Open Recommendations

develop a process to monitor and evaluate the operational efficiencies received from insourcing highway contract route contracts to determine if the expected benefits are being realized.

Require employees to complete the Postal Service Supervisor Program within one year of their initial appointment to a supervisory position, and refresher training at least every three years, and maintain appropriate records of completion.

Develop and share documentation to communicate lessons learned from the challenges faced during the Postal Vehicle Operator Pilot Program to site management at future pilot sites.

Include specific requirements in the job announcements for Postal Vehicle Service operator positions (i.e. starting as part-time flexible or working outside of normal business hours).

Develop and make available the training to obtain a commercial driver's license to interested postal vehicle operators.

Determine complement and work toward hiring the number of schedule examiners vehicle runs and dispatch coordinators needed at nationwide Postal Vehicle Service sites.

Develop a process to ensure site management monitors the accuracy of drivers' license expirations and Department of Transportation physical due dates in the Vehicle Information Transportation Analysis and Logistics system.

FHFA’s DER should create examination procedures to assess the effectiveness of Enterprises’ internal controls and processes in ensuring compliance with FinCEN requirements for SAR filings, to include SAR narratives, and communicate the new procedures to the examiners responsible for this work.

FHFA's DER should consider whether to direct Freddie Mac to file an amended SAR containing a complete narrative for the case identified above, and whether to amend FHFA’s examination procedures to require this step if future examinations uncover a similar issue.

Develop written procedures that clearly define the responsibilities of the federal review process.

Develop written procedures for how errors and discrepancies should be reported, tracked, and resolved, as well as specific criteria for identifying errors or deviations from established standards.

Revise its ASOC review procedures to require an annual reconciliation of SFA funds and to require the review analyst to conduct an analysis of material changes or outliers in the key elements to ensure full compliance with SFA conditions.

Define specific and measurable risk tolerances for changes in key elements and develop related review procedures.

Design specific procedures to ensure (1) appropriate in-depth analysis and review of exceptions, and (2) ensure the review and decision-making process for exceptions and historical data is fully documented in the ASOC workbook.

Implement a formal process that identifies roles and responsibilities, including information sharing, and cooperation with DOL and Treasury to improve SFA oversight and compliance over the Reinstatement of Benefits.

Develop and document an approach for strategic risk assessments of the ASOC review program.

Conduct a strategic risk assessment to determine the most cost-effective approach to ensuring compliance with ARP and PBGC regulations. This assessment should consider factors such as the number and size of the plans submitting ASOCs and the 30-year duration of the program.

Collaborate with mission directorate officials to update NASA’s ZTA implementation plan to include all efforts associated with the transition to ZTA within the non-corporate environment.

Develop a centralized process to track legacy systems that details deficiencies along with operational, technical, and financial constraints to determine a best course of action for remediation.

Embed OCIO subject matter experts within the mission directorates to provide Agency-focused advocacy and expertise to analyze mission system cybersecurity compatibility and operational complexities.

Engage mission directorates as ZTA pathfinders to identify and evaluate early adoption use-case candidates, employ a “test like you fly” approach, and provide insight to potential issues.

The Chief Information Officer should require that ABA team approval be obtained to ensure that new system names meet naming standards and authoritative records are formally created in the ABA and used throughout the other IRS inventory systems.

The Chief Information Officer should require a unique system identifier for each new and legacy system in the authoritative inventory be implemented and applied to system records in the other inventory systems.

The Chief Information Officer should conduct an annual reconciliation of the multiple inventory systems to ensure that all systems are using unique system identifiers.

The Chief Information Officer should improve its annual validation process to ensure that all systems with PII and FTI inventory data are consistently designated across the multiple inventory systems, and that system owners are communicating changes to impacted groups.