Open Recommendations

Comprehensively assess SNAP fraud risks in adherence with leading practices identified in GAO’s Fraud Risk Management Framework.

Document the fraud risk profile for SNAP, incorporating fraud risks determined from OIG Recommendation 2 activities, in adherence with applicable leading practices identified in GAO’s Fraud Risk Management Framework.

Design and implement an antifraud strategy for SNAP based on a fraud risk profile (see OIG Recommendation 3, above) consistent with leading practices as provided in GAO’s Fraud Risk Management Framework.

USAID/Pakistan determine the allowability of $479,381 in ineligible questioned costs detailed on pages 27 to 39 of the audit report and recover any amount that is unallowable.

USAID/Pakistan determine the allowability of $1,049,901 in ineligible questioned costs detailed on pages 50 to 57 of the audit report and recover any amount that is unallowable.

OIG recommends that the Bureau of Administration develop and implement policies and procedures for aspects of the tender agreement process that do not have established requirements, such as promoting and expanding competition and negotiating rates, adding the required terms and conditions to tenders, evaluating whether bidding transportation service providers (TSP) have met all terms and conditions, and requesting to add or remove a TSP to or from a post's list of preferred TSPs for participation in the International Through Government Bill of Lading program.

OIG recommends that the Bureau of Administration develop and implement policies and procedures for documenting justified exceptions to booking shipments using the preferred shipment method of International Through Government Bill of Lading, identifying key decision factors to select the appropriate shipment method, and evaluating shipments in line with those factors.

OIG recommends that the Bureau of Administration update the tender of service template for shipping and storage services with all terms and conditions required by the Federal Management Regulation and disseminate the updated template to post personnel.

OIG recommends that the Bureau of Administration develop and implement standardized training"for new and existing despatch agency personnel"that covers key decision factors and evaluation guidelines for determining the appropriate shipment method for personal effects.

OIG recommends that the Under Secretary for Management, in consultation with the Deputy Secretary of State for Management and Resources and other stakeholders as appropriate, evaluate the Department of State's (Department) workforce capacity and develop a strategic workforce plan for its reform efforts, including the realignment of U.S. Agency for International Development functions. The evaluation and strategic workforce plan should enable the Department to have "the right person with the right skills, in the right position at the right time as described by the Office of Personnel Management.

OIG recommends that the Secretary of State delegate responsibility for completion of U.S. Agency for International Development realignment efforts to the Deputy Secretary of State for Management and Resources (D-MR). After the sunset of the Assistance Transition Working Group on July 1, 2025, in accordance with Government Accountability Office key practices, D-MR should ensure that Department of State bureaus, offices, and overseas posts with realignment responsibilities have the appropriate resources and capacity to manage implementation processes.

OIG recommends that, following implementation of Recommendation 1, the Deputy Secretary of State for Management and Resources, in coordination with the Assistance Transition Working Group or other Department of State (Department) entities or individuals as appropriate, complete the implementation plan for realigning U.S. Agency for International Development functions. The implementation plan should account for decisions that have already been made, actions required beyond July 1, 2025, and the concurrent Department reorganization announced on April 22, 2025.

Rec. 1.a: The DoD OIG recommended that the Assistant Secretary of the Army (Manpower and Reserve Affairs) update the Integrated Personnel and Pay System"Army, in coordination with the Office of the Deputy Chief of Staff, G-1, Functional Management Division Director, to cumulatively track the amount of parental leave remaining per qualifying event.

Rec. 1.b: The DoD OIG recommended that the Assistant Secretary of the Army (Manpower and Reserve Affairs) develop procedures to perform periodic reviews of, or coordinate with the Office of the Deputy Chief of Staff, G-1, Functional Management Division Director, to develop internal controls in the Integrated Personnel and Pay System"Army to ensure that Service members do not take unallowable parental leave increments or leave without an approved exception after the 1-year period following a qualifying event.

Rec. 2: The DoD OIG recommended that the Chief of Naval Personnel confirm whether a control exists in the Navy Standard Integrated Personnel System to ensure that Service members do not take parental leave after the 1-year period following a qualifying event without an approved exception. If no control exists, the Chief of Naval Personnel should perform periodic reviews of, or coordinate with the Office of the Naval Chief Information Officer, to develop internal controls in the Navy Standard Integrated Personnel System to ensure Service member compliance.

Rec. 3.a: The DoD OIG recommend that the Assistant Secretary of the Air Force (Manpower and Reserve Affairs) update LeaveWeb or develop and implement an internal control in the replacement system, MyLeave, in coordination with the Deputy Assistant Secretary (Business Systems and Technology), Chief Information Office, to cumulatively track the amount of parental leave remaining per qualifying event.

Rec. 3.b: The DoD OIG recommended that the Assistant Secretary of the Air Force (Manpower and Reserve Affairs) develop procedures to perform periodic reviews of, or coordinate with the Deputy Assistant Secretary (Business Systems and Technology), Chief Information Office, to develop internal controls in, LeaveWeb or the replacement system, MyLeave, to ensure that Service members do not take unallowable parental leave increments, leave exceeding the allotted amount, or leave after the 1-year period following a qualifying event without an approved exception.

Rec. 4.a: The DoD OIG recommended that the Deputy Commandant for Marine Corps Manpower and Reserve Affairs update Marine Online to cumulatively track the amount of parental leave remaining per qualifying event for use by commanders and Service members.

Rec 4.b: The DoD OIG recommended that the Deputy Commandant for Marine Corps Manpower and Reserve Affair develop procedures to perform periodic reviews of, or develop internal controls in, Marine Online to ensure that Service members do not take unallowable parental leave increments.

Rec. 5.a: The DoD OIG recommended that the Space Force Deputy Chief of Space Operations for Human Capital coordinate with the Assistant Secretary of the Air Force (Manpower and Reserve Affairs) to address Recommendation 3.a or develop Space Force"specific processes to cumulatively track the amount of parental leave remaining per qualifying event.

Rec. 5.b: The DoD OIG recommended that the Space Force Deputy Chief of Space Operations for Human Capital coordinate with the Assistant Secretary of the Air Force (Manpower and Reserve Affairs) to address Recommendation 3.b or develop Space Force"specific reviews or automated processes to ensure that Service members do not take unallowable parental leave increments, leave exceeding the allotted amount, or leave after the 1-year period following a qualifying event without an approved exception.

Assess whether the Information Technology Profile and Information Technology Risk Examination work programs used by Reserve Bank examiners address emerging information technology and cybersecurity risks and, based on this assessment, provide supplemental guidance and customize the Information Technology Profile and Information Technology Risk Examination work programs for System-led examinations as needed.

Establish a process to periodically assess whether the Information Technology Profile and Information Technology Risk Examination work programs used by Reserve Bank examiners, including the Board’s customized guidance, address current material risks in the information technology and cybersecurity environment and update the Information Technology Profile and Information Technology Risk Examination work programs as needed.

Clarify accountability for defining systemwide community banking organization information technology and cybersecurity training requirements.

Develop information technology and cybersecurity training guidance that describes expectations for generalist examiners conducting community banking organization information technology examinations, including expectations for on-the-job training and expectations following the completion of the community banking organization Examiner Commissioning Program.