Office of
Inspector General
Semiannual Report
to the Congress
October 1, 2006
to
March 31, 2007
Number 36
April 2007
Farm Credit Administration Office of Inspector General
1501 Farm Credit Drive
McLean, VA 22102-5090
(703) 883-4030
April 4, 2007
The Honorable Nancy C. Pellett
Chairman of the Board
Farm Credit Administration
McLean, Virginia 22102
Dear Chairman Pellett:
Enclosed is the semiannual report on the activities of the Farm Credit Administration’s (FCA or
Agency) Office of Inspector General (OIG) for the period October 1, 2006 through March 31,
2007. This is the thirty-sixth report since the establishment of the OIG on January 22, 1989.
I am submitting this report in accordance with the Inspector General Act of 1978, as amended
(IG Act). Section 5(b) of the IG Act requires that you send this report to the appropriate
Congressional committees and subcommittees within 30 days after the date of this transmittal
along with management’s report on the status of audit action items.
During this reporting period, six previously open action items were closed. All six resulted from
management’s completion of recommendations and agreed-upon actions relative to two audits,
Performance Measures and Internal Controls, and Records Management and Preservation of
Institutional Knowledge. Two new agreed-upon actions relating to the audit, Committees
Established by the Farm Credit Administration Board, were opened during this period. I am
confident that the Agency will continue its commitment to address OIG recommendations and/or
agreed-upon actions and the management challenges delineated in this report.
I look forward to a continuing positive relationship between the OIG and your office, which I view
as a partnership, striving to strengthen FCA operations.
Respectfully,
Carl A. Clinefelter
Inspector General
Enclosure
TABLE OF CONTENTS
EXECUTIVE SUMMARY………………………………………………………………………….. 2
BACKGROUND……………………………………………………………………………………. 3
MANAGEMENT CHALLENGES…………………………………………………………………. 3
ORGANIZATIONAL CHANGE…………………………………………………………………………… 3
HUMAN CAPITAL…………………………………………………………………………………………. 4
FINANCIAL MANAGEMENT……………………………………………………………………………... 5
LEVERAGING TECHNOLOGY………………………………………………………………………….. 5
AGENCY GOVERNANCE………………………………………………………………………………... 6
STRATEGIC PLANNING…………………………………………………………………………………. 6
A CHANGING ENVIRONMENT………………………………………………………………………….. 7
AUDIT AND INSPECTION REPORTS ISSUED………………………………………………… 7
INDEPENDENT FINANCIAL AUDIT FOR FY 2006……………………………………………………. 8
INDEPENDENT FEDERAL INFORMATION SECURITY MANAGEMENT ACT (FISMA)
REVIEW FOR FY 2006……………………………………………………………………………… 8
COMMITTEES ESTABLISHED BY THE FARM CREDIT ADMINISTRATION BOARD……………. 8
AUDIT AND INSPECTION REPORTS IN PROGRESS………………………………………... 9
INDEPENDENT FINANCIAL AUDIT AND FISMA REVIEW FOR FY 2007………………………….. 9
INSPECTION OF FCA’S ENFORCEMENT PROGRAM………………………………………………. 9
STATUS OF UNIMPLEMENTED RECOMMENDATIONS…………………………………….. 9
AUDITS…………………………………………………………………………………………………….. 9
INVESTIGATIONS…………………………………………………………………………………. 10
LEGISLATION AND REGULATIONS…………………………………………………………… 10
OTHER ACTIVITIES……………………………………………………………………………..... 11
OIG OBSERVATIONS ISSUED…………………………………………………………………………. 11
SURVEY OF FARM CREDIT SYSTEM INSTITUTIONS……………………………………………… 11
STAFF PARTICIPATION IN ACTIVITIES OF THE PROFESSIONAL COMMUNITY………………. 11
STAFF PARTICIPATION IN AGENCY ORGANIZATIONS……………………………………………. 12
STAFF DEVELOPMENT…………………………………………………………………………………. 12
APPENDICES……………………………………………………………………………………… 13
APPENDIX A – INDEX OF REPORTING REQUIREMENTS………………………………………… 13
APPENDIX B – AUDIT/INSPECTION REPORTS ISSUED…………………………………………… 14
APPENDIX C – REPORTS WITH QUESTIONED COSTS…………………………………………… 14
APPENDIX D – REPORTS WITH RECOMMENDATIONS THAT FUNDS
BE PUT TO BETTER USE……………………………………………………………. 15
APPENDIX E – FCA ORGANIZATIONAL CHART…………………………………………………….. 16
APPENDIX F – OFFICE OF INSPECTOR GENERAL ORGANIZATIONAL CHART………………. 17
FCA SE MI ANNU AL REPOR T TO THE C ONGRE SS
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EXECUTIVE SUMMARY
This Semiannual Report to the Congress summarizes the activities and
accomplishments of the Farm Credit Administration’s (FCA or Agency) Office of
Inspector General (OIG) for the period October 1, 2006 through March 31, 2007.
The OIG’s efforts were directed toward performing audits, inspections, and
evaluations of FCA programs and operations; conducting investigations, as
necessary; and providing technical assistance and advice on FCA programs.
The FCA Board Chairman continues to demonstrate a commitment to resolve open
OIG recommendations and/or agreed-upon actions and to address the management
challenges delineated in this report.
The Agency’s senior management team, essentially formed in 2004 and 2005,
continues to develop and refine operating processes, improve coordination between
offices, and solidify as a unit. The evolution of this management team has resulted
in the further strengthening of the performance and effectiveness of the Agency, a
Federal financial regulator.
During this period, the FCA Board underwent a transition in its composition. One
member’s term expired and a new member’s term began.
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BACKGROUND
FCA is an independent Federal agency of the United States government responsible
for the regulation and examination of Farm Credit System (FCS or System)
institutions chartered under the Farm Credit Act of 1971, as amended (Farm Credit
Act). FCA is also a “designated Federal entity” within the meaning of the Inspector
General Act of 1978, as amended (IG Act).
As a non-appropriated agency, FCA funds its expenses primarily through
assessments to the institutions it regulates. The Agency’s fiscal year (FY) 2007
budget is $45.7 million. Assessments by FCA to FCS institutions for FY 2007 totaled
$41.5 million with other sources of funding totaling $4.2 million. The OIG’s FY 2007
budget is $1,016,578.
At the end of this semiannual period, FCA had 257 employees, about half of which
are examiners located in five field offices. This is a 0.4 percent increase in staffing
during this reporting period and a 4.0 percent increase from the same reporting
period last year.
The OIG maintains five positions, i.e., Inspector General (IG), General Counsel,
Auditor, and Administrative Assistant. Another Auditor position remains vacant.
Appendix E and Appendix F display the organizational structure of FCA and the OIG,
respectively.
MANAGEMENT CHALLENGES
This part of the semiannual report highlights major challenges confronting the
Agency as it works to fulfill its mission. The OIG is required by Federal law to identify
these challenges and present them in the Agency’s Performance and Accountability
Report. Except for external environmental challenges, most can be addressed
through concerted action by management. Over the past year, the OIG has
observed progress by FCA management in addressing the internal challenges.
Organizational Change
Strategic studies were completed in 2005 that resulted in the initiation of significant
organizational change designed to enable the Agency to further address all internal
challenges and to better prepare for external environmental challenges.
A major change was the transition to a new Chief Examiner. This resulted in a
substantive transformation in the Office of Examination’s (OE) organization and
operating methodology. While these changes are essentially fully institutionalized,
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efforts are ongoing to refine OE’s organization and processes to achieve relative full
efficiency.
Another substantive change was to reconsolidate into a single office, the Office of
Management Services (OMS), the Agency’s personnel, financial, and information
technology functions under the umbrella of a new manager. This has evidenced
positive results. For example, the Agency’s financial services function, including
accounting, financial reporting, contracting, and procurement, were outsourced to the
Department of the Treasury’s Bureau of the Public Debt (BPD) effective April 1,
2006. The goal of this outsourcing was to achieve cost and performance efficiencies
for the Agency. While there have been implementation hurdles that have been
largely resolved, issues with BPD procurement processes have not. As a result, the
FCA Board has authorized OMS management to pull the Agency’s procurement
function back within the Agency. This was finalized during this reporting period.
Nevertheless, one of several benefits from the BPD outsourcing is that this OIG
acquired the audit services for the financial audit of the Agency for 2007 through an
accounting firm that participates with the BPD under a blanket purchase agreement.
This will result in a substantial cost savings for the 2007 financial audit of the Agency.
These changes and others in the Agency’s organization and staffing are designed to
promote improved efficiencies in the utilization of human capital, communication
between the FCA Board and staff, and decision-making and oversight of the Agency
by the FCA Board. Positive strides toward these objectives have been achieved.
Human Capital
In March 2001, the OIG recommended FCA develop a human capital plan and FCA
management agreed. Under Chairman Pellett’s leadership, senior managers have
focused on the challenge of marshalling, managing, and maintaining human capital
to assure accountability and maximize FCA performance. The Agency also made a
significant investment in strategic studies in 2004 and 2005. The objective of the
strategic studies was to create a picture of the System and the credit needs of rural
America in 5 to 7 years and identify organizational and human capital opportunities
to help FCA adapt. Chairman Pellett’s leadership in initiating the strategic studies, in
reorganizing the Agency, and in emphasizing the importance of human capital
resulted in the completion in 2006 of a comprehensive 5-year strategic human
capital plan. The plan identifies five human capital goals and six human capital
initiatives, including knowledge management and succession planning.
A critical component in implementing the human capital plan is providing for
management succession. Individuals with the potential to become managers should
be identified, provided developmental opportunities, and, when appropriate,
promoted to higher positions. This, as part of a human capital plan, should be linked
to the Agency’s Strategic Plan for long-term achievement of the Agency’s mission.
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FCA’s challenge will be to implement the human capital plan to ensure
organizational approaches that enable FCA to adapt to evolving technology, a
changing workforce, and other environmental forces. In addition to achieving full
transformation of the Agency’s organization and processes, how FCA meets its
mission will be heavily dependent on quality of its human capital, having the
appropriate skill sets, and how it organizes to meet its mission.
Financial Management
Timely, accurate, and useful financial information is essential for:
• making day-to-day decisions;
• managing the Agency’s operations more effectively;
• supporting results-oriented management approaches; and
• ensuring accountability on an ongoing basis.
As previously stated, in April 2006, FCA outsourced financial reporting, contracting,
and procurement functions to BPD. While the transition is largely complete, its
ultimate success will need to be measured by whether the Agency and its managers
are receiving timely service, useful financial reporting, and improved efficiencies. As
indicated earlier, timely and efficient service in the procurement area was not
occurring and management is taking steps to bring procurement back within the
Agency. To measure the effectiveness of BPD’s performance and the Agency’s
reacquisition of the procurement function, OMS management will need to continue
its ongoing assessment of performance and efficiencies in these service areas.
Leveraging Technology
Information technology (IT) is a key element of management reform efforts that can
help dramatically reshape government to improve performance and reduce costs.
The Agency has recognized that in order to meet the constraints of its budget, it
must be able to maximize its return on investment in technology. Internally, there is
an opportunity for IT to complement human capital initiatives to reformulate the work
processes of FCA. There is also an opportunity to capture knowledge of employees
who are approaching retirement. Externally, E-Government offers many
opportunities to better serve the public, make FCA more efficient and effective, and
reduce costs. FCA has begun to implement some E-Government applications,
including the use of the Internet to collect and disseminate information. FCA’s
ongoing challenge is to establish effective mechanisms to ensure that current and
future members of staff have the skills to use technology to operate in an efficient
and effective manner.
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Agency Governance
The Farm Credit Act provides for a full-time three-member board to govern the
Agency. FCA Board members are appointed by the President and confirmed by the
Senate. A small full-time FCA Board presents a challenge in defining the roles and
responsibilities of its members relative to the governance of the Agency. The FCA
Board must be able to engage in professional policy debate and set a sound course
for the Agency. The FCA Board’s rules of operation are a foundation for trust and
shared expectations among its members. A collegial FCA Board, founded on mutual
trust and respect, is essential the Agency’s ultimate effectiveness.
The Chairman has taken action to address this challenge by sharing authority and
creating an environment at the FCA Board level that promotes a constructive
working relationship between members. FCA Board members continually strive to
remain current and knowledgeable in the dynamic agriculture, financial and
regulatory environments. Changes in the membership of the FCA Board, a change
that recently occurred, present opportunities and challenges to the FCA Board’s
governance of the Agency.
Strategic Planning
The FCA Board adopted its current Strategic Plan, which covers 2004-2009, in
December 2003. Since adoption, the FCA Board has a new Chairman and two new
members. These changes in leadership provide an opportunity to revise the plan to
ensure the FCA Board’s vision is accomplished. The challenge is to establish a
strategic plan that is ongoing in nature and in pace with the Agency’s environment.
In 2005, the FCA Board established a Strategic Planning Committee (SPC), one of
three committees established to facilitate the FCA Board’s oversight responsibilities
and communication between the FCA Board and Agency staff. This committee has
the potential to catalyze the strategic planning function and address this challenge.
Steps in this regard were initiated by the SPC during this reporting period with an
FCA Board and senior staff planning retreat.
The FCA Board refined the Agency’s performance measures in January 2005. FCA
should evaluate its performance measures on an ongoing basis to ensure that they
challenge the organization. Performance measures can be a powerful tool to
continue the push into a results-oriented organization. An effective performance
management system fosters performance and accountability at the individual,
organizational, and ultimately overall Agency levels.
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A Changing Environment
The System is a single industry lender and is vulnerable to economic swings.
Nevertheless, the FCS remains sound in all material respects. Earnings and capital
levels have continued to strengthen and asset quality remains high. However, there
are many challenges facing agriculture and rural America today that raise the
question of whether there should be modifications to the Farm Credit Act in order to
enhance agricultural and rural economies of the future.
In 1994, the Government Accountability Office (GAO) published a report on the cost
and availability of credit in rural America.1 The GAO concluded that the System did
not need new statutory authorities in the near term, but that ongoing structural
changes in agriculture and rural America could justify such changes in the longer
term. GAO noted that over time, as agriculture and rural America continue to
change, the System’s charter may need to be updated to ensure that the System is
not hampered by outdated legislation.
The System, through its Horizons project, has developed recommendations for the
Congress to update the Farm Credit Act. The Agency can also anticipate that the
System will press for broader powers through regulatory interpretations of the Farm
Credit Act. At the same time, FCA must anticipate that the System’s competitors will
press for the Agency to be a strict interpreter of the Farm Credit Act.
As a financial regulator, FCA must maintain a flexible and responsive, yet
independent and objective, regulatory environment. In this regard, the FCA must
balance the often competing demands of ensuring the FCS fulfills its public policy
purpose, proactively examining risk in the regulated institutions both individually and
systemically, and controlling the cost of the regulator. FCA’s challenge is complex
because it has become increasingly difficult to reconcile significant provisions of the
Farm Credit Act with the realities of the agricultural industry, the business
environment, and financial markets in the 21st Century.
AUDIT AND INSPECTION REPORTS ISSUED
The OIG conducts all audits in accordance with Government Auditing Standards
issued by the Comptroller General of the United States for audits of Federal
organizations, programs, activities, and functions. Inspections are in accordance
with the President’s Council on Integrity and Efficiency’s Quality Standards for
Inspections. Copies of most OIG reports are available on the FCA OIG web site
(www.fca.gov/oig), or by contacting the OIG at (703) 883-4030, or by TTY at (703)
883-4359, or by e-mail at ig_information@fca.gov.
1
GAO/GGD-94-39 Farm Credit System Repayment of Federal Assistance and Competitive Position,
March 1994.
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Independent Financial Audit for FY 2006
The Accountability of Tax Dollars Act of 2002 extended to FCA and certain other
agencies a requirement to submit to the Congress and the Office of Management
and Budget (OMB) an audited financial statement each fiscal year. Also, the
President’s Management Agenda states agencies must continue to improve their
financial performance by improving timeliness, enhancing usefulness, and ensuring
reliability by obtaining and sustaining a clean audit opinion.
In continuing to assist the Agency in meeting these requirements, the OIG
contracted with Harper, Rains, Knight & Company, P.A. (HRK) to perform the audit
of FCA’s financial statements for FY 2006. The audit delivered an unqualified
opinion and was issued November 3, 2006, meeting OMB’s reporting guideline.
Independent Federal Information Security Management Act (FISMA)
Review for FY 2006
The OIG contracted with HRK to also perform a review of the Agency’s information
security program’s compliance with FISMA for FY 2006. The evaluation was
performed using guidelines established by FISMA, OMB Circular A-130, GAO’s
Federal Information System Controls Audit Manual, and the National Institute of
Standards and Technology. HRK found no exceptions during the evaluation of
FCA’s compliance with FISMA.
Committees Established by the Farm Credit Administration Board
The OIG completed an audit of the Regulation and Policy Development, Risk, and
Strategic Planning committees established by the FCA Board. The objectives of the
audit were to evaluate whether the committees’ operations reflect sound business
practices and determine if the work of the committees is helping FCA Board
members with their oversight responsibilities. The audit found that the establishment
of the committees by the FCA Board has improved communication between FCA
Board members and Agency staff. Also, the committees have assisted Board
members in their oversight responsibilities. To ensure the committees continue to be
an integral part of the Agency’s structure and function, we recommended steps be
taken to fully incorporate or institutionalize the committees within the Agency. We
also recommended the committees adhere to Federal and Agency guidance on
recordkeeping.
Upon concurrence of the Agency’s Chairman and Chief Executive Officer with the
audit report’s two recommendations, they were changed to agreed-upon actions.
The audit report is posted on the OIG web site at www.fca.gov/oig.
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AUDIT AND INSPECTION REPORTS IN PROGRESS
Independent Financial Audit and FISMA Review for FY 2007
The OIG has begun planning with outside accounting and auditing firms relating to
the audit of the Agency’s financial statements and FISMA review for FY 2007.
Inspection of FCA’s Enforcement Program
An inspection is underway to evaluate the status of FCA’s enforcement program and
readiness of FCA to impose an enforcement action.
STATUS OF UNIMPLEMENTED RECOMMENDATIONS
At the beginning of the reporting period, there were six unimplemented agreed-upon
actions and recommendations from audits. These action items were closed, while
two new agreed-upon actions were opened. At the end of the period, two agreed-
upon actions remain open from audits.
Audits
The following table summarizes the final actions management took on open audit
items.
Audit Agreed-Upon Actions and Recommendations
Final
Open during
Management Open on
Audit Report Issued this 6-month
Actions during 4/01/2007
period
this period
Performance Measures and
07/01/05 2 2 0
Internal Controls
Records Management &
Preservation of 02/21/06 4 4 0
Institutional Knowledge
Committees Established
01/26/07 2 0 2
by the FCA Board
Total 8 6 2
The OIG issued the audit reports, Performance Measures and Internal Controls in
July 2005, and Records Management and Preservation of Institutional Knowledge in
February 2006. Management provided documentation to successfully close all
recommendations and agreed-upon actions from these reports during this reporting
period.
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An audit report on Committees Established by the FCA Board was issued in January
2007. Management agreed with the report’s two recommendations. They remain
open at this time as agreed-upon actions.
INVESTIGATIONS
OIG Hotline calls and e-mails dealing with borrower complaints concerning FCS
institutions and other FCS issues were referred to the FCA office or other Federal
agency responsible for reviewing such matters.
One investigation was closed during this reporting period. No investigations are
open at this time.
LEGISLATION AND REGULATIONS
In the furtherance of the OIG’s mandate to review existing and proposed legislation
and regulations, the IG or Counsel to the IG attends joint briefings of the Board on
regulations at the proposed and final stages. The following were reviewed by
Counsel to the IG:
Legislation
1) H.R. 928 – Improving Government Accountability Act
2) S. 680 – Accountability in Government Contracting Act of 2007
3) H.R. 1309 – Freedom of Information Act Amendments of 2007
4) H.R. 985 – Whistleblower Protection Enhancement Act of 2007
5) H.R. 1300 – Program for Real Energy Security Act
6) S. 789 – Government Credit Card Abuse Prevention Act of 2007
Proposed Rule
7) Priority of Claims – Farm Credit Banks
Final Rule
8) Farmer Mac Risk-Based Capital Stress Test Revisions
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Briefings
9) Bookletter #043 Revised – Guidance on Farm Credit Bank and
Association Nominating Committees
10) Spring 2007 Unified Agenda
11) Risk Weighting for Rural Utility Loans
12) Tax Credit
13) Mission Related Investments
14) Farm Credit System Economic Capital Overview
15) Bookletter #009 Revised – Guidance on Farm Credit Bank and
Association Appointed Directors
16) Ethanol
OTHER ACTIVITIES
OIG Observations Issued
The OIG utilizes Observations to provide feedback to management on issues that
come to our attention while performing other OIG work. In this period, the OIG
issued one Observation, Number 07-01, providing recommendations to
management regarding advising employees of the proper use of Agency computers
and establishing internal reporting guidelines where Agency computer resources
may have been inappropriately used.
Survey of Farm Credit System Institutions
The OIG administers an ongoing survey of the regulated institutions of the FCS. The
survey measures the quality and consistency of the Agency’s examination function.
During this 6-month period, we completed the redevelopment of the survey and sent
surveys to the Audit Committee Chairman and CEO of 30 FCS institutions. The OIG
issues a quarterly report to the Chief Examiner and to the Chairman and a summary
report at the end of each fiscal year on the responses to surveys.
Staff Participation in Activities of the Professional Community
OIG staff members are encouraged to take part in organizations that contribute to
the mission of the Inspector General community, as well as their individual
professional development. Most staff is actively involved in one or more professional
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organizations, as well as ad hoc activities of the President’s Council on Integrity and
Efficiency (PCIE) and the Executive Council on Integrity and Efficiency (ECIE).
The IG continues to meet monthly with Inspectors General from the other Federal
financial regulatory agencies and participates as a member of the PCIE’s Inspection
and Evaluation Committee.
The IG General Counsel meets at least monthly with counsels to the IGs. Counsel
also attends Directors of Investigations meetings.
The OIG auditor meets periodically with the Federal Audit Executive Committee.
Staff Participation in Agency Organizations
Staff is active on several Agency workgroups and task forces. During this reporting
period, the OIG was represented in Blacks in Government, Administrative Burden
Reduction Workgroup, the Combined Federal Campaign, and the FCA Employees’
Council.
Staff Development
OIG employees continually seek ways to improve skills and become knowledgeable
in inspector general community efforts. During this period, the IG attended a one-
day training course on A-123 and participated in a web cast training/information
seminar on the role of the Audit Committee. In addition, the Counsel to the IG
attended a National Intergovernmental Audit Forum. The auditor attended a
symposium on Emerging Issues in Banking and an A-123 training course.
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APPENDIX A – INDEX OF REPORTING REQUIREMENTS
INSPECTOR GENERAL ACT CITATION AND REQUIREMENT PAGE
Section 4(a)(2) Review of Legislation and Regulations......................................................... 10
Section 5(a)(1) Significant Problems, Abuses and Deficiencies.......................................none
Section 5(a)(2) Recommendations for Corrective Action..................................................none
Section 5(a)(3) Prior Recommendations Not Yet Implemented ............................................. 9
Section 5(a)(4) Matters Referred to Prosecutive Authorities.............................................none
Section 5(a)(5) Summary of Instances Where Information...............................................none
Was Unreasonably Refused or Not Provided
Section 5(a)(6) List of OIG Audit/Inspection Reports Issued During the Period..................... 7
Section 5(a)(7) Summary of Significant Reports Issued During the Period ........................... 7
Section 5(a)(8) Statistical Table on Management Decisions ................................................ 14
with Questioned Costs
Section 5(a)(9) Statistical Table on Management Decisions on ........................................... 15
Recommendations that Funds be put to Better Use
Section 5(a)(10) Summary of Each Audit Over Six Months Old for ...................................none
Which No Management Decision Has Been Made
Section 5(a)(11) Significant Revised Management Decisions............................................none
Section 5(a)(12) Significant Management Decisions with Which ......................................none
the Inspector General Disagreed
Section 5(a)(13) Compliance of Agency Financial Management System................................ 5
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APPENDIX B
Audit / Inspection Reports Issued
Number of Agreed Recommendations
Questioned
Upon Actions/ That Funds Be Put
Costs
Title of Report Recommendations to Better Use
Committees Established by the
2 $0 $0
FCA Board
Total 2 $0 $0
APPENDIX C
Reports with Questioned Costs
Number Dollar Value
Recom- Questioned Unsupported
Reports
mendations Costs Costs
A. For which no management decision has
been made by the commencement of
the reporting period 0 0 $0 $0
B. Which were issued during the reporting
period 0 0 $0 $0
Subtotals (A+B) 0 0 $0 $0
C. For which a management decision was
made during the reporting period 0 0 $0 $0
(i) dollar value of disallowed costs 0 0 $0 $0
(ii) dollar value of costs not disallowed 0 0 $0 $0
D. For which no management decision has
been made by the end of the reporting
0 0 $0 $0
period
E. For which no management decision was
0 0 $0 $0
made within six months of issuance
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APPENDIX D
Reports with Recommendations that Funds be Put to Better Use
Number of
Number of Recom-
Reports mendations Dollar Value
A. For which no management decision has been
made by the commencement of the reporting 0 0 $0
period
B. Which were issued during the reporting period 0 0 $0
Subtotals (A + B) 0 0 $0
C. For which a management decision was made
0 0 $0
during the reporting period
(i) dollar value of recommendations that
0 0 $0
were agreed to by management
--based on proposed management action 0 0 $0
-- based on proposed legislative action 0 0 $0
(ii) dollar value of recommendations that
0 0 $0
were not agreed to by management
D. For which no management decision has been
0 0 $0
made by the end of the reporting period
E. For which no management decision was made
0 0 $0
within six months of issuance
FCA SE MI ANNU AL REPOR T TO THE C ONGRE SS
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APPENDIX E – FCA Organizational Chart
16
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APPENDIX F – Office of Inspector General Organizational Chart
Inspector General
Carl A. Clinefelter
Counsel to IG Auditor Auditor Administrative Assistant
Elizabeth M. Dean Veronica G. McCain Vacant Debra M. Miller
17
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R E P O R T
Fraud Waste Abuse Mismanagement
FARM CREDIT ADMINISTRATION
OFFICE OF INSPECTOR GENERAL
phone: Toll Free (800) 437-7322
(703) 883-4316
Fax: (703) 883-4059
e-mail: fca-ig-hotline@rcn.com
mail: Farm Credit Administration
Office of Inspector General
1501 Farm Credit Drive
McLean, VA 22102-5090
18
March 2007
Published by the Farm Credit Administration, Office of Inspector General on 2007-03-01.
Below is a raw (and likely hideous) rendition of the original report. (PDF)