Open Recommendations

We recommend that the Acting Chief Operating Officer for FSA—Develop and implement controls to ensure SPD closed school analysts provide FSA closed school stakeholders with required notifications, including the Acknowledgement of Intent to Close notice and the Closed School Email Alert; or specify in its policies and procedures situations that do not require the notifications.

We recommend that the Acting Chief Operating Officer for FSA—Evaluate whether the staff assigned to issue the Acknowledgement of Intent to Close notice, Closed School Email Alert, and Close-Out Reminder letter is sufficient to timely and effectively notify FSA closed school stakeholders and closed IHEs, and if not, develop and implement a plan of action to address the issue, including updating the policies and procedures to align with FSA’s priorities, available staffing levels, and prescribed time frames as necessary.

We recommend that the Acting Chief Operating Officer for FSA—Establish and review performance measures and indicators for the timely issuance of the Acknowledgement of Intent to Close notice, Closed School Email Alert, and Close-Out Reminder letters.

The Deputy Commissioner should ensure that NDAs, policies, forms, and other guidance documents include the required anti-gag provision.

The Deputy Commissioner should create a dedicated section for NDAs in its internal guidance that contains the required anti-gag provision.

The Deputy Commissioner should include information about the anti-gag provision in training programs covering WPEA protections (e.g., new employee orientation and contractor training).

The Deputy Commissioner should consider adding a link to the Treasury Inspector General for Tax Administration’s (TIGTA’s) Whistleblower Protections webpage and ensure that the IRS internal webpage, Employee Resources includes pertinent information to bring employee awareness of the WPEA protections as it relates to the anti-gag provision.

Develop and execute a comprehensive plan to improve the transportation performance at the Richmond Regional Processing and Distribution Center and monitor progress.

Work directly with Richmond Regional Processing and Distribution Center processing and logistics managers to develop and execute a plan to improve scanning compliance and monitor progress.

Improve communication of integrated operating plan deficiencies in the Richmond region to the frontline supervisors responsible for ensuring compliance.

Direct the Richmond Regional Processing and Distribution Center plant manager to enforce Postal Service attendance policy. In addition, monitor the progress and actions taken to address attendance.

(U) Rec. A.1: Recommendation is Classified.

(U) Rec. A.2: Recommendation is Classified.

(U) Rec. B.2.a: Recommendation is Classified.

We recommend that the NRC OCIO management, in coordination with OCHCO and ADM, evaluate the NRC’s separation policies and procedures and re-engineer the related business processes and the automation used to disable separated employees’ accounts to ensure that the NRC terminates these accounts in a timely manner.

We recommend that the TTC and NRC management evaluate the TTC system ATO memorandum for revision and update it to reflect the current operating environment.

We recommend that the NRC’s TTC management install a server cage on the second floor of the facility for the NRC Information Technology Infrastructure Patch Panel.

We recommend that the NRC’s TTC management install protective covers over the emergency power shut-off switches throughout the facility.

We recommend that NRC management define and implement a risk-based process for regularly reviewing users who have badged access to the NRC general access group and restricting badged access to the Regions based on business needs.

We recommend that NRC management perform a risk-based analysis of the practice of allowing users to have general badge access to multiple NRC facilities. As a part of this risk-based analysis, NRC management should define, document, and implement mitigating controls that reduce the potential impact of having users with badged access to multiple facilities.

The Carl T. Hayden Medical Center Director ensures that supervisory staff take effective actions to correct clinical deficiencies.

The Carl T. Hayden Medical Center Director identifies electronic health records containing the dermatologists misuse of copy and paste and takes action as warranted to ensure the safety of patients.

The Carl T. Hayden Medical Center Director ensures that service chiefs and patient safety staff report instances of misuse of copy and paste to Health Information Management System staff.

The Carl T. Hayden Medical Center Director ensures a comprehensive review is conducted to determine if the dermatologist documented electrodesiccation and curettage procedures that were not performed and takes action as warranted, including providing patients with clinical care and disclosures if needed, and notifying the Office of Inspector General.

The Carl T. Hayden Medical Center Director ensures that the Chief of Staff is aware of and addresses pervasive deficiencies, when they exist, in clinical care provided at the facility.