UNITED STATES

NUCLEAR REGULATORY COMMISSION

WASHINGTON, D.C. 20555-0001

OFFICE OF THE

INSPECTOR GENERAL

May 9, 2011

MEMORANDUM TO: R. William Borchardt

Executive Director for Operations

FROM: Stephen D. Dingbaum /RA/

Assistant Inspector General for Audits

SUBJECT: MEMORANDUM REPORT: AUDIT OF NRC’S SHUTTLE 

SERVICE (OIG-11-A-11)

The Office of the Inspector General (OIG) conducted an audit of the Nuclear Regulatory 

Commission’s (NRC) shuttle service based on a request made by the Office of the 

Executive Director for Operations. The audit objective was to determine the 

effectiveness, efficiency, and economy of the shuttle service versus public 

transportation. OIG determined that NRC staff are satisfied with the shuttle service, and 

buses generally operate in an efficient and effective manner as required by the contract. 

Moreover, the shuttle service has proven to be a more convenient option for the agency 

than using public transportation. However, this report includes five observations that 

could enhance shuttle safety and security and improve administration of the service 

contract.

BACKGROUND

On March 21, 2007, NRC launched a shuttle service between its main headquarters 

complex (White Flint) in Rockville, Maryland, and a nearby interim facility opened to 

provide temporary workspace during the construction of a new office building at White 

Flint. The shuttle service was eventually expanded to include routes to three additional 

interim facilities located within several miles of White Flint. The shuttle service was 

initiated to eliminate the need for staff to use their own vehicles and incur expenses to 
Audit of NRC’s Shuttle Service 

2

travel between interim facilities and White Flint for meetings, training, and other official 

activities. NRC intends to maintain the shuttle service until construction of the new 

office building is completed and employees located in the interim facilities are moved 

back to White Flint. Consolidation is planned to occur during calendar year 2012. 

The agency contracted with Blue Ridge Limousine and Tour Service, Inc., to provide 

NRC’s shuttle service. The contractor provides transportation services for (1) NRCapproved passengers (i.e., NRC staff and contractor personnel with NRC identification

(ID) badges)1and (2) non-sensitive, non-classified, and non-safeguards information 

packages up to 20 pounds between NRC headquarters locations. On occasion, the 

agency may request the contractor to transport NRC-approved passengers to other 

locations to attend special agency events within the Washington, DC, metropolitan area. 

The contractor uses six shuttle buses that can each transport up to 22 passengers. 

Each vehicle is equipped with seat belts and a lift to transport individuals with 

wheelchairs or scooters. NRC shuttle buses (see photograph, next page) complete 

about 22 to 35 round trips per day between the interim facilities and White Flint.

The current shuttle contract, in the amount of $1.1 million, started on December 1, 

2009, and covered a one year period. The contract contains two option periods. The 

first option period, in the amount of $1.1 million, was exercised for another year. The 

second option period, in the amount of $552,000, covers the period from December 1, 

2011, through May 31, 2012. 

 

1

The agency requires that employees and contractors must present their NRC-issued picture ID badge to the 

driver in order to ride the shuttle. 
Audit of NRC’s Shuttle Service 

3

NRC Shuttle Bus

Source: OIG 

The agency’s Office of Administration (ADM) manages the shuttle service contract and 

day-to-day shuttle operations. ADM maintains a shuttle schedule on its Intranet Web 

site and distributes hardcopy shuttle schedule brochures.

2 ADM also maintains a Help 

Desk and an e-mail address to receive inquiries and/or complaints related to the shuttle 

service. Further, ADM conducts periodic surveys to assess agency employee 

satisfaction with the shuttle service. In fiscal year 2011, ADM has approximately 0.5

full-time equivalents dedicated to administering the agency’s shuttle service contract.

PURPOSE

The audit objective was to determine the effectiveness, efficiency, and economy of the 

shuttle service versus public transportation.

RESULTS

NRC staff are satisfied with the shuttle service, and buses generally operate in an 

efficient and effective manner as required by the contract. Specifically, (1) shuttles are 

 

2 Currently, NRC’s shuttle buses operate between 6 a.m. and 6:30 p.m., 5 days per week.
Audit of NRC’s Shuttle Service 

4

generally on time (arrival and departures), (2) shuttles are clean and maintained in a 

professional manner, and (3) shuttle drivers are polite, courteous, and maintain a 

professional demeanor. Moreover, the shuttle service has proven to be a more 

convenient option for the agency than using public transportation. 

OIG makes the following five observations related to shuttle safety and security and the 

administration of the shuttle contract.

Observations for Agency Consideration

Safety and Security

Re-emphasize mandatory seat belt use for staff and drivers. Executive 

Order 13043, Increasing Seat Belt Use in the United States, requires that each 

Federal employee, whose seat is equipped with a seat belt, properly fasten and 

use the seat belt while on official business in a moving vehicle. In addition, NRC 

Yellow Announcement No. 113, Seatbelt Use On NRC Shuttle Buses, states that 

all NRC shuttle buses are equipped with passenger seat belts, and reiterates the 

provisions of Executive Order 13043. However, most NRC staff do not fasten 

and use their seat belts. Moreover, on occasion, NRC shuttle bus drivers do not 

fasten and use their seat belts while operating the vehicle.

Re-emphasize mandatory display of NRC-issued picture ID badge. NRC 

employees and contractors must present their NRC-issued picture ID badge to 

the shuttle driver as a condition to board the shuttle. This requirement applies to 

passengers boarding the shuttle at White Flint, as well as headquarters interim

facilities. However, riders do not always present their badges to the shuttle bus 

drivers and drivers do not consistently request to see riders’ badges.

Contract Administration

Re-emphasize driver commitment to safety and security. The shuttle service

contract provides that all vehicles shall be operated in a safe manner in 

compliance with applicable Federal and State laws and NRC guidance. In 

addition, contract provisions provide that drivers refrain from playing the radio, 

using personal cell phones while operating a vehicle, and using other personal 

communication devices while transporting NRC employees. The contract 

provides for performance deductions from the total monthly invoice where the 

contractor fails to meet these requirements. OIG identified that, on occasion, 
Audit of NRC’s Shuttle Service 

5

NRC shuttle bus drivers (1) do not use turn signals, (2) play the radio and/or talk 

on the cell phone while operating the vehicle, and (3) leave the shuttle bus 

unattended with the engine running and passengers on board.

Ensure complete ridership records and apply performance deductions 

when appropriate. The shuttle service contract requires that the contractor 

maintain and provide accurate and timely reports on ridership information as 

requested by the NRC project officer or designee. The source of this information 

is the “Shuttle Schedule Ridership/Checklist” that is completed by shuttle drivers

on a daily basis. The checklist information includes, but is not limited to, data on 

the number of passengers transported on each trip and the number of total 

passengers transported daily. The contract also provides for performance 

deductions from the total monthly invoice if the contractor fails to attain at least 

98-percent accuracy on this report data. OIG reviewed the daily “Shuttle 

Schedule Ridership/Checklist” for September and November 2010, and found 

several inaccuracies and missing data. Moreover, there were no performance 

deductions taken by the agency because of these inaccuracies. 

Incorporate onsite supervisor responsibilities into the shuttle service 

contract. To support shuttle operations, the contractor retains an onsite 

supervisor who performs the following duties: (1) ensures that the cadre of 

shuttle drivers are prepared for their responsibilities; (2) reserves a sufficient 

number of vehicles to meet NRC’s daily transportation needs; (3) ensures that 

vehicles are fueled and in operating condition; (4) maintains the keys to the 

vehicles; and (5) on a daily basis, remains in contact with the contractor’s head 

driver. In addition, any accidents involving NRC shuttles are reported directly to 

the onsite supervisor. OIG identified that the responsibilities of this key individual 

are not included in NRC’s shuttle service contract.

AGENCY COMMENTS

At an exit conference on May 4, 2011, agency management had no comments on the 

report.
Audit of NRC’s Shuttle Service 

6

SCOPE AND METHODOLOGY

OIG conducted this audit to determine the effectiveness, efficiency, and economy of the 

shuttle service versus public transportation. The audit focused primarily on safety and 

security surrounding shuttle operations and shuttle service contract provisions. OIG 

reviewed Federal Government guidance that was applicable to the administration of 

NRC’s shuttle service operations, including Code of Federal Regulations, Title 49, 

Procedures for Transportation Workplace Drug and Alcohol Testing Programs and 

Transportation Services for Individuals with Disabilities, and Executive Order 13043, 

Increasing Seat Belt Use in the United States. OIG also reviewed NRC’s Drug Testing 

Policy, the current shuttle service contract and modifications, and an NRC Yellow 

Announcement related to shuttle operations. Additionally, OIG reviewed the daily 

“Shuttle Schedule Ridership/Checklist” for September and November 2010 prepared by 

contractor employees.

OIG interviewed ADM management officials to obtain their insights into the 

implementation and oversight of the NRC shuttle service. Additional interviews were 

conducted with agency officials and staff in headquarters interim facilities served by the 

shuttle. Finally, OIG staff rode the NRC shuttle for 21 trips to various locations and 

recorded observations. These observations were documented using an OIG-developed 

checklist based on performance requirements (expectations) in the shuttle service 

contract.

We conducted this performance audit at NRC headquarters from November 2010 

through March 2011 in accordance with generally accepted Government auditing 

standards. Those standards require that the audit is planned and performed with the 

objective of obtaining sufficient, appropriate evidence to provide a reasonable basis for 

any findings and conclusions based on the stated audit objective. OIG believes that the 

evidence obtained provides a reasonable basis for the report conclusions based on the 

audit objective. Internal controls related to the audit objective were reviewed and 

analyzed. Throughout the audit, auditors were aware of the possibility or existence of 

fraud, waste, or misuse in the program. 

The audit work was conducted by Kathleen Stetson, Team Leader; Eric Rivera, Audit 

Manager; and Michael Steinberg, Senior Auditor.
Audit of NRC’s Shuttle Service 

7

Electronic Distribution

Edwin M. Hackett, Executive Director, Advisory Committee 

 on Reactor Safeguards

E. Roy Hawkens, Chief Administrative Judge, Atomic Safety 

 and Licensing Board Panel

Stephen G. Burns, General Counsel

Brooke D. Poole, Director, Office of Commission Appellate Adjudication

James E. Dyer, Chief Financial Officer

Margaret M. Doane, Director, Office of International Programs

Rebecca L. Schmidt, Director, Office of Congressional Affairs

Eliot B. Brenner, Director, Office of Public Affairs

Annette Vietti-Cook, Secretary of the Commission

R. William Borchardt, Executive Director for Operations

Michael F. Weber, Deputy Executive Director for Materials, Waste,

 Research, State, Tribal, and Compliance Programs, OEDO

Darren B. Ash, Deputy Executive Director 

 for Corporate Management, OEDO

Martin J. Virgilio, Deputy Executive Director for Reactor

 and Preparedness Programs, OEDO

Mary C. Muessle, Assistant for Operations, OEDO

Kathryn O. Greene, Director, Office of Administration

Patrick D. Howard, Director, Computer Security Office

Roy P. Zimmerman, Director, Office of Enforcement

Charles L. Miller, Director, Office of Federal and State Materials

 and Environmental Management Programs

Cheryl L. McCrary, Director, Office of Investigations

Thomas M. Boyce, Director, Office of Information Services

Miriam L. Cohen, Director, Office of Human Resources

Michael R. Johnson, Director, Office of New Reactors

Catherine Haney, Director, Office of Nuclear Material Safety

 and Safeguards

Eric J. Leeds, Director, Office of Nuclear Reactor Regulation

Brian W. Sheron, Director, Office of Nuclear Regulatory Research

Corenthis B. Kelley, Director, Office of Small Business and Civil Rights

James T. Wiggins, Director, Office of Nuclear Security

 and Incident Response

William M. Dean, Regional Administrator, Region I

Victor M. McCree, Regional Administrator, Region II

Mark A. Satorius, Regional Administrator, Region III

Elmo E. Collins, Jr., Regional Administrator, Region IV