Federal Reports

This report presents the results of our audit of the United States Postal Regulatory Commission’s(PRC) Compliance with the Federal Information Security Modernization Act of 2014 for FiscalYear 2024.

We performed this review to determine whether Linn-Mar Community School District (Iowa) expended Elementary and Secondary School Emergency Relief (ESSER) grant funds for allowable purposes in accordance with applicable requirements. We determined that all 20 (100 percent) ESSER expenditures that we reviewed for Linn-Mar were allowable. However, we found that Linn-Mar did not comply with key competitive procurement process or documentation requirements when procuring the goods or services associated with 6 (40 percent) of the 15 non-personnel expenditures, totaling $228,510 (49 percent) of the $466,572 in non-personnel expenditures reviewed. For these expenditures, Linn-Mar either did not use a competitive procurement process or failed to maintain documentation sufficient to support that a competitive procurement process was used. We made two recommendations to address the procurement issues that we identified to ensure that ESSER funds are used, documented, and managed in accordance with applicable Federal requirements.

The Office of the Inspector General (OIG) found that the U.S. Nuclear Regulatory Commission (NRC) headquarters occupant emergency plan includes adequate procedures to facilitate the emergency evacuation of disabled personnel and other personnel needing assistance. However, the agency must remedy problems with two-way communication systems, area of refuge signage, and fire door accessibility to align with safety codes and better support personnel needing assistance during emergency evacuations. Additionally, NRC headquarters personnel could benefit from more frequent limited-scope training to supplement annual full-scope evacuation and accountability drills.This report makes four recommendations to improve two-way communication systems, area of refuge signage, and fire door accessibility, and one recommendation to enhance training for personnel needing or rendering assistance during an emergency evacuation.

Our objective was to assess the company’s management and oversight of the Frederick Douglass Tunnel program.We found that the company is developing its management structure for the FDT program but initially did not have an effective structure or sufficient staff in place. In December 2022, the company decided to hire a contractor—a “delivery partner”—to provide management and oversight, but until it onboarded the contractor more than a year later, it relied on an overwhelmed internal team to manage multiple, complex, and concurrent commitments. As a result, the requisite planning has yet to be completed despite the program approaching major construction, which significantly increases the risk of cost overruns and delays.We recommend that Amtrak’s Capital Delivery department advance the requisite planning before major construction begins. We also recommend that the company improve its program planning processes to ensure that it implements a management structure and provides sufficient staff early enough to avoid similar challenges on future programs.