Open Recommendations

Align definitions in the ESOC Award Fee Plan with Federal Acquisition Regulation guidance

Coordinate with an existing NASA supply chain group (e.g., Supply Chain Risk Management Program) to investigate alternative supply chain management strategies, such as evaluating the feasibility of incorporating the Supply Chain Visibility Data Requirement Deliverable into ESOC to increase visibility into spacesuit supply chains.

The Peace Corps Director revises the Peace Corps’ strategic and annual performance plan to prioritize the recruitment and retention of a predetermined number of qualified Volunteers.

The Peace Corps Director, in collaboration with the Associate Director of the Office of Volunteer Recruitment and Selection, develops and implements a plan to generate the predetermined number of qualified Volunteers.

The Peace Corps Director, in collaboration with the Chief Information Officer, develops a prioritized plan to upgrade information management systems used to support the Volunteer Delivery System. If funding is insufficient, the prioritized plan should be submitted to the Office of Management and Budget as part of the agency’s annual budget request for consideration.

The agency develops a plan that determines appropriate staffing levels and addresses retention, resource allocation, tools and training for offices that provide critical support to the Volunteer Delivery System.

The Associate Director for Volunteer Recruitment and Selection ensures that all eligible recruiters are considered for extensions by the Peace Corps Director.

The Office of Volunteer Recruitment and Selection and the Office of Human Resources assess the appropriateness of existing monetary and non-monetary incentives and benefits for recruiters, taking into account industry standards, performance, and the impact of recruiter turnover.

The Peace Corps Director improves governance of the VDS steering committee, or establishes other mechanisms, to oversee VDS operations. The committee, or other mechanisms, should ensure clear decision-making authority, effective coordination, and improved program implementation across agency offices and components.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

This recommendation is Sensitive But Unclassified.

We recommend the Executive Assistant Commissioner for the Office of Field Operations to enhance the existing process by conducting a documented semiannual review to ensure the daily risk assessments in the cruise ship environment remain effective. This semiannual review should include a thorough review of risk assessment methodologies, data quality, and operation effectiveness.

We recommend the National Incident Command Center Logistics Section coordinate with the Border Patrol and the DOD to identify and document appropriate functions and steps to effectively use DOD support in the “Operation Homeland Resolve Strategic Approach” and the “Departmental migration resource and response plan,” directed by former DHS Secretary Mayorkas in his October 27, 2023, memorandum.

We recommend the Chief, Border Patrol, regularly and continuously refine strategies to incorporate demographic information of aliens approaching the Southwest border in the allocation of Border Patrol facility holding units.

We recommend the National Incident Command Center Logistics Section document the communication and use of resource request tracking tools, such as WebEOC, in the “Operation Homeland Resolve Strategic Approach” and the “Departmental migration resource and response plan.”

We recommend that the NRC complete the implementation of CSF 2.0 requirements, and develop and maintain current and target CSF profiles that anticipate changes in the NRC’s cybersecurity posture.

EXIM OIG recommends the Office of Board-Authorized Finance update its policies and procedures to consider additional documentation on the status of collateral as part of the scheduled or ad hoc credit risk reviews. These updates should include information on inspections or site visits performed as well as the appropriateness of maintaining a one level improvement on the Budget Cost Level.

Establish and implement guidance for performing Cybersecurity Framework 2.0 activities through policies and procedures, including the development of current and target cybersecurity profiles which consider anticipated changes in DOT's cybersecurity posture.

Work with FAA CIO to secure a reliable funding stream for continuous vetting.

Work with FAA CIO to initiate and complete the background investigation of FAA employees in public trust positions.

Work with FAA CIO to enroll FAA employees into continuous vetting through Trusted Workforce.

Document policies and procedures for developing and maintaining a comprehensive and accurate inventory of data and the corresponding metadata for DOT's data types.

Create and maintain a comprehensive inventory of data and corresponding metadata.

Define and implement policies and procedures that utilize standard data elements and taxonomy to develop and maintain an up-to-date inventory of all software assets and associated licenses, including Executive Order-critical software.

Require and document its justification when the agency chooses to forgo its existing agency-wide grant monitoring procedures–such as site visits and risk-based reviews of source documentation.

Develop comprehensive guidance that details the analysis its grant management specialists should perform and document when conducting payment verification and approval reviews.

Conduct an assessment of the $548 million we identified as unsupported costs to ensure the FFWR grantees’ past payment requests were used for authorized purposes. Pursue recovery for any determined improper payments.

For future grant programs, establish a process to conduct a program risk assessment and continually assess risks associated with post-award monitoring activities.

Review and correct the 48 claims we identified from Population 2, as appropriate, including development in accordance with the Social Security Administration’s policies.

To prevent future errors, establish controls to ensure employees request all relevant evidence and document all required actions in its systems before denying a claim for child’s insurance benefits, when required.

Review all processing errors on cases the OIG review team identified, correct those errors to the extent possible, and report back on the results of those actions.

Evaluate the effectiveness of control activities specifically for authorization rate outliers and determine whether new or stronger controls are needed.

Conduct periodic reviews of 1) expense purchase card transactions for compliance with policy and 2) non-cash and cash equivalent items to ensure they are entered into eAwards timely.

Ensure that CADA establishes and implements written policies and procedures for its Victims of Crime Act VOCA performance reporting to accurately capture and report performance statistics.

Ensure CADA formally documents its procedures to help ensure compliance with the DOJ Grants Financial Guide requirement to track award funds separately.

Designate a senior executive to lead the effort to receive a clean audit opinion by granting agencywide authority to issue directives, monitor compliance, and enforce remediation priorities across all program offices.

Leverage best practices to implement a plan for using consistent, frequent communication to ensure all agency personnel are made aware of the agencywide commitment to obtain an unmodified audit opinion.

Integrate the agencywide goal of remediating the financial statements into SBA’s strategic plan and set specific, measurable targets in the agency’s annual performance plan.

Implement a process to conduct data-driven reviews regularly using defined audit remediation goals to align program leaders’ personal performance plans with outcome-based remediation goals to hold leaders accountable for improving program data quality, in accordance with OMB Circular A-11, Part 6.

We recommend that the Assistant Secretary for Elementary and Secondary Education require CSDE to amend Connecticut’s State plan by updating its procedures for identifying schools for CSI to ensure that they align with the procedures in CSDE’s Accountability Guide and definition of a school identified for CSI in the ESEA.