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Department of State
U.S. Agency for Global Media
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OIG recommends that the Bureau of Administration, Office of the Procurement Executive update the Federal Assistance Directive to require specific, measurable objectives to be identified in voluntary contribution award documents consistent with Standards for Internal Control in the Federal Government requirements.
OIG recommends that the Bureau of Administration, Office of the Procurement Executive update the Federal Assistance Directive to require awarding offices to conduct risk assessments consistent with Standards for Internal Control in the Federal Government requirements.
OIG recommends that the Bureau of Administration, Office of the Procurement Executive update the Federal Assistance Directive to require that bureaus issuing voluntary contributions incorporate monitoring activities tied to voluntary contribution objectives as terms and conditions in award documents, consistent with Standards for Internal Control in the Federal Government requirements.
OIG recommends that the Bureau of Administration, Office of the Procurement Executive update the Federal Assistance Directive to require that bureaus issuing voluntary contributions document the results of ongoing monitoring, consistent with Standards for Internal Control in the Federal Government requirements.
The Bureau of Administration should direct the Central Commissary and Recreation Fund Board of Directors to update its bylaws.
The Bureau of Administration should revise its 10-year cash flow projection as planned to reflect the projected decrease in revenue and present this analysis to the Central Fund Board.
The Bureau of Administration should develop and implement a monitoring process to ensure employee associations comply with Department requirements to remit remaining proceeds from temporary duty quarters to the Bureau of Overseas Buildings Operations.
OIG recommends that the Bureau of Diplomatic Security establish and implement a process to perform a fully coordinated, in-depth risk assessment to properly identify and gauge the necessity and benefits of providing remote, OpenNet access to locally employed staff who continue to work in the host country following a suspension of operations, and that it develop and implement guidance for posts on the subsequent steps required when OpenNet access is deemed necessary.
OIG recommends that the Foreign Service Institute, in coordination with the Bureau of Global Talent Management, establish and communicate guidance and procedures for locally employed staff to gain access to the Department of State’s online distance learning courses when access to OpenNet cannot be provided.
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OIG recommends that the Bureau of Information Resource Management establish and maintain a webpage on OpenNet that will be considered the authoritative source for all up-to-date information regarding the use of specific electronic messaging applications and other communication platforms. Once the webpage is established, Department of State personnel should be notified about where the information can be found.
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The Bureau of Consular Affairs, in coordination with the Foreign Service Institute, should implement a plan to improve both training and the availability of resources on consular physical space standards for consular managers.
The Bureau of Consular Affairs, in coordination with the Bureaus of Diplomatic Security and Overseas Buildings Operations, should update Department standards and guidance to clarify the circumstances under which canopies or other shelters are required in consular waiting spaces.
The Bureau of Consular Affairs should update the Consular Package – Management Survey and the Annual Certification of Consular Management Controls to collect data on compliance with Department consular physical space standards and use the information to identify and correct physical space deficiencies.
The Office of Global Women’s Issues, in coordination with the Bureau of Global Talent Management, should conduct an organizational assessment to align its organizational structure with operational needs.
The Office of Global Women’s Issues, in coordination with the Office of the Secretary’s Executive Secretariat’s Executive Office, should follow Department guidelines outlined in the Foreign Affairs Manual to establish the Women’s Global Development and Prosperity Unit as a subordinate bureaucratic entity.
The Office of Global Women’s Issues, in coordination with the Bureau of Global Public Affairs, should develop a public diplomacy action plan consistent with its Functional Bureau Strategy and that supports the Strategy on Women, Peace, and Security and the Women’s Global Development and Prosperity Initiative.
The Office of Global Women’s Issues, in coordination with the Office of the Secretary’s Executive Secretariat’s Executive Office, should review and staff its public diplomacy operation to comply with Department guidelines.
The Office of Global Women’s Issues should develop and implement standard operating procedures to provide oversight and accountability for maintaining records of its foreign assistance awards, in accordance with the Federal Assistance Directive.
The Office of Global Women’s Issues should close out Federal assistance awards as required by Department and Federal standards.
The Office of Global Women’s Issues, in coordination with the Office of the Secretary’s Executive Secretariat’s Executive Office, should develop and implement a process to identify and reclassify foreign assistance funds before they cancel, in accordance with Department guidance.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a detailed vehicle program plan that (a) contains clear, measurable goals and objectives; (b) establishes internal controls within all facets of the motor vehicle program; and (c) defines areas of authority, roles, and responsibilities for personnel responsible for carrying out the motor vehicle program.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a formal strategy to communicate updates or changes to vehicle program requirements to affected stakeholders.
OIG recommends that the Bureau of Administration update the Foreign Affairs Manual to require use of the internal controls developed in response to Recommendation 1 in this OIG report.
OIG recommends that the Bureau of Administration (a) conduct a staffing study of its Office of Logistics Management, Office of Program Management and Policy, Overseas Fleet Division, to determine appropriate staffing levels, whether its staff have requisite fleet management expertise, and whether staff are in the right positions to perform the duties for which they are assigned; and (b) develop and implement a plan to address the results of the study.
OIG recommends that the Bureau of Overseas Buildings Operations, in coordination with the Bureau of Administration, (a) update any bureau-specific motor vehicle procedures in place to comply with the Foreign Affairs Manual and Bureau of Administration guidance within 90 days of final report issuance; and (b) establish a process to review and update these procedures, as appropriate, at least annually thereafter.
OIG recommends that the Bureau of Diplomatic Security, in coordination with the Bureau of Administration, (a) update any bureau-specific motor vehicle procedures in place to comply with the Foreign Affairs Manual and Bureau of Administration guidance within 90 days of final report issuance; and (b) establish a process to review and update these procedures, as appropriate, at least annually thereafter.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement detailed standard operating procedures related to vehicle acquisitions. These procedures should, at a minimum, include (a) guidance to assist posts in understanding the vehicle allocation methodology and target fleet size to allow posts to more effectively determine an appropriate number of vehicles needed, (b) steps to be taken to address the overage of fleet sizes, and (c) guidance on requesting and documenting waivers.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a formal process to oversee post’s motor vehicle acquisitions and to periodically perform an independent validation to determine whether posts are complying with vehicle acquisition requirements. This process should, at a minimum, include a review of post’s vehicle allocation methodology justifications for keeping vehicles that the Overseas Fleet Division determined were questionable or should be eliminated.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a policy related to posts’ local acquisition of used vehicles. This policy should include the circumstances in which a used vehicle may be purchased locally, how to acquire it, and how to record it in the Integrated Logistics Management System.
OIG recommends that the Bureau of Administration perform an analysis to determine whether (a) posts are legally allowed to standardize locally purchased foreign-made vehicles, (b) it would be cost-beneficial to allow such standardization, and (c) this type of standardization should be allowed.
OIG recommends that, if the Bureau of Administration determines that posts will be allowed to standardize the acquisition of foreign-made vehicles (Recommendation 10), the Bureau of Administration update the Foreign Affairs Manual (14 FAM 436.4) and Department of State Acquisition Regulation (§ 606.370) to formalize this policy.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement (a) a policy to comply with 14 FAM 431.6-2(b)(6) and 14 FAM 436.5(a) to maintain all post vehicles in the Integrated Logistics Management System, including vehicles acquired without authorization; and (b) procedures for how posts should enter and track vehicles in the Integrated Logistics Management System that have been purchased without authorization or that exceed post’s target fleet size, including used vehicles.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a method to accurately record and verify vehicle identification numbers in the Integrated Logistics Management System.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, (a) conduct a study to determine effective mileage and utilization standards for the Department of State’s overseas fleet; and (b) develop and implement a plan to address the results of the study.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, (a) conduct a study of Form OF-108, Daily Vehicle Use Record, to determine an effective method for capturing the required vehicle information in accordance with the Foreign Affairs Manual (14 FAM 437.2); and (b) develop and implement a plan to address the results of the study.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a supply-chain mechanism to allow posts that do not have access to parts for American-made vehicles to be able to obtain needed parts for maintaining vehicles in a timely manner.
OIG recommends that the Bureau of Administration require responsible officials at overseas posts to use the Fleet Management Information System as a tracking mechanism for preventive maintenance for each unarmored motor vehicle.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a method to verify that posts perform preventive maintenance on vehicles at appropriate intervals and timely document the maintenance performed in the Fleet Management Information System.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement detailed standard operating procedures to assist posts in tracking and documenting vehicle maintenance in accordance with Department of State policies and procedures.
OIG recommends that the Bureau of Administration, in coordination with the Fleet Management Council, develop and implement a methodology for posts to use when considering the disposal of an unarmored motor vehicle and codify the methodology in the Foreign Affairs Manual. The methodology should include a quantitative minimum for vehicle age, use, and maintenance costs. The methodology should also require posts to conduct and document a disposal analysis to ensure the vehicle meets the necessary criteria for disposal.
OIG recommends that the Bureau of Administration complete the development of and implement detailed standard operating procedures to assist posts in completing vehicle disposals and forms. These procedures should include guidance on conducting periodic checks of disposal forms, entering information into the Integrated Logistics Management System, and performing disposal analyses (Recommendation 20).
The Bureau of Diplomatic Security, in coordination with the Bureau of Administration, should provide training for Regional Security Office staff who support Special Program for Embassy Augmentation and Response units on the Integrated Logistics Management System.
The Bureau of Diplomatic Security, in coordination with the Bureau of Administration, should publish and disseminate updated guidance for the management and inventory of Special Program for Embassy Augmentation and Response property overseas, including the respective responsibilities of General Services Officers and Regional Security Officers.
The Bureau of Diplomatic Security, in coordination with the Bureau of Administration, should properly account for Special Program for Embassy Augmentation and Response loaned vehicles.
The Bureau of Diplomatic Security, in coordination with the Bureau of Overseas Buildings Operations, should bring Special Program for Embassy Augmentation and Response motor vehicle operations into compliance with Department motor vehicle safety requirements.
The Bureau of Diplomatic Security should implement quality assurance surveillance plans for each contract that supports the Special Program for Embassy Augmentation and Response, in accordance with Federal regulations.
The Bureau of Administration, in coordination with the Bureau of Diplomatic Security, should prepare all required annual contractor performance assessment reports and finalize assessments in the Contractor Performance Assessment Report System for contracts supporting the Special Program for Embassy Augmentation and Response.
The Bureau of Diplomatic Security should establish controls to ensure that third-party contractors supporting the Special Program for Embassy Augmentation and Response do not perform inherently governmental functions.
The Bureau of Diplomatic Security should complete the revision of the Foreign Affairs Handbook to clarify and define realistic conditions for transitioning a Special Program for Embassy Augmentation and Response unit to embassy management.
The Bureau of Diplomatic Security should align its monitoring and evaluation plan with standards in the Foreign Affairs Handbook and include specific metrics for assessing Special Program for Embassy Augmentation and Response units’ progress towards transition.
OIG recommends that the Bureau of Diplomatic Security (a) evaluate the Post Security Program Review process, including the staffing structure (Foreign Service versus Civil Service) and levels (how many positions are needed to conduct Post Security Program Reviews in a timely manner) and (b) identify recommendations, as appropriate, for meeting required timeframes and the intent of the program.
OIG recommends that the Bureau of Diplomatic Security develop and execute a corrective action plan that implements the recommendations of its evaluation (Recommendation 1).
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Note: The information includes all open recommendations from reports that were issued October 1, 2014. Potential Monetary Benefits values are as stated in reports—subsequent Department and USAGM management decisions and actions may result in different values.
