Open Recommendations

Rec. 1.d: The DoD OIG recommended that the Commanding General, Army Contracting Command collect the $1.1 million in consideration that should have been collected for late deliveries as of November 30, 2024.

Rec. 1.e: The DoD OIG recommended that the Commanding General, Army Contracting Command prepare the outstanding contractor performance evaluations to adequately reflect the contractors performance in the Contractor Performance Assessment Reporting System.

Rec. 2.a: The DoD OIG recommended that the Product Lead, Special Ammunition and Weapons Systems, in conjunction with the Commanding General, Army Contracting Command evaluate whether the DoD still needs to provide the delayed ammunition to the Ukrainian Armed Forces and, if so, determine whether the existing indefinite-delivery indefinite-quantity contracts are still the most viable option to procure the ammunition or explore alternate options. If the DoD identifies a more viable alternative to procure the ammunition or determines that it does not need to provide the delayed ammunition to the Ukrainian Armed Forces, we recommend that the Product Lead, Special…

Rec. 2.b: The DoD OIG recommended that the Product Lead, Special Ammunition and Weapons Systems, in conjunction with the Commanding General, Army Contracting Command report to the DoD OIG the total cost the Army avoided by completing the actions outlined in Recommendation 2.a for the $907 million in ammunition orders that have not yet been delivered.

Rec. 3: The DoD OIG recommended that the Product Lead, Special Ammunition and Weapons Systems develop lessons learned from using the ammunition indefinite?delivery indefinite?quantity contracts to support the Ukrainian Armed Forces and implement procedures to ensure timely supply and equipment deliveries during other ongoing and future contingency operations. The procedures should include steps for: Identifying when contractors cannot deliver supplies and equipment within the agreed-upon or reasonable time frames. Coordinating with Army contracting personnel to pursue alternate options to procure the necessary supplies and equipment in a timely manner.

We recommend that the Deputy Secretary of Commerce direct the Department’s Chief Information Officer to revise the Department’s VDP testing scope to align with CISA’s BOD 20-01, Develop and Publish a Vulnerability Disclosure Policy, which would include testing all internet-accessible systems.

We recommend that the Deputy Secretary of Commerce direct the Department’s Chief Information Officer to update and implement VDP reporting and resolution standard operating procedures to ensure that vulnerability remediation is comprehensive across impacted systems.

We recommend that the Deputy Secretary of Commerce direct the Department’s Chief Information Officer to work with bureaus to establish and implement an automated solution to coordinate communication between the contractor and bureaus and to prompt action on delayed vulnerability remediation based on impact level.

The Associate Director ensures staff make feminine hygiene products available in public womens and unisex restrooms.

The Medical Center Director ensures staff implement processes to secure medications from unauthorized access.

The Executive Director ensures staff address environment of care deficiencies within 14 days or have an action plan, as required.

The Executive Director ensures staff perform preventive maintenance on medical equipment in accordance with manufacturers recommendations.

The Executive Director ensures staff evaluate the best place to store cleaning supplies, staff store them there, and leaders monitor compliance.

The Executive Director ensures staff remove expired medical supplies and patient food items from patient care areas.

The Executive Director ensures doors in patient care areas have signs to indicate what is stored inside.

Rec 1.a: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD, require the Defense Finance and Accounting Service to perform all future accounting adjustments at a level that ensures the system or file impacted can be identified.

Rec 1.b: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD assess whether artificial intelligence software could assist the Defense Finance and Accounting Service in reviewing previously recorded accounting adjustments made to balances required for Treasury reporting to identify the impacted systems or files, making it easier to identify the impact of systems that are retiring.

Rec 1.c: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD, coordinate with the DoD Chief Information Officer; Director, Defense Finance and Accounting Service; and data owners to fully support all unmigrated balances from retired financial management systems that are required for Treasury reporting and migrate those balances to an active financial management system for inclusion in current files submitted to the Defense Departmental Reporting System.

Rec 1.d: The DoD OIG recommended that the Under Secretary of Defense (Comptroller)/Chief Financial Officer, DoD, coordinate with the DoD Chief Information Officer; Director, Defense Finance and Accounting Service; and data owners to develop and implement policies and procedures to fully support and migrate all balances required for Treasury reporting to an active financial management system before each financial management system retirement occurs in the future.

Rec 2.a: The DoD OIG recommended that the Director, Defense Finance and Accounting Service implement system change requests in the Defense Departmental Reporting System to stop performing accounting adjustments on balances that are not required for Treasury reporting and archive these balances.

Rec 2.b: The DoD OIG recommended that the Director, Defense Finance and Accounting Service develop a plan to discontinue the use of obsolete files in their compilation of the DoD Component or Agency?Wide Financial Statements.

Develop and implement enhanced monitoring mechanisms for all recipients with unexpended Hurricane Sandy funds that focus on identifying and addressing challenges and delays in managing the progress of grant project activity and closeout.

Review and take corrective action to address the approximately $95.4 million in questioned costs based on recipients incurring new project costs during lapses in the grants' periods of performance.

Develop and implement a standardized process to prevent grants' periods of performance from ending before project activities are completed. This should include required timeframes for recipients to request the extension based on the current grant performance end date and any revisions to project activity milestones.

Update FTA guidance on conducting timely grant closeout, including potential delays in completing the steps recipients must take between project activity completion and beginning the grant closeout process and how to handle these delays. Implementing this recommendation could put up to $117.5 million in Federal funds to better use by improving FTA's ability to enforce timely grant closeout and deobligation of unexpended Hurricane Sandy grant funds.