiencies.

Evaluate the impact on the USMS's core mission and on the efficiency of the provision of medical care to prisoners when assigning Deputy U.S. Marshals to the prisoner medical request process.

Remedy the $748,998 in unsupported costs.

Put to better use the remaining $1,000 in grant funds awarded to CFSS.

Apply appropriate measures to confirm the adequacy of CFSS's accounting and internal control systems prior to making future awards to CFSS to ensure federal funds are safeguarded.

Provide training to ISSPOs, ISOs, and Information Owners on their roles and responsibilities to follow the PBGC RMF and POA&M processes.

Confirm the requirement that deficiencies identified by SPA&A reviews that are not remediated within 30 days after identification are tracked via POA&Ms with accountable personnel.

Periodically monitor the satisfaction of the system risk assessment and POA&M creation requirements to help ensure ongoing compliance associated with the timely completion of and updates to system risk assessments and documentation and tracking of POA&Ms.

We recommend PBGC management to coordinate with its CSP to update its service agreement and shared responsibility matrix to address ambiguities regarding accountable parties for key controls and develop and implement a contingency plan for the system.

Continue to monitor First Solar’s impact, including through the June 30, 2026 annual Development Outcomes Survey and midpoint performance assessments, to have relevant information for assessing the project’s core impacts and metrics.

We recommend that the Assistant Secretary of the Office of Planning, Evaluation, and Policy Development establish
appropriate controls to ensure that transfers of funds and reprogrammings comply with all applicable statutory authority
requirements, including notifying the House and Senate Appropriations Committees when required.

Adjust the ESOC Award Fee Plan to include clear, objective criteria for the Management and Technical Performance, Business Management, Compliance with Safety and Health Requirements evaluation category

Align definitions in the ESOC Award Fee Plan with Federal Acquisition Regulation guidance

Coordinate with an existing NASA supply chain group (e.g., Supply Chain Risk Management Program) to investigate alternative supply chain management strategies, such as evaluating the feasibility of incorporating the Supply Chain Visibility Data Requirement Deliverable into ESOC to increase visibility into spacesuit supply chains.

The Peace Corps Director revises the Peace Corps’ strategic and annual performance plan to prioritize the recruitment and retention of a predetermined number of qualified Volunteers.

The Peace Corps Director, in collaboration with the Associate Director of the Office of Volunteer Recruitment and Selection, develops and implements a plan to generate the predetermined number of qualified Volunteers.

The Peace Corps Director, in collaboration with the Chief Information Officer, develops a prioritized plan to upgrade information management systems used to support the Volunteer Delivery System. If funding is insufficient, the prioritized plan should be submitted to the Office of Management and Budget as part of the agency’s annual budget request for consideration.