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Reporting Requirements Under the Inspector General Act

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Reporting Requirements Under the Inspector General Act 1 TVA Power Generation and Purchased Power Six Months Ended March 31, 2017 (in millions of kilowatt hours) Purchased power Natural gas (non-renewable) and/or oil-fired • Coal-fired - 18,264 Purchased power 1 Hydroelectric (renewable) • Nuclear - 30,185 • Hydroelectric - 4,780 Coal-fired • Natural gas and/or oil-fired - 11,220 • Purchased power (non-renewable) - 5,8672 Nuclear • Purchased power (renewable) - 3,6243 1 The nuclear amount for the six months ended March 31, 2017, includes approximately 799 million kWh of pre-commercial generation at Watts Bar Nuclear Plant Unit 2 and Paradise Combined Cycle Plant. 2 Purchased power (non-renewable) includes generation from Caledonia Combined Cycle Plant, which is currently a leased facility operated by TVA. 3 Purchased power (renewable) includes power purchased from the following renewable sources: hydroelectric, solar, wind, and cogenerations. 2 TABLE OF CONTENTS Message from the Inspector General. .....................................................4 Noteworthy Undertaking...............................................................7 Executive Overview ...................................................................9 Organization ....................................................................... 13 Audits ............................................................................ 17 Evaluations ........................................................................23 Investigations ...................................................................... 27 Legislation and Regulations ........................................................... 31 Appendices ........................................................................34 Appendix 1 – Index of Reporting Requirements Under the Inspector General Act ..................35 Appendix 2 – Audit and Evaluation Reports Issued ......................................... 37 Appendix 3 – Audit and Evaluation Reports Issued with Questioned and Unsupported Costs and Recommendations for Better Use of Funds ..................39 Appendix 4 – Audit and Evaluation Reports with Corrective Actions Pending ..................... 41 Appendix 5 – Investigative Referrals and Prosecutive Results .................................45 Appendix 6 – Substantiated Investigations Involving Senior Agency Officials .....................46 Appendix 7 – Previously Undisclosed Investigations Involving Senior Agency Officials.............. 47 Appendix 8 – Attempts to Interfere with the Independence of the OIG ..........................48 Appendix 9 – Highlights ..............................................................49 Appendix 10 – Government Contractor Audit Findings .......................................50 Appendix 11 – Peer Reviews of the TVA OIG ............................................... 51 Appendix 12 – Peer Review of Another Office of Inspector General ............................. 51 Glossary ..........................................................................53 Abbreviations and Acronyms...........................................................54 3 Message from THE INSPECTOR GENERAL I am pleased to present our report for the period October 1, 2016, to March 31, 2017. As mentioned in the previous semiannual report to Congress, the role of the Office of the Inspector General (OIG) in identifying potential risks to Tennessee Valley Authority’s (TVA) ability to achieve its mission of providing reliable power at affordable rates, environmental stewardship, and economic development to the Tennessee Valley is imperative to the agency’s success. In this semiannual period, our audit, evaluation, and of staffing and training of ammonia operations at investigative activities identified approximately coal plants, and an evaluation associated with the $40.7 million in funds TVA could put to better use, demolition phase of the deconstruction of John Sevier questioned costs, recoveries and savings, and other Fossil Plant. monetary loss as well as opportunities for TVA to improve its programs and operations. Some of the highlights • Audits of tax payments on TVA credit cards, which include: identified $2.48 million in taxes TVA paid on tax-exempt transactions, and TVA Information • Six preaward examinations of cost proposals to Technology’s (IT) use of contractors. support TVA management in negotiating procurement terms for TVA operations that resulted in potential • Four audits in the IT environment regarding TVA IT cost savings to TVA of more than $28 million. security practices, physical and logical access for TVA’s high risk assets, physical and logical network • One compliance audit of a contract for coal architecture at a TVA field office, and controls for transportation from various coal mines and TVA’s vendor management system. blending facilities to TVA’s Bull Run Fossil Plant that determined the contractor overbilled TVA more than • Investigative results including one indictment, one $8 million. conviction, and more than $630,000 in recoveries and projected savings. • An organizational effectiveness evaluation of TVA’s primary project management organization — On a personal note, I want to thank Ben Wagner for his Generation Construction, Projects & Services — which many contributions to the TVA OIG. Ben retired is primarily responsible for project management May 12, 2017, after a distinguished career in TVA of more related to the performance of construction and than 38 years. About 31 years ago, Ben joined the TVA operational services and the implementation OIG as it was being formed and played an instrumental of construction projects for all non-Nuclear TVA role in building our organization. His leadership and organizations. contributions shaped the OIG and made us and TVA better. We thank you, Ben, for your exceptional service. • Three evaluations, including a follow-up evaluation to determine if the sale of TVA’s Bellefonte Nuclear Plant The role we play in identifying risks so that TVA Board site was conducted according to TVA’s policies and members and executive management can mitigate procedures, an evaluation to determine the adequacy those risks is a responsibility our office takes seriously. 4 We intend — through our audits, evaluations, and investigations — to continue providing TVA with a perspective that allows it to leverage lessons learned to better serve the 9 million people of the Tennessee Valley. Richard W. Moore Inspector General 5 6 NOTEWORTHY UNDERTAKING TVA OFFICE OF THE INSPECTOR GENERAL RANKED ONE OF THE BEST PLACES TO WORK IN THE FEDERAL GOVERNMENT During this semiannual period, the TVA OIG received its second consecutive award as one of the Best Places to Work in the Federal Government by the non-profit Partnership for Public Service and the accounting firm Deloitte. Inspector General (IG) Richard Moore added, “The OIG has been on a focused journey for the last six years to create the most effective and healthy work environment possible. This is not the end of our journey. It is a great place to pause and acknowledge our progress and achievements. Our continued focus on our sustainability plans and our OIG values and behaviors both internally and with TVA stakeholders will continue to enhance the quality and impact of our work products.” This is TVA OIG’s second year participating in OPM’s FedView survey and inclusion in the Partnership for The ranking is based on the annual Employee Viewpoint Public Service ranking. Best Places to Work in the Survey of federal government employees by the Office of Federal Government’s Web site is at http://www. Personnel Management (OPM). The TVA OIG ranked first bestplacestowork.org. of 305 federal agency subcomponents. The award was given in a ceremony in Washington, D.C., December 15, 2016. “It was a privilege to accept our award on the OIG’s behalf at the Best Places to Work in the Federal Government event,” said TVA OIG Leadership Council Chair Leslie Franks. “Our No. 1 ranking illustrates the commitment we have to maintaining our healthy culture in the OIG. Sustaining the progress we’ve made isn’t easy – it’s something we’re always working on together, day by day, crucial conversation by crucial conversation. It takes a lot of hard work and continuous effort on everyone’s part, but I think earning this award for the second year in a row says that it’s worth it.” 7 8 EXECUTIVE OVERVIEW TVA is not a stranger to the pressures of navigating risk to fulfill its mission. There is a plethora of complex and ever-changing challenges that have the potential to derail the agency’s performance in both the short and long term. Some of these include TVA's heavy reliance on vendors and contractors, decommissioning aged fossil plants, reducing its debt and adapting to the pressures of decreased demand. Any of these could jeopardize TVA’s ability to provide reliable power at competitive rates for the people of the Tennessee Valley. Our independent findings and recommendations provide TVA measurable insight toward risk mitigation and successfully navigating its future. AUDITS identified overbillings of $8.05 million. The Contract Audits section begins on page 17 of this report. Our audit organization includes three departments that focus on (1) contract audits, (2) financial and operational audits, and (3) IT audits. During this reporting period, Financial and Operational these teams completed 14 audit, examination, and Audits agreed-upon procedures engagements. This work With a focus on financial reporting, compliance with identified more than $10.5 million in questioned applicable
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