Open Recommendations

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.

Clarify in guidance the expectations for updating and reaffirming responses in Information Technology Profiles and retaining Information Technology Profiles for each information technology examination in the appropriate system of record, and expectations for assessing ongoing compliance.

Ensure the program clarifies and defines requirements for pain management teams in the new Veterans Health Administration Directive 1151, Pain Management and Opioid Safety.

Establish means to periodically validate the status information of facilities pain management teams.

Require the program and the chief operating officer to assess and ensure corrective actions are taken to address each medical facilitys lack of progress in achieving compliance with the requirement to have a pain management team as mandated by the Jason Simcakoski Memorial and Promise Act.

Facility leaders ensure all veterans and visitors, including those who require mobility assistance, have safe and accessible pathways to clinical areas during elevator repairs.

Facility leaders ensure staff complete and document preventive maintenance for medical equipment.

Analyze and document potential cost savings attributable to in-person versus telephone sampling methods used to collect data for the In-Office Cost System.