Open Recommendations

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 VHA staff scan all community care documents into the patient’s electronic health record within five business days of receipt.

The Veterans Integrated Service Network Director, in conjunction with facility directors, ensures facility community care staff attach diagnostic imaging results to the Community Care Consult Result note.

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

The National Taxpayer Advocate should add an attestation on forms where data about taxpayers whose income exceeds the 250 percent of the poverty level limitation is reported, affirming accuracy, and acknowledging the penalty for making a false statement.

The National Taxpayer Advocate should coordinate with the Treasury Department to request that LITC grant requirements be included within the Treasury Department’s Compliance Supplement to ensure that grant recipients are abiding by the rules in I.R.C. § 7526.

The National Taxpayer Advocate should develop a centralized system to administer the Program Office’s LITC grant management processes and procedures.

[Description omitted; DOJ has determined that this recommendation contains information that is limited official use or classified.]

To ensure the required anti-gag provision is included in all nondisclosure forms, agreements, and related documents and to rectify the fact that the anti-gag provision has not consistently been included in NDAs, the OIG recommends the Acting Secretary direct OASAM, in coordination with SOL, to send an updated memorandum to all DOL Agency Heads reminding them of the requirement to include the anti-gag provision in all nondisclosure forms, agreements, and related documents.

To ensure the required anti-gag provision is included in all nondisclosure forms, agreements, and related documents and to rectify the fact that the anti-gag provision has not consistently been included in NDAs, the OIG recommends the Acting Secretary Direct OASAM, in coordination with SOL, to send an email to all DOL employees providing the required anti-gag language and informing all DOL employees that such language should be read as incorporated into any nondisclosure agreement (an agreement requiring an employee not to disclose certain governmental information) they may have signed since November 27, 2012, that did not include the required language.

To ensure the required anti-gag provision is included in all nondisclosure forms, agreements, and related documents and to rectify the fact that the anti-gag provision has not consistently been included in NDAs, the OIG recommends the Acting Secretary revise all existing nondisclosure agreement forms or templates to include the required anti-gag language.

We recommend that USAID's Office of Acquisition and Assistance Cost, Audit and Support Division/Contract Audit Management Branch verify that Kenya Red Cross Society corrects the one instance of material noncompliance detailed on pages 25 and 27 of the audit report.

Rec. 2.a: The DoD OIG recommended that the Cybersecurity Maturity Model Certification (CMMC) Program Management Office Director direct the contracting officer to modify the contract with the Cyber Accreditation Body to require the Cyber Accreditation Body (Cyber AB) to verify that the Cyber AB has signed Cybersecurity Maturity Model Certification Third?Party Assessment Organization (C3PAO) Agreements and Codes of Professional Conduct for every authorized C3PAO within 30 days of the date of this report or revoke the C3PAOs authorization to perform CMMC Level 2 assessments until the documents are received.

Rec. 2.c: The DoD OIG recommend that the Cybersecurity Maturity Model Certification (CMMC) Program Management Office Director direct the contracting officer to modify the contract with the Cyber Accreditation Body to require the Cyber Accreditation Body (Cyber AB) to verify that the quality control leads (QCL) for every authorized Cybersecurity Maturity Model Certification Third?Party Assessment Organization (C3PAO) meet the certification requirement within 30 days of the date of this report, and, for any of the C3PAOs QCLs who are not certified, revoke the authorization for those C3PAOs to perform CMMC Level 2 assessments until the C3PAOs provide support the QCLs…

Rec. 3.a: The DoD OIG recommended that the Cybersecurity Maturity Model Certification (CMMC) Program Management Office Director develop and implement a formal reauthorization process for the Cybersecurity Maturity Model Certification Third?Party Assessment Organizations (C3PAO) that includes a review and verification for all requirements in the C3PAO authorization process.

Rec. 3.b: The DoD OIG recommended that the Cybersecurity Maturity Model Certification (CMMC) Program Management Office Director develop and implement a process to ensure Cybersecurity Maturity Model Certification Third?Party Assessment Organizations (C3PAO) immediately notify both the CMMC Program Management Office and Cyber Accreditation Body of any changes associated with any of the requirements in the C3PAO authorization process.

We recommend that the contracting officer require the Plan to recover and return $3,309,697 to the FEHBP for the 65 questioned uncollected claim overpayments. If these overpayments are determined to be uncollectible, then the contracting officer should require the Plan to provide adequate documentation demonstrating that all prompt and diligent efforts were made, including use of provider offsets, future FEP member benefit payment offsets, and/or third-party collections, to recover these funds before writing them off, as required by the FEHBP contract.

We recommend that the contracting officer require the Plan to return $3,483,215 to the FEHBP for the 70 questioned claim overpayments that were inappropriately written off, as prompt and diligent efforts to recover these overpayments, including use of provider offsets, future FEP member benefit payment offsets, and/or third-party collections, were not made.

We recommend that the contracting officer require the Association to provide evidence or documentation demonstrating that the Plan has implemented the necessary corrective actions to ensure that claim overpayments are adequately pursued, monitored, recovered, and returned to the FEHBP, as required by Section 2.3(g) of Contract CS 1039. If the options are available and cost effective, the Plan should use provider offsets, future FEP member benefit payment offsets, and/or third-party collections to recover claim overpayments. The Plan should also avoid negotiating provider agreements with claim overpayment recovery exclusions that adversely effect the FEHBP and contradict Section 2.3(g) of the FEHBP…

The District Director determines reasons vet center counselors did not complete safety plan components for clients assessed at intermediate or high suicide risk level in either acute, chronic, or both categories; ensures completion of safety plans for all active clients assessed at intermediate or high suicide risk levels; and monitors compliance across all zone vet centers.

The District Director determines reasons staff did not document providing safety plans to clients, ensures all active clients assessed at intermediate or high suicide risk levels receives a safety plan, and monitors compliance across all zone vet centers.

Continue to recruit and retain individuals with relevant financial management and/or accounting skills, train, as well as cross-train existing resources on financial management standards, concepts, policies, and procedures.

Enhance controls for the Department and the components to identify, analyze, and respond to risks and/or significant changes to operations and financial reporting processes.

Enhance controls for the Department and the components to monitor and evaluate the design and effectiveness of existing controls and enhance communication between the Department and components.

Enhance monitoring capabilities related to existing deficiencies to address existing design deficiencies and improve operating effectiveness of the related controls in a timely manner. Specifically, management should consider a baseline (current year) assessment and compare against management's design (future state) of the internal control system to address the objectives and risks of the Department.

Develop new and/or enhance existing training for procurement personnel and other stakeholders to more accurately respond to the prepayment and accrual data calls and record expenses appropriately, including consideration of the completeness and accuracy of data call responses.

Reinforce existing policies and procedures related to identifying expenses and obligations related to capitalizable projects, including consideration of the spending object code.

Rec. 1.a: The DoD OIG recommended that the U.S. Army Corps of Engineers Chief of Engineering and Construction issue a memorandum and provide training to U.S. Army Corps of Engineers personnel emphasizing guidance to:1. Develop accurate construction-related estimates on future military construction contract solicitations.2. Estimate cost and schedule for possible variations in the soil conditions based on a geotechnical report and weather conditions of the location of future military construction projects.3. Use the quality management system, including how to categorize and access lessons learned from previous military construction projects, and the importance of reviewing after-action reviews to identify lessons learned…

Rec. 1.b: The DoD OIG recommended that the U.S. Army Corps of Engineers Chief of Engineering and Construction review the benefits and limitations of U.S. Army Corps of Engineers Baltimore District officials using the bifurcated solicitation process to determine guidelines for the circumstances in which U.S. Army Corps of Engineers contracting personnel can use the bifurcated solicitation process in future military construction projects.

Rec. 1.c: The DoD OIG recommended that the U.S. Army Corps of Engineers Chief of Engineering and Construction review the actions of U.S. Army Corps of Engineers Savannah District officials for site preparation to determine whether U.S. Army Corps of Engineers personnel can use these actions in preparation for future military construction projects and issue a memorandum to U.S. Army Corps of Engineers personnel with the results of the review to use as lessons learned.

Rec. 1.d: The DoD OIG recommended that the U.S. Army Corps of Engineers Chief of Engineering and Construction review the actions U.S. Army Corps of Engineers Savannah District officials took to determine if U.S. Army Corps of Engineers contracting personnel can use these actions when managing military construction projects and issue guidance for U.S. Army Corps of Engineers contracting personnel on how to incorporate these actions for other military construction projects.

Rec. 1.e: The DoD OIG recommended that the U.S. Army Corps of Engineers Chief of Engineering and Construction review the mitigating actions and lessons learned that U.S. Army Corps of Engineers Seattle District officials had for challenges with design changes, security boundaries, and software systems to determine if U.S. Army Corps of Engineers contracting personnel should use these actions when managing other military construction projects.

Rec. 2.a: The DoD OIG recommended that the Commander of the U.S. Army Corps of Engineers Baltimore District provide training to U.S. Army Corps of Engineers personnel reinforcing how the costs of the various types of installed building equipment under military construction projects should be included in construction contracts for future Army military construction projects in accordance with Army Regulation 420-1, Army Facilities Management.

Rec. 2.b: The DoD OIG recommended that the Commander of the U.S. Army Corps of Engineers Baltimore District complete an after-action review for the General Instruction Building project, including the benefits and additional efforts required for the bifurcated solicitation process in accordance with U.S. Army Corps of Engineers Engineer Regulations, and make the review available for U.S. Army Corps of Engineers personnel to consider when planning and executing future military construction projects.

Risk Management

Risk Management

USAC - Access Controls

USAC - Access Controls

Supply Chain Risk Management

Configuration Management

Identity Access Management

FDA should define specific factors that would require FDA's accelerated approval council to advise on certain drug applications.

FDA should take steps to ensure appropriate documentation of meetings with sponsors in drug approval administrative files.

FDA should define specific factors that would require FDA's accelerated approval council to advise on certain drug applications.

FDA should take steps to ensure appropriate documentation of meetings with sponsors in drug approval administrative files.

We recommend the Department design policies and procedures to perform and document a risk assessment of new or revised accounting standards.

We recommend that management across the Department continue to develop and implement policy and standardized procedures in conjunction with the Asset Management Council for tracking fixed asset projects constructed by or with other Federal agencies.

We recommend the Department provide ongoing guidance and training to bureaus and offices to ensure compliance with the standards.

We recommend the Department perform a thorough risk assessment to identify changes needed to internal control processes and controls, including establishment of an information technology solution, to ensure ongoing compliance with SFFAS 54.

We recommend that management across the Department maintain strong communication channels with external Federal agencies involved in constructing assets on the Department's behalf. This should include establishing formal agreements, regular meetings, and periodic reconciliations to ensure all fixed asset transactions are transferred, captured, and recorded timely and accurately.