Federal Reports

The OIG audited approximately $3.36 million in costs billed to TVA by Bristol Tennessee Essential Services (BTES) as of September 30, 2014. In summary, we found costs billed to TVA were supported by invoices paid to third parties by BTES. However, we noted (1) instances where costs billed were not supported by evidence the work associated with invoices had been completed, (2) BTES had not completed all actions required under the contract, and (3) TVA had not determined the benefits of the project. Finally, we noted TVA was providing excessive credits to BTES each month under an existing Direct Load Control (DLC) program based on documentation provided to us by BTES. We recommended TVA (1) ensure all payments made to BTES under contract number 00072597 are for work completed in accordance with the specifications and timelines required by the contract and determine what actions to take if all switches are not installed and working properly by January 30, 2015, (2) receive adequate support to ensure all work related to an invoice has been completed prior to payment and make receipt of key deliverables a requirement for payment under any future research and development related contracts, and (3) determine, based on the findings of the project, whether load control schemes produce the desired effect for TVA, distributors, and residential customers before moving into a new program. Additionally, we recommended TVA reduce the monthly credits given to BTES under the existing DLC program to reflect BTES documentation of switches installed under that program. TVA management is working on plans to address the recommendations in the report. Summary Only

Throughout its history, the U.S. Postal Service has been part of the nation’s vital infrastructure, facilitating economic activity, improving quality of life, and benefiting wider society in a variety of ways. But the Postal Service is also mandated to operate like a business, which can pose challenges to its public service mission. The resulting tension between the two was easier to manage when postal revenues were sufficient to fully cover the agency’s costs and obligations. But today, the Digital Age is cutting into the volume of the product that contributes more than half of the funds to support the network. This white paper presents three broad options the Postal Service and its stakeholders could consider when deciding how to adapt the Postal Service’s role for the future.