Federal Reports

During the week of February 9, 2026, we performed a self-initiated audit at the Norfolk Local Processing Center (LPC), three delivery units serviced by the plant, and a fourth delivery unit in the Virginia District. The delivery units included the Norfolk Sorting and Delivery Center (S&DC) and Lynchburg, Suffolk, and Virginia Beach Main Post Offices (MPO).

We issued individual reports for the four delivery units and the LPC. We will also issue another report summarizing the results of our audits at all four delivery units with specific recommendations for management to address.

The audit team identified deficiencies in seven areas we reviewed affecting mail delivery and property conditions at the delivery unit

According to the Occupational Safety and Health Administration, worker fatigue increases the risk for illness and injuries and has been a contributing factor in several industrial disasters.  The Tennessee Valley Authority’s Nuclear Fatigue Rule (NFR) procedure establishes requirements for managing fatigue and controlling work hours in accordance with Title 10 Code of Federal Regulations, Part 26, Subpart I, Managing Fatigue.  The regulation has (1) a maximum average work hour requirement for covered individuals which limits worker hours to an average of 54 hours per week while the unit is online and (2) a minimum days off requirement while the unit is in an outage.

Due to the importance of employees being able to safely and competently perform their duties, we performed an evaluation of the NFR at Sequoyah Nuclear Plant.  Our objective was to determine if the Tennessee Valley Authority was in compliance with the NFR at Sequoyah Nuclear Plant.  Our review of sampled employee and contract employee work hours and badging records for
April 1, 2025, through September 30, 2025, identified no violations of NFR work-hour limits.  However, we identified opportunities for improvement related to (1) NFR work-hour tracking, and (2) fatigue assessment documentation.

NASA’s reformulation of the Artemis campaign to meet the Administration’s national space policy goals resulted in the termination or repurposing of Artemis-related systems including the Exploration Upper Stage, Universal Stage Adapter, Mobile Launcher 2, and Gateway Habitation and Logistics Outpost. The combined contract value of these efforts increased from $2.8 billion to $5.9 billion, with delivery dates extended by up to 7 years. We project, if NASA allowed work to continue to completion, these systems would have cost more and taken longer to complete. 

We found that U.S. Coast Guard (Coast Guard) Civil Rights Service Providers (CRSP) act as neutral parties to inform, mediate, and facilitate the civilian Equal Employment Opportunity (EEO) and military Equal Opportunity (EO) programs.  We did not find evidence that CRSPs advise complainants or commands, nor do they guide them toward specific outcomes.   

Why We Did This Report

We conducted this audit to determine whether EPA Region 1 evaluated grant applications and awarded Infrastructure Investment and Jobs Act funds from the Emerging Contaminants in Small or Disadvantaged Communities Grant Program in accordance with pre-award requirements under 2 C.F.R. part 200 and EPA grant policies and guidance.

Summary of Findings

Without sufficient oversight, clearly defined responsibilities, and implemented quality control processes, the EPA does not have adequate assurance that nearly $133 million in funds were awarded and are being managed in accordance with program and regulatory requirements.

This memorandum presents the results of our limited review of the circumstances related to the loss incurred by the National Credit Union Share Insurance Fund (Share Insurance Fund) with respect to Team Financial Federal Credit Union (Team Financial), Houston, Texas, chartered on January 1, 1970.

The Tennessee Valley Authority (TVA) has four coal plants that include 24 units with a combined net capacity of 5,815 megawatts.  These coal plants have operated well beyond their original book life and are among the oldest still in operation in the nation. Due to the performance and cost risks of operating an aging coal fleet, we performed an evaluation of coal plant asset condition to determine if TVA had assessed the condition of assets and had plans in place to address degradation.  

We determined that TVA did not assess the condition of some assets annually, as required.  We also determined that some assets were not properly classified as “Tier 1” critical assets in TVA’s asset management system and/or tracked in the Generation Asset Health dashboard.  In addition, while TVA has plans to address some asset degradation, there are several assets in poor condition without a plan for remediation.