Open Recommendations

(U) Rec. A.2.a: The DoD OIG recommended that the Garrison Commander, Fort Irwin, direct master planners to prepare a climate assessment in accordance with Unified Facilities Criteria 2-100-01, "Installation Master Planning," September 30, 2020 requirements and Military Service-specific guidance.

(U) Rec. A.2.b: The DoD OIG recommended that the Commanding General, Marine Corps Base Camp Pendleton, direct master planners to prepare a climate assessment in accordance with Unified Facilities Criteria 2-100-01, "Installation Master Planning," September 30, 2020 requirements and Military Service-specific guidance.

(U) Rec. A.2.c: The DoD OIG recommended that the Commanding Officer, Naval Base Coronado, direct master planners to prepare a climate assessment in accordance with Unified Facilities Criteria 2-100-01, "Installation Master Planning," September 30, 2020 requirements and Military Service-specific guidance.

(U) Rec. A.3: The DoD OIG recommended that the Commander of the 9th Reconnaissance Wing at Beale Air Force Base incorporate training on the Comprehensive Planning Platform as a training requirement for all Beale Air Force Base personnel responsible for developing and updating the Master Plan.

(U) Rec. A.4: The DoD OIG recommended that the Garrison Commander, Fort Irwin, identify training on requirements for preparing climate assessments and updating the Master Plan and direct all Fort Irwin personnel responsible for preparing climate assessments and updating the Master Plan to take the training.

(U) Rec. A.5: The DoD OIG recommended that the Commanding General, Marine Corps Base Camp Pendleton incorporate training for preparing climate assessments as a requirement in their training plan to all personnel responsible for preparing climate assessments and updating the Master Plan.

(U) Rec. A.6: The DoD OIG recommended that the Under Secretary of Defense for Acquisition and Sustainment clearly define what constitutes a current and complete Master Plan, as part of the update to DoD Instruction 4165.70, "Real Property Management," April 6, 2005.

The AA for ESDMD should coordinate with the Assistant Administrator for Procurement to address the identified instances of NGC’s GFP misuse at its Promontory, Utah, facility.

1. We recommend that the NOAA Under Secretary of Commerce for Oceans and Atmosphere and NOAA Administrator ensure OCM program staff document deviations from the cooperative agreement's budget and awards.

2. We recommend that the NOAA Under Secretary of Commerce for Oceans and Atmosphere and NOAA Administrator implement a financial oversight process to ensure award recipients seek budget revision approvals for any changes to the approved budget categories.

3. We recommend that the NOAA Under Secretary of Commerce for Oceans and Atmosphere and NOAA Administrator ensure PRDNER obtains and retains all required documentation, including (a) all procurement documentation including sole-souce justifications and award decisions from General Services Administration, (b) notifications to NOAA of costs not included in the budget, and (c) approvals from the NOAA Grants Officer, when required.

4. We recommend that the NOAA Under Secretary of Commerce for Oceans and Atmosphere and NOAA Administrator collaborate with PRDNER, Puerto Rico's Office of Management and Budget, and the Office of the Administration and Transformation of Human Resources administrators to develop and implement a plan to hire sufficient staff, or consider subcontracting personnel, to resolve JBNERR's staffing challenges.

5. We recommend that the NOAA Under Secretary of Commerce for Oceans and Atmosphere and NOAA Administrator consider options for a split-operations award with a supporting entity to assist JBNERR in meeting its performance requirements.

Work with ARC to resolve the questioned costs totaling $5,000 for ARC funded personnel costs.

Work with ARC to resolve the questioned costs totaling $17,383 for ARC funded equipment costs.

Work with ARC to resolve the questioned costs totaling $14,956 for non-ARC match personnel costs.

Work with ARC to resolve the questioned costs totaling $40,400 for non-ARC match other in-kind costs.

We recommend the FSA Chief Operating Officer ensure that best practices are followed in maintaining the BPO masterschedule for the remaining transition activities, including updating schedules and tasks to reflect current progress,keeping task identification numbers and names consistent on updates to the master schedule, and maintaining aschedule narrative to provide an explanation of changes made to the master schedule.

We recommend the FSA Chief Operating Officer ensure that BPO vendor project schedules are reviewed for alignmentwith the FSA master schedule and with each other.

We recommend the FSA Chief Operating Officer ensure that FSA’s LMM is followed for the remaining phases to betransitioned, to include completing all required steps and documentation, maintaining required documentation, andobtaining required signatures for each stage gate before system release.

We recommend the FSA Chief Operating Officer ensure that each task in the master schedule has staff assigned to itwho will be responsible for ensuring that the task gets completed.

We recommend the FSA Chief Operating Officer ensure that FSA provides adequate staffing resources to the Next Genoffice to effectively transition assigned servicing and recovery activities to the BPO vendors.

We recommend the FSA Chief Operating Officer establish a baseline schedule for the specialty servicing transition assoon as possible now that transition timeframes have been established.

We recommend the FSA Chief Operating Officer continue to assess the SLA targets for non-servicing activities to ensurethey are realistic and achievable while also providing FSA and its customers FSA’s desired level of service.

We recommend the FSA Chief Operating Officer review specialty servicing and recovery related SLAs to ensure they arerealistic and achievable before the activities are transitioned to the BPO vendors.