Open Recommendations

USDA OIG has determined that this recommendation contains sensitive information and will not be publicly released due to privacy concerns.

Review existing financial advisory and consulting services Receivership Basic Ordering Agreements and take appropriate steps to establish an adequate supply of contractors with appropriate resources to address the FDIC’s future procurement needs in the event of financial institution failures and financial crises.

Establish a process to periodically review financial advisory and consulting services Receivership Basic Ordering Agreements to ensure sufficient contractor resources are available to meet the FDIC’s mission-critical needs.

Establish an upfront pricing framework or advanced pricing within all financial advisory and consulting service Receivership Basic Ordering Agreements.

Establish an emergency response acquisition team with appropriate FDIC personnel and ensure that a dedicated team of key individuals (including Technical Monitors) is available to carry out emergency procurement procedures.

Develop and implement periodic emergency procurement testing exercises for appropriate FDIC employees.

Establish a process for emergency procurements to document and maintain analysis, decisions, and commitments, to include, at a minimum, those identified in this report.

Develop and implement a process to analyze and determine when documented deliverables should be required on emergency service contracts to ensure contract personnel have the ability and resources to oversee contractor performance.

Perform retrospective reviews when the FDIC conducts or tests emergency acquisition procedures.

Review the work performed and information used by the four non-U.S. citizens and take appropriate action.

Provide training and guidance to its Executive Management and personnel reinforcing their roles and responsibilities in carrying out and overseeing the FDIC’s emergency acquisition procedures. This training and guidance should include, at a minimum, the following:
• understanding roles and responsibilities;
• initiating and performing emergency and expedited procedures; and
• initiating, modifying, approving, and submitting requirements packages.

We recommend that the Acting Commandant of the Coast Guard conduct an analysis to determine how best to use available resources in District 8 to increase its IUU fishing interdiction rate.

We recommend that the Acting Commandant of the Coast Guard develop and implement a measurable performance goal for IUU fishing enforcement on the high seas or within the EEZ of another nation.

We recommend FEMA’s Grant Programs Directorate Assistant Administrator develop and implement an agreed-upon process to establish and report Operation Stonegarden grant performance measures and targets to the Office of National Drug Control Policy.

We recommend FEMA’s Grant Programs Directorate Assistant Administrator develop and implement a methodology for estimating the percentage of Operation Stonegarden grant funds used for drug enforcement activities.

We recommend FEMA’s Grant Programs Directorate Assistant Administrator develop and implement a process in coordination with CBP to obtain and review Operation Stonegarden grant performance information reported to Office of National Drug Control Policy.

The Office of Programs should develop and document new procedures to reflect the Program Evaluation and
Management Services’ representative payee monitoring responsibilities as a result of Board Order 21-31, or
work with the Bureau of Field Service to update Field Operations Manual 1 1450 to ensure complete and
timely monitoring, for all the annual representative payee monitoring cycles;

The Office of Programs should determine the appropriate number of full-time equivalent Program Evaluation and
Management Services employees that are needed to effectively perform representative payee monitoring each year;

The Office of Programs should if needed, reassign or hire additional employees
to assist with the annual representative payee monitoring;

The Office of Programs should provide applicable Program Evaluation and Management Services’ employees
(those assigned to conduct the annual rep payee monitoring) with the appropriate access to the third party system
used to conduct background checks; and

The Office of Programs should design and implement a process to periodically analyze the results of
representative payee monitoring cycles to ensure the effectiveness of representative payee monitoring.

The Office of Programs Should determine if annual refresher training is needed for its employees assigned
to representative payee monitoring to ensure that representative payee cases are completed timely;

The Office of Programs should request that Bureau of Field Service assign trained and experienced
representative payee monitoring employees to supplement Program Evaluation and Management Services
to ensure all backlogged fiscal year 2022 representative payee monitoring cases are completed as soon as possible.
If this is not feasible, obtain additional support based on management’s decision (e.g., contractors, other agency bureaus, etc.);

The Office of Programs should complete all fiscal year 2022 backlogged representative payee monitoring cases; and

The Office of Programs should implement procedures to ensure that all representative payee monitoring cases
in each annual cycle are completed before the next annual cycle begins.