Open Recommendations

Require annual transportation optimization training for all Wisconsin region supervisors at optimized offices and track and monitor compliance.

Review and update transportation contracts within the Wisconsin region to remove unnecessary collection box pickup for Highway Contract Routes.

Review the need for Highway Contract Route drivers within the Wisconsin region to possess arrow keys, and obtain possession of keys no longer needed.

Adjust or reinforce scheduled collection box times within the Wisconsin region, to allow for collection boxes to be accessed timely and communicate any schedule adjustments to the customers.

We recommend that the USAID Mission Director for Ukraine take the following actions:

We recommend that the USAID Mission Director for Ukraine take the following actions:

We recommend that the USAID Mission Director for Ukraine take the following actions:

We recommend that the USAID Office of General Counsel take the following action:
Coordinate with the Office of Acquisition and Assistance to define and communicate what factors should be considered when determining whether a foreign government has a controlling interest in an organization for the purposes of ADS 302.3.3.

OFOM’s Associate Director, in coordination with OHRM should finalize and implement policies and procedures for the Agency’s administration of the background investigations and adjudication processes for federal and contractor employees that (a) are consistent with regulations and implementation guidance issued by OPM; (b) assigns roles and responsibilities; (c) establishes specific procedures; and (d) measures operational effectiveness criteria.

OFOM’s Associate Director, in coordination with OHRM should establish and implement a reporting mechanism or system to monitor the progress of background investigations of federal and contractor employees to include adjudication determinations, onboarding of contractor employees, and the issuance of physical and logical access cards.

The Deputy Director, DBR should document the rationale for omitting worksteps for the five examinations not meeting the requirements of the 2023 Supervisory Priorities. As part of the documentation, include a determination of whether a baseline assessment of mortgage servicing was achieved.

The Deputy Director, DBR should consider whether examination work addressing specific supervisory priorities should be subjected to Examiner-in-Charge, Peer, or Independent Quality Control reviews. Update quality control procedures, as needed, to ensure that they assist management in achieving its objectives (e.g., specific supervisory priorities) and responding to identified risks.

The Director of Programming and Training ensures that staff receive sufficient training to use the Volunteer Reporting and Grants system.

The Director of Programming and Training ensures that Volunteers are receiving feedback in compliance with the post’s standard operating procedures.

The post works with the Peace Corps Safety and Security Officer to reassess the health and safety risk level of bush fires in the post risk assessment.

The post works with the Peace Corps Safety and Security Officer, Office of Health Services, and Peace Corps Medical Officers to prepare Volunteers for the potential scenario in which their home or worksite is threatened by bush fires.

Review the Veterans Health Administrations current methods, assumptions, and approaches used to project medical care budget needs in the annual Presidents Budget to identify any gaps in the process or data limitations, and develop and implement a plan to strengthen the process.

Establish and implement a plan to review current processes and procedures for involving program offices and pertinent subject matter experts in developing the Enrollee Health Care Projection Model inputs for specific areas such as community care, staffing, pharmacy services, and prosthetics services, and formalize the expectations of their involvement in this process, through guidance or protocols.

Develop and implement an approach to estimate medical care personnel needs and costs to increase the accuracy and reliability of information included in the annual Presidents Budget.

Institutionalize a regular cycle of at least quarterly fiscal reviews among assistant under secretaries for health, network directors, and program offices that routinely assess key cost drivers and other areas of concern, such as staffing, community care growth, and local initiatives.

Develop comprehensive management controls with clear roles and responsibilities at each level of the Veterans Benefits Administration to ensure effective oversight of mandatory accounts and the timely communication of any potential budgetary shortfalls.

Ensure the Office of Financial Management develops procedures to incorporate all available budgetary resources, as reported on the SF-133s, in its calculations for the status of funds reports for transparent communication to internal and external stakeholders.

Institutionalize monthly fiscal reviews between the Office of Financial Management and program offices to routinely assess performance and cost drivers that may affect the status of available funds.

Institutionalize monthly fiscal reviews between the VA Office of Budget and the Veterans Benefits Administration Office of Financial Management to routinely assess performance and cost drivers that may affect the status of available funds.

Clarify guidance for making insourcing decisions and develop more detailed cost comparison analysis and maintain records in support of insourcing decisions.

Develop controls that prohibit users from entering invalid dates into the Vehicle Information Transportation Analysis and Logistics system.

Verify drivers received required safe driver training; and enforce policies that require managers and supervisors to maintain training records in the Learning Management System.

Insource highway contract routes when economically advantageous to the Postal Service and implement a waiver process when cost is not a main factor to insource.

develop a process to monitor and evaluate the operational efficiencies received from insourcing highway contract route contracts to determine if the expected benefits are being realized.

Require employees to complete the Postal Service Supervisor Program within one year of their initial appointment to a supervisory position, and refresher training at least every three years, and maintain appropriate records of completion.

Develop and share documentation to communicate lessons learned from the challenges faced during the Postal Vehicle Operator Pilot Program to site management at future pilot sites.

Include specific requirements in the job announcements for Postal Vehicle Service operator positions (i.e. starting as part-time flexible or working outside of normal business hours).

Develop and make available the training to obtain a commercial driver's license to interested postal vehicle operators.

Determine complement and work toward hiring the number of schedule examiners vehicle runs and dispatch coordinators needed at nationwide Postal Vehicle Service sites.

Develop a process to ensure site management monitors the accuracy of drivers' license expirations and Department of Transportation physical due dates in the Vehicle Information Transportation Analysis and Logistics system.

FHFA’s DER should create examination procedures to assess the effectiveness of Enterprises’ internal controls and processes in ensuring compliance with FinCEN requirements for SAR filings, to include SAR narratives, and communicate the new procedures to the examiners responsible for this work.

FHFA's DER should consider whether to direct Freddie Mac to file an amended SAR containing a complete narrative for the case identified above, and whether to amend FHFA’s examination procedures to require this step if future examinations uncover a similar issue.

Develop written procedures that clearly define the responsibilities of the federal review process.

Develop written procedures for how errors and discrepancies should be reported, tracked, and resolved, as well as specific criteria for identifying errors or deviations from established standards.

Revise its ASOC review procedures to require an annual reconciliation of SFA funds and to require the review analyst to conduct an analysis of material changes or outliers in the key elements to ensure full compliance with SFA conditions.

Define specific and measurable risk tolerances for changes in key elements and develop related review procedures.

Design specific procedures to ensure (1) appropriate in-depth analysis and review of exceptions, and (2) ensure the review and decision-making process for exceptions and historical data is fully documented in the ASOC workbook.

Implement a formal process that identifies roles and responsibilities, including information sharing, and cooperation with DOL and Treasury to improve SFA oversight and compliance over the Reinstatement of Benefits.

Develop and document an approach for strategic risk assessments of the ASOC review program.

Conduct a strategic risk assessment to determine the most cost-effective approach to ensuring compliance with ARP and PBGC regulations. This assessment should consider factors such as the number and size of the plans submitting ASOCs and the 30-year duration of the program.

Collaborate with mission directorate officials to update NASA’s ZTA implementation plan to include all efforts associated with the transition to ZTA within the non-corporate environment.

Develop a centralized process to track legacy systems that details deficiencies along with operational, technical, and financial constraints to determine a best course of action for remediation.

Embed OCIO subject matter experts within the mission directorates to provide Agency-focused advocacy and expertise to analyze mission system cybersecurity compatibility and operational complexities.

Engage mission directorates as ZTA pathfinders to identify and evaluate early adoption use-case candidates, employ a “test like you fly” approach, and provide insight to potential issues.

The Chief Information Officer should require that ABA team approval be obtained to ensure that new system names meet naming standards and authoritative records are formally created in the ABA and used throughout the other IRS inventory systems.