Open Recommendations

Develop, document and implement standard operating procedures over the property, plant and equipment process including an independent reconciliation of the amounts recorded in the general ledger to the Property records maintained by the EAC.

The BOP should develop policies or formal procedures regarding timelines for scheduling medical appointments for inmates and documenting and tracking the scheduling of such appointments. Such policies or formal procedures should explain the designations of routine, urgent, and emergent; provide expectations for when such designations are used and how quickly orders with such designations should be completed; and set forth processes for monitoring the status of orders and notifying the ordering provider of such status.

The BOP should refine their policies or formal procedures to ensure that inmates who report serious medical symptoms or receive critical test results are provided regular follow-up medical care. As part of these policies or formal procedures, the BOP should consider requiring each institution to develop an "urgent list" of inmates who have urgent medical needs to ensure they receive consistent follow-up medical care.

: The BOP should develop policies or procedures to help ensure that inmates who are scheduled for colonoscopies follow the diet and medication regimen to properly prepare for such colonoscopies.

The BOP should monitor changes to federal and DOJ compassionate release requirements and guidelines, including the USSG, and consider making corresponding changes to its Compassionate Release Program Statement. For example, in view of provisions in the 2023 sentencing guidelines, we further recommend that the BOP assess whether it should revise its Compassionate Release Program Statement to state that the BOP should consider a reduction in sentence when the defendant is suffering from a medical condition that requires long-term or specialized medical care that is not being provided and without which the defendant is at risk of serious deterioration in health…

The BOP should revise its policies, procedures, or training to ensure that BOP employees handling Reduction In Sentence requests based on medical circumstances consider not only whether an inmate has a definitive diagnosis but also whether the BOP has been meeting the inmate's medical needs, has the ability to meet the inmate's medical needs going forward, and has scheduled the medical appointmentsnecessary to diagnose the inmate's medical condition.

The BOP should require that a physician, midlevel provider, or other medical professional be consulted in connection with all Reduction In Sentence requests based on medical circumstances.

The Department should develop policies or procedures that provide guidance to AUSAs about steps they should take and factors they should consider when responding to motions for compassionate release based on extraordinary medical circumstances. As part of such policies or procedures, the Department should consider requiring AUSAs, before responding to a motion for compassionate release, to seek input from BOP medical professionals or other medical experts and address timeliness and quality of past medical care by the BOP for the inmate, understaffing at the facility where the inmate is housed, and the BOP's ability to meet the inmate's needs.

The BOP should revise its policies, procedures, or training to ensure that BOP employees understand the importance of carefully reading court orders and seeking guidance when they do not understand them; wait for approval from the relevant U.S. Probation Office before releasing inmates who require such approval; and take other steps to ensure safe and humane transport of inmates to their release destination, including seeking assistance from a BOP social worker or medical provider and utilizing air ambulance services where appropriate.

Develop and finalize processes and procedures for real property asset management-related activities, to include acquisition, management, utilization, and disposal of owned real property.

Establish and execute a data-driven decision-making process for the current and future use of the Student Residence Center and its operations. At a minimum, this process should:
a.
Identify and centralize sources of Student Residence Center-related financial and non-financial data across the FDIC, as appropriate.
b.
Utilize and analyze financial and non-financial data identified to inform Student Residence Center resource allocation decisions to achieve the best value.

Develop performance goals and objectives for the Student Residence Center, in alignment with the FDIC’s mission, strategic plan, and performance goals.

Leverage FDIC Directive 4010.03, Enterprise Risk Management and Internal Control Program to identify, assess, and manage risks specifically related to achieving the Student Residence Center performance goals and objectives, and coordinate with the Office of Risk Management and Internal Controls, as necessary.

We recommend that the Grantee develop written policies and procedures regarding the management of federal awards, in accordance with the Uniform Guidance.

We recommend that the Grantee revise the final Form SF-270 report issued to ARC to reflect the correct matching amounts.

Verify that Kenya Red Cross Society corrects the one instance of material noncompliance detailed on page 28 of the audit report.

We recommend the Senior Vice President, Generation Projects and Fleet Services, in conjunction with the Vice President, Transmission System Projects and the Vice President, River Operations, evaluate the results of transmission studies and develop a plan to determine which transmission upgrades to pursue and responsibilities for funding.

We recommend the Senior Vice President, Generation Projects and Fleet Services, formalize a process to evaluate transmission impacts in the planning phase for Hydro Life Extension projects.

We recommend the Senior Vice President, Generation Projects and Fleet Services, reinforce the expectation to incorporate lessons learned as part of the continuous improvement process.

Coordinate with the Lakeshores Division Director, Logistics to provide training to supervisors on the procedures for properly monitoring and reporting employee absences and verify that all supervisors monitor attendance at the Cleveland Processing and Distribution Center.

Coordinate with the Lakeshores Division Director, Logistics to develop and implement a plan to verify scanning at the Cleveland Processing and Distribution Center is consistently completed in accordance with policy.

Ensure a complete understanding is obtained as to what constitutes accounts payable and accrued
expenses and how that is different from obligated, undelivered orders. In addition, increase the
understanding of what accounts on the trial balance and line items on the financial statements are
impacted by accruals.

Improve the existing worksheet used for accrual calculations by including contract type, services/
goods received, documentation of accrual methodology and accumulate adequate support that is
readily available. The spreadsheet and supporting documentation should be presented to a
supervisor for review as part of the accrual review process.

Ensure a complete understanding is obtained as to what constitutes accounts payable and accrued
expenses and how that is different from obligated, undelivered orders. In addition, increase the
understanding of what accounts on the trial balance and line items on the financial statements are
impacted by accruals.

Improve the existing worksheet used for accrual calculations by including contract type,
services/goods received, documentation of accrual methodology and accumulate adequate support
that is readily available. The spreadsheet and supporting documentation should be presented to a
supervisor for review as part of the accrual review process.