Open Recommendations

Create detailed criteria in the cooperative agreements on the data validation controls they expect the CNAs to apply.

Research data elements needed to achieve Program objectives and revise the corresponding cooperative agreements with CNAs

Revisit/review controls related to updating website contents to ensure current and accurate information is published.

Implement internal controls to oversee the reporting and data validation process.

Create a standard operating procedure to collect and handle data and define roles and responsibilities for enhanced operational efficiency

Develop a unified information system for use by the Commission, CNAs, and NPAs participating in the Program.

Develop and implement a quality control review process over user access reviews, to include procedures to ensure the completeness and accuracy of the access request forms and access listings reviewed.

Enforce oversight policies and procedures relating to the separations process to ensure timely completion of personnel actions.

Ensure the appropriate individuals are trained through a structured ERM program training to increase knowledge and understanding throughout the organization and share key takeaways and materials with employees at all levels to effectively contribute to the organization’s program success.

Assess and update the Commission’s existing policies and procedures to ensure compliance with federal requirements and that the policies and procedures reflect the processes that it wants to adopt.

Research and adopt an appropriate ERM maturity model.

Develop and implement effective key controls that identify risks and assign theCommission’s risk tolerances by aligning each control objective with the appropriatecontrol activity and completing an updated entity-level control and results assessment.

Include a process in the ERM program to include documenting management’s determination of key process decisions for its other process considerations.

Develop and implement a process for tracking the consolidation of risks.

Ensure the appropriate individuals are trained through a structured ERM program training to increase knowledge and understanding throughout the organization and share key takeaways and materials with employees at all levels to effectively contribute to the organization’s program success.

Assess and update the Commission’s existing policies and procedures to ensure compliance with federal requirements and that the policies and procedures reflect the processes that it wants to adopt.

Research and adopt an appropriate ERM maturity model.

Develop and implement effective key controls that identify risks and assign the Commission’s risk tolerances by aligning each control objective with the appropriate control activity and completing an updated entity-level control and results assessment.

Include a process in the ERM program to include documenting management’s determination of key process decisions for its other process considerations.

Develop and implement a process for tracking the consolidation of risks.

Meet with Commission members and stakeholders to determine whether incorporating evidence-building into its next strategic planning process would assist the Commission in identifying key areas for improvement and improve outcomes to ensure a comprehensive and evidence-based approach for measuring the progress toward goals and objectives in the AbilityOne program. This determination should include, but not be limited to, meetings, information sessions, determinations of key learning areas, and how the information will be used in its next strategic planning process.

Meet with Commission members and stakeholders to determine whether incorporating internal program evaluations into its next strategic planning process would assist the Commission in better informing stakeholders about the program's impact and contributions. This determination should include, but not be limited to, meetings, information sessions, determinations of potential program evaluations, and how information from those potential evaluations will be used in its next strategic planning process.

Enhance its ability to track and monitor progress and the successful implementation of agency goals by establishing and incorporating quantitative measures into its 2026-2030 strategic plan.

Establish a process to track the amount HUD owes to PHAs to cover prepayment shortages and provide the information to OCFO so that it can be properly recognized as accounts payable.

Contact all other HUD program offices to determine whether any other programs authorize or are aware of grantees holding funds in advance of their immediate disbursement needs and determine financial statement impact on and compliance with Treasury cash management requirements of any found.