Open Recommendations

Rec. 2.c: The DoD OIG recommended that the Defense Health Agency Director, in coordination with the Military Departments, develop and implement a plan to assess the performance of all military-civilian partnerships.

Rec. 3: The DoD OIG recommended that the Assistant Secretary of Defense (Health Affairs) require the Surgeons General of the Military Departments, in coordination with the Defense Health Agency, to submit an annual evaluation to the Assistant Secretary of Defense (Health Affairs) on the Departments clinical readiness assessments. The evaluation must, at minimum:Provide the Departments progress toward implementing its assessment process for wartime clinical readiness.Provide the data quality and collection issues preventing the Department from accurately measuring adherence to wartime clinical readiness standards.Provide the percent of medical personnel, by specialty and assignment location, meeting the Departments established clinical readiness threshold.Provide…

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.

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.

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

Incorporate future growth into its solicitations for the South Atlanta Sorting & Delivery Center parking lot construction.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Recommendation is not publicly available.

Rec. 1: The DoD OIG recommended that the Commander of the U.S. European Command require the Arrival/Departure Airfield Control Group personnel at the Logistics Enabling Node"Poland to maintain consistent access to the Integrated Data Environment/Global Transportation Network Convergence system for visibility of in?transit air cargo.

Rec. 2: The DoD OIG recommended that the Commander of the U.S. European Command establish and implement procedures for returning System 463L assets from the Arrival/Departure Airfield Control Group to an Air Mobility Command hub within 3 days, in accordance with the Defense Transportation Regulation.

The National Taxpayer Advocate should set specific, attainable time frames for initial contact, with an emphasis on economic burden cases, and adopt permanent policies that provide clear and consistent expectations for taxpayers.

The National Taxpayer Advocate should establish an automated process within the new case and systemic issue management system that would apprise the taxpayer of the progress on their case.

The National Taxpayer Advocate should establish an automated process within the new case and systemic issue management system that would 1) notify the case advocate and their manager when an OAR has been prepared but not sent, and 2) notify IRS function personnel the next business day following the requested or negotiated OAR completion date.

Ensure that Building Futures establishes policies and procedures to ensure the accuracy and appropriateness of its reported performance data.

Work with Cal OES to revise its subrecipient compliance assessment procedures to ensure corrective action plans are implemented in a timely manner.

Ensure that Building Futures establishes controls to allocate costs to VOCA based on a consistent and documented methodology.

Ensure that the Building Futures implements controls to ensure salaries and wages expenses charged to the subaward are based on records that accurately reflect the work performed to comply with federal award requirements.

Remedy $32,478 in salaries and fringe benefits costs that were not adequately supported.

Remedy $8,897 in unsupported operating costs.

Remedy $2,156 in unallowable operating costs charged to VOCA in error.

Work with Cal OES to ensure that it provides the necessary guidance for its subrecipients to report only VOCA-funded activities in PMT, prorating when appropriate.

Work with Cal OES to establish procedures to verify subrecipients' VOCA performance data to ensure that it is prorated, when appropriate, to prevent duplicative reporting.