Ensure the WBSD develops and implements written policies and procedures for maintaining complete property records and conducting required physical inventory on equipment.

Ensure the WBSD adds existing federally funded equipment into the improved property management system.

Ensure the WBSD develops and implements written policies and procedures to ensure grant match requirements are met and properly tracked.

Require the WBSD to develop and implement written policies and procedures to ensure accurate and timely FFR submissions.

Ensure outstanding federal financial reporting is submitted.

Ensure that Building Futures establishes policies and procedures to ensure the accuracy and appropriateness of its reported performance data.

Remedy $32,478 in salaries and fringe benefits costs that were not adequately supported.

Remedy $8,897 in unsupported operating costs.

Remedy $2,156 in unallowable operating costs charged to VOCA in error.

Work with Cal OES to enhance its subrecipient monitoring policies and procedures to ensure subrecipients are recording or allocating expenditures by funding source, as required.

Work with Cal OES to revise its subrecipient compliance assessment procedures to ensure corrective action plans are implemented in a timely manner.

Assess current challenges imposed on CHP recipients (such as hiring, retention, and the $125,000 officer funding cap), develop potential strategies to address those challenges, communicate this information to the Department and, in coordination with the Department, consider program changes that may be necessary, potentially including statutory changes, to address the viability and success level of the program.

Require each BOP facility to develop a written plan for consistent colorectal cancer screening that details: how the facility will identify the average-risk population; the screening process, to include timeframes; assigned employee responsibilities; and plans for providing colorectal cancer screening education to inmates. Each facility's evaluation should take into account staffing challenges and the other factors identified in this report that contribute to the BOP's failure to consistently offer colorectal cancer screening, as well as any best practices identified during the BOP's evaluation of the 40 facilities referenced in the report.

Establish a process for the Central or Regional Offices to periodically review the facilities' written colorectal cancer screening and education plans and to work with the facilities to make changes to the plans that address new and ongoing factors that affect the ability to consistently provide screening.

Transition to using the fecal immunochemical test as the primary stool-based screening method for colorectal cancer.

Require facilities to review positive fecal immunochemical test and guaiac fecal occult blood test results from the past 12 months to determine whether appropriate follow-up on positive test results occurred in all cases, and develop an after-action plan to correct deficiencies, which could include developing standardized guidance and training to ensure that appropriate follow-up occurs and is properly documented, as needed.

Consider strategies and practices to eliminate the need for off-site pre-colonoscopy evaluations at each facility.

Implement a reliable, consistent process throughout all BOP facilities to monitor and analyze wait times for outside inmate appointments and the causes for canceled or rescheduled appointments in order to ensure that inmates receive timely medical care.

Develop and distribute guidance on how to consistently input International Classification of Diseases-10 codes for colorectal cancer increased-risk factors within the Bureau Electronic Medical Records System so they can more completely and accurately identify inmates at increased risk for colorectal cancer.

Following completion of Recommendation 10, ensure that increased-risk inmates are properly categorized in the increased-risk roster within the Colorectal Cancer Screening Dashboard based on their specific risk factor(s) (e.g., family history).

Institute or append to the current peer review process for Clinical Directors and other BOP physicians who directly supervise clinical employees, as appropriate, an evaluation of the management of inmates at increased risk for colorectal cancer.

Standardize the process for ordering, or otherwise documenting within the Bureau Electronic Medical Records System, when a future screening is required for inmates at increased risk for colorectal cancer.

Ensure Freed Life updates its written policies and procedures to ensure performance data reported in the Performance Measurement Tool is accurate and supporting records are maintained.

Remedy $119,924 in unsupported personnel costs for subaward 52636 and $75,759 in unsupported personnel costs for subaward 52637.

Identify and track performance data points throughout the media destruction process that will allow for the FBI to better measure its backlog and the contractor's productivity and efficiency.

Establish, in accordance with FAR Subpart 46.401, backlog, productivity, and efficiency benchmarks as standards within its media destruction program as requirements for its future contracts for media destruction services.

Utilize developed data to evaluate the current facility's capacity and workforce, ensuring they are adequate to support its goal of onboarding all FBI offices and field offices.

Establish standard operating procedures and standardized training methods that help ensure consistency across the media destruction program.

Remedy $6,472 in unallowable questioned costs related to indirect costs.

Remedy $29,380 in unallowable questioned costs related to contract expenditures.