Open Recommendations

Update its DHS I&A Contract Management Guidebook and checklists to include specific contracting functions in support of OCPO and clearly delineate the contract administration responsibilities between DHS I&A and OCPO.

Develop a process to obtain and retain a Contracting Officer Representative appointment letter as part of the required documentation for monitoring contracts.

Develop, implement, and monitor training for the contract management personnel on completing contract closeout completion statements for all contract files.

Develop a process to ensure that all closeout modifications are signed on the same date that the contract action is released in the contract writing system.

Notify all affected employees of their rights in writing under the anti-gag provision.

Issue guidance for the review and approval of NDAs to ensure that all NDAs for federal employees include the required anti-gag language.

Update NRC Form 176A to include the required anti-gag language.

Treasury OIG should confirm if the transactions noted as unsupported expenditures within Aggregate Reporting less than $50,000 can be supported. If support is not provided, Treasury OIG should recoup the funds or request that Bergen County management provide support for replacement expenses, not previously charged, that were eligible during the CRF period of performance. Further, based on Bergen County's responsiveness to Treasury OIG's requests and its ability to provide sufficient documentation and/or replace unsupported transactions charged to the CRF with valid expenditures, we recommend Treasury OIG determine the feasibility of conducting an audit for the Aggregate Reporting less than $50,000…

The Commissioner, Large Business and International Division, should develop a process to **************************************************************************** *************************************************************************************************** *****************************************************.

Ensure that healthcare system staff follow policy requirements; and that fiscal staff conduct reviews on all open obligations as required by VA Financial Policy, vol. 2, chap. 5, “Obligations” (2020), updated May 2023.

Communicate the Integrated Operating Plans with key personnel at the Portland Regional Processing and Distribution Center and document concurrence in the system of record.

Document lessons learned regarding miscommunication of unplanned changes to the facility layout along with recommended improvements for future Regional Processing and Distribution Center activations.

Complete a review to align transportation schedules at the Portland Regional Processing and Distribution Center.

1. We recommend that the Department's Senior Agency Official for Geospatial Information coordinate with NOAA and Census to review our test results, determine which missing metadata content is most significant for current users of geospatial data, and develop a plan (with goals and timeframes) to ensure more consistent completion of those fields.

We recommend the Director of CISA develop and implement a risk-based national strategic plan that addresses current and evolving risks, to enhance the security and resilience of the Nation’s election infrastructure, including disinformation and the use of artificial intelligence.

We recommend the I&A Deputy Under Secretary for Management develop and implement a resource strategic plan to ensure the Security Branch is staffed to adequately schedule and conduct security inspections of its offices that handle classified information.

We recommend the I&A Deputy Under Secretary for Management update the Security Standard Operating Procedure to require the following:a risk-based methodology for selecting offices to inspect annually; and• a process to confirm inspected offices implemented corrective actions and recommendations.

Review the 100 beneficiaries with payee discrepancies we identified in both samples of our audit and determine whether further action is necessary.

Evaluate the results of its review of the 100 beneficiaries and determine whether it should review the remaining population of 57,412 beneficiaries we identified.

Remind employees to create and process payee applications and updates in the Electronic Representative Payee System (eRPS); take necessary manual actions to transfer the payee information to the payment records; and follow up on their actions and resolve alerts.

Establish a process or ad-hoc workload to ensure employees resolve inconsistencies between the Electronic Representative Payee System (eRPS )and the payment records, including, but not limited to, removing active payees in eRPS that are not on the payment records and establishing active payees in eRPS, when necessary.

The Chief Taxpayer Experience Officer should oversee all customer satisfaction surveys to help ensure that the IRS follows existing Federal guidance for tracking survey feedback.

The Chief Taxpayer Experience Officer should collaborate with division management to ensure that the concerns raised by the survey results are: 1) shared Service-wide; 2) considered in system and process improvements; and 3) evaluated to determine the effects of the improvements on the customer experience, including customer satisfaction.

The Chief Taxpayer Experience Officer should coordinate with division management to administer surveys on consistent delivery and reporting schedules throughout the IRS, when applicable.

The Chief Taxpayer Experience Officer should coordinate with division management to monitor and improve survey quality to reduce nonresponse bias as well as ensure that taxpayers have access to customer satisfaction surveys.