URMĂRIREA RECOM

Recomandările de audit sunt clasificate ca “DESCHISĂ” sau “ÎNCHISĂ”.O recomandare este ”ÎNCHISĂ” , când î
implementaată, or the a fost anulată. Recomandarea este ”DESCHISĂ”, dacă process of being implemented or a

Audit Name Report/Letter Program/Division Date Updated

DAS Delegation Management

OPO 8/1/2022
Agreement Letter 22-02

Persistent Fee Errors

Occurring in DMV's Title
Report 22-01 DMV 6/15/2022
and Registration
Transactions

Persistent Fee Errors

Occurring in DMV's Title Report 22-01 DMV 6/15/2022
and Registration
Transactions

Persistent Fee Errors

Occurring in DMV's Title
Report 22-01 DMV 6/15/2022
and Registration
Transactions

Persistent Fee Errors

Occurring in DMV's Title
Report 22-01 DMV 6/15/2022
and Registration
Transactions
Persistent Fee Errors
Occurring in DMV's Title Report 22-01 DMV 6/15/2022
and Registration
Transactions

Persistent Fee Errors

Occurring in DMV's Title
Report 22-01 DMV 6/15/2022
and Registration
Transactions

Persistent Fee Errors

Occurring in DMV's Title
Report 22-01 DMV 6/15/2022
and Registration
Transactions

Persistent Fee Errors

Occurring in DMV's Title Report 22-01 DMV 6/15/2022
and Registration
Transactions

Persistent Fee Errors

Occurring in DMV's Title
Report 22-01 DMV 6/15/2022
and Registration
Transactions

DBE Contract-Specific Goal Management

Civil Rights 4/13/2022
Setting Letter 22-01

Capstone Report on
Project Delivery Audits:
Report 21-06 Operations 12/29/2021
Highlighting Common
Themes and Challenges

Mentor-Protégé Program
Seen as Beneficial but
Report 21-05 Civil Rights 11/2/2021
Enhanced Oversight is
Needed
Mentor-Protégé Program
Seen as Beneficial but
Report 21-05 Civil Rights 11/2/2021
Enhanced Oversight is
Needed

Mentor-Protégé Program
Seen as Beneficial but
Report 21-05 Civil Rights 11/2/2021
Enhanced Oversight is
Needed

Mentor-Protégé Program
Seen as Beneficial but
Report 21-05 Civil Rights 11/2/2021
Enhanced Oversight is
Needed

Mentor-Protégé Program
Seen as Beneficial but
Report 21-05 Civil Rights 11/2/2021
Enhanced Oversight is
Needed

Weigh-in-Motion Scales
Need More Proactive Commerce and
Monitoring to Bolster Report 21-04 Compliance formerly 8/17/2022
Performance and Ensure Motor Carrier Division
Program Integrity

Weigh-in-Motion Scales
Need More Proactive Commerce and
Monitoring to Bolster Report 21-04 Compliance formerly 8/17/2022
Performance and Ensure Motor Carrier Division
Program Integrity
Weigh-in-Motion Scales
Need More Proactive Commerce and
Monitoring to Bolster Report 21-04 Compliance formerly 8/17/2022
Performance and Ensure Motor Carrier Division
Program Integrity

Weigh-in-Motion Scales
Need More Proactive Commerce and
Monitoring to Bolster Report 21-04 Compliance formerly 8/17/2022
Performance and Ensure Motor Carrier Division
Program Integrity

Weigh-in-Motion Scales
Need More Proactive Commerce and
Monitoring to Bolster Report 21-04 Compliance formerly 2/10/2022
Performance and Ensure Motor Carrier Division
Program Integrity

Addenda Process Management Delivery and Operations 10/18/2021

Letter 21-03

Employee Leased Housing

Program: Fiscal Controls
Need Strengthening to Report 21-03 Facilities 2/17/2022
Improve Compliance and
Equity

Employee Leased Housing

Program: Fiscal Controls
Need Strengthening to Report 21-03 Facilities 2/17/2022
Improve Compliance and
Equity
Employee Leased Housing
Program: Fiscal Controls
Need Strengthening to Report 21-03 Facilities 2/17/2022
Improve Compliance and
Equity

Employee Leased Housing

Program: Fiscal Controls
Need Strengthening to Report 21-03 Facilities 2/17/2022
Improve Compliance and
Equity

Employee Leased Housing

Program: Fiscal Controls
Need Strengthening to Report 21-03 Facilities 2/17/2022
Improve Compliance and
Equity

Employee Leased Housing

Program: Fiscal Controls
Need Strengthening to Report 21-03 Facilities 2/17/2021
Improve Compliance and
Equity

Employee Leased Housing

Program: Fiscal Controls
Need Strengthening to Report 21-03 Facilities 2/17/2022
Improve Compliance and
Equity
Controls to Ensure
Integrity of Pavement Report 21-02 Delivery and Operations 2/23/2022
Condition Data Needed

Controls to Ensure
Integrity of Pavement Report 21-02 Delivery and Operations 2/23/2022
Condition Data Needed

Controls to Ensure
Integrity of Pavement Report 21-02 Delivery and Operations 2/23/2022
Condition Data Needed

Controls to Ensure
Integrity of Pavement Report 21-02 Delivery and Operations 2/23/2022
Condition Data Needed
Controls to Ensure
Integrity of Pavement Report 21-02 Delivery and Operations 2/23/2022
Condition Data Needed

Modular Housing for Management

Facilities 9/24/2021
Regional Employees Letter 21-02

Modular Housing for Management

Regional Employees Letter 21-02 Facilities 9/24/2021

Modular Housing for Management

Facilities 9/29/2022
Regional Employees Letter 21-02

Modular Housing for Management

Facilities 9/24/2021
Regional Employees Letter 21-02
Modular Housing for Management
Facilities 9/24/2021
Regional Employees Letter 21-02

A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns

A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns

A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns

A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns

A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns
A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns

A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns

A&E Procurement
Report 21-01 Delivery and Operations 6/4/2021
Impacted by Slowdowns

ODOT's Liquidated Debt Management Financial Services 3/9/2021

audit results Letter 21-01

Follow up Service Management

Transformation Program Letter 20-03 DMV 2/2/2021
Contract Payments

Follow up Service
Management
Transformation Program Letter 20-03 DMV 2/2/2021
Contract Payments

Follow-up to Report 17-02

Management
Road Usage Charge Office of Innovation 5/28/2020
Letter 20-02
Program
Construction Contract
Report 20-02 Delivery and Operations 6/16/2021
Change Order Costs

Construction Contract
Change Order Costs Report 20-02 Delivery and Operations 6/16/2021

Construction Contract
Report 20-02 Delivery and Operations 6/16/2021
Change Order Costs

Construction Contract Report 20-02 Delivery and Operations 6/16/2021

Change Order Costs

Bid Communications Met

Requirements but
Timeliness and Report 20-01 Delivery and Operations 11/3/2020
Consistency Could Be
Improved

Bid Communications Met

Requirements but
Timeliness and Report 20-01 Delivery and Operations 11/3/2020
Consistency Could Be
Improved
Bid Communications Met
Requirements but
Timeliness and Report 20-01 Delivery and Operations 11/3/2020
Consistency Could Be
Improved

Bid Communications Met

Requirements but
Timeliness and Report 20-01 Delivery and Operations 11/3/2020
Consistency Could Be
Improved

Commerce and
Commerce and
Compliance Division Management
Compliance formerly 2/6/2020
Contract Administration Letter 20-01 Motor Carrier Division
Practices

A Look at Right-of-Way
Condemnation: Common
Report 19-04 Delivery and Operations 9/8/2020
Justifications and Varied
Processing Times

A Look at Right-of-Way
Condemnation: Common
Report 19-04 Delivery and Operations 9/8/2020
Justifications and Varied
Processing Times

A Look at Right-of-Way
Condemnation: Common
Report 19-04 Delivery and Operations 9/8/2020
Justifications and Varied
Processing Times

DAS Delegation Audit Management

Procurement Office 3/5/2021
Report Letter 19-02
DAS Delegation Audit Management Procurement Office 3/5/2021
Report Letter 19-02

DAS Delegation Audit Management

Procurement Office 3/5/2021
Report Letter 19-02

DAS Delegation Audit Management

Procurement Office 3/5/2021
Report Letter 19-02

Selected Information on
Construction Change Report 19-03 Delivery and Operations 7/23/2019
Orders

Statewide Transportation
Improvement Program
(STIP) Amendment Process Report 19-02 Delivery and Operations 10/22/2020
Not Shown to Measurably
Delay Projects

Statewide Transportation
Improvement Program
(STIP) Amendment Process Report 19-02 Delivery and Operations 10/22/2020
Not Shown to Measurably
Delay Projects
Statewide Transportation
Improvement Program
(STIP) Amendment Process Report 19-02 Delivery and Operations 10/22/2020
Not Shown to Measurably
Delay Projects

Information Asset
Business and
Classification and Security Report 19-01 6/28/2019
Performance Services
Follow-up

Information Asset
Business and
Classification and Security Report 19-01 Performance Services 6/28/2019
Follow-up

Information Asset
Business and
Classification and Security Report 19-01 Performance Services 6/28/2019
Follow-up

Design Quality Control Management Delivery and Operations 9/29/2022

Letter 19-01
 Management
Design Quality Control Delivery and Operations 9/29/2022
Letter 19-01

Management
Procurement Timeliness Procurement Office 11/5/2018
Letter 18-11

OPO Architectural and

Engineering (A&E)
Contract Administration Report 18-01 Procurement Office 1/9/2019
Practices Follow-up

OPO Architectural and

Engineering (A&E)
Report 18-01 Procurement Office 1/9/2019
Contract Administration
Practices Follow-up

OPO Architectural and

Engineering (A&E)
Report 18-01 Procurement Office 1/9/2019
Contract Administration
Practices Follow-up

OPO Architectural and

Engineering (A&E)
Report 18-01 Procurement Office 1/9/2019
Contract Administration
Practices Follow-up

Maintenance and
Operations Architectural
Management Maintenance &
and Engineering (A&E) 10/31/2018
Contract Administration Letter 18-10 Operations
Follow-up
Maintenance and
Operations Architectural
and Engineering (A&E) Management Maintenance & 10/31/2018
Letter 18-10 Operations
Contract Administration
Follow-up

Maintenance and
Operations Architectural
Management Maintenance &
and Engineering (A&E) 10/31/2018
Letter 18-10 Operations
Contract Administration
Follow-up

Technical Services Branch

Engineering and
Architectural and
Management Technical Services
Engineering (A&E) 1/9/2019
Letter 18-09 formerly Technical
Contract Administration Services Branch
Follow-up

Technical Services Branch

Engineering and
Architectural and
Management Technical Services
Engineering (A&E) 1/9/2019
Contract Administration Letter 18-09 formerly Technical
Follow-up Services Branch

Technical Services Branch

Engineering and
Architectural and
Management Technical Services
Engineering (A&E) 1/9/2019
Contract Administration Letter 18-09 formerly Technical
Services Branch
Follow-up

Region 1 Architectural and

Engineering (A&E) Management
Region 1 2/7/2019
Contract Administration Letter 18-08
Follow-up
Region 1 Architectural and
Engineering (A&E) Management Region 1 2/7/2019
Contract Administration Letter 18-08
Follow-up

Region 1 Architectural and

Engineering (A&E) Management
Region 1 2/7/2019
Contract Administration Letter 18-08
Follow-up

Transit Compliance Management

Public Transportation 5/18/2018
Reviews Second Follow-up Letter 18-07

Transportation
Development Division Policy, Data & Analysis
Architectural and Management Division formerly
1/17/2019
Engineering (A&E) Letter 18-06 Transportation
Contract Administration Development Division
Follow-up

Transportation
Development Division Policy, Data & Analysis
Architectural and Management Division formerly
1/17/2019
Engineering (A&E) Letter 18-06 Transportation
Contract Administration Development Division
Follow-up

Transportation
Development Division Policy, Data & Analysis
Architectural and Management Division formerly
1/17/2019
Engineering (A&E) Letter 18-06 Transportation
Contract Administration Development Division
Follow-up

Region 4 Architectural and

Engineering (A&E) Management
Region 4 1/14/2019
Contract Administration Letter 18-05
Follow-up

Region 4 Architectural and

Engineering (A&E) Management
Region 4 1/14/2019
Contract Administration Letter 18-05
Follow-up
Region 2 Architectural and
Engineering (A&E) Management Region 2 12/6/2018
Contract Administration Letter 18-04
Follow-up

Region 2 Architectural and

Engineering (A&E) Management
Region 2 12/6/2018
Contract Administration Letter 18-04
Follow-up

DMV Service
Transformation Program Management
DMV 6/20/2018
(STP) Contract Payment Letter 18-03
Processes

DMV Service
Transformation Program Management DMV 6/20/2018
(STP) Contract Payment Letter 18-03
Processes

DMV Service
Transformation Program Management
DMV 6/20/2018
(STP) Contract Payment Letter 18-03
Processes

DMV Service
Transformation Program Management DMV 6/20/2018
(STP) Contract Payment Letter 18-03
Processes
DMV Service
Transformation Program Management
DMV 6/20/2018
(STP) Contract Payment Letter 18-03
Processes

Region 3 Architectural and

Engineering (A&E) Management
Region 3 7/17/2018
Contract Administration Letter 18-02
Follow-up

Region 3 Architectural and

Engineering (A&E) Management
Region 3 7/17/2018
Contract Administration Letter 18-02
Follow-up

Facilities Architectural and

Engineering (A&E) Management
Facilities 12/5/2018
Contract Administration Letter 18-01
Follow-up
Facilities Architectural and
Engineering (A&E) Management Facilities 12/5/2018
Contract Administration Letter 18-01
Follow-up

Facilities Architectural and

Engineering (A&E) Management
Facilities 12/5/2018
Contract Administration Letter 18-01
Follow-up

Railroad Gross Revenue Management

Public Transportation 12/12/2017
Fee (GRF) Follow-up Letter 17-06

SPOTS Purchase Card Management

Financial Services 1/22/2018
Program FY 2016 Letter 17-05

SPOTS Purchase Card Management

Financial Services 1/22/2018
Program FY 2016 Letter 17-05

SPOTS Purchase Card Management

Financial Services 1/22/2018
Program FY 2016 Letter 17-05

SPOTS Purchase Card Management

Program FY 2016 Letter 17-05 Financial Services 1/22/2018
SPOTS Purchase Card Management Financial Services 1/22/2018
Program FY 2016 Letter 17-05

Transit Compliance Management

Public Transportation 10/17/2017
Reviews Follow-up Letter 17-04

Transit Compliance Management

Public Transportation 10/17/2017
Reviews Follow-up Letter 17-04

Transit Compliance Management

Public Transportation 10/17/2017
Reviews Follow-up Letter 17-04

Management
Single Audit Review Public Transportation 10/24/2019
Letter 17-03

Management
Single Audit Review Public Transportation 10/24/2019
Letter 17-03

Single Audit Review Management Public Transportation 1/31/2022

Letter 17-03
 Management
Design Exception Traffic Roadway 7/26/2017
Letter 17-02

DBE Program Shows

Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain

DBE Program Shows

Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain

DBE Program Shows

Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain

DBE Program Shows

Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain
DBE Program Shows
Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain

DBE Program Shows

Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain

DBE Program Shows

Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain

DBE Program Shows

Progress, Needed Report 17-03 Civil Rights 10/12/2017
Improvements Remain
Road Usage Charge
Program-Additional Steps
Report 17-02 Office of Innovation 4/9/2018
Needed to Assure Mileage
and Fuel Data Accuracy

Road Usage Charge

Program-Additional Steps
Needed to Assure Mileage Report 17-02
Office of Innovation 4/9/2018
and Fuel Data Accuracy

Road Usage Charge

Program-Additional Steps
Needed to Assure Mileage Report 17-02 Office of Innovation 4/9/2018
and Fuel Data Accuracy

Road Usage Charge

Program-Additional Steps Report 17-02
Office of Innovation 4/9/2018
Needed to Assure Mileage
and Fuel Data Accuracy

Road Usage Charge

Program-Additional Steps
Report 17-02 Office of Innovation 4/9/2018
Needed to Assure Mileage
and Fuel Data Accuracy
Road Usage Charge
Program-Additional Steps Report 17-02 Office of Innovation 4/9/2018
Needed to Assure Mileage
and Fuel Data Accuracy

Road Usage Charge

Program-Additional Steps
Report 17-02 Office of Innovation 4/9/2018
Needed to Assure Mileage
and Fuel Data Accuracy

Connect Oregon Project

Monitoring Supports
Project Completion and Report 17-01 Statewide Programs Unit 1/18/2018
Protects Project Funds

Connect Oregon Project

Monitoring Supports
Report 17-01 Statewide Programs Unit 1/18/2018
Project Completion and
Protects Project Funds

Connect Oregon Project

Monitoring Supports Report 17-01 Statewide Programs Unit 1/18/2018
Project Completion and
Protects Project Funds

Railroad Gross Revenue Management

Fee Letter 17-01 Public Transportation 7/14/2017
 URMĂRIREA RECOMANDĂRILOR DE AUDIT

SĂ”.O recomandare este ”ÎNCHISĂ” , când întrunește următoare condiție: Implementată, Soluție alternativă aplicată, Nevalidă,
Ă”, dacă process of being implemented or awaiting follow-up. Audits are color coded to signify each individual audit. This repor

Recommendation

No recommendations issued.

Identify which vehicle owners have

overpaid on fees and return the
difference to the owner. A
determination on how to address
vehicle owners that underpaid on
registration and title fees is also
needed.

Ensure the vendor providing the

VIN decoder is using current EPA
combined MPG ratings as the basis
for data provided to DMV and
investigate whether issues can be
remedied to improve accuracy.

Update the DMV Title and

Registration Manual to include the
distinction that vehicles older than
2000 default to Tier 1.
Communicate this distinction to
dealers.

Develop a quality control process

to monitor and ensure the correct
MPG rating and fuel type are used
as the basis for fees.
Investigate ways that existing
vehicle MPG ratings and fuel types
can be corrected.

Reconcile DMV and OReGO

program requirements related to
how MPG and MPGe ratings are
used.

Develop a mechanism to reconcile

the vehicles that DMV records
indicate are enrolled to ensure
accurate records.

Review MPG and MPGe ratings for

the OReGO program and correct
those that don't match the EPA
ratings and program requirements.
Determine if payment errors
occurred and reconcile the
difference with program
participants.

Ensure OReGO account managers

are providing the correct MPG
rating and fuel types for vehicles
by completing regular reviews of
enrolled vehicles. Results of the
review should be shared with
account managers.

No recommendations issued.

No recommendations issued.

Work with the Port to address

protégés’ feedback about the
mentorship and consultant
component of the Program. For
example, one option for
consideration might be changing
mentors during the three years of
the Program.
Revise Agreement language to reduce
ambiguity in roles and responsibilities
between ODOT and the Port, and for
eligibility to participate in the
Program. Specifically, clarify whether
ODOT will only sponsor protégés who
have worked on ODOT projects or if
this is optional.

Establish clear goals for the ODOT-

sponsored protégés, and track
performance metrics.

Conduct oversight of the partnership

with the Port to ensure that the Port
fulfills its requirements as described in
the Agreement.

Ensure the Port provides required

reporting to ODOT and retains the
documentation.

Develop written procedures to

calibrate WIM scales at installation
and for on-going operations.

Complete regular calibration for

WIM scales and maintain
calibration records.
Determine if scale-crossing data
can be used to monitor system
performance. Items to consider
include:
a. Whether a trucks pulls into the
static scale after receiving a red or
green light
b. When the static scales are open
and closed
c. When WIM scales are turned off
and on

Track system uptime to know

when troubleshooting occurs and
technical fixes are required at WIM
scales.

Determine what an acceptable

accuracy level is for use of LPR
cameras and consider if a tolerable
accuracy can be achieved before
expanding use at other scale
locations.

No recommendations issued.

Complete appraisals on homes to

meet OAR requirements and track
when appraisals are needed on an
on-going basis to ensure timely
completion.

Review current rental rates to

ensure alignment with appraised
fair market rental rates for each
property. Make any adjustments
to leases as needed.
Ensure that deposits are required
and collected in accordance with
program requirements. Deposit
payments and reimbursements
should be documented in ODOT’s
accounting records.

Work with Financial Services to

take corrective action with current
and previous tenants on funds
ODOT is owed and owes.

Complete a reconciliation of
payroll deductions with active
leases to ensure payments are
correct. Set a regular reconciliation
schedule for on-going review of
deductions with lease terms.

Ensure consistency with lease

terms and actual practices for
utility payments by tenants.

Work with the Facilities Council

and Facilities Steering
Team to set regular reporting to
ensure sufficient
accountability for the housing
program. Items to consider
including in reporting: non-
compliance, appraisal
completion, occupancy rates,
program changes, and
process issues.
Evaluate the need to either build,
acquire, or modify current
software to manage the pavement
condition data in a way that links
data together and strengthens
controls that ensure data are
reliable, accurate, and complete.

Examine current practices of how

and why the Vendor data are
edited to bring the ratings in line
with older rating methods.
Consider implementing decision
trees for making changes. Discuss
the benefits of the new technology
and create a plan of when and
how the data will be reported with
very few if any edits
after final acceptance from the
Vendor. The Program should also
update their procedures to reflect
current practices related to rut
severity and using the corridor
approach for using the second lane
data.

Strengthen procedures to ensure

that control deficiencies are
addressed and add monitoring
controls to those processes with
the highest risk of negatively
affecting the pavement condition
data accuracy and reliability.

Ensure that the Project Manager,

and any other staff assigned
contract administration duties,
complete the DAS Contract
Administration training and
certification.
Establish a process that ensures
records supporting key controls
and contract deliverables are
retained.

For Capital Improvement projects

completed in the last three years,
compare actual costs with
estimated costs at initial approval
(inclusion on approved list of CI
projects) to determine whether
the differences noted in the
modular home procurements were
typical of CI projects or unusual. If
typical, take steps to improve the
cost estimating process for CI
projects. Such steps might include
obtaining cost estimate
information from bidders on major
building components as part of the
solicitation submissions.

To encourage maximum
competition when procuring
employee housing, define the
desired outcome in terms of size,
building standards, and level of
quality and allow either site-built
or modular construction.

When employing a new

procurement approach, do not
start the procurement process late
in a biennium, and timely and
effectively communicate the new
approach to the potential
contractor pool.

Explore methods that would allow

carryover of CI funds into the
following biennium and determine
whether any are worth pursuing.
Ensure staff establish and
document a clear understanding
with contractors what the scope of
work entails for a contract and
hold contractors accountable to
the scope of work during contract
administration.

Require staff to provide the draft

SOW and any other required
documents when submitting the
PSK request to OPO. Incomplete
PSK requests should be returned to
staff with an explanation of the
missing information.

Determine if the OPO timeliness

goals for A&E contracts are
reasonable considering the
capacity and ability of staff to meet
them, among other indicators.

Communicate goals to staff and

ensure proper monitoring of
procurements to hold staff
accountable to timelines.

Determine the feasibility of

compiling the level of effort agreed
to for contract tasks by consultants
and create a resource for project
staff to reference the data when
generating internal cost estimates.

Work with DOJ to determine steps

that can be taken to align wording
expectations and address
inconsistent feedback from
attorneys on SOW language.
Using results of the previous step,
create an inventory of SOW task
language and make available for
staff to use in developing a new
contract SOW. Task language
should be agreed to between OPO
and the regions to reduce the level
of revision necessary.

Work with ACEC to determine

what actions can be taken to
improve practices during the
procurement process.

Ensure consultants provide

completed DBE commitment forms
before executing the contract.

No recommendations issued.

DMV should document the

processes used to review project
expenses and the Cost
Methodology in written
procedures.

DMV should clarify both the

change order language in the
original QA contract and intended
payment amounts when cost
ranges are used in the second QA
contract.

No recommendations issued.
Assure that the level of CCO
documentation aligns with the
desired level of transparency and
accountability. Examples include
documentation sufficient to
identify the relationship between
the CCO cost and the contractor’s
proposed cost, and circumstances
under which consideration of the
final engineer’s estimate in relation
to original bid prices, when used
for CCO costs, must be included in
supporting documentation.

Include in the CCO documentation

the contractor’s written cost
estimate when provided.

Provide additional guidance on

evaluating cost reduction
proposals.

Periodically review bid prices for

the potential of unbalanced
bidding that could affect the award
of contracts and total cost to the
public under various actual
scenarios.

Revise policies to incorporate

desired/expected department
timeframes for responding to plan
holder inquiries.

Take steps to ensure REs are

sufficiently familiar with ODOT’s
policies and procedures related to
plan holder communications to
implement them in a compliant
and uniform approach.
Work with RE offices to ensure
that communications with plan
holders are properly archived and
retrievable.

Engage with stakeholders to

evaluate best practices related to
plan holder communications,
including how best to publish plan
holder questions and ODOT
answers.

Motor Carrier should ensure that

all staff performing contract
administration duties complete
required training.

Work with regions to determine if

reducing the 17-week ROW HQ
mandate for the condemnation
process to better align it to actual
performance for payment files will
aid in project management.

Work with regions to ensure

project schedules allow sufficient
time for ROW negotiations before
files are recommended for
condemnation.

Determine if tracking the cost of

ROW HQ staff time processing files
through condemnation will assist
in decision-making.

Ensure all contracts issued under

the Agreement reference the
Agreement;
Ensure staff have completed all
Agreement-required training and
certifications prior to DAS
delegation and at the time of
providing DAS delegated
procurement authority;

Ensure all Agreement-required

documentation be provided in
procurement files; and

Work with DAS to clarify the

Agreement as to how managers
and position level under fills are
evaluated with respect to Exhibit A
requirements, updating applicable
delegation orders as appropriate.

No recommendations issued.

Review the process for building the

STIP and how programming
decisions are made to determine if
changes are necessary for setting a
project’s schedule and funding.

Review the project controls for

scheduling and funding within the
project development stage to
determine if additional rigor is
needed.
Work with Metropolitan Planning
Organizations (MPOs), the Oregon
Transportation Commission (OTC),
and Federal Highway
Administration (FHWA) to identify
opportunities to streamline the
STIP amendment process.

Revise the IA Handling

Requirements to include the
requirement that IA at all
classification levels be protected
from “unauthorized changes;” and
provide more clarity on how
business units can meet the
handling requirements of at least
two layers of control for Level 3
assets when not in use.

Update information asset

classification guidance documents
to align the definitions for
information owner and
information custodian with ODOT
Policy ADM 07-11.

Determine if current training on IA

classification and security meets
agency needs and goals in terms of
content and frequency. Revise as
needed.

Technical Services should ensure

that region QC practices align to
the QC plan and that there is
statewide consistency across
regions.
Additionally, in conjunction with
efforts to revise discipline design
QC practices, Technical Services
should ensure going forward that
region QC practices meet agency
expectations for performing QC.
Regular quality assurance reviews
would provide ongoing
assessments of region practices.

No recommendations issued.

Require ODOT contract

administrators to complete OPO
contract closeout and invoice
review training courses to
supplement required training from
DAS.

Update the OPO Invoice

Requirements Guide to improve
clarity on what information
invoices are required to have prior
to payment approval and when a
revised invoice is needed.

Continue efforts to establish a

monitoring process for completing
consultant evaluations and using
evaluations in selecting
consultants for future contracts.

Implement a monitoring process to

ensure contracts with federal
funding are closed out in
alignment with OPO guidance.

Work with OPO to take necessary

actions that address exceeding the
noncontingency contract NTE.
Ensure consultants include invoice
information that demonstrates the
work was done in alignment with
contract terms and specifications.

Update the contract closeout

checklist used by staff to include
providing notice to the consultant
project manager that all services
have been performed, deliverables
have been received, and there are
no outstanding payments to be
made.

TSB should ensure contract

closeout is completed for A&E
contracts and documentation is
retained in the contract file.

TSB should ensure invoices

approved for payment are for
services performed within the
authorized contract period.

TSB should ensure consultants

include invoice information that
demonstrates the work was in
alignment with contract terms and
specifications.

Region 1 should ensure payments

are made for services that are
provided within the authorized
contract period and in compliance
with all other contract and OAR
requirements.
Region 1 should ensure
consultants include required
invoice information per contract
invoice requirements.

Region 1 should ensure contract

closeout is completed timely and
documentation is retained for each
A&E contract.

No recommendations issued.

TDD should insure invoices

approved for payment are for
services performed within the
contract timeframe.

TDD should ensure consultants

include invoice information that
demonstrates the work was in
alignment with contract terms and
specifications.

TDD should ensure contract

closeout is completed for A&E
contracts and documentation is
retained in the contract file.

Complete timely contract closeout

for A&E contracts and retain
documentation in the contract file.

Hold consultants to include

required invoice information per
contract invoice requirements.
Hold consultants to include
required invoice information per
contract invoice requirements.

Ensure contract closeout for all

A&E contracts is being completed
timely and documentation is
retained.

Work with DAS in amending the

QA consultant contract to remove
the conflict regarding the basis of
compensation.

Related to the first

recommendation, assure that the
QA consultant invoices contain the
information necessary for DMV to
confirm the amount due given the
basis of compensation specified in
the contract.

Document mutual agreement of

any changes to the contracts using
allowed means.

Issue change orders that establish

the cost of a deliverable when
required under a contract or
subsequent amendments.
Determine the desired level of
transparency regarding STP
administration and align practices
to meet that target. Such steps
may include the following:
a. Assure that invoice review check
lists are completely filled out.
b. Document the reasons for
including or excluding categories of
costs from reported STP costs. c.
Document effective dates for STP
cost allocation decisions.
d. Update the Cost Methodology
and related documents to reflect
all project decisions that affect STP
cost allocation.
e. Periodically review selected
transactions for alignment with the
adopted cost allocation
methodology.

Region 3 should ensure contract

closeout is completed timely and
documentation is retained for each
A&E contract.

Region 3 should ensure

consultants include required
invoice information per contract
invoice requirements.

Facilities should ensure invoice

payments are for work that occurs
after the contract amendment is
executed and the notice to
proceed is issued.
Facilities should ensure invoices
approved for payment include
documentation demonstrating the
work is in alignment with the
contract terms and specifications.

Facilities should ensure efforts

continue on implementing
contract closeout steps as
recommended by OPO best
practices.

No recommendations issued.

Develop a risk-based monitoring

strategy to identify whether
cardholders are consistently using
mandatory price agreements.
Items to focus on could include:
a. High dollar spend cardholders
b. High transaction volume
cardholders
c. Vendors with items more likely
available on price agreement

Develop corrective actions, as

appropriate, for cardholders
identified as not using mandatory
price agreements.

Update cardholder training with

additional materials and content
for using price agreements, and
consider if additional training
classes should be required related
to price agreements.

Update the Travel Reimbursement

Claim form to require that
travelers indicate whether a SPOTS
card was used to pay for travel
expenses.
Cardholder managers should
ensure cardholders have access to
mandatory price agreement details
and are held accountable to use
them for SPOTS card purchases
when appropriate.

Determine how to include

management of expenditures in
the assessment of subrecipient
segregation of duties.

Ensure that RLS fills out the review

checklists consistent with the
report content.

Follow through on plans to

monitor subrecipient compliance
with applicable requirements for
lobbying, ADA complaint reporting,
and disposition of real property.
Also ensure that subrecipients
submit to Transit required annual
reports of ADA compliance,
changes, and updates.

Determine the appropriate role

that contracted reviews and the
state’s single audit review process
should play in an overall strategy
that assures Transit meets its
monitoring obligations outlined in
the State Management Plan.

For contracted reviews, revise the

field guide for audit-related tasks
to be consistent with the role
defined in Recommendation 1.

In conjunction with
Recommendation 1, determine
how best to assure that STF
recipients meet the audit
requirements for those funds.
No recommendations issued.

Continue working to further

improve the completion rate,
timeliness, and completeness of
CUF reports and supporting
documentation.

Review the FHWA Tips on

Evaluating a Commercially Useful
Function. Add questions that
address the following: company
markings or emblems on vehicles
and equipment; employer of
leased equipment operator; and
verification of the level of
involvement of DBE in various
materials management activities.
Also add a “Follow-up Needed”
checkbox or field and a “Follow-up
Conducted” narrative field for the
entry of follow-up details and
results.

If PSRs or a future equivalent

remain a critical tool in monitoring
prompt payments or reporting on
DBE participation, take steps to
assure that PSRs are complete,
accurate on their face, submitted
timely in accordance with the
contract and other governing
guidance, and any notifications
required under statute or the
contract comply with such
requirements.

Establish criteria and a process to

follow up on apparent late
payments to subcontractors that
documents any late payments
identified and the actions taken in
response.
Establish a process that
independently verifies information
submitted about payments to
subcontractors. Options may
include the following:
• Provide subcontractors a means
to corroborate project payment
information related to their firm.
• On a periodic and test sample
basis, compare submitted payment
information with contractor and
subcontractor records.

Continue to work with COBID to

conduct a targeted
outreach/recruitment effort
toward firms identified as potential
DBEs in the 2016 Disparity Study
and use results to inform annual
DBE participation goal.

Continue to explore whether

changes to release of retainage
processes can better meet ODOT’s
intended objectives.

Modify the DBE Plan to clarify that

the overall goal set in accordance
with 49 CFR 26.51 applies only to
contractor payments, and not to
all Federal aid funds expended.
Complete the following for
technology used in the RUC
program:
a) Set a baseline amount of testing
for account managers and ODOT
staff to complete to adequately
demonstrate device accuracy.
b) Ensure account managers
provide complete testing
methodology and results to
demonstrate device mileage and
fuel accuracy.
c) Ensure complete documentation
of ODOT staff testing results to
support device mileage and fuel
accuracy.
d) Determine how on-going
monitoring for device monitoring
will be done.

Ensure account managers are

collecting adequate information
from volunteers to assign the
correct MPG rating for the vehicle.

Have account managers report

specification details used to assign
the MPG rating for vehicles
enrolled in the program to ODOT
for improved monitoring.

Complete periodic reviews of

assigned MPG ratings to ensure
they are correct.

Improve the rigor in detecting

occurrences of error and event
code 4 that do not align to
program requirements.
Require the account manager to
complete the SOC-II, type 1 audit
and related deliverables as
specified in the contract
amendment.

Ensure required contract

deliverables are completed prior to
making payment to account
managers. Deliverables should be
in conformance with contract
terms and submitted timely.

Improve the written guidance for

the Connect Oregon project
monitoring process to improve
transparency and continuity.
Specific areas to address include:
a) Determining what level of detail
should be included in the
agreement scope of work;
b) What should be included in the
project acceptance reports; and
c) The role of the oversight
committee.

Improve the documentation for

Connect Oregon project related
decisions, for example, decisions
by the oversight committee or
project agreements deviating from
applications.

Ensure program guidance is

followed for posting meeting
materials and minutes during the
Connect Oregon project selection
process.

Work to ensure that future cell

phone charges are accurately
allocated.
A RECOMANDĂRILOR DE AUDIT

Ă” , când întrunește următoare condiție: Implementată, Soluție alternativă aplicată, Nevalidă, Conducerea a decis să nu fie
ented or awaiting follow-up. Audits are color coded to signify each individual audit. This report is up-to-date as of: 1/31/2023

Recommendation
Management Action Implementation
Status

Not applicable

• DMV will develop a methodology to identify vehicles that were assessed more than
required, establish a minimum amount over which refunds will be issued, and a
schedule for accomplishing those refunds Management Action
• For vehicles that were under-charged, DMV will establish a threshold over which Pending
additional payments will be sought, if the cost for the agency to pursue those
additional fees makes sense

• DMV will work with the current vendor to ensure the most accurate data possible is
being used. DMV will also investigate whether additional tools can be launched, to
supplement/complement the current VIN decoder, to improve accuracy Management Action
• DMV will explore other VIN decoder options in terms of accuracy, prompt return of Pending
information, ease of use, consistency with other state agencies, etc.

• DMV will update the manual and ensure all staff receive updated training
Management Action
• DMV will ensure all relevant resource materials used by vehicle dealers are up to
Pending
date

• DMV will assemble a team of internal experts, including IT professionals, to develop Management Action
methods for quality control Pending
• DMV will assemble a team of internal experts to analyze data for vehicles that have
an existing MPG rating in the system to verify and correct where needed Management Action
Pending
• DMV will develop an implementation plan to correct ratings already in the system

• ODOT will reconcile to a single method Management Action

Pending

• ODOT will develop a process to verify OReGo involvement Management Action

Pending

• OReGO needs to update monthly variance research process

• OReGO had account managers self-audit MPG once per year 3-4 years ago and may Management Action
Pending
need to formalize annual procedures with Account Managers

• Will address procedures for validating auto enrollments Management Action

Pending

Not applicable

Not applicable

• Worked with the Port and are now assigning mentors based on protégé needs Completed
• The recommendation has been accepted and will be implemented in any future IGA Partially completed

• The recommendation has been accepted and will be implemented in any future IGA Partially completed

• New OCR personnel assigned responsibility for overseeing partnership and ensuring Completed
the Port fulfills requirements

• New OCR personnel assigned responsibility for ensuring the Port provides and retains
Completed
required documentation

• Working with vendor establish regular maintenance schedule

Partially completed
• Determined where maintenance and calibration records will be stored

• Same as above Partially completed

• Established tracking system that creates searchable data for issue resolution and
pattern identification
Partially completed
• Researching possibilities for a dashboard for notification when WIM is outside of
tolerance

• Established policy on reviewing the WIM and scale operations

• Implemented changes to the enforcement system that capture reasons why WIM Completed
system is turned off

• Assessing LPR systems for accuracy

Partially completed
• Working with vendor to identify and resolve recurring issues

Not applicable

• Facilities will track when appraisals are due and complete them a scheduled
Partially completed
• Will catch up on appraisals while planning to stay caught up

• Facilities will update rental rates as they get appraisals back

Completed
• Deposits will be updated as part of new rental agreement process
• Facilities will update rental agreements to include pet and cleaning deposits
Partially completed

• Will work with Financial Services to get a summary of rent payments

• Will validate any over and under rent payments Partially completed
• Will coordinate with Financial Services to address any discrepancies

• Same as above
Partially completed

• Facilities will review how utilities are provided at each site

Completed
• Will update rental agreements to ensure utilities are billed correctly

• Facilities will produce an annual report that lists data on multiple topics
Completed
• Will track and report on issues while also bringing them to the FST
• Will continue to use current software
• Will continue to monitor the reliability of these data tools Completed
• The resources required to implement this recommendation are not available

• Updated procedural documents to reflect current practices

Completed
• Aim to have data collection vendors remove human error from the process

• Implemented stronger controls

Completed

• Staff completed DAS Contract Administration training and certification

Completed
• Prepared report that summarizes results of controls
Completed

• Reviewed CI projects from the last two biennia

Completed
• Discussed findings and recommendations with the Facilities Steering Team

• Facilities will write future bid documents for employee housing to allow either on-
site stick built or modular construction Completed

• Discuss procurement methods with OPO

• Work to avoid procurements at the end of the biennium
• Improve communications with the bidding community to maximize competitiveness Completed
• Actions have
been taken and will be on-going for Facilities

• Researching methods to carryover CI funds into the following biennium

Partially completed
• In the future Facilities will not accept inaccurate schedule and values documents
from contractors and will have them correct the documents prior to accepting them
• Developed new documents that clarify the scope of work and accurate budget Completed
accounting for projects •
Actions have been taken and will be on-going for Facilities

• Will return incomplete requests with instructions on what needs to be completed

and tools that can be used to complete them
Completed
• Will provide training on guidelines for writing the SOW and A&E construction
administration

• On hold pending actions on other recommendations Completed

• Communicating with Project Managers on how new tools are to be used

• OPO is establishing a performance metric to
monitor internal review time • New tools are being implemented to aid Completed
staff in developing a procurement

• Developed tool that uses a numbering system to track work

• Developed cost estimating tool that allows Contract Administrators to develop levels Completed
of internal effort prior to contract negotiations

• Continue to work with DOJ on the use of templates

• OPO will seek further exemptions from DOJ to avoid unnecessary handoffs and Completed
reviews
• Statewide Project Delivery Branch implemented a Standardized SOW initiative
• Developing DocuGen tool to allow Contract Administrators to select project discipline Completed
and generate SOW based on their selection

• Working with the ACEC Steering Procurement Subcommittee to determine and

Completed
implement improvements

• Implemented guidance that provides a way to confirm that approval has been
granted by the ODOT Office of Civil Rights prior to executing the contract Completed

Not applicable

• Wrote up process used to review project expenses. An updated Cost Methodology

with the documented process was approved Completed

• There are no QA contracts in place. DMV will clarify language in future contracts. Not applicable

Not applicable
• Updated the Construction Manual. The updates will be included in a larger
Partially completed
Construction Manual update

• Include guidance from Recommendation 1 in regular meetings and new employee

training Completed

• Documentation and instruction on cost reduction evaluation will be included in

Completed
update referred to in Recommendation 1

• Continue reviewing bids on bid day to assess unbalanced bids

• Work will be conducted to increased ODOT's ability to monitor unbalanced bids Partially completed
throughout the project's life

• Developed memorandum providing guidance on responding to bidder questions

• Updated Chapter 6 of the Construction Manual Completed

• REs completed additional training during quarterly meetings

Completed
• REs completed additional training during quarterly meetings Completed

• Conducting survey of stakeholders in December 2020

Completed

• Held extensive contract administration trainings for staff

Completed

• Recommendation addressed in new processes put forth by Statewide Project

Delivery Office Completed

• Recommendation addressed in Project Delivery Improvement Workplan Processes

implemented in 2019
Completed
• Continued to work with Regions to help them maintain project timelines

• Began coding staff time spent on condemnation files

Completed

• Updated Delegation Assessment Tool

• Added supporting documentation requirements
Completed
• Updated ODOT Procurement's Desk Procedure DP-OPO-002
• Worked with DAS Procurement to update DAS Tiered Delegation
• Added procurement file documentation requirements Completed

• Listed existing procedures and resources that addressed the recommendation

Completed

• Worked with DAS Procurement to update DAS Tiered Delegation

• Updated Delegation Orders for ODOT Procurement staff with DAS procurement
Completed
authority

Not applicable

• Implemented tools to enhance reliability of project schedules, manage project risk,

clarify project types in STIP and collect needed data before identifying the scope,
schedule and budget of proposed projects
Completed
• Formed three task forces to address cost estimating, scheduling and project risk
management

• Implemented formal project change management process to document and approve

changes.
• Added two formal phase gates to the project development process to assess project
readiness
• Made real-time project progress reports and performance measures (on-time and Completed
on-budget) available
• Created a Project Development Section consisting of a Project Management Office,
Project Controls Office, Programs Development Office and a Technology Data Unit
• Worked with FHWA and MPOs to streamline amendment process
Completed

• Updated IA Handling Requirements

Completed

• Updated Policy ADM 07-11

• Normalized use and definition of terms "owner" and "custodian" Completed

• Reviewed content and frequency of training

• Worked with Human Resources to include training in 2020 curriculum Completed

• Disciplines have published statewide quality plan

• Tech Center and Discipline Quality Plan templates have been published Partially completed
• Develop Operational Notice for Project Delivery QA/QC Program.
• Published guidance on quality standards of practice
• Published Project Delivery Quality Program Manual Partially completed
• Additional quality training webinars with stasff and ACEC partners

Not applicable

• Worked to incorporate OPO's invoice and contract-closeout training components

into required training for contract administrators Completed

• Updated OPO Invoice Requirements to clarify what information is required and when
Completed
a revised invoice is needed

• Established monitoring process for the collection of completed consultant

evaluations Completed
• Helped establish a process for the use of consultant evaluations

• Updated Contract Closeout Requirements Resource

Completed
• Notified agency that OPO will conduct closeout reviews for federally-funded projects

• Documented that work was authorized by the written notice to proceed was not
Completed
completed in a note in the contract file
• Requested that invoices include overhead and profit amounts Completed
• Reviewed the Invoice Requirement Guide and updated it to clarify requirements

• Updated process to ensure that the agency provided notice to the consultant Completed

• Drafted procedures and tools to address contract closeout deficiencies Completed

• Drafted invoice processing procedures and recommended staff roles

Completed
• Provided financial tracking spreadsheets to help monitor all invoicing and tracking

• Same as above Completed

• Confirmed all individuals managing contracts have completed all contract

management training
Completed
• Identified appropriate contract management training for new employees and
ensured the training was completed
• Established consistent methods for discipline managers to track open contracts
• Developed contract scopes of work that allowed for contingency tasks and reduced Completed
the need to develop contract amendments

• Worked with procurement staff to pursue options for streamlining the contract
amendment process Completed
• Worked with procurement staff to pursue more flexible contract types

Not applicable

• Instituted review of TDD's contract paperwork to ensure compliance with

Completed
procurement guidelines

• Same as above Completed

• Same as above Completed

• Identified a single point of contact from Region 4. This person will develop a tracking Completed
process for all A&E contracts

• A single point of contact tracks invoice requirements

Completed
• All staff administering contracts are trained in invoice requirements
• Improved procedures, policies and training to strengthen alignment with guidelines Completed
and procedures for invoice review and contract closeout

• Same as above Completed

• Removed the conflict regarding the basis of compensation Completed

• Ensured QA consultant invoices contain the correct amount of information Completed

• Documented any verbal agreements with consultants in writing Completed

• Change orders are issued to establish the cost of a deliverable, as needed Completed
• Implemented steps to enhance transparency, such as ensuring each signer reviews
the invoice for completeness and adding file notes to clarify costs
• Updated Cost Methodology document to align with practices Completed
• Periodically reviews transactions to ensure alignment with Cost Methodology

• DAS Public Services Contract Administration Training required for all staff with
Completed
potential to be a contract administrator

• Conducted internal review to ensure compliance with OPO contract administration

Completed
guidelines

• Created written procedures, forms and tools for project managers to use for A&E
Completed
contracts
• Updated A&E Contract Administration and Project Completion checklists Completed
• Conduct periodic checks to ensure documentation is complete

• Added additional documentation for contract closeout completion Completed

Not applicable

• Implemented new review methodology that ensures all cardholders will have their
transactions reviewed at least once per fiscal year
Completed
• Implemented process to ensure corrective action has taken place when transactions
are found to be in question

• Held discussions regarding mandatory use of price agreements when making

purchases Completed
• Prepared email advisory addressing use of mandatory price agreements

• Updated financial standards with specific language on price agreements

Completed
• Updated online SPOTS training

• Will update online reimburse application to specify whether a SPOTS card was used
for travel expenses Not applicable
• SPOTS Manager addressed concerns regarding access to details and accountability Completed

• Completed through follow-up audit. See issued Management Letter 18-07 for details Completed

• Completed through follow-up audit. See issued Management Letter 18-07 for details Completed

• Completed through follow-up audit. See issued Management Letter 18-07 for details Completed

• Determined appropriate role of contracted reviews

• Adopted internal process to review single audits Completed

• Revised field guides to be consistent with roles defined in Recommendation 1

Completed

• Consolidated STF program with the STIF program and will utilize STIF procedures Completed
 Not applicable

• Evaluated CUF process

Partially completed
• Evaluated CUF training format with staff

• Reviewed FHWA tips on evaluating CUFs

• Added questions to CUF review form Partially completed
• Provided training to staff on any form updates

• Procured electronic systems that allow staff and contractors to monitor payment
timeliness Partially completed

• Sought DOJ advice on contractual relationships Partially completed

• Sought DOJ advice on contractual relationships Partially completed

• Included topics in monthly ODOT/OCR and COBID meetings Completed

• Conducted process evaluation through the 2017 construction season Partially completed

• Clarified DBE plan Completed

• Adding "Testing Requirements and Specifications" section to account manager
requirements
• Revising certification evaluation and testing processes
Completed
• Evaluating program compliance processes and procedures to identify gaps in
monitoring of mileage and fuel consumption accuracy requirements

• Evaluated contracts and decided to assign MPG ratings in-house Completed

• Procured VIN decoding tool to evaluate MPG ratings Completed

• Put procedures in place to periodically review MPG ratings Completed

• Revised account manager requirements to include information on how errors should

be handled Completed
• Updated use cases to clarify how errors should be handled
• Program is holding on further action following State CIO review Completed

• Management reviewed the invoice approval process and reiterated with staff the
important of deliverables meeting contract requirements Completed
• Reviewed and accepted deliverable in question

• Improve guidance on scope of work language

• Identified best practices for acceptance form. Incorporating best practices into
guidance Completed
• Started conversation about formalizing the committee and its role

• Established a documented change management process Completed

• Will consider best way to provide consistent and transparent information Completed
• Will update guidance as needed

• Reviewed cell phone ownership, telecommunication transactions and rail payroll

• Reviewed templates for all transactions to ensure proper coding Completed
erea a decis să nu fie
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