Federal Reports

The Office of the Inspector General conducted a review of the Ackerman Combined Cycle Plant (AKC) to identify factors that could impact AKC’s organizational effectiveness. During our evaluation, plant personnel informed us the culture at the plant was generally positive due to strong engagement between team members and with plant management. However, plant personnel informed us of operational concerns regarding (1) the plants grounding process, (2) work management, and (3) a valve that was not operating properly. Management subsequently addressed the valve concern and is in the process of addressing the concerns related to the grounding process.

This report summarizes the results of CLA’s independent evaluation and contains four recommendations that will assist the agency in improving the effectiveness of its information security and its privacy programs and practices. NCUA management concurred with and has planned corrective actions to address the recommendations.

Independent Review of 4003(b) Loan Recipient’s Validation Memo – Caribbean Sun Airlines, Inc.

We audited the U.S. Department of Housing and Urban Development’s (HUD) fraud risk management program at the enterprise and program-office levels and assessed its overall maturity.  Our objective was to determine HUD’s progress in implementing a fraud risk management framework at the enterprise and program-office levels that encompasses control activities to prevent, detect, and respond to fraud.The Antifraud Playbook established by the Chief Financial Officers Council and the U.S. Department of the Treasury assess maturity of an agency’s fraud risk management program in four phases: (1) culture, (2) identifying and assessing fraud, (3) preventing and detecting fraud, and (4) turning insight into action.  We found that in all four phases HUD’s fraud risk management program was in the early stages of development, or at an “ad hoc” maturity level.  HUD’s program is still in its infancy because HUD had not previously dedicated sufficient resources to lead and implement fraud risk management activities. Although HUD has recently taken steps to mature its program, HUD needs to commit resources to enhancing antifraud controls and promoting a culture of fraud risk management. Without improvements to its program, HUD may miss opportunities to identify and eliminate fraud vulnerabilities, leaving its funds and reputation at risk.We recommend that the Chief Risk Officer (1) perform a complete agency-wide fraud risk assessment and develop a plan to improve the maturity of HUD’s fraud risk management program; (2)  communicate to program staff the differences between HUD’s processes for enterprise risk management, Payment Integrity Information Act of 2019, and financial risk management risk assessment and how those processes relate to HUD’s fraud risk management program; (3) develop policies, procedures, and strategies for collecting and analyzing data to identify fraud within HUD’s programs, promote fraud awareness, and develop antifraud risk mitigation tools.  We also recommend that the Chief Financial Officer determine and seek to fulfill an appropriate level of dedicated staff resources to administer HUD’s enterprise and fraud risk management programs effectively and increase fraud risk awareness and strengthen antifraud controls in HUD’s program offices.