Federal Reports

The U.S. Nuclear Regulatory Commission (NRC) does not have an adequate process for managing, tracking, and monitoring staff qualification records. The OIG found that NRC offices use inconsistent information-gathering methods, driven by changes in management’s workforce planning and individual office preferences for using separate information systems. As a result, the NRC may face reduced efficiency in retrieving qualification records and may lack full visibility into staff qualification gaps─factors that could adversely impact the agency’s ability to carry out its mission.
Additionally, the OIG found that refresher training is tracked informally, with many staff relying on personal reminders to complete mandatory requirements. This informal approach exists because the NRC lacks a structured, agency-wide system for managing refresher training. The absence of such a system could result in decreased staff productivity, non-compliance with safety and security requirements, and lower employee morale and retention. Refresher training is essential for maintaining up-to-date knowledge, skills, and safety practices, which are critical to ensuring that staff can perform their duties effectively and safely.
This report makes three recommendations to improve the NRC’s process for managing, tracking, and monitoring its qualification programs.

The audit objectives were to determine whether program funds were managed in accordance with the ARC and Federal grant requirements.

At the request of the Tennessee Valley Authority’s (TVA) Supply Chain, we examined the cost proposal submitted by a contractor for (1) outage and supplemental maintenance and modification services and (2) support services at TVA’s nuclear plants.  Our examination objective was to determine if the cost proposal was fairly stated for a planned $975 million contract.

In our opinion, the contractor’s cost proposal was overstated.  Specifically, we determined the application base for the contractor’s proposed markup rate for the recovery of general and administrative (G&A) costs did not reflect TVA’s intent as provided for in the request for proposal (RFP).  We notified TVA of the inconsistencies for use in their negotiations.  Subsequently, TVA informed us the parties agreed to (1) apply the G&A markup rate to unburdened noncraft wages to more accurately reflect TVA’s intent for reimbursing G&A costs, (2) reduce the G&A rate, and (3) remove the G&A application on noncraft staff augmentation labor.  In addition, the contractor did not propose a rate for long-term temporary assignments, as requested in the request for proposal. 

The Office of Inspector General is issuing this report to present the results of our evaluation of the U.S. Small Business Administration’s (SBA) processes to forecast and request appropriation dollars for its disaster loans program account.

We found that SBA did not 1) adequately forecast funding needs for the disaster loan program in the annual budget request; 2) ensure that monthly reports submitted to Congress were clearly interpreted, always submitted timely, and in compliance with all the requirements of 15 U.S.C. § 636k(a); or 3) notify Congress, in writing, regarding the need for supplemental funding as soon as a shortfall was anticipated.

We recommended SBA ensure 1) historical factors are considered when developing the budget request, 2) monthly reports comply with 15 U.S.C. § 636k(a), 3) monthly reports are enhanced to clearly explain the information, and 4) Congress is notified, in writing, of the need for supplemental disaster loan program funds as soon as the agency anticipates a shortfall.

SBA management agreed with all four recommendations. Management’s planned action for Recommendations 1 through 4 satisfy the intent of the recommendations and are resolved.

The audit objectives were to determine whether program funds were managed in accordance with the ARC and Federal grant requirements.

To view this interactive report, visit: https://oig.justice.gov/reports/audit-federal-bureau-prisons-efforts-place-inmates-close-home