Open Recommendations

Current GPO IT policy strictly prohibits application downloads. GPO should consider updating IT policies to more clearly define the scope of acceptable and prohibited uses, including establishing a “whitelist” of approved applications. The updated policy should better delineate reasonable personal use, use while off-duty, and the consequences for violations, to include loss of network access or mobile phone use.

Correct USAspending.gov to reflect the 9 missing projects we questioned with funding totaling more than $71.9 million questioned.

Reconcile and correct the inconsistent financial data that net more than $20.6 million in USDA’s Financial Management Modernization Initiative system and/or USAspending.gov for the 38 projects.

Establish internal control procedures to ensure recruitment, relocation, and retention incentive documentation is appropriately maintained in accordance with VA policy and guidance.

Enforce procedures to ensure Veterans Integrated Service Network human resources offices properly review recruitment, relocation, and retention incentive documentation for compliance with VA policy.

Enforce quality control checks to ensure Veterans Integrated Service Networks fulfill requirements for maintaining recruitment, relocation, and retention incentives documentation.

Establish accountability measures to ensure Veterans Integrated Service Networks quality control and oversight responsibilities are risk-based and fulfilled in a timely manner.

Evaluate resource requirements and establish accountability measures to ensure quality control and oversight responsibilities are risk-based and fulfilled in a timely manner.

Evaluate the retention incentive awards for the 28 employees identified in this report who received payments after the incentive period ended, terminate the incentive if it was not recertified, determine whether recoupment of funds is warranted, and take action if appropriate.

Assess retention incentive payment data to identify awards that have been paid for over one year and determine whether each has been appropriately recertified or should be terminated.

Establish oversight procedures to ensure retention incentives are reviewed annually, recertified if appropriate, or otherwise terminated to ensure payments are not continued after the expiration date.

The OIG recommends facility leaders develop and implement a plan to resolve infrastructure issues that affect patient care.

The OIG recommends facility leaders develop and implement a plan to resolve veterans unanswered phone calls and inability to reach staff.

The OIG recommends facility leaders replace the emergency call boxes in the parking garage to ensure they are active and functioning.

The OIG recommends facility leaders update local policies and memorandums related to communication of test results.

The OIG recommends facility leaders take additional actions to obtain manageable panel sizes per VHA guidelines and ensure patients have access to high-quality care.

The OIG recommends facility leaders evaluate and improve processes for medical clearance of veterans who participate in the Compensated Work Therapy program.

Facility leaders determine appropriate supply storage locations, and for any suppliesstored outside these defined locations, implement a process to ensure staff identifyand remove expired supplies.

Facility leaders ensure video laryngoscope supplies are readily available and notexpired.

The Director ensures staff keep patient care areas clean and safe.

The Director ensures staff complete required preventive maintenance forbiomedical equipment.

Facility leaders develop service-level workflows and processes to monitorcommunication of test results to patients.

USDA OIG has determined that this recommendation contains sensitive information and will not be publicly released due to privacy concerns.

USDA OIG has determined that this recommendation contains sensitive information and will not be publicly released due to privacy concerns.

USDA OIG has determined that this recommendation contains sensitive information and will not be publicly released due to privacy concerns.

Review existing financial advisory and consulting services Receivership Basic Ordering Agreements and take appropriate steps to establish an adequate supply of contractors with appropriate resources to address the FDIC’s future procurement needs in the event of financial institution failures and financial crises.

Establish a process to periodically review financial advisory and consulting services Receivership Basic Ordering Agreements to ensure sufficient contractor resources are available to meet the FDIC’s mission-critical needs.

Establish an upfront pricing framework or advanced pricing within all financial advisory and consulting service Receivership Basic Ordering Agreements.

Establish an emergency response acquisition team with appropriate FDIC personnel and ensure that a dedicated team of key individuals (including Technical Monitors) is available to carry out emergency procurement procedures.

Develop and implement periodic emergency procurement testing exercises for appropriate FDIC employees.

Establish a process for emergency procurements to document and maintain analysis, decisions, and commitments, to include, at a minimum, those identified in this report.

Develop and implement a process to analyze and determine when documented deliverables should be required on emergency service contracts to ensure contract personnel have the ability and resources to oversee contractor performance.

Perform retrospective reviews when the FDIC conducts or tests emergency acquisition procedures.

Review the work performed and information used by the four non-U.S. citizens and take appropriate action.

Provide training and guidance to its Executive Management and personnel reinforcing their roles and responsibilities in carrying out and overseeing the FDIC’s emergency acquisition procedures. This training and guidance should include, at a minimum, the following:
• understanding roles and responsibilities;
• initiating and performing emergency and expedited procedures; and
• initiating, modifying, approving, and submitting requirements packages.

We recommend that the Acting Commandant of the Coast Guard conduct an analysis to determine how best to use available resources in District 8 to increase its IUU fishing interdiction rate.

We recommend that the Acting Commandant of the Coast Guard develop and implement a measurable performance goal for IUU fishing enforcement on the high seas or within the EEZ of another nation.

We recommend FEMA’s Grant Programs Directorate Assistant Administrator develop and implement an agreed-upon process to establish and report Operation Stonegarden grant performance measures and targets to the Office of National Drug Control Policy.

We recommend FEMA’s Grant Programs Directorate Assistant Administrator develop and implement a methodology for estimating the percentage of Operation Stonegarden grant funds used for drug enforcement activities.

We recommend FEMA’s Grant Programs Directorate Assistant Administrator develop and implement a process in coordination with CBP to obtain and review Operation Stonegarden grant performance information reported to Office of National Drug Control Policy.

Work with Vendor One to remediate (or accept the risks associated with) the vulnerabilities identified with its charging stations.

Work with Vendor Two to remediate (or accept the risks associated with) the vulnerabilities identified with its charging stations.

Work with Vendor Three to remediate (or accept the risks associated with) the vulnerabilities identified with its charging stations.

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

Some or all of the recommendation is not publicly available due to concerns with information protected under the Freedom of Information Act.

Provide suggested guidance to the district level to update their contingency operations plans to account for the inoperability of charging stations.

Update the performance plans for the National Account Managers to include standards regarding proactive efforts to develop new customers, and ensure these standards are incorporated into the annual marketing plan.

Develop a marketing plan to initiate contact with those agencies not currently doing business with GPO.

Develop specific and measurable annual targets for customer and revenue growth.

Revise policies and procedures to ensure accurate, current, and complete financial results are reported on all Federal awards.