Federal Reports

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The report summarizes the FTC OIG’s activities and accomplishments during the second half of the FY 2014 reporting period.

This report summarizes work we initiated and completed during this semiannual period on a number of critical departmental activities. Over the past 6 months, our office completed 18 audits, inspections, responses to Congressional requests, and public investigative reports, and 2 Congressional testimonies addressing programs and personnel associated with the Bureau of Industry and Security, Economics and Statistics Administration, International Trade Administration, National Oceanic and Atmospheric Administration, National Telecommunications and Information Administration, U.S. Patent and Trademark Office, and the Department itself.

During this reporting period, NEA OIG issued two special review reports, one memorandum to the Agency, four evaluation reports and three advisory letters on grant recipients’ management of NEA funds, which included thirty-three recommendations. The annual financial statement and FISMA audits are in process and will be completed by their respective due dates.

Semiannual Report to the Congress April 1, 2014 - September 30, 2014

This report summarizes the oversight work performed by EAC OIG during the 6-month period ended September 30, 2014.

Semiannual Report

This Semiannual Report is issued by the U.S. Equal Employment OpportunityCommission’s (EEOC’s) Office of Inspector General (OIG) pursuant to the InspectorGeneral Act of 1978, as amended. It summarizes the OIG’s activities andaccomplishments for the period April 1, 2014, through September 30, 2014.

SIGTARP's Quarterly Report to Congress

This is a publication by GAO's Inspector General that concerns internal GAO operations. The report summarizes the activities of the Office of the Inspector General (OIG) for the second reporting period of fiscal year 2014.

Over the last several years, there has been anecdotal information indicating a high level of turnover among the Tennessee Valley Authority's (TVA) executives. We initiated this audit to review the costs associated with the hiring and dismissal of executives brought in from outside TVA since the change to TVA's part-time Board of Directors. For the purposes of this audit, we considered an executive to be an employee with the title of vice president or above.To perform our audit, we reviewed TVA's documentation of personnel who were classified as executives for the period March 2005 through May 2014. Also, we reviewed TVA's recruiting, hiring, and severance expense information for executives who were hired and departed during the period. In summary, we found:As of March 1, 2005, TVA had 46 executives compared to 54 executives as of May 31, 2014. During the period, TVA hired 47 executives and promoted 55 employees to executive level positions. TVA also demoted and/or reclassified 15 executives to nonexecutive level positions and 79 executives departed TVA.Executives who were promoted from within appeared to remain a TVA executive longer than those who were hired from outside TVA.TVA incurred approximately $7.4 million in recruiting, hiring, and severance expenses for 20 executives who were hired and also departed TVA during the period. We estimate it costs TVA an average of almost $400,000 when an executive leaves TVA and another executive is recruited and hired to fill the vacancy.We also compared the number of TVA's executive departures as reported to the Securities and Exchange Commission (SEC) to the reported departures of TVA's compensation peer group for the period of January 2007 through May 2014. Although we found TVA reported more executive departures than most of the peers, companies may interpret SEC filing requirements differently, making it difficult to ensure the information reported by TVA's peer group was consistent with TVA's reporting.

The objective of this evaluation was to determine whether the organization’s financial management system and record keeping complies with federal requirements. The evaluation was conducted in accordance with the Council of the Inspectors General on Integrity and Efficiency's Quality Standards for Inspections and Evaluations, as applicable, and concluded that concluded that Confluences did not comply with financial management system requirements. Confluences had significant delays in projects funded by NEA grants and did not maintain adequate supporting documentation for in-kind costs. Additionally, Confluences did not have written policies and procedures in place for the management of Federal awards or to ensure that debarred or suspended contractors or recipients did not receive Federal assistance. Finally, Confluences did not have the Section 504 self-evaluation on file.

This report includes EAC OIG’s independent assessment of the top management challenges facing EAC in fiscal year 2015.

The Reports Consolidation Act of 2000 requires that the Inspector General provide a summary of the OIG's perspective on the most serious management and performance challenges facing the agency, as well as a brief assessment of the agency's progress in addressing those challenges. In this report, the OIG highlighted the following as the most significant challenges facing the FTC: (1) securing the agency's information systems and networks from destruction, data loss, or compromise; (2) leveraging the value of investments and work performed; (3) recruitment, retention, and staff size; and (4) ensuring compliance with digital records management requirements.

Inspector General Identified Management Challenges

Top management challenges report

Affirmative Requirements

The FTC OIG performed an evaluation of the FTC's allocation and management of consumer protection resources with the BCP. Specifically, this review focused on assessing the BCP's enforcement and non-enforcement strategies, goals, policies, and procedures.