Open Recommendations

District leaders determine reasons why there are discrepancies in the vet center address on VA and public-facing websites and ensure all websites include correct location information.

District leaders and the Buffalo Vet Center Director collaborate with the supporting VA medical facility to determine reasons for noncompliance with staff participation in the mental health executive council, take action as indicated, and monitor compliance.

District leaders and the Buffalo, Nassau, and Syracuse Vet Center Directors determine reasons for noncompliance with completing four hours of external clinical consultation for clinically complex cases per month, ensure a process is implemented to complete consultation requirements, and monitor compliance.

District leaders and the Buffalo, Nassau, and Syracuse Vet Center Directors determine reasons for noncompliance with employees completing select training in the required time frame, ensure completion, and monitor compliance.

District leaders and the Buffalo and Nassau Vet Center Directors determine reasons for noncompliance with completion of an outreach plan with all required strategic components, ensure completion, and monitor compliance.

District leaders and the Syracuse Vet Center Director determine reasons for noncompliance with monthly fire extinguisher inspections, ensure completion, and monitor compliance.

District leaders and the Syracuse Vet Center Director determine reasons for noncompliance with annual fire extinguisher servicing, ensure completion, and monitor compliance.

District leaders and the Syracuse Vet Center Director determine reasons for noncompliance with monthly automated external defibrillator inspections, ensure completion, and monitor compliance.

District leaders and the Syracuse Vet Center Director determine reasons for noncompliance with annual automated external defibrillator servicing by VA medical center biomedical engineering, ensure completion, and monitor compliance.

District leaders and the Nassau and Syracuse Vet Center Directors determine reasons for noncompliance with having an emergency and crisis plan that includes required components, ensure completion, and monitor compliance.

District leaders and the Lancaster Vet Center Director determine reasons for noncompliance with completing four hours of external clinical consultation for clinically complex cases per month, ensure a process is implemented to complete consultation requirements, and monitor compliance.

District leaders and the White Oak Vet Center Director determine reasons for noncompliance with employees completing select training in the required time frame, ensure completion, and monitor compliance.

District leaders and the Dubois, Lancaster, and White Oak Vet Center Directors determine reasons for noncompliance with completion of an outreach plan with all required strategic components, ensure completion, and monitor compliance.

Establish written policies and procedures to prepare a reconciliation of the state's general ledger detail to actual grant expenses reported on the FFR.

Update grant financial management policies and procedures to include consistently using the correct Grant Identification Number when recording grant expenditures.

Update grant financial management policies and procedures to include a timeline of when to prepare the FFR to ensure the reports are submitted on a timely basis.

Implement procedures to ensure that all federal and state matching expenditures are supported by appropriate documentation and retained in accordance with federal record-keeping requirements.

Review the Election Security federal and state match questioned costs, totaling $429,808.31 and either provide adequate supporting documentation or make the necessary adjustments to the reported matching and federal expenditures.

The Director of Programming and Training ensures that Community and Economic
Development programming staff increase engagement and consultation with ministry and
Non-Governmental Organization partners during site development, whereby the role of the
Volunteer is made clear.

The Country Director ensures a second backup Safety and Security Manager completes all
mandatory training and begins recurrent on-call phone rotations with the Safety and Security
Manager.

The Office of Management assesses the effectiveness and long-term viability of the three
actions Post Logistics and Support Division has taken to address procurement inefficiencies
and use the results to improve or implement alternative actions, if necessary.

The Post Logistics and Support Division ensures that the refund action for receipt of short - dated medications is clearly documented.

The Peace Corps Director establishes a procedural framework and implementation process
for posts managing health unit operations in other posts or countries that includes: 1) risk
assessment and corresponding mitigation strategies for high-risk areas; 2) substantial
oversight; and 3) periodic reassessments, in consultation with the Office of Health Services.

The Office of Health Services and the Office of Global Operations collect and analyze
medical resource accommodation data across Peace Corps, and report biannually to the
Deputy Director, to help inform health unit capacity and determine where health units may
require additional support.

The Office of Health Services, in collaboration with the Country Director and Peace Corps
Medical Officers, assesses the workload impact of medical resource accommodations and
how many can be reasonably supported in Peace Corps/North Macedonia with existing
resources.