Open Recommendations

Develop and implement new controls to monitor and maintain an inventory of the Surface Visibility scanners at the Cleveland Processing and Distribution Center.

Verify all drivers are using wheel chocks at the Cleveland Processing and Distribution Center.

Repair or replace all damaged dock doors and plates at the Cleveland Processing and Distribution Center.

Ensure a complete understanding is obtained as to what constitutes accounts payable and accrued
expenses and how that is different from obligated, undelivered orders. In addition, increase the
understanding of what accounts on the trial balance and line items on the financial statements are
impacted by accruals.

Improve the existing worksheet used for accrual calculations by including contract type, services/
goods received, documentation of accrual methodology and accumulate adequate support that is
readily available. The spreadsheet and supporting documentation should be presented to a
supervisor for review as part of the accrual review process.

Ensure a complete understanding is obtained as to what constitutes accounts payable and accrued
expenses and how that is different from obligated, undelivered orders. In addition, increase the
understanding of what accounts on the trial balance and line items on the financial statements are
impacted by accruals.

Improve the existing worksheet used for accrual calculations by including contract type,
services/goods received, documentation of accrual methodology and accumulate adequate support
that is readily available. The spreadsheet and supporting documentation should be presented to a
supervisor for review as part of the accrual review process.

We recommend the Administrative Services Director review all open obligations with ARC and project
management personnel to verify the accuracy of all undelivered account balances.

We suggest FLRA revisit their existing internal control procedures for reviewing ARC services to ensure
complementary customer agency controls included in the ARC SOC 1 Type 2 report have been
incorporated into the internal control process.

We understand that this submission was only one day late and acknowledge that other submissions tested did not show late reporting. We recommend that FLRA considers unexpected events or employee
absences to ensure timely filing.

Work with the Cabinet for Health and Family Services to determine whether it correctly charged indirect costs to SSA’s programs since April 2024 and make any necessary corrections.

We recommend that the Assistant Secretary for Special Education and Rehabilitative Services require Nebraska to ensure that Omaha provides sufficient training and instruction to employees responsible for developing and reviewing IEPs, which in part should remind staff to follow applicable guidance in Omaha’s Special Education Handbook, review IEPs annually, ensure that all required team members attend IEP team meetings, and complete all sections of the IEP template and Notice of IEP Team Meeting form. The training and instruction should be provided to employees on a regular and recurring basis.

We recommend that the Assistant Secretary for Special Education and Rehabilitative Services require Nebraska to ensure that Omaha develops policies, procedures, or protocols that describe how and in what level of detail special education staff and other service providers should document the IEP services they provide to each student; and how and for what amount of time that documentation should be retained.

The Facility Director ensures regular communication between mental health and executive leaders regarding staffing needs and mental health processes.

The Facility Director ensures the Mental Health Executive Council operates in accordance with Veterans Health Administration requirements.

The Chief of Mental Health ensures a full-time, dedicated local recovery coordinator is integrated into the inpatient mental health unit to support recovery-oriented care.

The Chief of Mental Health ensures mental health leaders develop and implement written processes for staff training, education, and recovery-oriented services.

The Chief of Mental Health ensures staff provide a minimum of four hours of recovery-oriented, interdisciplinary mental health programming on weekdays and weekends.

The Facility Director ensures veterans privacy in the communal shower room on the inpatient mental health unit.

The Facility Director ensures clinicians document veterans capacity to consent to admission to the inpatient mental health unit.

The Veterans Integrated Service Network Director ensures facilities involuntary hold and hospitalization processes align with applicable state laws and develops processes for ongoing oversight.

The Facility Director consults with District Counsel to establish written involuntary hold and hospitalization processes that align with West Virginia State laws and monitors compliance.

The Facility Director develops and implements written care coordination processes for veterans involuntarily admitted to non-VA healthcare facilities.

The Chief of Staff ensures providers document discussions with veterans on the risks and benefits of newly prescribed medications and monitors for compliance.

The Chief of Staff ensures veterans discharge instructions are written in easy-to-understand language and include the follow-up appointment location, the purpose of each medication, and an explanation when both trade and generic names are used for the same medication.