ML20135E760

Office of the Inspector General.Semiannual Report to Congress,April 1, 1996 - September 30, 1996

ML20135E760
Person / Time
Issue date:	11/30/1996
From:	Barchi T, Grodin M, Huber D, Watkins B NRC OFFICE OF THE INSPECTOR GENERAL (OIG)
To:
References
NUREG-1415, NUREG-1415-V09-N01, NUREG-1415-V9-N1, NUDOCS 9612120045
Download: ML20135E760 (39)

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MEMORANDUM TO THE CHAIRMAN Enclosed is the Office of Inspector General's Semiannual Report to Congress for the six-month period beginning April 1,1996 and ending September 30,1996.

During this reporting period, the Office of the Inspector General (OIG) completed 8 audits of the Nuclear Regulatory Commission's (NRC's) programs and operations and analyzed 27 contract audit reports as issued by the Defense Contract Audit Agency. The contract audit work resulted in questioning $170,914 in costs and identifying $214,598 of funds that could be put to better use. As a result of the audits performed on NRC's programs, OIG made 17 recommendations to agency managers. OIG also completed 42 investigations and 5 event inquiries.

)

The continued cooperation of NRC managers and staff was a significant factor in allowing us to successfully complete our work. The agency provided valuable insights into program operations and decision-rnaking while providing unrestricted access to agency records. This allowed our staff to focus on problematic areas and to recommend reasonable corrective actions. Wr '.ook forward to our continued work together as we strive for excellence in NRC's programs and operations.

Sincerely, Y

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Hubert T. Bell

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TABLE OF CONTENTS

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unummuussum Rep o rting Reg u irem en ts In dex........................................................................................... v Exe c u tive Su m m a ry............................................................................................................

The U. S. NucIear ReguIatary Commission......................................................................... 1 Th e OfSce of th e Inspector GeneraI................................................................................. 3 The Audit Program

- A u dit Su m m a ries...................................................................................................... 5

- A udits in Progress................................................................................................. 7

- Signipcant Recommendations Not Yet Completed....................................................... 8 The Investigative Program

- In vestiga tive Su m ma ries................................................................................... 11

- In vestiga tive Sta tistics..................................................................................... 14 SpecialFeature

- Financial Statement Auditing: Teamwork Spells Success....................................... 17 OtherActivities

- Regu la to ry Re vie w............................................................................................ 19

- NRC's 01G Tra veIs to th e Regio ns...................................................................... 19

- Eth ics Se m in a r...................................................................................................... 20

- An Audit Briefngfor Brazilian Offciais.................................

..................20 Appendices

- A u dit Lis tings........................................................................................... 21

- A u dit Ta bles................................................................................................... 25

- A b b re via tio ns.................................................................................................. 2 7

-Glossary............................................................................................................29 mrr%megans--mmy mumn" NN OlG Semiannual Report iii

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<...$Y -.hQ REPORTING REQUIREMENTS INDEX The Inspector General Act of1978, as arnended (1988), specifies reporting re-quirementsforsemiannual reports. The requirements are listed and indexed to their applicable pages.

Citation Reporting Requirements Page Section 4(a)(2)

Review ofLegislation and Regulations..................................

19 Section 5(a)(1)

Significant Problems, Abuses, and Deficiencies...................... 5-7, 11-13 Section 5(a)(2)

Significant Recommendationsfor Corrective Action............. 5-7 Section 5(a)(3)

Prior Significant Recommendations Not Yet Completed........ 8,9 Section 5(a)(4)

Matten Referred to Prosecutive Authorities........................ 11,13 Section 5(a)(5)

Information or Assistance Refused....................................... None Section 5(a)(6)

Listing ofA udit Reporis...................................................... 21-24 Section 5(a)(7)

Sum mary of Significant Reporis............................................ 5-7, 11-13 Section 5(a)(8)

Audit Reporis-Questioned Costs........................................ 25 Section 5(a)(9)

Audit Reports-Funds Put to Better Use............................... 26 Section 5(a)(10) Audit Reports Issued Before Commencement of the Reporting Periodfor IVhich No Management Decision Has Bee n Ma de.............................................................. 25 Section 5(a)(ll)

Significant Revised Management Decisions........................... None Section 5(a)(12)

Significant Management Decisions \\Vith IVhich O1G Disagreed................................................................. No n e m : m r : rI za r m = ;; Z i a u a c c :s r f m : Z a m U OlG Semiannual Report v

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EXECUTIVE

SUMMARY

Thefollowing two sections highlight selected audits and investigations completed during this reporting period. More detailed summaries appear in other sections of this report.

AUDITS ment controls to systematically provide a.

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NRC management with information to as-a While most commercial nuclear power sess the status oflRM projects. OIG found plants must either prepay decommission-that (1) the agency does not manage sig-ing costs, provide a surety guarantee, or nificant systems development activities establish an external sinking fund, the U.S.

from an agency-wide approach, and (2) for Nuclear Regulatory Commission (NRC) selected projects, ineffective communica-allows Federal Government licensees to tion between NRC offices and adding re-use a statement ofintent to meet these re-quirements during development delayed quirements. We found that NRC's assump-system implementation and drove costs up.

tion that the Federal Government would OIG also found that NRC needs to address pay the financial obligations of Federallic-certain aspects ofits planned implementa-ensees should the licensee be unable to do tion of the Information Technology Man-so was questionable. Therefore, the Office agement Reform Act of 1996. OIG made of the Inspector General (OlG) recom-six recommendations to improve NRC's mended that NRC re-evaluate its basis for management of information resources allowing Federal licensees to use a state-management projects.

ment ofintent to meet their decommission-E Our review of NRC's warehouse operations mg funding assurance requirements.

found that opportunities exist for NRC to n OIG reviewed NRC's videoconferencing achieve economies and efficiencies capabilities and utilization. Our review through eliminating (1) unneeded invento-found that the agency was taking an office-ries of supplies and property, and (2) un-level rather than an agency-wide approach necessary warehouse space. OIG also to videoconferencing. We concluded that found that the management controls over NRC's individualized, office approach could the agency's supplies inventory need be more costly and less efficient than us-strengthening. OIG made two recommen-ing a centralized, agency-wide approach for dations to minimize the cost of warehouse providing videoconferencing services. OIG operations and to strengthen controls over made three recommendations to address supplies inventories.

videoconferencing issues.

B NRC has been planning and developing an n Our review of NRC's information resources integrated payroll / personnel system since management (IRM) activities disclosed early 1992. OIG found that (1) the Office that the agency lacked adequate manage-of Personnel does not believe that its needs (continued on next page)

G52L5IRGEI 2EEZEIEllE"E7fDU3IffMMTU OlG Semiannual Report vii

1 mm gw, pg m msg ~ vWv becutive Summary (continued) will be met when the system becomes op-ated the allegation, the property was recov-erational, (2) the current March 1997 ered, and the case was referred to the U.S.

planned implementation date may be opti-Department ofJustice. The individual was mistic, (3) one module has been indefinitely charged with three counts of theft of gov-deferred and the eventual cost of the mod-ernment property by the U.S. Attorney's ule and total system is unknown, and (4)

Office for the District of Maryland. The the system testing process needs improve-case is currently pending trial at U.S. Dis-ment. We also found that the coordination trict Court.

and communication was inadequate be-m The OIG initiated an inquiry to address al-tween the user office and the developmg legations regarding the NRC staff's actions office. OIG made two recommendations wi resp 6 Ma.in seassessments to address coordination issues and improve conducted by Northeast Utilities (NU) m, system testing.

1991, which were highly critical oflicensed E We found that inadequate guidance and activities at the Millstone site. The OIG de-training were the primary " root" causes for termined that in spite ofincreased regula-past unbilled NRC inspections amounting tory scrutiny, the NRC staff has continued to $8.1 million. Although OIG found that to document a general declining level of recent billings were generally accurate, performance at the Millstone site since some of the same conditions that led to 1991. Several NRC managers advised OIG unbilled inspections in the past continue that NRC should have taken more aggres-and may result in future billing problems if sive action, including placing the site on the not corrected. OIG made three recommen-NRC watch list, as early as 1993.

dations to address these issues.

m The OIG initiated an inquiry to address al-legations regarding the NRC staff's han-dling of information associated with NU's INVESTIGATIONS practice of conducting full core offloads s ymm:n during refueling outages at Millstone Unit n Die OIG conducted an Event Inquiry into

1. The inquiry found deficiencies in the an anonymous allegation that Maine Yan.

NRC's initial technical reviews of NU's prac-kee Atomic Power Company intentionally tice regarding full core offloads during re-submitted inadequate analysis to the NRC fuehng outages.

Also, the inquiry determined that the NRC techmcal staff did in support of two license amendments to increase power at the Maine Yankee n t interview the NU employee who re-Nuclear Power Plant. The inquiry ident,

p rted problems associated with NU's re-fied a number of deficiencies in the NRC fueling practices until after the NRC's staff's handling of certain regulatory and Office ofInvestigations became involved,m the matter.

licensing matters associated with Maine Yankee Nuclear Power Plant.

a 'Ihe OIG received an allegation that an NRC a The OIG investigated an allegation that a appointed Independent Review Group former employee of an NRC contractor had (IRG) team leader released to NU the iden-stolen government property valued at more tities ofindividuals who were participalmg 1

than $1,700. The investigation substanti-in an NRC study without the,r knowledge i

viii U.S. Nuclear Regulatory Commission C~CIE E E G E 22I2 C G7f3 E E C Z Z3C'7.E 53 j

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or consent. The IRG had selected former Fraud Civil Remedies Act (PFCRA). Sub-i NU whistleblowers to interview in order to sequently, the OGC obtained the largest I

obtain information regarding how the NRC single PFCRA settlement for the agency to l

and NU had handled their concerns and date.

I allegations. He investigation by OIG con-t n OIG. investigated a Sen.ior Res. dent i

firmed th.is allegation that the IRG team Inspector.s alleged violation ofgovernment-leader. improperly released the names of wide eth.ics regulations relatm.g to solicit-the allegers to NU w.thout first obta..imng i

ing employment. OIG found that the permission from the individuals to do so.

4 inspector asked a seniorlicensee offic. l for ia l

m He OlG received an allegation that an NRC assistance in preparing a rssums and for 1

contractor " padded" the number of over-the names of several executive search l

time hours charged to a contract. After firms. In addition, the inspector had sev-several technicians admitted to OlG that eral discussions with licensee managers j

they padded their overtime hours, the OIG relating to possible future employment.

l referred the matter to the NRC Office of OIG determined that the inspector failed the General Counsel (OGC) for consider-to seek appropriate ethics guidance from ation under the provisions of the Program the NRC's ethics counselors.

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CIE 25022EUCCZZZ EII T CIGICH T U S S ILZHSEC CIO OlG Semiannual Report ix

'e THE U.S. NUCLEAR REGULATORY COMMISSION The NRC was established as an indepen-tive waste disposal sites under NRC juris-dent Federal agency by the Energy Reorgani-diction and the construction, operation, and zation Act of 1974, as amended. This act, along closure of the geologic repository for high-with the Atomic Energy Act of 1954, as level radioactive waste amended, provides the framework for i egulat-ing the Nation's commercial nuclear power a licensing the operators of nuclear power industry and use of nuclear materials.

and nonpower test and research reactors NRC's scope of responsibility is diverse n inspecting licensed facilities and activities; nd and complex. Its mission is to ensure that ci.

vilian uses of nuclear materials in the United n investigating nuclearincidents States-in activities ranging from the operation of nuclear power plants to medical, industrial, The NRC is headed by five Commission-or research applications-are accomplished ers appointed by the President and confirmed with appropriate regard for the protection of by the Senate for 5-year terms. One of them is the public health and designated by the safety, the environ-a ;,

President to be the ment, and national se-

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tive officerand official g

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spokesperson of the The NRC fulfills

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The through a system ofli-4 en staff, headed by the censing and regula-tory activities. Some of g.<

Executive Directorfor e

Operations (ED0),

It carries out the policies its major activities flNh4

,g9 and decisions madeby include -

98 the Commission.

E h.censmg the con-d gg struction and oP-During fiscalyear eration of nuclear power reactors and other (FY) 1996, the NRC employed approximately nuclear facilities, such as nuclear fuel cycle 3,160 full-time equivalent staffin the Washing-facilities and nonpower test and research ton, D.C., commuting area and in four regional reactors, and overseeing their decommis-offices. NRC's total budget authority for FY siomng 1996 was $472.6 million, which includes the Office of the Inspector General's (OIG's) ap-G licensing the possession, use, processing, pr pri tion of 85 milhon.

handling, and export of nuclear material E licensing the siting, design, construction, operation, and closure oflow-level radioac-ggaru-savez-mm gnm=rrg:r;3 oio som;onnual Report I

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THE OFFICE OF THE INSPECTOR GENERAL In 1978, the U.S. Congress passed the In-The OlG shares in NRC's responsibility spector General Act to ensure integrity and ef-to provide adequate assurance to the public for ficiency within the Federal Government and the protection of its health and safety in the its programs. In 1988, an amendment to this commercial use of nuclear materials and in the act established an independent OIG within the operation of nuclear facilities. The OIG assists NRC. The OIG's primary mission is to assist the agency by assessing and reporting on the agency by identifying ways to improve NRC's efforts to ensure that its safety-related NRC's programs and operations through the programs are operating effectively.

prevention and detection of fraud, waste, and abuse. Ele OlG accomplishes its mission by Of additional importance is the NRC's re-performing audits, special evaluations, inves-sponsibility for ensuring that individuals who tigations, and event inquiries.

identify nuclear safety concerns regarding the use of nuclear materials do not suffer adverse The OIG's audit staff conducts perfor-job actions as a result of reporting these con-mance and financial audits, as well as special cerns. He OIG continually evaluates NRC's evaluations. Performance audits focus on efforts to combat this type of unlawful discrimi-NRC's administrative and programmatic opera-nation.

tions. Through financial audits, OIG reviews NRC's internal control systems, transaction The NRC is relatively unique among Fed-processing, and financial systems. The OIG eral agencies because it is required by the conducts special evaluations to examine the Omnibus Budget Reconciliation Act of 1990 to implications of NRC's programs that affect recover approximately 100 percent of its bud-nationalissues.

get authority. In FY 1996, the NRC collected approximately $462 million in fees from the in-The OlG's investigative staff conducts in-dustries that it regulates. Therefore, the vestigations and event inquiries. The staffin-agency must employ sound financial practices vestigates violations oflaw or misconduct by to fully comply with its legislative mandates.

NRC employees and contractors and allega-OIG's financial audits help the agency to meet tions of fraud, waste, or abuse affecting NRC these objectives.

programs and operations. The event inquiry is an investigative report documenting the ex-amination of events or agency actions that do not focus specifically on individual misconduct.

Diese reports identify institutional weaknesses that led to or allowed a problem to occur.

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l

. W5M2HiZ21 THE Auorr PROGRAM In keeping with the goal ofhelping the agency isnprove its effectiveness, the OIG completed 8 perforniance andfinancial audits and analyzed 27 contract audit re-ports issued by the Defense Contract Audit Agency (DCAA). The performance audits resulted in 17 reconnnendations to NRC managers.

[ts bas. for allowing Federal licensees to use

"' OIG ncommended that NRC re-evaluate AUDITSUMMARIES i

is M&EJZW a statement ofintent to meet their decommis-sioning funding assurance requirements.

NRC's Decommissioning Financial Assurance Requirementsfor Federal Licensees biay Not Be Sufficient (Reactor Program)

Sumy ofNRC's Contract Administration Activities (Blanagement and Support)

\\

Given the high costs associated with de-commissioning power plants-estimated to Tlu.s survey focused on determ..mmg the range from $200 million to $700 million per status of NRC actwns to strengthen the ad-unit-OJG reviewed NRC's basis for allowing Vance procurement process given the impor-Federal licensees who operate nuclear power tance of this process to overall financial plants to rely on a statement ofintent to meet m n gement. In our 1994 audit report, the their financial assurance requirements for de-OlG pointed out that NRC's advance procure-commissioning.

ment process was inadequate and that it con-tributed to the agency not meetmg its financial NRC requires all commercial nuclear goals.

power plants to undergo " decommissioning" after they are no longer in service. To ensure

1. " I und that NRC has not completed ct. ions to implement OIG's recommendation that licensees will have sufficient funding to decommission their power plants, the NRC to revise Management Directive 11.1, "NRC requires licensees to provide some form of fi-Acquisition of Supplies and Services, to nancial assurance. While most commercial strengthen the advance procurement process.

nuclear power plants must either prepay de-commissioning costs, provide a surety guar-Selecting, hianaging, and Utilizing the bi-antee, or establish an external sinking fund, Cubed Contract (Alanagement and Support)

NRC allows Federal Government licensees to use a statement ofintent to meet these require.

This special evaluation, which NRC re-ments.

quested, assessed the agency's performance in selecting, managing, and utilizing a systems We found that NRC's assumption that the development contract with M-Cubed Informa-Federal Government would pay the financial tion Systems.

obligations of Federallicensees should the lic-ensee be unable to do so questionable. There-(continued on next page) in rar'J7" m ar:5 m s m KPZUM2C;2H M &lQ3 OlG Semiannual Report 5

-,ennny%n

. 2n:w%W :A

/.

Audit Program (continued)

The evaluation identified several lessons several key projects were behind schedule and the agency can learn to more effectively de-over budget, OIG reviewed selected projects velop systems and oversee contracts in the fu-to determine the causes for these conditions ture. It also identified what can happen when and to assess NRC's oversight of information control processes do not work as intended.

resources management projects.

More specifically, our work disclosed that, during the contractor selection process, the Our review disclosed that NRC lacked NRC did not pay sufficient attention to poten.

adequate management controls to systemati-tial warning signs of problems and made hasty cally provide NRC management with informa-decisions due to organizational pressures. OIG tion to assess the status ofIRM projects. OIG also identified instances of communication found that (1) the agency does not manage sig-breakdowns in the processes for overseeing nificant systems development activities from work specifications and contracts.

an agency-wide approach, and (2) for selected projects, ineffective communication between NRC offices and added requirements during Review of Videoconferencing Capabilities and development delayed system implementation Utilization (Alanagement and Support) and drove costs up.

OIG reviewed NRC's videoconferencing OIG also found that NRC needs to address capabilities and utilization. The review dis-certain aspects of its planned implementation closed that the agency was taking an office-of the Information Technology Management level rather than agency-wide approach to Reform Act of 1996. OIG made six recommen-implementing videoconferencing.

dations to improve NRC's management ofIRM pmjects.

We concluded that NRC's individualized, office approach could be more costly and less eificient than using a centralized, agency-wide OpportunitiesforSavings Available Through approach to videoconferencing. OIG recom-Improved Afanagement of Warehouse mended that NRC (1) consider shifting to an Operations (blanagement and Support) agency-wide approach for implementing videoconferencing, (2) develop an agency-wide The OIG reviewed the efficiency and policy statement and administrative proce.

economy of NRC's warehouse operations, in-dures to address providing videoconferencing cluding the adequacy of management controls.

services, and (3) determine other potential OIG found that opportunit.ies cxist for uses of videoconferencing technology.

NRC to achieve economies and efficiencies m its warehouse operations through eliminating Improvements Needed in Agency Orenight of (1) unneeded inventories of supplies and prop-Information Resources blanagement Activities erty, and (2) unnecessary warehouse space.

(Alanagement and Supporf)

We also found that the management controls over the agency's supplies inventory need i

NRC information technology activities strengthening. OIG made two recommenda-represent significant agency investments tions to ensure that NRC minimizes the cost amounting to several million dollars annually of warehouse operations and strengthens con-for computer hardware, software, and commu-trols for safeguarding warehouse assets.

nications equipment and services.13ecause 6

U.S. Nuclear Regulatory Commission C1

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Review ofNRC's Progress in Developing and unbilled NRC inspections amounting to $8.1 Implementing an Integrated Payroll / Personnel million. Although OlG found that recent bill-l System (Afanagement and Suppor1) ings were generally accurate, some of the same conditions that led to unbilled inspections in NRC has been planning and developing the past continue and may result in future bill-an integrated payroll / personnel system since ing problems if not corrected. OIG made three early 1992. OIG reviewed the agency's devel-recommendations to address these issues.

opment and implementation of this system to l

determine whether user needs were being met' AUDITS IN PROGRESS whether implementatmn schedules and cost l

ceilings were being adhered to, and whether the system internal controls for time and at-l 1endance were adequate.

Revicie ofNRC's Implementation of hianegement Directive 11.7 OlG found that (1) the Office of Person-i l

nel believes that its needs will not be met when OlG is conducting an audit of the agency's I

the system becomes operational, (2) the cur-effectiveness in implementing its Management rent March 1997 planned implementation date Directive (MD) 11.7, "NRC Procedures for may be optimistic, (3) one module has been Placement and hionitoring Work icith the De-indefinitely deferred and the eventual cost of partment ofEnergy " MD 11.7 was intended to the module and total system is unknown, and bring about greater accountability and control (4) the system testing process needs improve-over work placed with the Department of En-l ment. We also found that the coordination and ergy (DOE). In addition to the work per-communication was inadequate between the formed at NRC Headquarters, OIG met with user office and the developing office. OlG DOE Headquarters officials and DOE and made two recommendations to address these laboratory officials at four DOE laboratories

issues, to obtain their experiences in implementing this directive.

Review ofNRC's Part 170 License Fee Billing System (blanagement and Suppor1)

Review ofNRC's Use of Value Engineering OlG audits of NRC's financial statements OlG is reviewing NRC's use of value en-for fiscal years 1992 through 1995 disclosed gineering (VE) as a management tool to reduce problems with the agency's Part 170 (of Title program and acquisition costs as required by 10 of the Code of Federal Regulations) license Office of Management and Budget (OMB) fee billing system. For example, inspection Circular A-131. VE is a technique for reduc-hours and contractor costs were not always ing costs, increasing productivity, and improv-properly billed. This OlG review determined ing quality in various Federal operations. OIG the accuracy and reliability of recent billings, is assessing NRC's implementation of OMB's the effectiveness of related management con-guidance and the agency's policies, proce-trols, and the causes for certain past inspec-dures, and use of VE.

tions not being identified and billed timely.

We found that inadequate guidance and training were the primary root" causes for past (continued on next gogel if, OlG Semionnual Report 7

-xE;.wdiyn lh,n :

Audit Program (continued)

Audit ofNRC's FY 1996 Financial Statements ing Requirements Under 10 CFR Part 21." The recommendation addressed the agency's need The Chief Financial Officers Act of 1990 to revise Part 21 of Title 10 Code of Federal requires that NRC issue audited financial state-Regulations (CFR) to accommodate reporting ments annually. OlG's objective for this audit requirements for materials licensees. This is to render an opinion on (1) whether the FY revision was initially determined to be neces-1996 financial statements fairly present the sary to comply with Section 206 of the Energy agency's financial position, (2) management's Reorganization Act of 1974, as amended, assertion about NRC's internal controls, and (3) NRC's degree of compliance with laws and Subsequent to our November 1990 report, regulations.

NRC's Office of the General Counsel deter-mined that the agency had no legal authority Special Eraluation: Capturing and Tracking to require 10 CFR Part 21 reports from Agree-Emp/vyec Iloursfor Afanagement and ment State licensees. Also, NRC staff con-Financial Reporting ducted a study to determine which material licensees could experience a component fail-The purpose of this evaluation will be to ure that could create a substantial safety haz-alert NRC management to the diverse and on.

ard. NRC staff had expected to initiate a going agency efforts to revise and develop proposed rulemaking in late 1995. However, management information systems to capture in November 1995, after reviewing the results and report employee hours. Building on re.

of the study and performing an in-depth review cent related work, we will address the need for of NRC Part 21 reporting statistics, the NRC effective coordination to minimize costs, com.

staff determined that it was more appropriate ply with financial reporting requirements, and to terminate the proposed rulemaking. At the ensure that all user needs are met.

time of our last semiannual report, the NRC staff was developing a Commission Paper rec-Special Evaluation ofNRC's Initiatives to Implement the Alaintenance Rule In a March 1996 Commission Paper, the EDO informed the Commissioners of the NRC The recently implemented Maintenance staff's intent not to proceed with rulemaking Rule represents a major effort by NRC to impl&

on 10 CFR Part 21 regarding reporting require-ment risk-informed and performance-based ments for materials licensees. In a staff re-regulations. This evaluation addresses the quirements memorandum of April l2,1996, the agency's efforts to implement this rule.

Secretary of the Commission informed the EDO that the Commission did not object to the SIGNIFICANTRECOMMENDATIONS NRC staff's plans. Finally,in a memorandum NOT YET COMPLETED of April 15,1996, the EDO described in detail

, way to the Acting Inspector General the staff's ac-tions to complete this open recommendation n When OIG issued its last semiannual re-and its decision not to revise 10 CFR Part 21.

port, NRC had not yet completed action on one On the basis of our review of these actions, we recommendation from its November 1990 re-concur with the agency's decision and have port entitled, "NRC's Afanagement of Report-closed this reconunendation.

8 U.S. Nuclear Regulatory Commission E

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a In March 1995, OlG issued a report en-In response to the March 1995 OIG report.

l titled, "NRC Necds to Proride Strong Direction the EDO appointed a Senior Management j

for the Licensing Support System (LSS)." The Team (SMT) to re-evaluate the purpse and Nuclear Waste Policy Act of l982 requires that need for the ISS and to address the issues i

NRC approve or disapprove the construction raised by the OIG audit. In aJanuary 1996 sta-of a high-level nuclear waste repository within tus report, the EDO advised the Commission 3 to 4 years of receiving a DOE construction that the SMT would develop an action plan license application. To meet this deadline, NRC addressing the issues affecting the LSS pro-i enacted a rule requiring the development of gram. In a subsequent status report issued in

{

an electronic information management system July 1996, the EDO said that, due to Congres-j to reduce the time needed for discovery dur-sional budget action related to DOE's high-i ing the license hearing process. The rule re-level nuclear waste program, "...there was no J

quires that DOE design and develop the resumption of any ISS activities and all DOE's system and that NRC operate and maintain it.

ISS related activities remained stalled." The EDO reported that this included the finaliza-l j

The OIG report stated that the program tion of an MOU with DOE.

had stalled for the past 5 years for several rea-

)

sons. Many of the delays were attributed to In August 1996, the EDO provided the an inadequate system definition and agreement SMTs action plan to address outstanding LSS i

on the roles and responsibilities of DOE and issues. A final report is to be submitted to the l

NRC. As a result,OIG reconunended that NRC Commission by October 15,1996. While NRC obtain a formal commitment from DOE in the continues to make progress on our original rec-form of an Interagency Agreement or Memo-ommendation, action is not yet completed.

randum of Understanding (MOU) on key as-pects of the ISS.

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,awa THE INVESTIGATIVE PROGRAM During this reporting period, the OIG received 255 allegations and initiated 33 new investigations and 6 cuent inquides. Also during this reportingperiod,42 cases and 5 event inquiries were closed. In addition, 77 referrals were made to NRC man-agement.

INVESTIGATIVE CASE SUMMARIES mitments by the licensee was also lacking.

Nrn IMPACT: In response to the OlG report, the Commission directed the NRC staff to ad-NRC Staffs Actions Associated with dress the weaknesses in the review of data sub-Regulation at Maine Yankee Nuclear Pmeer mitted by the licensee; the role of the NRR Plant (Reactor Program) project manager in the NRC regulatory pro-gr m; the role and performance of NRC mana-OlG conducted an Event Inquiry in which gen 1 versight m the reactor program; the OIG evaluated NRC staff actions associated NRC staff's requirements and tools for licensee with Maine Yankee Nuclear Power Plant. The comnutment trackmg and for documentmg inquiry stemmed from allegations contained conversat,mns with licensees; and, the authen-in an anonymous letter sent to the Union of Concerned Scientists which claimed that the

!icity of the staff's traclung of the status of implementation of certam past act,on items.

i Maine Yankee Atomic Power Company (MYAPCo) intentionally submitted inadequate analyses to the NRC in support of two license Theft of Gorernment Property (Management amendments to increase the power at which and Support) the plant could operate. Additionally, the anonymous complainant alleged that the util.

An OlG investigation revealed that a ity applied for one of the power increases dur.

former employee of an NRC contractor stole ing a holiday period when the NRC was least government property and sold it to a North-

vigilant, ern Virginia pawn shop. The stolen property included an answering machine, a facsimile The OlG inquiry disclosed weaknesses in machine, and a video cassette recorder, and the NRC staff's review of computer codes sub-was valued at more than $1,700. The individual mitted by MYAPCo. Additionally, OlG uncov-was charged with three counts of theft of gov-ered several irregularities in the manner in ernment property by the U.S. Attorney's Of-which the staff closed out a long-standing lic-fice for the District of Maryland. The property ensee action item. The OIG inquiry also dis-was recovered and the case is currently pend-closed that the NRC staff did not have a formal ing trial at U.S. District Court.

j system for tracking commitments made by lic-

)

ensees and, as a result, the staff relied on the licensee to follow up on the commitments.

Staff documentation of conversations and com-(continued on next page) g y

? OlG Semiannual Report 11 c.

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mg

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-r Investigative Program { continued)

NRC StaffActions to Address Northcast tified the NRC of problems associated with per-Utilities System 1991 Scl/ Assessments forming full core offloads during refueling out-(Reactor Program) ages at Millstone Unit 1. In April 1994, the NU The OIG initiated an Event Inquiry re-employee contacted the NRC with his allega-garding alleged wrongdoing on the part of the tions related to NU's operation of the spent fuel pool at Millstone Unit 1.

NRC staff with respect to certain self-assess-ments conducted by Northeast Utilities (NU).

The OIG determined that the NRC's ini-Specifically,in 1991, NU submitted to the NRC tial technical reviews did not thoroughly ad-certain self assessment reports regarding li-dress the problems with performing full core censed activities at the Millstone Nuclear offloads that NU reported to the NRC in 1993.

Power Station (Millstone) Units 1,2, and 3 that Also, the OIG determined that the Region I were highly critical of NU's performance at technical staff did not interview the NU em-Millstone. The allegation concerned the ad-ployee regarding his allegations. The only in-equacy of the NRC staff's review of these self-terview of the NU employee, involving a assessments as well as whether the staff had member of the NRC technical staff, took place colluded with NU to conceal extensive and sig-in May 1995 when the staff participated in an nificant safety problems from public disclosure.

NRC Office of Investigations interview of the

" "N" The OIG Event Inquiry disclosed that in spite ofincreased regulatory scrutiny in the In addition, the OIG determined that NRC form of inspections and evaluations, the staff Region I would have closed the NU employee's has continued to document a general declin-technical concerns had the employee not pur-ing level of performance at the Millstone site sued his allegations by filing a 10 CFR Part since 1991. Several NRC managers advised 2.206 petition with the NRC in August 1995.

OIG that given the indicators of poor perfor-mance at Millstone, the NRC should have taken more aggressive action, including plac-Improper Release ofIdentitics ofAllegers ing the site on the NRC watch list, as early as (Reactor Program) 1993. The inquiry also disclosed that the NRC staff handled the public disclosure of NU's self-In December 1995, the NRC formed an Independent Review Group (IRG) to conduct assessment documents in accordance with the requirements contained in Section 2.790 of an independent evaluation of the history of Title 10, Code of Federal Regulations (10 CFR Northeast Utilities' and the NRC staff's han-2.790).

dling of employee concerns and allegations related to licensed activities at Millstone. The IRG selected nine former whistleblowers to NRC Handling ofIssues Related to Refueling interview in order to obtain specific informa-Operations At Millstone Unit 1 tion about how the NRC and NU had handled (Reactor Program) their concerns and allegations. Subsequently, the OIG received an allegation that the IRG The OIG initiated an Event Inquiry after team leader had released to NU the identities receiving information from an NU employee of theindividuals who were participatingin the regarding the manner in which the NRC and study, to NU without their knowledge or con-NU were addressing problems with refueling sent.

practices at Millstone Unit 1. In 1993, NU no-12 U.S. Nudear Regulatory Commission LT "E 2%

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n The OIG determined that the IRG team Civil Remedies Act (PFCRA). InJuly 1996, the leader improperly released the names of the OGC and the contractor entered into an agree-allegers to NU without first obtaining permis-ment that resulted in a settlement of $36,000 sion from the individuals to do so. Two of the which is the largest single PFCRA case settle-names released to NU were current NU em-ment for the agency to date.

playees who had concerns about being associ-ated with the IRG. One of these individuals had entered into a confidentiality agreement Conflict offnterest (Reactor Program) with the NRC.

The OIG initiated an investigation of a IMPACT: NRC senior managers aP-Senior Resident Inspector's (SRI's) alleged vio-pointed a new 1RG team leader as a result of lation of government-wide ethics regulations the OlG investigation. In addition, training was relating to soliciting employment. The inves-provided to the NRC staff regarding the han-tigation disclosed that the SRI asked the se-dling of allegations that included discussions nior licensee official at a nuclear plant for on avoiding disclosure of alleger identity, and assistance in preparing a rssums. The licensee the general care and sensitivity that must be official also was asked for the names of execu-applied when dealing with allegers.

tive search firms doing business in the nuclear industry. In addition, the SRI had several dis-OIG Referrals Under the Program Fraud Civil cussions with this official relating to possible Remedies Act (Management and Support) future employment with the licensee. Some of these discussions took place while the NRC The OlG initiated an investigation after and the licensee were concluding activity re-receiving information that an NRC contractor lating to the Systematic Assessment of Lic-

" padded" the number of overtime hours ensee Performance review at the plant.

charged to a contract. The NRC contract was a time and materials contract fer full technical OIG found sufficient evidence to indicate support services of the data and voice telecom.

that the employee violated federal conflict of munications cable distribution system at NRC.

interest rules. The SRI's requests to a licensee i

When interviewed by OIG, several contract fficial to assist in efforts to find outside em-employees admitted that they padded the pl yment and repeated questioning on when amount of overtime hours they claimed under p tential employment couki be discussed were the NRC contract. These technicians told OIG improper. While the SRI claimed he tried to that they padded their overtime hours at the learn the rules governing such conduct before-direction of the contractor onsite manager.

hand, the inspector failed to seek the proper ethics guidance from NRC counsel. The De-In August 1995, the OIG referred the in-partment ofJustice declined prosecution in this vestigation to the NRC's OGC for consideration matter and agency action against the employee under the provisions of the Program Fraud is pending.

yr 7

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OlG Semiannual Report 13

n m,m,g,m,,_.,.

..ALsch INVESTIGATIVE STATISTICS w ;am O[the 255 allega-Source of Allegations tions, none were

,n,,,y,no, (3)

(Total 255) carried forward Other Govt. Agencies (6)

[ rom tbe previous period, and 43

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resulted [ Tom NRC Management General Public

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Regulated

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N Anonymous 4

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Media NRC Employee (15)

(1)

Congressional Contractor (1)

(1) i Disposition of Allegations r-118

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14 U.S. Nuclear Regulatory Commission

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Status ofInvestigations l

DOJ Referrals 12 Pending DOJ Action 2

h DOJ Declinations 10

!ndictments & Arrests 1

f Convictions 1

[

PFCRA Referrals 2

l-PFCRA Recovery

$36,000 m

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Terminations & Resignations 2

Suspensions & Demotions 1

E Other Administrative Actions 23 h

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Total 26 Ryw mm ::amsymwauhaxusn$

INVESTIGATIONS

SUMMARY

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--i Conflict of Interest 1

0 1

0

$1 Internal Fraud 2

1 1

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7 External Fraud 2

2 2

2 d

g False Statements 1

1 0

2 Theft 1

4 1

4

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Misuse of Government Property 2

3 1

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Employee Misconduct 8

10 8

10 Management Misconduct 6

2 8

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! TOTAL INVESTIG. ATIONS.:.

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3pgggz SPECIAL FEATURE FINANCIAL STATEMENT AUDITING

TEAMWORK SPELLS SUCCESS

'Ihe Chief Financial Officers Act of 1990 Two immediate benefits were recognized.

(CFO Act) gave the Inspectors General for 23 First, after only a short time together, the staff departments and agencies added responsibili-began functioning with a true spirit of coop-ties to conduct financial statement audits of cration and teamwork. While each staff mem-Federal trust funds, revolving funds, and com-ber was assigned a particular audit segment, mercial activities. Ilecause the NRC is re-team members assisted each other and met quired by law to collect approximately 100 frequently to discuss planning and transaction percent ofits budget through the assessment testing strategies. These frequent meetings of fees, the agency is regarded as a commer-and discussions helped each team member to cial activity. Therefore, the NRC's financial fully understand the objectives and methodol-statements are subject to audit.

ogy being pursued. This understanding ulti-mately led to the timely and successful Ilefore FY 1995,anIndependent completion of the audit. The esprit de Public Accountant audited NRC's A

corps among the team members re-financial statements, and OlG f

T sulted in a recognition that even oversawthe audit. For FY 1995, N" f the most difficult goals are attain-OIG staff audited these state-I able.

ments. This OIG team, con-sistingofcertified public

'lhe second benefit was the

?

accountants and other fi-

... q$'

P- -S k increased knowledge of the in-nancial auditing profes-f.

ner workings of the agency's sionals, issued the audit g" j policies andits accounting sys-1"/,M tem. Only by personally (1) report on March 1,1996.

We met this ambitiousgoal WQ

~ ?

examining the control envi-

• \\y. k"i

's ronment, control procedures, even though the reporting t

schedule was accelerated and accounting system, (2) in-one month. The audit was

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terviewing financial manage-and continues to be the largest ment and staff, and (3) testing team audit that OIG performs.

account balances did we fully While most NRC OIG audits uti-comprehend the strengths and lize a team of two auditors for weaknesses of the organization about four months, the 1995 fi-and system. We believe that nancial statement audit had a

~

our new insights will enable us complement of five full-time auditors to better evaluate NRC's financial manage-for almost seven months. Other auditors as-ment program and provide a basis for contin-sisted as needed. Although completing the ued growth and development in pursuing this audit required significant ert, the benefits work.

of performing the work in-house soon became apparent.

(continued on next page)

ETTEREC/dEEEEGEUETTSEETO. QUEM %2Z2 OlG Semiannual Report 17

myy:~ 3

,%%h3 Financial Statement Auditing (continued)

This year, we plan to achieve additional playee on rotational assignment to OIG. The benefits by expanding the success of team-NRC employee has an accounting background work. For 1996, using contractor assistance, and will be assigned to assist with audit areas we will expand the scope of this audit. We have outside the employee's regular duties. We engaged a contractor to perform electronic believe these actions will increase these indi-data processing control work, which we will viduals' knowledge and appreciation of finan-use to examine financial systems controls. This cial statement auditing, and at the same time, examination will help ensure the accuracy and provide an opportunity for fmancial team mem-reliability of fmancial data, which will greatly bers to expand their focus. We look forward enhance our knowledge and understanding of to the c antinued success of teamwork during NRC's financial systems.

the FY 1996 audit and to the added benefits that wil be realized through this audit ap-i To assist the audit team, we will also use proach that will create " win-win" situations for a college accounting student (under a coopera-all parties involved.

tive education program), and an NRC em-

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.eu Chairman Jackson with NRC and TVA officials looking into the reactor cavity at Watts Bar Unit 1.

18 U.S. Nuclear Regulatory Commission Ei..

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OTHER AcTivmES REGULATORY REVIEW In addition, the Nuclear Regulatory com-

.egr mission Fact Sheet is a brochure which ex-plains the NRC's mission and provides The Inspector General Act,5 U.S.C. App summary descriptions of selected agency com-3, Section 4(a)(2), requires the OIG to review ponents, including the OlG, The material existing and proposed legislation and regula-about the OIG contains several errors. Incor-tions and to make recommendations concern-rect information about the OIG in the pamphlet ing the impact of such legislation or regulations includes the name of the statute and the mis-on the economy and efficiency of programs and sion of the IG as delineated by that statute. The operations administered by the agency.

OlG commentary identified these errors, re-quested that the incorrect version be with-From April 1,1996, through September drawn and that a draft of revised editions be 30,1996, OIG reviewed agency documents, in-forwarded for review prior to publication. The cluding approximately 120 Commission Papers agency declined to withdraw the incorrect edi-and numerous Federal Register notices, regu-tion but agreed to submit later revisions for latory actions, and statutes.

review.

The OIG Regulatory Commentaries ad-dressed administrative matters and provided NRC'S OlG TRAVELS TO THE REGIONS programmatic review to improve prevention of

- 7 r,q2i fraud, waste, and abuse. Discussion with the agency resolved several policy concerns, and During this period, the lnspector General, collaborative efforts resulted in improved guid.

Assistant Inspector General for Audits (AIGA),

ance to the agency staff in other areas.

Assistant Inspector General for Investigations, and Counsel travelled to NRC's Regional Of-An example of this work includes the OIG fices and addressed senior managers in each review of an agency directive on public meet-of the regions. These briefings, which are simi-ings. Our comment on Management Direc-lar to the Management Focus Training con-tive 3.5, "Public Attendancc at Certain Meetings ducted for headquarters managers last year, Involving the Public," focused on provisions are part of the OIG's ongoing outreach to relating to meetings typically closed to the agency management to provide guidance on public. The draft management directive al-prevention of fraud, waste, and abuse. This lowed meetings between, " senior executives program was initiated with correspondence to of a utility," and the EDO or other senior NRC each of the Regional Administrators request-managers. The language limiting access to ing information about topics ofinterest to them utility managers appeared to exclude allegers and their senior managers. In response to this or others with relevant information who were input and input received from other presenta-not employed by utilities. In response to the tions, a syllabus was formulated. The result-OIG comments, the agency indicated that the ing presentations included introductory limitation was unintentional and revised the remarks by the IG reflecting the philosophy section addressing meetings with allegers to eliminate the limiting language.

(continued on next page) rem 1rJ:"UB E C M M,WE h O f E a OlG Semionnual Report 19

vnym~y

_Jdshwi_. < q c Wn Other Activities (continued) and mission of the office and personalinsights AN AUDIT BRIEFING FOR into agency strengths and vulnerabilities. In BRAZIL.lAN OFFICIALS addition, each Assistant IG and Counsel pro-

. 3;7 =

vided information as to their organizational functions and the current issues in their respec-The AIGA and his managers briefed a tive areas of responsibility. Each of the pre-delegation of six auditors from the Brazilian sentations included case examples and closed Federal Audit Office. The Brazilian auditors with a question and answer period.

came to the United States for a training pro-gram to enable them to better evaluate the ef-ETHICS SEMINAR ficiency and effectiveness of their government gygg programs and to ensure accountability for gov-ernment performance. The nine-day auditor The Counsel to the Inspector General was training program focused on successfully ap-a speaker at the annual Office of Government plied approaches by the U.S. General Account-Ethics Conference. The presentation ad-ing Office, Inspector General Offices, dressed the role of the Inspector General in executive agency internal auditing depart-the enforcement of ethics viola-ments, and private organizations. NRC's tions under administrative stat-OIG was one of several organizations to m, %

share approaches and insights with the utes and regulations.

The presentation in-

/

Brazilians.

cluded a dis-The OIG cussion of the

[

distinctions managers pro-between the vided informa-roles of the tion on OIG's K Mg, organizational Inspector n

[d k ' s '

structure, the General and that of the Desig.

nw g,yhy g vernment-

" NN3 a wide standards nated Agency Eth-g ics Official (DAEO) governmg audit and the opportunities for conduct,and our cooperation in these positions.

- relations with Information was provided on the dif.

the NRC and ferences between criminal prosecution and ad.

Congress. OIG also shared our approach on ministrative processes and how OIG various aspects of our work, including annual investigative reports may be used to support audit planning and individual audit planning, the government's position in each. The pre.

execution, reporting, and followup. This ex-sentation concluded with a dialogue identify.

change of ideas and thoughts proved to be a ing areas where IGs and DAEOs can provide rewarding experience for both OIG and the support to their respective missions.

Brazilians.

I 20 U.S. Nudear Reguletory Commission C 21C L I!2 % I Z I;2 F f C C 3 E lC 2 T E C M N L T %" C !3

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_. [. l[Q2f?'.y&Qg

,g 3 APPENDICES AUDIT LISTINGS nummmmmmmmmmmm e r m :_

Internal Program Audit Reports Date Title Number 04/03/96 NRC's Decommissioning Financial Assurance OIG/95A-20 Requirements for Federal Licensees May Not Be Sufficient 04/10/96 Survey of NRC's Contract Administration OIG/96A-04 Activities 04/17/96 Selecting, Managing, and Utilizing the OIG/96E-13 M-Cubed Contract 05/21/96 Review of Videoconferencing Capabilities OIG/96A-12 and Utilization l

09/24/96 Improvements Needed in Agency OIG/96A-11 Oversight ofInformation Resources Management Activities 09/13/96 Opportunities for Savings Available OIG/96A-16 Through Improved Management of Warehouse Operations 09/30/96 Review of NRC's Progress in Developing OIG/96A-15 and Implementing an Integrated Payroll /

Personnel System (PAY /PERS) 09/13/96 Review of NRC's Part 170 License Fee OIG/96A-09 Billing System CDE.cu..

22'

~~

~

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OlG Semiannual Report 21

~

. -,-ym. m o y

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O~

?<

Audit listings (continued)

Contract Audit Reports OIG Questioned Funds Put To issue Contractor /

Costs Better Use Date Contract Number (Dollars)

(Dollars) 4/4/96 Creare, Inc./Scienkch, Inc.

NRC-04-87-398 0

0 4/4/96 Viking SystemsInternational NRC-03-87-028 0

0 4/4/96 Westinghouse Electric Corporation NRC-04-90-085 0

0 NRC-04-91-049 0

0 4/9/96 Graphie Visions Associates, Inc.

RS-ADM-96-142 0

0 4/9/96 SC&A, Inc.

NRC-04-90-070 0

0 NRC-04-94071 0

0 NRC-04-92-057 0

0 NRC-04-93-058 0

0 4/9/96 Westinghouse Electric Corporation NRC-04-90485 0

0 NRC-04-91-049 0

0 5/21/96 Systems Improvement,Inc.

NRC-04-90-078 0

0 7/8/96 Enercorp Federal Services Corp.

RS-NMS-96-002 0

0 7/8/96 Enercorp Federal Services Corp.

RS-NMS-96-002 0

0 7/24/96 Global Management Systems,Inc.

RS IRM-95-175 0

0 22 U.S. Nuclear Regulatory Commission CCLEZCGIZ:C"IL.h s "',7,A ?" ?"Ehl ~lA JiC2R.~aa

mw.gypvyyw-: -

Nkwt3 a..namM&a_ xa<:.

Contract Audit Reports (Continued)

OlG Questioned Funds Put To Issue Contractor /

Costs Better Use Date Contract Number (Dollars)

(Dollars) 7/24/96 Parameter, Incorporated NRC-03-93426 0

0 8/5/96 Applied Management Systems,Inc.

NRC-33-89132 98,450 0

8/5/96 Southwest Research Institute NRC-02-88-005 0

0 NRC-02-91-002 0

0 NRC-02-93-005 0

0 8/6/96 Battelle Columbus Laboratories NRC-04-87-066 0

0 8/7/96 Risk Engineering, Incorporated NRC-04-96-037 0

0 8/7/96 Simulation, Systems, & Services RS-AED-96-265 0

214,598 8/7/96 STD Associates,Inc./Bauer Associates NRC-03-93-034 0

0 8/8/96 Southwest Research/Adrian Brown NRC-02-85-009 10,533 0

NRC-02-88-005 2,560 0

8/8/96 Southwest Research/Adrian Brown

.NRC-02-85-009 20,515 0

NRC-02-88-005 9,217 0

(continued on next page) 05d71CintML%2L, MET?PEEECZUZiGTCZi?fGCE_M2CD OlG Semionnual Report 23

."^ ' y

• y}yCp%'*Pqtiq:. 7 :.

cA.R.sanam dhk~

7 Audit Ustings (continued)

Contract Audit Reports (Continued)

OlG Questioned Funds Put To Issue Contractor /

Costs Better Use Date Contract Number (Dollars)

(Dollars) 9/18/96 USDA Graduate School NRC-38-88-364 29,639 0

9/18/96 Science Applications International Corp (SAIC)

NRC-02-90-009 0

0 9/18/96 Science & Engineering Associates (SEA)

NRC-03-93-036 0

0 NRC-04-87-086 0

0 NRC-04-89-051 0

0 NRC-04-91-066 0

0 NRC-04-91-071 0

0 NRC-26-93-290 0

0 NRC-33-83-500 0

0 NRC-33-84-407 0

0 NRC-33-86-261 0

0 9/18/96 Science & Engineering Associates (SEA)

NRC-04-89-051 0

0 9/18/96 Sonalysts, Inc.

NRC-03-89-031 0

0 9/23/96 Massachusetts Institute of Technology NRC-03-85-055 0

0 9/23/96 Westinghouse Electric Corporation NRC-04-85-103 0

0 9/30/96 I-Net, Inc.

NRC-33-89-166 0

0 l

NRC-33-91-203 0

0 NRC-33-91-219 0

0 TOTAL 170,914 214,598 24 U.S. Nuclear Regulatory Commission L_

^

' a. -

. L 7M27;EZ AUDIT TABLES than those reported by most other agencies.

m www During th,is reporting period, the OIG The NRC's dependence on commercial analyzed 27 contract audit reports issued by contract activity is relatively small. Thus, ques.

the DCAA. The following tables depict the cost tioned costs and savings are inherently smaller savings from this work.

TABLEI Office oftheInspector General Reports Containing Questioned Costs (Dollar Value)

Number of Questioned Unsupported Reports Reports Costs Costs A. For which no management decision 6

76,551 396,971 had been made by the commencement of the reporting period B. Which were issued during the 4

170,914 0

reporting period Subtotals (A+B) 10 247,465 396,971 C. For which a management decision was made during the reporting period:

(i) dollar value of disallowed costs 10 247,465 396,971 (ii) dollar value of costs not disallowed 0

0 0

D. For which no management decision had 0

0 0

been made by the end of the reporting period E. For which no management decision 0

0 0

was made within 6 months ofissuance (continued on next page)

RZE?fE0rfliE:ZT#'~ 5?ZMZiTari!ECTE!1CrJZZ2EITG OlG Semiannual Report 25

~

megmmm47.;, ;'.

-::.24 2%C49A #

m Audit Tables (continued)

TABLEII Office ofthe Inspector General Reports Issued With Recommendations That Funds Be Put to Better Use i

Numberof Dollar Value Reports Reports ofFunds A. For which no management decision 0

0 had been made by the commencement of the reporting period B. Which were issued during the 4*

214,598 reporting period Subtotals (A+B) 4 214,598 C. For which a management decision was made during the reporting period:

l (i) dollar value of recommendations that 4

214,598 were agreed to by management (ii) dollar value of recommendations that 0

0 were not agreed to by management D. For which no management decision had 0

0 been made by the end of the reporting period E. For which no management decision 0

0 was made within 6 months ofissuance Three pre-award audit reports reported that zero funds were available for better use.

26 U.S. Nuclear Regulatory Commission C"22T:JCZZ E ?f:iSClicAJf.!! C T2E ZI'% 2 T.%lU52'%3

meg m mmen

. ::l AWY %a gr6 ;1aa.,

n,. a ABBREVIATIONS AIGA Assistant Inspector General for Audits AIGI Assistant Inspector General for Investigations CFR Code of Federal Regulations CFO Act Chief Financial Officers Act DAEO Designated Agency Ethics Official DCAA U.S. Defense Contract Audit Agency DOE U.S. Department of Energy DOJ U.S. Department of Justice EDO Executive Director for Operations FMFIA Federal Managers' Financial Integrity Act FY FiscalYear IRG Independent Review Group IRM NRC's Office of Information Resources Management LSS Licensing Support System Millstone Millstone Nuclear Generating Station, Unit 1, New London County, Connecticut MD Management Directive MOU Memorandum of Understanding MYAPCo Maine Yankee Atomic Power Company NU Northeast Utilities NRC U.S. Nuclear Regulatory Commission OGC NRC's Office of the General Counsel OIG NRC's Office of the Inspector General (continued on next page)

CC d?T:5Zl.:.1 CJ5C '!: '!!a!ZLd!2EILSt..ZZiKITA 15 OlG Semiannual Report 27

-,- rmyw' f,:.y

u,,46tibi.diudA

';NY. ' '

Abbreviations (continued)

.s OMB U.S. Office of Management and Budget PAY /PERS Payroll / personnel system PFCRA Program Fraud Civil Remedies Act SMT Senior Management Team SRI Senior Resident Inspector VE Value Engineering 28 U.S. Nuclear Regulatory Commission iTEG33H"JTdE7hnsmaSA4ad@:CIffd~ 2!!O2illCCL"C3

.. ; y,g y mng qver

~c

~

,.,.s

a;yuww w GLOSSARY Agreement States A State that has signed an agreement with the NRC allowing the State to regulate the use of radioactive material within the State.

Event Inquiry The event inquiry is an investigative product documenting examination of events or agency actions that do not focus specifically on individual misconduct. These reports identify institu-tional weaknesses that led to or allowed a problem to occur. This type ofinvestigative effort was previously referred to as an inspection.

Financial Audit A financial audit assesses the effectiveness of internal control systems, transaction processing, fimancial systems, and contracts.

Funds Put To Better Use Funds identified in audit recommendations that could be used more efficiently by avoiding un-necessary expenses.

Hotline A toll-free telephone number (1-800233-3497) available to anyone for reporting incidents of pos-sible fraud, waste, and abuse to the NRC's Office of the Inspector General.

Management Decision A final decision based on management's response to audit recommendations and findings.

Material Weakness A specific instance of noncompliance with the FMFIA of sufficient importance to be reported to the President and the Congress. A weakness that would significantly impair the fulfillment of an agency component's mission: deprive the public of needed services; violate statutory or regula-tory requirements: significantly weaken safeguards against waste, loss, unauthorized use, or misappropriation of funds, property, or other assets: or result in a conflict of interest.

(continued on next po,qe)

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OlG Semiannual Report 29 g,'

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.ni+

0lO$$Oly (Continued)

Special Evoluation An OlG audit report that examines the implications of NRC's programs that affect national is-sues, such as high-level radioactive waste disposal, nuclear power plant decommissioning, or the use of radiation by the medical community in treating disease.

Questioned Cost A cost questioned as a result of an alleged violation of law, regulation, contract, or agreement governing the expenditure of funds (costs unsupported by adequate documentation or funds for a particular purpose that are unnecessary or unreasonable.)

30 U.S. Nuclear Regulatory Commission f~O2AJA'E"l'ZCLJ7CCS?Z CITEflIl.2"ZTilGa.CI

THE INSPECTOR GENERAL HOTUNE

'Ihe OlG c::tablished a toll-free number (1-800-233-3497) to provide NRC employees, contractors, and others with direct access to OlG's Hotline Program. Ilotline procedures and guidelines were carefully developed to ensure the confidentiality of NRC employees wishing to report incidents of possible fraud, waste, and abuse within the NRC. Trained O!G staff are available to answer calls Monday Ibrough Friday, hetween 10 a.m. and 4 p.m. (eastern standard time). Individuals may also provide information to hotline personnel by writing ta the following address:

1 i

U.S. Nuclear Regulatory Conunission Office of the Inspector General llotline Program Mail Stop T-5 D28 Washington, DC 20555-0001 HOTLINE NUMBER:

1-800-233-3497

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