Open Recommendations

Develop and implement detailed standard operating procedures for a service and repair maintenance program and assign an owner to maintain a centralized tracking system to ensure all fleet assets are routinely inspected, results are documented, and any remedial actions are taken in a timely manner.

Ensure all vehicles and powered industrial trucks from this report are promptly assessed for repair and/or disposition actions.

Develop and implement detailed standard operating procedures and checklists to verify that all disposition actions are completed within a defined period before marking a returned item as complete in the surplus property system.

Assess all non-operating or neglected vehicles and industrial trucks identified in this report to begin timely disposition actions, if needed.

USAID/Philippines determine the allowability of $118,950 in questioned costs ($53,133 ineligible and $65,817 unsupported), as detailed on pages 26 to 33 of the audit report and recover any amount that is unallowable.

The Chief, Direct File, should ensure that the total costs of Direct File include the costs from all support functions.

On March 13, 2024, we alerted the Chief, Direct File, to the large number of Direct File returns being rejected for this reason. We suggested that the IRS update Direct File so that taxpayers obtain their prior year AGI from their Individual Online Account, because the IRS uses the same authentication requirements for both Direct File and the Individual Online Account.

The Chief, Direct File, should determine what caused taxpayers to not receive their prior year AGI from their Individual Online Account and update the computer programming accordingly.

The Chief, Taxpayer Services, should ensure that errors are corrected on the tax returns for the six taxpayers whose returns were not corrected and had inaccurate Earned Income Tax Credit computations and refund their overpayment.

The Chief, Direct File, should notify the 669 taxpayers we identified of their potential eligibility to claim the education credits. The notice should inform them of their potential eligibility and steps for claiming the credits.

The Chief, Direct File, should implement a solution that will allow a taxpayer’s authentication from the CSP to be used for Direct File chats. This solution should follow all relevant security standards.

The Chief, Direct File, should improve the scheduling and monitoring of Direct File employees to ensure the efficient use of these resources.

The Chief, Direct File, should improve the Direct File chat technology to systemically queue up chats for assistors, based upon the assistor’s experience.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care oversight councils function according to their charters and meet the required number of times per fiscal year.

The Veterans Integrated Service Network Director, in conjunction with facility directors, reassess community care staffing needs and act as necessary.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff enter community care patient safety events into the Joint Patient Safety Reporting system.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures patient safety managers or designees brief community care patient safety event trends, lessons learned, and corrective actions at community care oversight council meetings.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility staff import all community care documents into the patients electronic health record within five business days of receipt.

The Veterans Integrated Service Network Director, in conjunction with facility directors, requires facility community care staff to use the significant findings alert to notify the ordering provider of abnormal diagnostic imaging results.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff make two additional attempts to obtain community providers medical documentation within 90 days of the appointment after administratively closing consults that are not low risk.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff process community providers requests for additional services within three business days of receipt.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff send approval or denial letters to community providers for requests for additional services.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff send approval or denial letters to patients for requests for additional services.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff create and use the Community Care"Care Coordination Plan note to document all care coordination activities for consults with an assigned level of care other than basic.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff confirm patients attended their community care appointments.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff create the Community Care"Urgent Care Record note in the patients electronic health record when they receive medical documentation from the community provider.

Confirm all arrow keys are accurately recorded in the Retail and Delivery Analytics and Reports system and, when necessary, returned to the National Materials Customer Service, and/or reported to the Postal Inspection Service for the Sacramento Main Post Office, Fort Sutter Station, and Rancho Cordova Main Post Office.

Establish internal controls to verify facilities are following the 24-hour arrow key accountability process, including the establishment of barcodes for every key assigned to city routes at Tier 1 facilities, or using the PS Form 1106, as required.

Establish internal controls to validate that facilities are remediating arrow key deficiencies identified by the Postal Inspection Service.

Provide regularly recurring training on arrow key accountability processes, security policies, and responsibilities to managers and supervisors in the Sacramento, CA, area, and track training compliance.

Establish policy requiring the recording and tracking of cluster box unit ownership, and develop and maintain a repository of cluster box units to include ownership and applicable agreements.

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

Address the box deficiencies identified at Sacramento Main Post Office, Fort Sutter Station, and Rancho Cordova Main Post Office.

Require the California 2 District Manager to establish and provide regularly recurring training to local management on the requirement to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes, cluster box units, and green relay boxes and track training compliance.

Develop a verification process to ensure all electronic arrow lock and high security collection box shipments, deliveries, and installations are accurately recorded.

Address the box deficiencies identified at the Beechnut, Debora Sue Schatz, and T W House Stations.

Require the Texas 2 District Manager to establish and provide regularly recurring training to station management on the requirement to complete annual safety inspections, remediate deficiencies, and document the results for the blue collection boxes and cluster box units, and track training compliance.

Develop a standard operating procedure outlining steps for station management on how to generate maintenance requests for electronic arrow lock and high security collection box installations.

Confirm all arrow keys are accurately recorded in the Retail and Delivery Analytics and Reports system and, when necessary, returned to the National Materials Customer Service, and/or reported to the Postal Inspection Service for the Beechnut, Debora Sue Schatz, and T W House Stations.

Establish internal controls to verify facilities are following the 24-hour arrow key accountability process, including the establishment of barcodes for every key assigned to city routes at Tier 1 facilities, or using the PS Form 1106, as required.

Provide regularly recurring training on arrow key accountability processes, security policies, and responsibilities to managers and supervisors in the Houston, TX, area, and track training compliance.

Provide training on registry cage security policies and responsibilities to managers and supervisors in the Houston, TX, area, and track training compliance.

Establish internal controls to validate that facilities are remediating arrow key deficiencies identified by the Postal Inspection Service.

Revise Postal Operation-631 Growth and Delivery Point Management Program policy to update current roles and responsibilities.

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

We recommend that USAID's Office of Acquisition and Assistance Cost, Audit and Support Division/Contract Audit Management Branch verify that IntraHealth International, Inc., corrects the one material weakness in internal control over financial reporting detailed on page 10 in the schedule of findings and questioned costs.

We recommend that USAID/Kenya and East Africa verify that Kenya Conference of Catholic Bishops corrects the two instances of material noncompliance detailed on pages 46 to 48 of the audit report.

We recommend that USAID/Uganda verify that Transcultural Psychosocial Organization corrects the four instances of material noncompliance detailed on pages 40 to 45 of the audit report.

We recommend that USAID/Nigeria verify that Society for Family Health corrects the three instances of material noncompliance detailed on pages 63 to 66 of the audit report.

OIG recommends that the Bureau of Administration develop and implement oversight activities to effectively administer subcontracting plans. At a minimum, this should include reviewing administrative actions and communicating policies and procedures to Contracting Officers to comply with the statutory requirements from Federal Acquisition Regulation 19.702 for subcontracting plans.