Open Recommendations

Modifies its Physical Protection Program so that it fully assesses the consequences of the loss of its critical assets; and

Aligns its construction scheduling prioritization with the critical nature of its assets.

Require International Rescue Committee to develop and implement procedures to include complete environmental information in its program reports or obtain Agency approval to exempt recipients from the reporting requirements.

The Chief, Taxpayer Services, should develop a process to monitor and evaluate NARA’s performance under the interagency agreement. This process should be documented and include measurable results that can be reconciled, tracked, and analyzed to identify issues and determine whether corrective action is needed.

The Chief, Taxpayer Services, should collaborate with the Chief Financial Officer Organization and the IRS Procurement office to review all parts of the interagency agreement with NARA and determine if modifications are necessary and all roles and responsibilities are properly assigned, and document the results of the review and any discussions with NARA.

OCIO to follow OFM policies and procedures for collecting advance payments prior to providing products or services and review the $29.5 million in questioned costs identified in this report after implementing recommendation 7.

OCIO to update and publish billing rates to approximate cost recovery in accordance with 49 U.S. Code (U.S.C.) 327. Implementing this recommendation could put up to $194 million in funds for better use.

OFM to develop procedures to prevent future overbillings such as the $16,949.05 overbilled and identified in this report as a questioned cost.

OCIO to develop and implement a review process to validate the charges in its Financial Management System are accurate prior to providing OFM documentation used to bill customers.

OCIO to follow the procedures for reporting WCF transactions to OFM, including the $14.7 million identified in this report in accordance with DOT Order 2300.3B.

OFM to develop and implement written procedures for determining if the WCF is recovering costs and identifying advances and excess funds that should be returned to Treasury.

OCIO to develop a process for identifying severable services on IAAs to ensure that billing occurs in the correct fund year in accordance with the DOT Order and the Principles of Federal Appropriations Law.

We recommend the Director of USCIS develop and implement a multi-year operational plan that will enable USCIS to adjudicate new affirmative asylum claims consistent with the law and reduce the backlog. The plan should include clear priorities and goals, appropriate staffing levels, an analysis of funding, and how that funding will be generated.

We recommend the Director of USCIS prepare and submit annual budget requests consistent with the established multi-year operation plan as outlined in Recommendation 1.

Update NRC form 270, Separation Clearance, to include a step to ensure IT assets under the $2,500 threshold are returned prior to employee clearance for separation.

Update MD 13.1, Property Management, or develop other guidance, to clearly describe the roles and responsibilities of NRC employees and contractors as it pertains to the handling, storage, issuance, and return of IT assets under the $2,500 threshold.

Complete an inventory of laptops, desktops, and tablets, and update the information in the CMBD in the current ITSM toolset.

Update MD 13.1, Property Management, and the Hardware Asset Management Playbook, or develop other guidance, to expressly state the roles and responsibilities for acquiring assets and requesting red tags for IT assets in a timely manner.

Update the affected contract(s) to include a service level requirement for the sanitation of assets.

Update the PC Decommissioning Standard Operating Procedure and the Hardware Asset Management Playbook to reflect all the required steps in the decommissioning and disposal process.

Develop a workload and staffing plan to ensure the pending actions backlog is reduced from year to year.

Develop processing centers pending actions performance measures with goals to reduce the pending actions backlog from year to year.

Establish timeframe targets for processing centers workloads to limit increases to improper payments caused by processing delays and the burden they place on beneficiaries.

Provide evidence that the owners corrected the 248 deficiencies for the 48 units with outstanding deficiencies. If the owners fail to make corrections, the Authority should implement its stop payment procedures and provide supporting documentation to HUD.

Implement a quality control process for monitoring its contracted inspectors to ensure that units meet HUD's requirements to prevent nearly $36 million in program funds from being spent on units that do not meet HQS over the next year.