Open Recommendations

The Hampton VA Medical Center Director completes a review of Medical Executive Committee meeting minutes and ensures recommendations made for focused professional practice evaluations for cause for licensed independent practitioners have been completed according to Veterans Health Administration requirements.

The Hampton VA Medical Center Director ensures that, when providers are transitioned from an initial focused professional practice evaluation to an ongoing professional practice evaluation, the transition is reported and documented as required by Veterans Health Administration policy, and monitors for compliance.

The Hampton VA Medical Center Director ensures that ongoing professional practice evaluations include documentation of all conclusionary outcomes required by Veterans Health Administration policy.

Implement an action plan to address needs identified in the independent workplace survey.

Provide training to all AGC-500 attorneys on the capabilities and use of the modified Case Document Management System.

Develop a management control that ensures that the attorneys use the Case Document Management System to input, track, and monitor their work, including all case-related communications.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by defining roles and responsibilities for maintaining water quality in GSA-controlled facilities.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by ensuring that: water quality is maintained through consistent policies and practices nationwide; deviations to PBS’s Drinking Water Quality Management policy and the PBS water safety guidance are approved by PBS’s Central Office; and any water safety policies or guidance developed by regional offices do not contradict policies and guidance issued at the national level.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by ensuring that PBS’s water safety activities are incorporated into O&M contracts, recorded in PBS’s National Computerized Maintenance Management System, and overseen by PBS personnel.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by incorporating PBS’s water safety oversight responsibilities into quality assurance surveillance plans for O&M contracts to ensure contractor compliance with water safety activities.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by ensuring that PBS personnel and O&M contractors have access to tenant spaces so flushing can be performed.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by amending O&M and other contracts to ensure that energy efficiency and water conservation requirements do not conflict with PBS’s Drinking Water Quality Management policy and the PBS water safety guidance.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by ensuring water quality test results—especially those above EPA action levels—are communicated timely to building tenants, GSA child care center operators, and parents and guardians of affected children.

We recommend that the PBS Commissioner provide appropriate oversight to ensure water is safe to occupants in its buildings by amending and implementing PBS’s Drinking Water Quality Management policy to: include reduced occupancy or decreased water usage as additional criteria for lead, copper, Legionella bacteria, and other contaminant testing; ensure requirements in PBS’s Drinking Water Quality Management policy, its companion Desk Guide for Drinking Water Quality Management, and the PBS water safety guidance are incorporated into the amended policy, unless there are safety reasons why such requirements cannot or should not be incorporated; and formalize its requirement to complete additional…

We recommend that FWS require the Department to develop controls with the State Procurement Office to ensure the proceeds from the sale of license revenue-funded or grant-funded equipment are returned to the Department.

We recommend that FWS require the Department to suspend the sale of equipment until Recommendations 1 and 2 have been implemented.

We recommend that FWS require the Department to develop a mechanism to ensure salaries and wages are charged to the relevant Federal awards and are accurate, allowable, and properly allocated to funded activities.

We recommend that FWS require the Department to retroactively update USAspending.gov with all subawards that were not reported since fiscal year 2021.

Update guidance mandating use of an effective date builder for rating veterans service representatives to consider earlier effective dates when granting entitlement to individual unemployability.

Develop standardized language and prioritize incorporation into the Veterans Benefits Management System to assist rating veterans service representatives in addressing all required information/elements within an individual unemployability rating narrative.

Establish additional system controls to ensure rating veterans service representatives address competency when individual unemployability has been awarded based solely on a mental condition.

Require the Critical Incident Response Group (CIRG) to perform a formal evaluation of the personnel and financial resources required to meet anticipated future demand for Violent Criminal Apprehension Program (ViCAP) services and provide the results to FBI executive leadership. In response to this evaluation, FBI executive leadership should determine whether to allocate the personnel and financial resources, and/or potentially leverage other similar programs and activities within the FBI, necessary to meet ViCAP's anticipated needs.

Develop a comprehensive strategic plan for ViCAP that accounts for both the resources available to ViCAP and also the anticipated short-term and long-term changes in demand for ViCAP's services. This plan should specifically identify necessary improvements to ViCAP's information technology and quality control functions.

Using the strategic plan developed in response to Recommendation 2, establish and maintain comprehensive and meaningful performance metrics, including a mechanism for capturing and evaluating customer feedback, program reach, and active participation, to better assess the value and effectiveness of ViCAP.

USAID's Assistant to the Administrator in the Bureau for Resilience, Environment, and Food Security: Develop and implement a process to ensure that all climate change mitigation activities report complete results on applicable climate change mitigation indicators.

USAID's Assistant to the Administrator in the Bureau for Resilience, Environment, and Food Security: Develop and implement a process to ensure greenhouse gas reduction results are calculated and measured accurately.

USAID's Assistant to the Administrator in the Bureau for Resilience, Environment, and Food Security: Develop and implement a process to report consolidated results on climate change mitigation indicators that can be identified with location data and disaggregated by country, activity, and/or type of effort.

USAID's Assistant to the Administrator in the Bureau for Resilience, Environment, and Food Security: Develop and implement a process for assessing and monitoring performance across climate change mitigation efforts.

USAID's Assistant to the Administrator in the Bureau for Resilience, Environment, and Food Security: Develop and implement a method to communicate consolidated and comprehensive climate change mitigation efforts to internal and external stakeholders.

Develop a cost-benefit analysis to assess whether FAA should reconsider the decision to remove the Data Comm requirement for a two-way interface between TFDM and TDLS.

Evaluate and resolve human factors issues within TFDM to improve how the system provides critical flight information to controllers.

Perform an assessment to determine if more scenario-based exercises are needed to improve future training and if so, implement revised TFDM training.

Review El Paso sector staffing levels, determine staffing requirements, and develop and implement additional strategies for staffing centralized processing centers during migrant surges.

Develop, implement, and regularly monitor quality assurance mechanisms at the Santa Teresa station to ensure compliance with standards related to providing hygiene items, sleeping mats, and medical care to detainees.

Oversee a data integrity review at the El Paso Hardened Facility to verify that staff are accurately recording custodial actions. If the problem we identified persists, implement a quality assurance plan, and continue to monitor data integrity.

We recommend the CISA Chief Information Officer immediately mitigate the control deficiencies or cease operation of the Federal Virtual Training Environment system.

Implement controls to allow for the capability to identify and monitor potential scheduling delays and to ensure family preferences are being met at national cemeteries.

Improve schedule management for charging station construction by using a project management system and related analytics to record dynamic updates, centralize information, and analyze performance to inform future construction baselines.

(U) Rec. 1: Recommendation is Classified.

(U) Rec. 2: Recommendation is Classified.

(U) Rec. 3: Recommendation is Classified.

(U) Rec. 4.a: Recommendation is Classified.

(U) Rec. 4.b: Recommendation is Classified.

(U) Rec. 4.c: Recommendation is Classified.

We recommend that GHC continue to remediate the specific technical weaknesses discovered during this audit as outlined in the vulnerability scan audit inquiry.

We recommend that the Office of Policy work with the Bureau for Africa and missions in sub-Saharan Africa to establish performance goals and measurable targets that missions can use to help the Agency assess its progress toward meeting goals in its efforts to respond to Chinese influence.

Develop and implement adequate procedures to ensure that confirmed EBLL cases, unconfirmed EBLL cases, and environmental investigations are reported to HUD.

Develop and implement adequate procedures and controls to ensure that environmental investigations are completed when required.

Perform a search for historical documentation to support the lead-free status of the 15 units and the associated developments. If adequate documentation is not found to support that all lead-based paint was identified and abated and clearance was achieved as required, the Authority should complete a lead-based paint inspection of the developments to determine whether they are lead free.

Develop a quality control process to ensure that records for the remaining 1,385 units contain evidence of lead-free status. If adequate documentation is not found to support that all lead-based paint was identified and abated and clearance was achieved as required, the Authority should complete a lead-based paint inspection of the developments to determine whether they are lead free.