Return to Home PageOctober 1, 2004 - March 31, 2005
April 29, 2005
The Honorable Cari M. Dominguez
Chair
Equal Employment Opportunity Commission
Washington, D.C. 20507
Dear Madam Chair:
I am providing the Office of Inspector General’s (OIG) Semiannual Report to Congress summarizing our activities for the six-month period that ended March 31, 2005. The Inspector General Act of 1978, as amended, Public Law 95-452, Section 5(B), requires that you submit this report, and the management report prepared by the Office of Chief Financial Officer and Administrative Services, to the Congress within 30 days of receipt.
In summary, the OIG issued four audit and evaluation reports which included the results of the FY 2004 Financial Statement Audit where EEOC received an unqualified opinion. The Investigations branch closed 122 inquiries and completed four investigations, while working with the Department of Justice to investigate several criminal matters. Also, a peer review of OIG’s audit and evaluation function was conducted by the Legal Services Corporation (LSC). LSC issued an unqualified opinion on OIG’s quality control system.
I want to express my appreciation to you and senior management officials for the support and cooperation provided during this reporting period. Finally, I offer my sincere thanks to the OIG employees for their continued professionalism, dedication, and willingness to accept new challenges.
Sincerely,
Aletha L. Brown
Inspector General
This report summarizes significant audit, evaluation and investigation activities of the Office of Inspector General (OIG) that transpired during the six month period ending March 31, 2005. The report also includes the Inspector General’s summary of significant management challenges confronting the Equal Employment Opportunity Commission (EEOC). These challenges provide a snapshot of EEOC’s progress to date addressing the President’s Management Agenda initiatives.
During the period, OIG issued four final or draft audit and evaluation reports. These consisted of
OIG investigators reviewed and closed 122 inquiries during the period. These included 90 hotline contacts and addressed allegations such as improper charge processing, violations of Title VII or other statutes, fraud, and ethics matters. Investigators completed four investigations, three of which concerned the impersonation of EEOC investigators. These matters were closed after preliminary investigations due to lack of viable evidentiary leads. The other matter concerned an agency employee involved in the unauthorized outside practice of law. The employee was not found to have violated ethics laws because the employee had requested to work outside EEOC.
Ongoing investigations include such matters as fraud, conflicts of interest, theft, and attempted bribery. OIG is working in cooperation with the Department of Justice and other law enforcement entities to bring these matters to closure.
The Legal Services Corporation’s Office of Inspector General conducted a peer review of OIG’s audit and evaluation functions during March 2005 to determine whether internal quality control policies and procedures existed and were being followed by OIG staff. A draft report was issued and contained an unqualified opinion on OIG’s quality control system.
Other activities included OIG’s project management initiative which represents an effort to redefine how OIG manages its work processes. All staff members participated in both on-line and classroom training. By the end of the next reporting cycle, all new projects will be designed and managed using project management.
The Inspector General Act of 1978 was passed to ensure a level of integrity and efficiency that fulfills the American taxpayer’s expectation for excellence and accountability in the Federal Government and its programs. Inspectors General are under the general supervision of the agency head and have substantial independence, authority and responsibility to conduct audits, evaluations and investigations of agency programs. They have direct access to all agency records and materials (physical and electronic); issue subpoenas for necessary information, data, reports, and other evidence; administer oaths before taking testimony; hire staff; and request assistance from other Federal, state and local government agencies. They also act as independent fact finders, often undertaking initiatives at the request of the agency head, and provide assessments in such areas as financial management systems and internal controls. Generally, the Inspector General (IG) and agency management pursue the same goal of efficient and effective program operation and service delivery.
Congress established an Office of Inspector General at the EEOC through the 1988 amendment of the Inspector General Act, which expanded authority to independent agencies and federal entities. OIG’s primary responsibility is to assist the EEOC by ensuring integrity, efficiency, and accountability in the agency’s programs to enforce laws against discrimination in the workplace. Specifically, OIG supports the Agency by carrying out its mandate to independently and objectively conduct and supervise audits, evaluations and investigations; prevent and detect fraud, waste, and abuse; and promote economy and efficiency in programs and operations. The OIG keeps EEOC’s Chair and members of the Congress fully and currently informed about problems, recommends corrective action(s), and monitors the EEOC’s progress in implementing such action.
The OIG is under the supervision of the IG, who provides overall direction, coordination, and leadership to staff. The OIG includes a deputy inspector general, an audit and evaluation staff, an investigative staff, an independent counsel, and an administrative staff. The Deputy Inspector General serves as alter ego of the Inspector General and has the responsibility for providing overall program guidance, direction and supervision to audit, evaluation and investigative staffs. The audit program provides assurance to the Chair and Congress that EEOC programs are working efficiently and effectively. The audit staff conducts performance and financial audits, as well as special reviews and evaluations. These audits focus on management controls, administrative and program operations, transaction processing and financial and other information systems. In special evaluations, the OIG considers the implications of EEOC programs, operations and policies.
The mission of the investigative program is to perform investigative activities related to the integrity of the EEOC’s programs. Most of OIG’s investigations focus on violations of law or misconduct by Agency employees, as well as, allegations of irregularities or abuses in operations and programs. When needed, OIG’s investigators work in concert with other law enforcement entities. Over half of the investigative inquiries result from employees and the general public calling OIG’s 24-hour telephone (hotline) to report wrongdoing. A significant amount of these calls concern EEOC’s discrimination complaint process and are referred to the appropriate program office.
The EEOC is the federal agency responsible for enforcement of: Title VII of the Civil Rights Act of 1964, as amended; the Equal Pay Act of 1963; the Age Discrimination in Employment Act of 1967 (ADEA); in the Federal sector only, section 501 of the Rehabilitation Act of 1973; Title I of the Americans with Disabilities Act of 1990 (ADA); and the Civil Rights Act of 1991. These statutes prohibit employment discrimination based on race, sex, color, religion, national origin, age, or disability. The EEOC is also responsible for carrying out Executive Order 12067, which promotes coordination and minimizes conflict and duplication among Federal agencies that administer statutes or regulations involving employment discrimination.
EEOC is a bipartisan Commission comprised of five presidentially appointed members, including the Chair, Vice Chair and three Commissioners. The Chair is responsible for the administration and implementation of policy for the Commission and for the financial management and organizational development of the Commission. The Vice Chair and the Commissioners equally participate in the development and approval of the policies of the Commission, issue charges of discrimination where appropriate, and authorize the filing of suits. Additionally, the President appoints a General Counsel to support the Commission and provide direction, coordination, and supervision to EEOC’s litigation program.
EEOC’s fiscal year 2005 budget was passed by Congress in December 2004. The budget provides the agency $326.8 million, $1.9 million above the fiscal year 2004 budget.
During the reporting period, EEOC opened a National Contact Center (NCC) to provide for a centralized point of access to the agency and allow staff to focus on mission-critical duties such as charge intake, investigations, mediation, litigation and outreach to employers and employees. The NCC pilot project will be assessed, through an independent evaluation, over an 18-month period before deciding whether to continue using it. The Office of Inspector General will begin evaluating NCC’s operations in the next reporting period.
In accordance with Section 3 of the Reports Consolidation Act of 2000, a statement is provided by the Inspector General which summarizes what is to be considered the most serious management challenges facing the agency. These issues were the focus of significant work conducted by the OIG during the first six-months of FY-2005, and they require continuous effort by the agency.
These management challenges are directly linked to the President’s Management Agenda (PMA) initiatives, and an element of the Chair’s Five-Point Plan, “EEOC as a Model Workplace”.
Strategic management of human capital remains EEOC’s most critical management challenge. The Office of Human Resources (OHR) continues to make strides in meeting the human capital initiatives of the PMA and the Office of Personnel Management’s (OPM) Human Capital Standards for Success. Among the accomplishments of the OHR, since our last update, is the development of an EEOC Human Capital Strategic Plan, issuance of a draft interim Workforce Planning Report to OPM, and the issuance of the EEOC Federal Equal Opportunity Recruitment Program Report which includes statistics for FY 2003-04 on the recruitment of underrepresented minorities in the EEOC. OHR is continuing its work in the area of addressing skills gap assessments and identifying those areas where training may be needed at the executive levels, and will expand to other levels in the near future.
EEOC’s Senior Executive Service (SES) performance appraisal system received provisional certification by OPM for calendar years 2004-05 permitting higher maximum rates of basic pay and higher aggregate pay limits for SES employees. Also, OHR noted that there was an increase in the number of employees placed on Performance Improvement Plans which OHR attributes to its emphasis on management training courses to improve employee performance.
Human Capital management challenges faced by the agency include the need for more funding for skills level training, an agency awards program to reward outstanding employees, and improvement of staff retention and succession planning efforts. OHR indicated that even though they have plans to train employees, some training was reduced due to a lack of funding. Also, it has become a challenge to reward employees for outstanding performance using non cash awards due to a lack of funding. The agency is also challenged to retain skilled employees having institutional knowledge. OHR notes that most of the employees who leave the agency are not retiring but are leaving to find promotions or better paying positions at other federal agencies or in private sector employment. Finally, in some field offices, a high number of employees are eligible to retire over the next few years.
The Agency is continuing to make progress in budget and performance integration. In early FY 2005, the Agency added an automated system that each employee uses to provide time allocation information every two weeks for the entire year. This system, while a strong step forward, does not capture much information necessary for effective management. For example, time for critical tasks within program activities and time taken for training are not captured. Reports from the system are generated for management review. The Agency plans a six-month review of the time allocation system. The 2004 Performance and Accountability Report, issued in November 2004, and the 2006 Budget Submission, issued the Congress in February 2005, continue to provide integration of performance and budget information that the Agency began in FY 2004, as cited below.
In FY 2004, the Agency took various steps toward making improvements. For example, the FY 2005 Performance Budget integrated the budget request with the Strategic Plan for Fiscal Years 2004-2009, issued on October 1, 2003. The FY 2005 Performance Budget also aligned staffing and funding requests with the two mission-related strategic objectives in the Strategic Plan. Finally, the FY 2005 Performance Budget included increased alignment of resources to major programs. In the fourth quarter of FY 2004, management gathered annual time allocation information from each employee.
EEOC was successful in obtaining an unqualified audit opinion on its FY 2004 financial statements. Also, the Chief Financial Officer (CFO) took steps to correct prior year audit issues and is working towards ensuring that the FY 2005 audit results in an unqualified opinion, and meeting the accelerated deadlines for financial reporting. The CFO is still faced with the challenge of obtaining funding to update the Agency’s current financial management software to a software package that is certified by the Chief Financial Officers Council. The Agency plans to submit another funding request for FY 2007. The CFO is also addressing the challenge (relating to the FY 2004 material weakness) dealing with quality control over the financial reporting process by providing internal training to staff and changing the software used to prepare the financial statements. Another management challenge in the area of financial management includes succession planning. The CFO lost key skilled employees with institutional accounting knowledge to retirements and promotions to other agencies. Further, over the next few years, more retirements of key employees are expected.
Competitive sourcing still remains a critical management challenge with EEOC. The Commission plans to consistently identify commercial and inherently governmental inventories in the Agency’s five-year competitive sourcing plan.
Desktop computer support along with server operations and communications will be the subject of a 90-day study by an outside consultant during the summer of 2005. This will be a top down strategic look at IT operations, both staff and systems. The result of this study will determine the strategy the Agency will consider when staffing future IT functions.
Currently, the Office of Legal Counsel is reviewing the possibility of competitive sourcing of Freedom of Information Act (FOIA) support in the field. A final decision is expected in FY 2006.
Progress has been consistent; however, the challenge facing management is the continued funding of planned E-Government activities. Overall, the Office of Information Technology (OIT) has ensured that Agency information systems are generally secure, and the system vulnerability ratio continues to improve each year. An EEOC Assessment System will be deployed to be used by the National Contact Center and field offices. Video conferencing was piloted and video streaming implemented on March 8, 2005, for the Chair’s All Employee Meeting. The Integrated Mission System was deployed to more than 70 Fair Employment Practice Agencies.
Also, during the reporting period, Microsoft Office Suite was implemented. Finally, OIT plans to expand telework technology services.
All work conducted under the Audit Program supports the OIG Strategic Goal to improve the economy, efficiency, and effectiveness of EEOC programs, operations, and activities.
Evaluation of Headquarters Infrastructure (OIG Report Number 03-15-AMR)
Infrastructure, of which rent is the largest component, is EEOC's largest non.personnel cost. A previous OIG study (Reducing Infrastructure Costs through Increased Use of Telework Report Number 01.13.AMR, January, 2003) found that implementation of frequent telework could result in substantial net savings for each of the four field offices we studied. The report served as the primary driver for development of an agency goal of reducing real estate costs by 35 percent in five years. In addition, OMB and General Services Administration have cited the report as useful in EEOC's efforts to become more efficient.
OIG conducted an evaluation of EEOC Headquarters’ infrastructure use and space utilization. On March 31, 2005, OIG issued a Final Report. The report examines whether increased use of frequent telework (two times or more per week) may create options for improving effectiveness and efficiency of selected EEOC infrastructure, particularly office space and technology. Techniques of the evaluation included designing and building a cost model, and obtaining and analyzing data from interviews and focus groups with about 180 headquarters’ employees.
The report recommends that Agency management consider implementing the frequent telework pilot at Headquarters to test the feasibility of achieving cost savings. Key findings and conclusions about Headquarters include:
FY 2004 Financial Statement Audit Management Letter Report (OIG Report No. 2005-04-05A-FIN)
On January 28, 2005, OIG issued the management letter in connection with the FY 2004 financial statement audit. The audit resulted in an unqualified opinion on EEOC’s financial statement. The auditors concluded that the agency’s response to the prior year’s audit findings and recommendations were satisfactory and appropriate. This year’s management letter identified internal control weaknesses relating to: Year End Process for Recording Undelivered Orders and Accounts Payable; Need for Reconciliation of Property and Equipment Records between the Chief Financial Officer (CFO) and the Office of Information Technology (OIT); and Need to Eliminate and Reduce Vulnerabilities to the EEOC’s IT Network. Recommendations to the CFO included requiring that Contracting Officers Technical Representatives report accruals at the end of each quarter and documentation for bankcard purchases over a certain threshold. Also, it was recommended that the CFO develop and implement procedures for monitoring OIT’s acquisition and entry into the Fixed Asset System including periodic reconciliation of the FAS with the general ledger to ensure that complete and accurate information is in both systems. Recommendations to the Chief Information Officer included following written policies and procedures for timely installation of vendor patches and security hot-fixes on all network platforms and to continue following existing standard configurations for platforms in use ensuring they meet industry best practices and NIST and NSA standards. EEOC management agreed with all recommendations.
Agency Compliance with the Federal Manager’s Financial Integrity Act (FMFIA) (2004-07-AIC)
On October 27, 2004, OIG issued a report to the Chair validating the Agency’s compliance with the Federal Manager’s Financial Integrity Act (FMFIA). Agency regulation, EEOC Order 195.001, Internal Control Systems requires OIG to annually provide a written advisory to the Chair on whether the management control evaluation process complied with OMB guidelines. OIG made its determination by reviewing: (1) assurance statements submitted by headquarters and district directors attesting that their systems of management accountability and control were effective and that resources under their control were used consistent with the agency’s mission and in compliance with the laws and regulations set out in the FMFIA; (2) all functional area summary tables, and functional area reports submitted by headquarters and field offices; and (3) the Office of Research, Information and Planning’s FY 2004 FMFIA Assurance Statement and Assurance Statement Letter, with supporting documents.
Information Technology Assessment of the Agency’s Integrated Mission System (IMS) (OIG Report No. 03-06-MIS)
During the reporting period, OIG issued a draft report on the Agency’s Integrated Mission System. OIG reviewed and tested 260 separate information system control items as described in NIST Special Publication 800-26, Self-Assessment Guide for Information Technology Systems. Final testing results concluded that OIT had adequately developed and deployed the appropriate information security controls to ensure the security of information that resides in the Agency’s Integrated Mission System. However, OIG recommended several weaknesses that should further improve OIT’s ability to secure IMS from potential harm. The assessment was forwarded to OIT for review and comment.
Reliability of Key EEOC Performance Data (2005-02-AMR)
OIG is conducting a data reliability assessment for selected Agency performance data. For the agency to use the data for management purposes and for stakeholder confidence, as well as to meet federal requirements, EEOC needs to ensure that the data it reports is both valid and can be verified. OIG is reviewing three types of data that support key Agency performance measures that are contained in EEOC’s Annual Performance Report and other key reporting documents.
The data are:
A draft report of findings regarding the data will be issued in the fourth quarter of FY 2005.
Audit of Controls over Information Technology (IT) Equipment (2005-03-INV)
OIG is conducting an audit of the controls over the management of IT property and equipment purchased by the EEOC. The objective of this audit is to evaluate the adequacy of internal controls over IT equipment at the EEOC. Specifically, we are evaluating the following cycles as they relate to IT equipment:
A draft report is expected to be issued during fourth quarter 2005.
Peer Review of the EEOC’s OIG Audit and Evaluation Function
The Office of Inspector General of the Legal Services Corporation (LSC) conducted a peer review of the EEOC’s OIG audit and evaluation functions during March 2005 and issued a draft report with an unqualified opinion on the OIG’s quality control system. The purpose of the review was to determine whether OIG’s internal quality control policies and procedures were in place, and operating effectively to provide reasonable assurance that established policies, procedures, and applicable auditing standards were being followed. The peer review was conducted in accordance with quality standards and guidance established by the President’s Council on Integrity and Efficiency (PCIE).
Single Audit Act Reports
The Single Audit Act of 1984 requires recipients of federal funds to arrange for audits of their activities. Federal agencies that award these funds must receive annual audit reports to determine whether prompt and appropriate corrective action has been taken in response to audit findings. During the reporting period, OIG reviewed 17 audit reports issued by public accounting firms concerning Fair Employment Practices Agencies (FEPAs) that have work-sharing agreements with EEOC. There were no audit findings directed to FEPAs which were related to EEOC funds. (See Appendix III)
Audit Follow-Up
As required by Section 5(a)(3) of the Inspector General Act of 1978, as amended, semiannual reports shall include identification of each significant recommendation previously reported where corrective action has been completed. OIG has no reports with recommendations previously reported to which corrective action has not been completed. Section 5(a)(1) of the Inspector General Act of 1978, as amended, requires that semiannual reports shall include a summary of each audit report issued before the commencement of the reporting period for which no management decision has been made by the end of the reporting period. OIG has no audit or evaluation reports that were issued before commencement of the reporting period for which no management decision has been made by the end of the reporting period.
The Investigative work performed supports OIG’s Strategic goal to focus limited investigative resources on issues that represent the greatest risk, and offer the maximum opportunity, to detect and prevent fraud, waste and abuse in EEOC programs and operations.
During the period, the Investigations staff closed 122 matters, of which 90 were hotline contacts. Charge processing issues were referred by Congress, other Inspectors General, or at the written request of charging parties or respondents. These charges were either resolved by OIG or directed to field offices, the Office of Field Programs (OFP) and the Office of Federal Operations (OFO) for appropriate action. Ongoing investigative activity includes matters investigated in cooperation with the Department of Justice and other law enforcement entities.
| Investigative Inquiries Received During the Reporting Period |
|
|---|---|
| ALLEGATIONS | TOTAL |
| Charge Processing | 57 |
| Other Statutes | 25 |
| Title VII | 22 |
| Mismanagement | 3 |
| Ethics | 5 |
| Theft | 1 |
| Other Criminal Violations | 1 |
| Fraud | 8 |
| TOTALS | 122 |
Impersonation
OIG received a complaint that an individual, impersonating an EEOC investigator, had contacted a witness in an EEOC charge of discrimination. The impersonator spoke with the witness for approximately 1 ½ hours about the charge. During the conversation, the witness realized the person with whom she was speaking was not an EEOC investigator. The witness contacted her employer the following day to report the incident. After conducting an investigation, the matter was closed due to lack of viable evidentiary leads.
Impersonation
OIG received a complaint from the manager of a private company indicating that an individual, impersonating an EEOC investigator, had threatened the company with a lawsuit after terminating an employee. The individual called and e-mailed threats to the manager. After conducting a preliminary investigation, the matter was closed, due to lack of viable evidentiary leads.
Impersonation
OIG received a complaint that an individual, impersonating an EEOC investigator, had contacted an area hotel, stating that he was inquiring about discriminatory practices against former hotel employees. The impersonator stated that the former employee had complained about the hotel paying its employees low wages. After conducting a preliminary investigation, the matter was closed, due to lack of viable evidentiary leads.
Unauthorized Outside Practice of Law
OIG conducted an investigation to determine whether an Agency employee was involved in the unauthorized practice of law. After a thorough investigation, OIG found that although the employee requested to work outside the EEOC, her request had not been forwarded to the proper officials. Accordingly, OIG found that the evidence adduced did not support a finding that the employee violated 5 C.F.R. §2635.802, Conflicting outside employment and activities; or 5 C.F.R. §7201.102, Prohibited outside employment.
Ongoing Investigative Activity
OIG has ongoing investigations in headquarters and several field offices involving such matters as theft of government property, conflicts of interest, destruction of evidence, false statements, misuse of Government property, fraud and misuse of the Agency insignia and attempted bribery. Several of these matters have been referred to the Department of Justice for prosecutorial consideration.
Legislative and Regulatory Matters
During the reporting period OIG reviewed EEOC Order No. 150.005, Protection of Privacy and EEOC Order No. 195.001, Management Accountability and Controls.
Office of Inspector General Project Management Initiative
During the reporting period, OIG instituted an ambitious project management initiative in order to redefine how OIG manages its work processes. Project Management is a technique for matching available resources (e.g., time, money, and people) against business project aims (early completion and final cost). With reduced human capital, as well as limited financial resources OIG’s Project Management Initiative looks to improve the timeliness, efficiency, and quality of many OIG products.
As part of this initiative, OIG:
During the first half of the next reporting period, OIG plans to begin its business process improvement by implementing, on a limited basis, the use of project management as a means to manage OIG projects. We expect that by the end of the reporting cycle, all new projects will be designed and managed using project management.
OIG Frequent Telework Pilot
During the reporting period, OIG continued exploring the use of frequent telework as a means to reduce its infrastructure costs. Phase I of OIG’s Pilot Program had four individuals, whose jobs were found to be suitable for frequent teleworking, to work at an alternative worksite for two or more days a week. From the observations and findings obtained from Phase I of our pilot (as reported in the previous semiannual), no insurmountable technical, operational, or managerial barriers were discovered that could prevent effective institution of frequent telework.
During this reporting period, OIG laid the ground work for Phase II of the Pilot Program. Phase II will include those individuals previously identified, along with the office’s two criminal investigators (GS-1811). Ground work included: the reconfiguration of the previous teleworkers’ alternative office spaces and equipment (based on lessons learned during Phase I); along with the full installation of telework equipment for the new participants. OIG plans to commence Phase II in May 2005, and end Phase II on August 30, 2005. Upon completion of Phase II, OIG will make its final determination at to whether the office can fully integrate a frequent telework program into its business model, and if so, whether the office can reduce its space requirements, thus demonstrating the potential for cost savings.
Professional Development Activities
During the reporting period, OIG staff completed training activities which included:
OIG staff continues to participate in activities of the President’s Council on Integrity and Efficiency (PCIE) and the Executive Council on Integrity and Efficiency (ECIE). These activities include:
APPENDIX I – FINAL OIG AUDIT AND EVALUATION REPORTS
| Report Title | Report Number | Date Issued | Dollar Value of Questioned Costs | Dollar Value of Better Used Funds | Dollar Value of Unsupported Costs |
|---|---|---|---|---|---|
| AUDIT Mgmt Letter Report for FY 2004 Financial Statement Audit |
04-05A-FIN | 1/28/05 | $-0- | $-0- | $-0- |
| Agency Compliance Federal Mgrs Financial Integrity Act | 04-07-AIC | 19/27/04 | $-0- | -0- | -0- |
| Evaluation/
Advisory Headquarters Infrastructure |
03-15-AMR | 3/31/05 | $-0- | -0- | -0- |
| Total | $-0- | -0- | -0- |
APPENDIX – II – FINAL OIG AUDIT AND EVALUATION REPORTS
| IG ACT CITE | REPORTING REQUIREMENTS | PAGE |
|---|---|---|
| Section 4 (a)(2) | Review of Legislation and Regulations | 12 |
| Section 5 (a)(1) | Significant Problems, Abuses and Deficiencies | 6-11 |
| Section 5 (a)(2) | Recommendations With Respect to Significant Problems Abuses and Deficiencies | 6-8 |
| Section 5 (a)(3) | Significant Recommendations Included in Previous Reports on Which Corrective Action Has Not Been Completed | N/A |
| Section 5 (a)(4) | Matters Referred to Prosecutive Authorities | 11 |
| Section 5 (a)(5) | Summary of Instances Where Information Was Refused | N/A |
| Section 5 (a)(6) | List of Audit Reports | 14 |
| Section 5 (a)(7) | Summary of Significant Reports | 6-8 |
| Section 5 (a)(8) | Questioned and Unsupported Costs | N/A |
| Section 5 (a)(9) | Recommendations That Funds Be Put to Better Use | N/A |
| Section 5 (a)(10) | Summary of Audit Reports Issued Before the Commencement of the Reporting Period for Which No Management Decision Has been Made | N/A |
| Section 5 (a)(11) | Significant Management Decisions That Were Revised During the Reporting Period | N/A |
| Section 5 (a)(12) | Significant Management Decisions With Which the OIG Disagreed | N/A |
APPENDIX III – SINGLE AUDIT ACT REPORTS
| The Tribal Council Chippewa Cree Tribe, September 30, 2003 | The Tribal Council White Mountain Apache Tribe, April 30, 2003 |
| The State of Nebraska, June 30, 2003 | The State of Texas, August 31, 2003 |
| The State of Colorado, June 30, 2003 | The State of Indiana, June 30, 2003 |
| The State of Illinois, June 30, 2003 | The State of Ohio, June 30, 2003 |
| The State of Louisiana, June 30, 2003 | The State of Maryland, June 30, 2002 |
| The Commonwealth of Pennsylvania, June 30, 2003 | The State of Maryland, June 30, 2003 |
| The State of Alaska, June 30, 2003 | The State of Utah, June 30, 2003 |
| The State of Maine, June 30, 2003 | The State of Vermont, June 30, 2003 |
| The State of Rhode Island and Providence Plantations, June 30, 2003 |
To report suspected fraud, waste and abuse
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