Open Recommendations

The DCSE should update guidelines to establish time frames for the expeditious handling of the Presidential returns at all phases of the process.

The DCSE should conduct an analysis to determine whether there are opportunities to reduce delays in requesting and getting access to restricted Presidential tax accounts, and implement any corrective actions based on this analysis.

The DCSE should formalize in internal guidelines (1) the criteria to restrict the accounts of the President and Vice President and (2) the process for requesting and gaining access to restricted Presidential accounts.

Ensure the Office of Integrated Veteran Care strengthens controls to monitor the third-party administrators to ensure non-VA providers’ completion of the VA Opioid Safety Initiative training module.

The Under Secretary for Health collaborates with the region 2 third-party administrator to ensure that community care providers submit documentation of care to the Veterans Health Administration including treatments provided specific to opioid risk mitigation (urine drug screening, prescription drug monitoring program checks) and all prescriptions, to include urgently/emergently prescribed opioids and utine/maintenance opioid prescriptions.

The Under Secretary for Health develops and implements action requiring community care network providers to conduct and document completion of state prescription drug monitoring program queries consistent with VHA policy, prior to prescribing controlled substances, regardless of whether the prescriptions are urgent, emergent, routine or maintenance prescriptions and monitor compliance as part of their Community Provider Opioid Prescribing Practice reviews.

In coordination with the BOP and USMS: (a) evaluate what use-of-force requirements and restrictions should apply to custodial situations, and (b) ensure these requirements are incorporated into DOJ, BOP, and USMS policies.

Evaluate components' determination on the applicability of DOJ's 2021 Restraint and "No Knock" Guidance and 2022 Use-of-Force Policy to task force officers and contractors acting in a law enforcement capacity to ensure that legal and operational risks are adequately mitigated.

Amend policies to clearly instruct employees to delete self-employment income (SEI), rather than transfer it to the Earnings Suspense File (ESF), when the numberholder under whose personal information the earnings were reported disclaims the earnings.

Take appropriate action (for example, conduct additional training, update policy and user guides, send emergency messages) to ensure employees process earnings adjustments in accordance with policy.

Delete all disclaimed SEI for Tax Years 2012 through 2019 that remain in the ESF unless the earnings were reported with a name that clearly differs from that on the earnings record to which they were originally posted.

CMS should pursue one or more payment changes that could further realize savings from biosimilars for Part B and enrollees.

Develop policies and procedures to implement the District of Columbia OIG's expanded law enforcement authority and ensure that Unit investigators receive training on the new authorities.

Build upon its efforts with the District's Medicaid agency to increase fraud referrals from the MCOs.

Ensure that supervisory reviews of case files are conducted and documented in accordance with Unit policy.

Ensure that all convictions and adverse actions are reported to Federal partners within the appropriate timeframes.

We recommend the Executive Associate Director for Management and Administration ensure COs issue COR appointment letters to CORs who do not have them and reissue outdated COR appointment letters.

We recommend the Executive Associate Director for Management and Administration develop and implement procedures to ensure contracting staff issue COR appointment letters and maintain them in contract files.

We recommend the Executive Associate Director for Enforcement and Removal Operations develop and implement guidance to ensure that Enforcement and Removal Operations develops QASPs for contracts that include specific methods for monitoring contractor compliance with contract terms and develop procedures to ensure CORs use the QASPs as part of their oversight activities.

We recommend the Executive Associate Director for Enforcement and Removal Operations evaluate the workload for CORs and determine if sufficient resources are allocated to adequately oversee contracts and, based on the evaluation, develop, and implement a plan to more effectively manage or obtain additional personnel resources.

We recommend the Executive Associate Director for Management and Administration recover any monies, including the $408,875 identified in this report, determined to have been paid toward inaccurate charges or costs not supported by documentation.

We recommend the Executive Associate Director for Management and Administration recover any monies, including the $408,875 identified in this report, determined to have been paid toward inaccurate charges or costs not supported by documentation.

We recommend the Executive Associate Directors for Enforcement and Removal Operations and Management and Administration determine the reasonableness of the amount and frequency of standby bus charges.

The Peace Corps develops a strategy and structure that integrates information security into the agency’s business operations. This should include an established responsibility for assessing information security risks in all agency programs and operations and providing this analysis to senior leadership, including the ERM Council, for decision-making.

The Peace Corps include the CISO at the ERM Council meetings to provide insights on cybersecurity risks.

The Peace Corps further define and implement the ERM program to ensure information security risks are communicated and monitored at the system, business process, and entity levels.

The Peace Corps improve its incident response process to ensure incidents are properly defined, promptly identified, and effectively remediated.

The Peace Corps consistently improve and implement its inventory management process to ensure information system, hardware, and software inventories are accurate, complete, and up to date.

The Peace Corps improve its vulnerability and patch management processes by consistent and timely remediation of critical and high vulnerabilities as well as patching.

The Peace Corps complete and fully implement an identity credential and access management program.

Review and recover the questioned CFAP payments of $1,286,786 resulting from inaccurate and/or unsupported producer certifications.

This recommendation contains sensitive information that should not be made public. Therefore, we are not including the wording for this recommendation.

This recommendation contains sensitive information that should not be made public. Therefore, we are not including the wording for this recommendation.

This recommendation contains sensitive information that should not be made public. Therefore, we are not including the wording for this recommendation.

This recommendation contains sensitive information that should not be made public. Therefore, we are not including the wording for this recommendation.

This recommendation contains sensitive information that should not be made public. Therefore, we are not including the wording for this recommendation.

We recommend the Principal Deputy Assistant Secretary for Employment and Training obtain direct access to unemployment insurance claims data from all State Workforce Agencies.

We recommend the Principal Deputy Assistant Secretary for Employment and Training create an integrity program that incorporates a data analytics capability and regularly monitors state unemployment insurance claims data to detect and prevent improper payments, including fraudulent payments, and to identify trends and emerging issues that could negatively impact the unemployment insurance program.

We recommend the Principal Deputy Assistant Secretary for Employment and Training establish effective controls, in collaboration with State Workforce Agencies, to mitigate fraud and other improper payments to ineligible claimants in high-risk age categories.

Assess the current regional banking organization supervision framework and determine whether adjustments should be made based on a supervised institution’s size and complexity, such as unique or concentrated business models or rapid growth. Based on the determination, develop and implement training for RBO Supervision staff that emphasizes the need for varying approaches based on an institution’s size, complexity, and business model.

Assess whether the Bank Exams Tailored to Risk models are appropriate for regional banking organizations, specifically those that are large or complex or that present unique risk factors such as concentrated business models or rapid growth, and determine whether a different approach to determining the scope and resources for examinations is needed.

Assess the current regional banking organization supervisory planning process and implement measures to tailor supervisory plans to better promote a timely focus on salient risks.

Develop an approach for transitioning institutions from the regional banking organization (RBO) portfolio to the large and foreign banking organization (LFBO) portfolio and determine how best to involve LFBO Supervision earlier, such as through joint reviews with RBO Supervision, and how to more timely form a dedicated supervisory team. Based on the approach developed, finalize and issue formal guidance on transitioning RBOs to the LFBO portfolio that includes steps and a timeline for forming a DST, approaches for the two Supervision sections to collaborate, and a list of potential RBO and LFBO joint reviews to conduct to better prepare an…

Reiterate to examination teams the purpose of the Risk and Surveillance Sections’ reports and the need to closely reflect on their contents to help inform their ongoing supervisory activities.

Implement technology improvements and demonstrate progress to ensure the accuracy and completeness of information on the hypertension summary sheet.

Implement an improved quality assurance process and monitor the results to ensure the accuracy of hypertension summary sheets and final decisions.

Create or amend metrics to compare the timeliness of claims processing using automation tools versus the traditional process.

We recommend that USAID's Office of Acquisition and Assistance, Cost, Audit and Support Division verify that IAVI corrects the two instances of material noncompliance detailed on pages 1 and 3 of the audit report.

We recommend that CMS monitor HHA reporting of the new G-codes to determine whether further updates to regulations or guidance are necessary.

Improve systems to ensure SBC payments to Disability Insurance beneficiaries and auxiliary beneficiaries are stopped in accordance with applicable statutes, regulations, and policy.