Open Recommendations

[Description omitted; DOJ has determined that this recommendation contains information that is limited official use or classified.]

[Description omitted; DOJ has determined that this recommendation contains information that is limited official use or classified.]

[Description omitted; DOJ has determined that this recommendation contains information that is limited official use or classified.]

[Description omitted; DOJ has determined that this recommendation contains information that is limited official use or classified.]

[Description omitted; DOJ has determined that this recommendation contains information that is limited official use or classified.]

Reevaluate FAA's Business Staffing Rules so that workload, fleet count based on make/model/series, and aircraft models and series with separate maintenance review board reports are considered in the staffing algorithm for each inspector position.

Require that an independent workplace survey of the FAA United CMO be conducted to determine how inspector fleet assignments and workload distribution are impacting office culture. This should include implementing an action plan to address these needs.

Establish and implement an action plan to address FAA's documented staffing shortages and provide continuous resources to the United CMO that addresses retirement trends, average training time, and staffing turnover for a period longer than 3 years to ensure sufficient oversight.

Develop a strategic plan to provide outreach and education to the entire inspector work force on the protections of Safety Management System (SMS) data once the designation of protection is published in the Federal Registry. This should include education on inspectors' ability to request and review an air carrier's SMS data and records when conducting surveillance and addressing non-compliances.

Develop and implement a policy for FAA personnel to determine when an inspection should be postponed based on the percentage and/or type of questions that cannot be answered. This should include a management control so that FAA personnel with authority to assign inspections use "resources not available" when this threshold is met.

Provide analytical support from FAA's Safety Analysis Branch to CMOs to gather, analyze, and trend data for questions that have been answered "not observable" to support risk-based decision making.

Implement a plan with the Office of Acquisition and Logistics Project Management Office to ensure system access is more granular and the intent of the principle of least privilege is met.

Ensure all roles and accesses, including those provided by default access, are reviewed and certified periodically as required.

Implement a permanent solution to provide supervisors and information owners with visibility of all roles and accesses, including those provided by default access, granted to users.

OIG recommends the deputy assistant secretary for the FMBT Service implement a plan with the Office of Acquisition and Logistics Project Management Office to ensure system access is more granular and the intent of the principle of least privilege is met.

OIG recommends the deputy assistant secretary for the FMBT Service ensure all roles and accesses, including those provided by default access, are reviewed and certified periodically as required.

OIG recommends the deputy assistant secretary for the FMBT Service implement a permanent solution to provide supervisors and information owners with visibility of all roles and accesses, including those provided by default access, granted to users.

FHFA's Chief Financial Officer should update FHFA’s invoice review policies and procedures to require CORs and Invoice Approvers to perform a documented review of invoice billing rates (e.g., confirmation against contract or task order tables) prior to payment approval.

FHFA's Chief Financial Officer should update FHFA’s invoice review training materials for CORs and Invoice Approvers to include clear step-by-step instructions on how to verify billing rates against contract terms and document verification.

FHFA's Chief Financial Officer should ensure that all staff with invoice approval authority complete the updated training.

FHFA's Chief Financial Officer should update procedures to set timeframes for OCFO personnel to request (a) a written statement on why an invoice was paid late; and (b) written corrective actions to be taken to prevent any future late payment issues.

FHFA's Chief Financial Officer should assign back-ups for OCFO personnel on leave to ensure that the control procedure to obtain written statements explaining why late payments occurred and corrective actions to be taken to prevent any future late payments is performed timely.

(U) Rec. A.1: The DoD OIG recommended that the Secretary of the Air Force, as Executive Agent for the DoD Military Working Dog Program, in coordination with the DoD Military Working Dog Program Manager, reduce the number of DoD military working dogs in non-training status at the 341 Training Squadron to meet Title 9 Code of Federal Regulations requirements until the number of caretakers meets the Department of Air Force Instruction 31-126 requirements for 5 hours per day of physical activity, social and cognitive enrichment.

(U) Rec. B.1: The DoD OIG recommended that the Secretary of the Air Force, as Executive Agent for the DoD Military Working Dog Program and the DoD Military Working Dog Program Manager, in coordination with the Secretary of the Army and the Secretary of the Navy, develop and implement a plan to upgrade military working dog kennel facilities to meet current DoD standards.

The Director of FinCEN should conduct and document an assessment of FinCEN’s decision to offer bulk data access, including the potential risks and how those risks are being mitigated.