Open Recommendations

We recommend that USAID/Uganda determine the allowability of $61,848 in ineligible questioned costs on pages 12 and 16 of the audit report and recover any amount that is unallowable.

We recommend that USAID/Uganda verify that Makerere University Joint AIDS Program corrects the one instance of material noncompliance detailed on page 27 of the audit report.

We recommend the CBP Commissioner identify and implement a long-term solution to ensure CBP can conduct familial DNA testing when needed.

We recommend the CBP Commissioner update CBP’s standard operating procedures and workflows, to include fraud, family unit indicators, and awareness training, for familial DNA testing (once a solution to familial DNA testing is in place) and distribute the
guidance to all agents and officers at CBP stations and ports of entry.

We recommend the CBP Commissioner develop and implement a mechanism for tracking the number of instances wherein agents and officers offer familial DNA testing, the number of instances wherein aliens refuse testing, and the results of administered
tests.

Inadequate Software License Management (Licensing)

Inadequate Management of Unsupported Software Processes (Inventory Asset Management)

Rec. 1.a: The DoD OIG recommended that the Director, Defense Civilian Personnel Advisory Service evaluate whether current document retention policies for civilian pay ensure proper documentation is readily available to support pay and benefits transactions and personnel record updates.

Rec. 1.b: The DoD OIG recommended that the Director, Defense Civilian Personnel Advisory Service develop and implement appropriate control activities to ensure accurate and complete recording of payroll and benefit transactions based on the maintained supporting documentation.

(U) Rec. 1: Recommendations is Classified.

(U) Rec. 2: Recommendation is Classified.

(U) Rec. 3: Recommendation is Classified.

(U) Rec. 4: Recommendation is Classified.

(U) Rec. 1: Recommendation is Classified

(U) Rec. 2: Recommendation is Classified

(U) Rec. 3: Recommendation is Classified

(U) Rec. 4: Recommendation is Classified

(U) Rec. 5: Recommendation is Classified

(U) Rec. 6: Recommendation is Classified

(U) Rec. 7: Recommendation is Classified

(U) Rec. 1: The DoD OIG recommended that the Air Force Program Executive Officer for Cyber and Networks define the Secret and Below Releasable Environment network minimum viable capability release standards to better determine policy constraints and the required exception processes and ensure that the system is developed in compliance with these requirements.

(U) Rec. 3: The DoD OIG recommended that the DoD Chief Information Officer, in coordination with the Chief Digital and Artificial Intelligence Officer, develop and implement policy that establishes the standards for the tagging and labeling of information shared on the Mission Partner Environments.

The Country Director and Director of Management and Operations of Peace
Corps/Namibia conduct staff training on the medical inventory process and educate staff on agency requirements, roles and responsibilities, procedures for implementing the inventory system, and special standards for controlled substances in accordance with agency requirements.

The Associate Director for Health Services and the Regional Director of the Africa Region follow up with the Country Director and Peace Corps Medical Officer in Peace Corps/Namibia to ensure appropriate action is taken to implement these recommendations to improve management of controlled substances.

Define the company’s requirements for managing and monitoring FMLA leave use, including the tools and data it needs for effective oversight and workforce planning.

Assess the costs and benefits of potential solutions to address the company’s requirements for managing and monitoring FMLA leave use. Options the company could consider include: (1) outsourcing all oversight activities, (2) developing an internal team or software to manage and monitor leave use, and (3) a combination of these strategies, or others as appropriate.

Based on the company’s cost-benefit analysis, select a strategy that would most effectively meet company requirements and develop a plan to implement it.

Based on the strategy the company ultimately selects, reassess staff roles and communicate changes as necessary.

In the interim, develop a process to regularly communicate FMLA oversight expectations and train staff on their respective roles and responsibilities.

Revise and implement policies, procedures and automated and/or manual processes to align with applicable federal guidance and regulations; comply with GAO’s government internal control standards; enhance asset management and operational efficiency; improve data accuracy and reporting capabilities; and ensure the consistent application of asset management practices.

Maintain documentation that supports the lifecycle of its assets.

Conduct a complete (“book to floor and floor to book”) 100 percent physical inventory and correct the inventory records as appropriate, to include a review of reported costs.

Establish and implement asset management training on how to properly acquire, safeguard, transfer, label and dispose of assets; store assets and maintain inventory levels; record an asset and create/use reports; and apply cost-effective and economical asset management techniques.

Reassess the amount and condition of leased storage space needed to support current program operations and reduce waste.

Work with states to ensure appropriate job classifications for disability determination services (DDS) employees, particularly disability examiners.

Resume the retention and recruitment workgroup, or a similar endeavor, to develop initiatives that provide support to DDSs.

Consider technologies, such as artificial intelligence, that could accelerate the Transferability of Skills Assessment or other processes without compromising the accuracy of DDS' disability determinations.

Work with DDSs to identify an ideal staffing level at each DDS and estimate the costs to achieve those staffing levels to support congressional budget requests.

Create procedures that give DDSs the flexibility to replace staffing losses as needed throughout the year based on annual budget estimates.

The District 5 Director ensures vet center leaders and staff are knowledgeable about applicable state laws pertaining to duty to warn.

The District 5 Director makes certain that the Everett Vet Center Director and staff adhere to requirements for consultation with support facility external consultants and suicide prevention coordinators when indicated, and monitors compliance.

The Chief Officer, Readjustment Counseling Service provides written guidance to clarify crisis reporting criteria and monitoring responsibilities.

The Chief Officer, Readjustment Counseling Service establishes written policy that clarifies clinical record documentation requirements regarding entry dates; non-visit progress note completion time frames; and progress note deletion and addition, and monitors compliance.

The Chief Officer, Readjustment Counseling Service establishes written guidance regarding time requirements for the completion of risk assessment documentation in clients clinical records.

The District 5 Director makes certain that the Everett Vet Center Director and staff adhere to requirements for consultation with support facility external consultants and suicide prevention coordinators when indicated, and monitors compliance.

The District 5 Director ensures vet center leaders and staff are knowledgeable about applicable state laws pertaining to duty to warn.

We recommend that the Grantee develop and implement written policies and procedures surrounding the management of Federal awards, in accordance with the Uniform Guidance and the ARC grant manual.

We recommend that the Grantee establish a proper accounting system to accurately maintain and track grant records of funds related to Federally-funded activities, in accordance with Federal requirements.

The Under Secretary for Health assesses the feasibility of the 7-day appointment scheduling requirement for Care in the Community consults and considers stratifying the time frame requirement according to risk.

The VA Maryland Health Care System Director develops and implements an education plan to address incomplete Care in the Community consult submissions and monitors efficacy of the plan.