Open Recommendations

We recommend the Executive Assistant Commissioner of CBP’s Office of Field Operations develop and implement policies and procedures requiring regular comprehensive assessments of operations across all land ports of entry. These policies and procedures should also include key elements such as the designated office or official for conducting comprehensive assessments, assessment criteria, frequency of assessments, and related records retention requirements.

We recommend the Executive Assistant Commissioner of CBP’s Office of Field Operations conduct an initial comprehensive assessment of land port of entry operations, issue a report on the findings to identify areas of efficiencies, develop a corrective action plan to eliminate inefficiencies, and avoid wasting funds. This report should also document the rationale for strategic decisions including, but not limited to:• maintaining current land port of entry operations;• reducing or expanding land port of entry operational hours; and• permanently closing land ports of entry.

We recommend that OPM develop a written plan and process to collect eligibility documentation for all dependents enrolled within the PSHBP.

We recommend that OPM develop a written plan and process to perform a verification and validation of the documentation supporting dependent eligibility maintained within the PSHBS.

We recommend that OPM consider the feasibility and scalability of the PSHBS, decide if it can be adopted into the FEHBP enrollment process, and the necessary measures to adopt it into the FEHBP.

We recommend the Executive Vice President, Chief Financial and Strategy Officer, in conjunction with the Vice President, Financial Operations and Performance, ensure all projects are optimized in a consistent and holistic manner to ensure the most value to TVA ratepayers.

We recommend the Executive Vice President, Chief Financial and Strategy Officer, in conjunction with the Vice President, Financial Operations and Performance, ensure economic analyses are (1) performed for all applicable projects and (2) considered in decision making.

We recommend the Executive Vice President, Chief Financial and Strategy Officer, in conjunction with the Vice President, Financial Operations and Performance, provide economic analyses and all known costs to the Tennessee Valley Authority Board when presenting projects for approval.

We recommend the Vice President, Financial Operations and Performance, implement a reverse capital flex list for use in the event of a funding shortfall.

We recommend the Vice President, Financial Operations and Performance, evaluate the control gap to identify solutions to prevent the execution of purchase orders for projects that do not have all required approvals.

Track facilities supply chain personnel vacancies as part of the quality control reviews and take appropriate action.

Develop guidelines that define when facility supply chain management problems require additional interventions and then routinely identify them for network director action.

Ensure facility and network directors work with the Procurement and Logistics Office on a plan to identify resources and milestones to resolve identified supply chain management problems for identified facilities.

Direct the program office to develop a process to provide resources when needed to help networks and facilities resolve persistent supply chain management deficiencies, including those identified in this report.

Continue Procurement and Logistics Office efforts to automate tracking that will accurately capture and monitor all quality control review results, corrective action plans, and implementation of those plans.

Update the Procurement and Logistics Office audits of the quality control program to apply risk-based sampling, evaluate action plan sufficiency and implementation, and use the results to continuously improve quality control review guidance and requirements.

Conduct refresher training for the PCs regarding documenting and maintaining asset management system records in accordance with NCUA policy and procedures.

Update the accountable property policy to implement a process for the PMO to complete a periodic review of the IT asset inventory to validate that the inventory is documented and maintained in accordance with NCUA policy and procedures.

Complete the PRISM risk assessment review on an annual basis and document the results.

Ensure that the annual risk assessment reviews for all third-party NCUA services are completed.

Document and implement a process to track and complete supply chain risk assessments for all third-party systems and service providers.

Implement improved processes for leveraging dashboards in order to monitor and manage patch compliance and remediation of vulnerabilities including the tracking of approved and unapproved software.

Complete the 2024 backlog of overdue reinvestigations.

Document and implement a process for notifying OHR to add the initial role-based security training requirement to the learning profile in the learning management system for new hires requiring the training

Complete implementation of the new alternate processing and storage site to a fully operational state.