Open Recommendations

We recommend that USADF's Chief Information Officer remediate the 122 high-risk and 23 critical vulnerabilities identified by USADF's December 2, 2024, scans.

We recommend that USADF's Chief Information Officer evaluate its vulnerability remediation process to determine why high and critical vulnerabilities were not addressed within required time frames and implement corrective actions as appropriate.

We recommend that USADF's Chief Information Officer finalize the enterprise risk management plan to define roles, responsibilities, and authority for cybersecurity risk management.

We recommend that USADF's Chief Information Officer determine why the enterprise risk management plan was not finalized and implement corrective action as appropriate.

We recommend that USADF's Chief Information Officer determine whether USADF updated its cybersecurity training strategy and plans to incorporate the results of the workforce assessments and, if not, update and implement the strategy and plan.

Establish procedures to monitor compliance with FLRA’s Alternative Work Schedules policy.

Provide training to all employees (which includes supervisors) on all available alternative work schedules. This training should be provided to all new employees during employee orientation and to all employees whenever significant changes to the policy occur.

Modify the FLRA Policy No. 3640.2 Work Schedule Selection Form to the correct flexible schedule options that employees may choose.

GLS should amend its procedures relating to the annual count and valuation of OM&S to include verification of unit and total costs. This should include locating or reconstructing source documentation for the total quantity on hand for each item and matching the costs entered in the system to the source documents.

GLS should determine how average costs are calculated within the inventory tracking system. If the average cost in the system for specific inventory items does not represent the average cost of inventory on hand, the average cost in the system should be periodically adjusted when the annual inventory is performed or at year-end.

GLS should tighten its controls relating to personnel's completion of inventory issuance requests so that warehouse personnel are aware when items are checked out and the inventory tracking system can be updated timely.

GLS should implement a procedure (e.g., require two people to sign off on the shipping receipt or bill of lading) for all operating materials and supplies to ensure that the quantity received agrees with the quantity recorded and placed into inventory.

GLS should continue executing its corrective action plan and complete the review of the unit and total costs of inventory items.

We recommend the Vice President, Power Supply and Fuels, determine if impacts from program implementation and adoption challenges have been incorporated in future goals.

Implement a process to thoroughly review the journal entry and supporting documentation used to record and calculate imputed cost, respectively, to ensure that the cost is accurately recorded in the general ledger.

Take appropriate action to award retirement benefits to the 35 claimants identified in our audit.

To prevent future errors, establish controls to ensure employees request and document evidence of lag earnings when claimants allege such earnings.

To prevent future errors, establish controls to ensure employees review prior retirement claims for claimants who may be entitled to additional benefits based on prior claims.

The Marion VA Health Care System Director ensures primary care nursing staff’s adherence to facility fall prevention policy and monitors compliance.

The Marion VA Health Care System Director evaluates the facility fall prevention policy to consider expectations for mental health staff’s role in responding to patient reports of falls at home.

The Marion VA Health Care System Director ensures compliance with the primary care program facility policy concerning specialty consultation staff’s communication with a patient’s primary care provider regarding patient concerns.

The Marion VA Health Care System Director ensures compliance with the facility patient problem list standard operating procedure.

The Marion VA Health Care System Director strengthens processes to ensure compliance with Veterans Health Administration timeliness standards for obtaining and scanning community care records.

The Marion VA Health Care System Director reviews facility care coordination practices between primary care providers and community care providers, identifies barriers to sharing patient treatment information to inform clinical decision-making, and takes action as warranted.

The Marion VA Health Care System Director ensures community care staff adhere to requirements regarding completion of community care-care coordination plan notes and monitors compliance.