Federal Reports

The objectives of this review were to determine what actions TVA has taken since the Kingston Fossil Plant ash spill to address (1) deficiencies in ash management governance, (2) cultural issues identified, (3) stability of the other coal ash impoundments, and (4) deficiencies in the coal ash management program. The scope of this review included coal ash management and related risks. In summary, we found that since the Kingston Fossil Plant ash spill, TVA is taking appropriate actions to (1) improve ash management governance, (2) drive culture change, (3) evaluate the stability and corresponding safety factors pertaining to ash impoundments, (4) remediate risks, and (5) identify and address ash management deficiencies. Specifically, TVA has:Decided to include coal ash impoundments under the Dam Safety Program to increase governance and use the expertise of TVA's independent Hydro Review Board in assessing the safety and stability of coal ash impoundments.Taken action to drive organizational culture change, including (1) hiring an independent cadre of professionals to assess the TVA culture, (2) instituting an organizational effectiveness initiative, and (3) reorganizing to improve accountability.Hired Stantec, Inc., to evaluate the stability of facility ash impoundments and established an appropriate evaluation and remediation process.Taken immediate action to improve stability and mitigate risks pertaining to many TVA coal ash impoundments.Compiled a gap analysis of recommendations to TVA from the relevant review sources to ensure ash management problem areas are addressed. Development and implementation of quality assurance/control processes and the development of ash management policies and procedures are examples of key actions taken.While TVA has made significant progress to date, it is important to note this is a long-term project that TVA must continue to make a priority.

The OIG performed four agreed-upon procedures, which were requested solely to assist management in determining the validity of the Winning Performance (WP) payout awards for the year ended September 30, 2010. Following are the results of the procedures applied:The fiscal year (FY) 2010 WP goals were properly approved. Nine change forms affecting 16 measures and/or payout percentages were also properly approved which resulted in nine increases and three decreases to the payout.Actual year-to-date data for September 2010 for all the measures on the strategic business unit and business unit scorecards agreed with respective supporting documentation provided. Subsequent changes to actual data were received through October 28, 2010, and traced to supporting documentation without exception.Actual year-to-date data for the two incentivized TVA corporate balanced scorecard measures agreed with underlying support. Subsequent changes to the net cash flow actual year-to-date data as of November 10, 2010, were received and compared to the supporting Statement of Cash Flows. These changes did not impact the payout percentage.The FY 2010 WP payout percentages provided by the Performance Analysis & Productivity organization on October 25, 2010, were recalculated and compared without exception. Subsequent changes to actual data and goals were received through October 28, 2010, and November 5, 2010, respectively. The payout percentages based on these changes were recalculated without exception. A subsequent change to the actual year-to-date data for the net cash flow measure through November 9, 2010 was received; however, this change did not impact the payout percentages. Summary Only

Audit of 2010 Financial Statement

Compliance with Laws and Regulations for 2010

EAC OIG audited $33,750 in funds received by Project Vote under the Help America Vote Act College Program. The objective of the audit was to determine whether the costs claimed by Project Vote under the College Program grants were allowable, supported, and made in accordance with applicable laws, regulations, guidelines, and terms and conditions of the grants.