Open Recommendations

We recommend that DRP management coordinate with the SEC Office of the General Counsel to finalize the Sarbanes-Oxley Act of 2002 section 408(b) guidance, including a description of all six factors to be considered when selecting issuer filings for elective reviews, and finalize its interpretation of the minimum review period mandate from section 408(c) of the Act.

We recommend that DRP management consider developing a plan that prioritizes Disclosure Review Program goals and requirements in the event of significant staffing decreases and/or significant workload increases.

The OIG recommends that the Executive Director for Operations establish an assessment process to periodically assess the Reactor OpE Program.

The OIG recommends that the Executive Director for Operations update LIC-401 to include a description of the current process by which staff assess the significance of OpE information.

The OIG recommends that the Executive Director for Operations update the Staff Handbook to provide step-by-step guidance for implementing the requirements stated in the updated LIC-401.

The OIG recommends that the Executive Director for Operations include within the updated LIC-401 and Staff Handbook guidance a description of the purpose of “Instruction Sheets” as interim guidance and indicate where they are located, as needed.

The OIG recommends that the Executive Director for Operations develop, communicate, and implement policies and procedures for the EDG TRGs.

The OIG recommends that the Executive Director for Operations systematically inform EDG TRG members about their membership, update the OpE SharePoint site to show the current membership of TRGs, and record TRG evaluations in a centralized location.

The OIG recommends that the Executive Director for Operations provide and promote EDG TRG training to current members on all SharePoint sites.

Issue and distribute to all employees, and prominently post an annual anti-harassment policy statement signed by the Chairman
reinforcing:
• Harassment will not be tolerated,
• Certain conduct is prohibited,
• How to report harassment, and
• Consequences of engaging in harassment and retaliation.

Develop a plan to ensure a culture of accountability and commitment to the CFTC anti-harassment effort. The plan should:
• Include a schedule for training employees and supervisors and a consistent and repeatable mechanism to monitor
attendance.
• Create a reporting mechanism to receive harassment complaints that ensures confidentiality.
o Notify the workforce of this reporting mechanism.
• Develop procedures to ensure consistency in tracking complaints and documenting delays to EEOC-mandated timelines for
sexual and non-sexual harassment claims.

Devote sufficient independent support to harassment prevention efforts to reinforce the credibility of leadership’s commitment to creating a workplace free of harassment.

Discontinue supporting events that do not directly support the Postal Inspection Service's mission, reassess the allocation of personnel, and provide oversight of divisions' use of resources

update the strategic plan to ensure that all strategic goals have measurable key performance indicators.

Update instructions for developing performance measures and instruct preparers to revise key performance indicators, metrics, and division objectives to be specific, measurable, actionable, reasonable, and timely.

revise the high-security collection box and high-security electronic locks installation performance measures to
include metrics within Postal Inspection Service's control.

Establish internal controls to obtain periodic updates prior to the end of the quarter to ensure required quarterly and annual goals are met.

Promptly resolve instances where non-federal employees are performing prohibited
supervisory functions, such as conducting an employee’s annual performance rating,
engaging in performance-based or adverse action procedures, or rewarding employees.

Promptly update existing and/or implement new human capital management policies
and procedures that comply with the Office of Personnel Management’s hiring guidance
by ensuring non-federal employees do not perform supervisory functions.

We recommend the OFO San Diego Field Office Director, CBP, in coordination with partner agencies, regularly and continuously refine current strategies and identify new strategies to manage delays in detainee transfers to partners to meet time in custody standards at Calexico West POE.

Review and pay claimants the underpayments we identified, as applicable.

Add controls to ensure employees properly notify claimants when disability claims are denied and manual notifications are required.

Add controls to ensure employees complete all mandatory claim development prior to denying disability claims.

The principal executive director of the Office of Acquisition, Logistics, and Construction considers whether any additional training or other measures are necessary with respect to reporting the wrongdoing of a supervisor and the acceptance of free meals and drinks by VA employees during the February 2023 site visit.

The principal executive director of the Office of Acquisition, Logistics, and Construction determines whether any additional guidance, training, or oversight is needed with respect to ensuring VA employees do not improperly solicit sponsorships for VA events that do not primarily benefit veterans.