All Reports

The OIG performed this audit to determine TVA Information Technology Enterprise Customer Operations' (ECO): (1) current effectiveness, (2) actions completed in the implementation of management action plans and Information Technology (IT) 1K initiatives in relation to achieving outcomes, and (3) design of the management action plans in response to Audit No. 2010-13366 and IT1K program for gaps related to any outcomes not met.

The OIG performed this audit to determine whether (1) TVA systems development processes were being followed and (2) business processes were considered during implementation of the project. In summary, we determined the TVA project team followed TVA systems development processes and included consideration of business processes during implementation.

The OIG performed this audit to (1) identify excessive amounts of overtime, (2) determine if overtime was properly approved and(3) determine if controls are in place to prevent situations where fatigue could reduce the ability of operating personnel to work in a safe condition. During our audit, we found overtime hours were not passed to TVA's payroll system for payment until they had been approved in the time-reporting system, eWorkplace. Although the post approval process appears adequate, we found inconsistent methods for documenting preapproval of overtime.

The OIG performed this audit to determine TVA Information Technology Operation Solution Delivery's (OSD) current effectiveness, including alignment with TVA values. During our interviews with OSD personnel and customers, we found both groups expressed concern regarding the number of resources assigned to OSD. While OSD is currently able to meet needs and cover the workload for supporting operational applications, OSD's resources are stretched, and as new technologies and needs arise, the current level of staff may not be able to meet customers' needs.

The OIG audited the Area Access Manager (AAM) application to determine the adequacy of: (1) data processing and application controls to ensure data integrity and reliability, (2) logical security controls to ensure only authorized access to system resources and protection of sensitive information, and (3) automated controls for granting physical access to sensitive TVA locations. In summary, we determined logical security controls were generally operating effectively and controls around granting physical access to sensitive TVA locations were operating in accordance with TVA policy.

At the request of the Tennessee Valley Authority's (TVA) Supply Chain and Watts Bar Nuclear Plant Unit 2 (WBN2) construction management, we reviewed a contractor's potential rework and damages liability in association with work performed at WBN2. Our objective was to determine the reasonableness of TVA's methodology for identifying and estimating the contractor's rework and damages liability.

At the request of the TVA Supply Chain, we reviewed a cost proposal submitted for a planned $30 million contract to provide hydro modernization, unit rehabilitation, and functional support services in support of TVA's hydro facilities. The objective of our review was to determine if the cost proposal was fairly stated. In summary, except for excessive costs included in the proposed markup rates and labor and burden rates, nothing came to our attention that indicated the cost proposal was not fairly stated.

The OIG performed this audit to determine Enterprise Architecture and Planning's (EAP) current effectiveness and actions completed in the implementation of management action plans in response to a previous audit, and TVA IT's 1,000 Days to Success initiative (IT1K). The TVA OIG also assessed the design of the management action plans and IT1K program as well as identified gaps related to any outcomes not met.We found while EAP's operational maturity has improved, actual IT project delivery has been inconsistent.

In response to increasing workplace violence occurring throughout the country and weaknesses identified in a previous OIG evaluation, 2012-14636 - Master Key Program Management - Property and Natural Resources, the OIG initiated a review of TVA firearms and ammunition. The objective of our review was to determine if firearms and ammunition are properly accounted for and safeguarded.

Due to TVA aging equipment and the risk parts would be unavailable, the OIG scheduled a review of Hydro Generation obsolete equipment. The objective of our review was to determine if Hydro Generation was effectively managing obsolete equipment. During our review, we found Hydro Generation could more effectively manage obsolete equipment. We found there was no documented guidance to specify how obsolete equipment should be managed. In addition, we found obsolete equipment had extended outage durations.