Farm Credit Administration	 Office of Inspector General 

1501 Farm Credit Drive 

McLean, Virginia 22102-5090 

April 19, 2016 

The Honorable Kenneth A. Spearman, Board Chairman 

The Honorable Dallas P. Tonsager, Board Member 

The Honorable Jeffery S. Hall, Board Member 

Farm Credit Administration 

1501 Farm Credit Drive 

McLean, VA 22102-5090 

Dear Board Chairman Spearman and FCA Board Members Tonsager and Hall: 

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, 2015 through March 31, 

2016. This is the fifty-fourth report since the establishment of the OIG on January 22, 1989. 

I submit this report in accordance with the Inspector General Act of 1978, as amended (IG Act). 

Section 5(b) of the IG Act requires that the FCA Board send this report to the appropriate 

Congressional committees and subcommittees within 30 days after the date of this transmittal, 

accompanied by management’s report on the status of audit, inspection, and/or evaluation 

action items. 

I would like to thank Board Chairman Kenneth Spearman and Board Members Dallas Tonsager 

and Jeffery Hall for their support of the OIG’s work. I look forward to continuing a harmonious 

and productive relationship. 

The OIG issued two program audit reports during this reporting period: one on Human Capital 

Planning at FCA and the second on FCA’s Risk Project. We also issued one inspection report 

on FCA’s Process in Developing and Updating Policies and Procedures. 

We contracted with Harper, Rains, Knight & Company, P.A. to perform the audit of FCA’s 

financial statements for FY 2015. We completed the OIG’s annual evaluation of the Agency’s 

compliance with the Federal Information Security Modernization Act (FISMA). These reports 

were issued in November 2015. 

We also conduct the ongoing survey of the examination program, and conduct investigation 

matters. 

I would like to acknowledge FCA management’s positive and timely reaction to our work. I look 

forward to continuing a responsive and effective relationship between the OIG and the FCA 

Board, a partnership striving continuously to strengthen FCA operations. 
If you have any questions, please call me at (703) 883-4036 or 4030. 

Sincerely, 

Elizabeth M. Dean
 

Inspector General
 

Enclosure 
   

         

   

       

           

       

             

             

       

               

         

   

           

       

   

       

   

       

       

       

       

       

       

       

       

Table of Contents

Message from the Inspector General....................................................................................... 1
 

Background ............................................................................................................................. 2
 

Strategic Goals ........................................................................................................................ 4
 

Audits, Inspections, and Evaluations ....................................................................................... 8
 

REPORTS ISSUED.................................................................................................................. 8
 

AUDITS AND EVALUATIONS IN PROCESS ............................................................................ 15
 

STATUS OF AGREED‐UPON ACTIONS AND RECOMMENDATIONS ....................................... 16
 

Other Reports........................................................................................................................ 19
 

QUARTERLY SURVEY OF FARM CREDIT SYSTEM INSTITUTIONS .......................................... 19
 

MANAGEMENT ADVISORY REPORTS .................................................................................. 19
 

Investigations........................................................................................................................ 21
 

Legislative and Regulatory Reviews....................................................................................... 22
 

Congressional Interaction...................................................................................................... 24
 

Outreach ............................................................................................................................... 25
 

OIG Staff................................................................................................................................ 26
 

Annex.................................................................................................................................... 27
 

Appendix A............................................................................................................................ 28
 

Appendix B............................................................................................................................ 29
 

Appendix C ............................................................................................................................ 30
 

Appendix D............................................................................................................................ 31
 

Appendix E ............................................................................................................................ 32
 

Appendix F ............................................................................................................................ 33
 

Appendix G............................................................................................................................ 34
 

Appendix H............................................................................................................................ 35
 

FCA OIG SEMIANNUAL REPORT TO THE CONGRESS

OCTOBER 1, 2015 ─ MARCH 31, 2016

1 

Message from the Inspector General

 

 

Message from the Inspector General 

I am pleased to submit this Semiannual Report to the Congress. This report 

summarizes the activities and accomplishments of the Farm Credit Administration’s (FCA 

or Agency) Office of Inspector General (OIG) for the period October 1, 2015 through 

March 31, 2016. The OIG’s efforts were directed toward implementing the OIG’s Fiscal 

Year (FY) 2016 strategic and operating performance plan and budget. The OIG does so 

by performing audits, inspections, and evaluations of FCA programs and operations; 

conducting investigations; reviewing existing and proposed legislation and regulations 

relating to Agency programs and the IG community; and providing objective, independent 

reporting and consultation with the FCA Board. 

The OIG issued five audit, inspection, and evaluation reports during this reporting 

period. Additionally, the OIG issued 30 surveys to Farm Credit System (FCS) institutions, 

designed to obtain feedback on the quality of the FCA examination program. Two survey 

reports summarizing the results were delivered to the Chief Examiner and FCA Board. We 

contracted with Harper, Rains, Knight & Company, P.A. to perform the audit of FCA’s 

financial statements for FY 2015, which was issued in November 2015. We completed the 

OIG’s annual evaluation of the Agency’s compliance with the Federal Information Security 

Modernization Act (FISMA) and issued the report in November 2015. We also completed 

program reviews of: Human Capital Planning at FCA; FCA’s Risk Project, and FCA’s 

Process in Developing and Updating Policies and Procedures. 

I would like to acknowledge the effective efforts of the talented OIG staff in 

diplomatically leading Agency management to focus on significant program issues. In 

conjunction, FCA management continues to be forthright in reacting to OIG findings and 

making improvements. I welcome the new Chief Information 

Officer and look forward to continuing our positive relationship 

with all FCA managers and collaboration with the FCA Board, 

as we continue to strengthen FCA operations to meet the needs 

of American agriculture, keeping the nation’s economy strong 

and helping meet global food needs. 
 

 

 

 

 

 

 

 

 

 

 

 

Background 

FARM CREDIT ADMINISTRATION 

The Farm Credit Administration (FCA or Agency) 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). 

As a non-appropriated agency, FCA funds its expenses primarily through assessments to the 

institutions it regulates. FCA’s Fiscal Year 2016 budget is $66,200,000. 

At the end of the prior semiannual reporting period, the Agency had 298 employees. At the end of 

this reporting period, FCA had 288 employees, about half of which are examiners located in five field 

offices. 

Headquarters McLean, VA 

Bloomington, MN 

Sacramento, CA Denver, CO 

Dallas, TX 

FARM CREDIT SYSTEM 

The FCS is a Government-sponsored enterprise comprised of 3 Farm Credit Banks, 1 Agricultural 

Credit Bank, and 74 associations serving all 50 states and Puerto Rico that primarily make loans to 

agriculture. The System raises funds by selling securities in the national and international money 

markets through its special purpose entity, the Federal Farm Credit Banks Funding Corporation. 

These securities are not guaranteed by the U.S. Government. 

The Federal Agricultural Mortgage Corporation (Farmer Mac), also a part of the FCS, is chartered by 

the Federal government to provide a secondary market for agricultural mortgage loans. Farmer Mac 

is publicly traded and issues its own debt securities. Additionally, there are five active service 

corporations that provide services to FCS entities and eligible borrowers. 

FCA OIG SEMIANNUAL REPORT TO THE CONGRESS
 

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Background 

OFFICE OF INSPECTOR GENERAL 

The mission of the Office of Inspector General (OIG) is to be an agent of positive change, striving for 

continual improvement in FCA’s management and program operations. The Inspector General Act of 

1978, as amended, established the FCA OIG in 1989. 

The Inspector General is appointed by the FCA Board without regard to political affiliation and solely 

based on integrity and demonstrated ability in accounting, auditing, financial analysis, management 

analysis, investigations, law, or public administration. The OIG’s FY 2016 budget is $1,493,393. 

While the OIG is under the general supervision of the FCA Board, it operates with independent 

personnel and contracting and budget authority. The Inspector General reports both to the FCA 

Board and to the Congress. 

The OIG has four major components: audits, inspections, and evaluations of programs and 

operations; investigations; legislative and regulatory reviews; and outreach. 

Office of Inspector General 

Audits, 

Inspections, 

and Evaluations 

Investigations 

Legislative and 

Regulatory 

Reviews 

Outreach 

FCA OIG SEMIANNUAL REPORT TO THE CONGRESS
 

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Strategic Goals 

To accomplish our mission, the OIG has eight strategic goals in place that are aligned to FCA’s 

mission, programs, and activities (see the OIG’s Strategic and Operating Performance Plan for 

additional information). The following list summarizes our eight strategic goals and related outcomes 

during this reporting period. 

Strategic Goal 1: 

Deliver quality audit, inspection, and evaluation products 

and services that are useful to the FCA Board, 

management, and the Congress. 

In pursuit of this goal, the OIG continues to provide quality reports to FCA management 

for improvement to programs. The OIG initiates a risk-based approach in planning our 

workload. During this reporting period, we issued two audit reports relating to FCA’s 

human capital planning and FCA’s risk project and an inspection report on FCA’s 

process in developing and updating policies and procedures. We also issued an audit 

report on the FY 2015 financial statements and an evaluation report on the required 

annual FISMA review. The issued reports were timely and constructive to improve 

Agency effectiveness and efficiency. As a result of our work, 19 recommendations 

were made to FCA management. Of these recommendations, all 19 were agreedupon. We also have ongoing audits on the controls over the Electronic Official 

Personnel Folder, business continuity procedures at FCS institutions, and the financial 

statements for FY 2016. 

Strategic Goal 2: 

Provide technical advice and assistance to Agency 

officials in developing sound management information and 

financial reporting systems and in streamlining programs 

and operations. 

The OIG provides technical advice to management in a variety of methods. For this 

reporting period, we closed out an issue developed in a Management Advisory to the 

FCA Board during the last semiannual period. On September 16, 2015, we issued a 

management advisory relating to eligibility to participate in the Agency’s newly-created 

401(k) plan. The Agency responded in a timely manner, and resolved the eligibility 

issue in its 2016 Compensation and Benefits Program (issued in December 2015). We 

also issued a series of five articles on fraud awareness for publication in the Agency’s 

newsletter. 

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Strategic Goals 

Strategic Goal 3: 

Continuous improvement of the OIG staff, products, and 

internal office administration. Quality is highly valued. 

The OIG continuously strives to improve internal staff and processes. All OIG staff 

maintain requirements for their related professional standards: audit, legal, and the 

Council of Inspectors General on Integrity and Efficiency (CIGIE) standards. We 

participate in a peer review every three years, and we received a pass rating during our 

last peer review in June 2013. Our next peer review is scheduled for the third quarter 

FY 2016. The OIG also conducts an annual quality assurance review on the audit 

function and assesses internal controls on a continuous basis. 

Strategic Goal 4: 

Effectively investigate and report administrative and 

criminal violations relating to FCA programs and personnel 

to Agency officials, the Attorney General (when 

appropriate), and the Congress. 

The IG Counsel performs the investigative function for the OIG. For this reporting 

period, we issued one report of investigation and closed four investigations, including 

three preliminary investigations. As of the end of the reporting period, the OIG had no 

pending investigations. The four closed investigations addressed issues relating to 

alleged nepotism, compensation, and performance of inherently government 

activities. The allegations were not substantiated. 

We also received 13 complaints via the OIG Hotline during the October through 

March timeframe, seven of which were borrower complaints. All 13 complaints were 

referred, responded to, or closed during the reporting time period. 

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Strategic Goals 

Strategic Goal 5: 

Cause FCA employees and managers to recognize their 

responsibility and report observed or suspected 

wrongdoing to the OIG. 

The OIG recognizes the importance of employees and managers reporting, and the 

OIG reacting to, suspected or observed wrongdoing. During this reporting period, the 

OIG published a five-part series on fraud awareness that was provided to all FCA 

employees through the Agency’s employee newsletter. This series included 

information addressing fraud prevention, detection, and protection for 

whistleblowers. 

Strategic Goal 6: 

Maintain an effective program for reviewing and 

commenting on proposed and existing legislation and 

regulations affecting the Agency and the IG community. 

Reviewing and commenting on proposed and existing legislation and regulations 

affecting FCA and the IG community is an important area for the OIG. During this 

reporting period, we reviewed 37 items, including 28 legislative initiatives; two 

final rules; two proposed rules; and five Informational Memoranda and 

Bookletters issued by the FCA Office of Examination. These issuances 

addressed a myriad of issues, including, but not limited to: 

• Margin and Capital Requirements for Covered Swap Entities; 

• Loan Policies and Operations, and Funding Operations; 

• Servicing Loans to Borrowers in Distressed Industries; 

• Compliance with Section 4.38 of the Farm Credit Act – Affirmative Action; 

• Amendments to the Inspector General Act; 

• Email privacy; and 

• IG empowerment and access issues. 

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Strategic Goals 

Strategic Goal 7: 

Promote OIG’s role within the FCA and the community at 

large. 

Outreach and communication are essential to the OIG’s role. In addition to the 

above-referenced fraud awareness reporting series, the OIG annually briefs 

incoming employees on the OIG’s history, mission, reporting, and audit and 

investigative activities during FCA’s new employee orientation. The OIG also 

advised Agency management of changes in law and regulation relating to social 

media use by Federal employees, highlighting issues for further review by 

management regarding the need for policy changes. 

Strategic Goal 8: 

Provide leadership to organizations directly contributing to 

the IG community, the Agency, and the Federal 

government. 

OIG staff participate in workgroups, conferences, and training related to the IG 

community, FCA, and the Federal government. The IG is a member of the 

Executive, Legislation, and Inspection and Evaluation Committees of CIGIE. The 

CIGIE Legislation Committee has engaged in several responses to legislative 

efforts and congressional hearings. The Counsel is Vice-Chair of CIGIE’s Council 

of Counsels, and participates in associated working groups, including the CIGIE 

Records Administration Group and FOIA. The auditors are involved with CIGIE 

cross-cutting projects, the Federal Audit Executive Council (FAEC), the 

Inspection and Evaluation Roundtable, and OIG Community Public Affairs. 

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Records Administration Group and FOIA. The auditors are involved with CIGIE 

cross-cutting audits, the FAEC, the Inspection and Evaluation Roundtable, and 

OIG Community Public Affairs. 

Audits, Inspections, and Evaluations 

REPORTS ISSUED 

This reporting period, the OIG continued to provide FCA with high quality products. We issued three 

audit reports, one evaluation report, and one inspection report with a total of nineteen agreed-upon 

actions by FCA management. We also have three in-process audits initiated during this six-month 

period. The OIG also issued 30 surveys to FCS institutions and two reports on the survey results to 

the Chief Examiner and FCA Board. The reports summarize survey results and stakeholder opinions 

on the quality and issues involved in mission execution. Lastly, one Management Advisory was 

closed. 

Audit, 

Inpection &

Evaluation 

Reports 

5 Agreed-Upon 

Actions 

Initiated 

19 

In-Process 

Audits 

3 

Reports 

Issued to Survey 

2 

Institutions 

FCS 

30 Surveys 

Closed 

Advisory

1 Management

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 and evaluations are conducted in accordance with the CIGIE Quality 

Standards for Inspection and Evaluation. 

Copies of most OIG reports are available on our website at www.fca.gov/home/inspector.html, or by 

contacting the OIG at (703) 883-4030, or by e-mail at ig_information@fca.gov. We offer a free 

subscription service that provides automatic notification by e-mail when a new report or other 

information is posted to the OIG website. Go to http://apps.fca.gov/subscribeOIG/, provide your 

email, and click join the list. 

FCA OIG SEMIANNUAL REPORT TO THE CONGRESS
 

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Audits, Inspections, and Evaluations 

Audit of FCA’s Financial Statements Fiscal Year 2015 

The OIG contracted with Harper, Rains, Knight & Company, P.A., an independent public 

accounting firm, and oversaw the audit of FCA’s financial statements for FY 2015. Harper, 

Rains, Knight & Company completed the audit and issued an unmodified opinion in November 

2015. 

In the auditors’ opinion, FCA’s principal financial statements present fairly, in all material 

respects, the financial position of the Agency as of the FY ended September 30, 2015, in 

conformity with generally accepted accounting principles. 

Harper, Rains, Knight & Company considered FCA’s internal control over financial reporting to 

determine the audit procedures for the purpose of expressing an opinion on the financial 

statements. The auditors did not express an opinion on the effectiveness of FCA’s internal 

controls; however, they did not identify any deficiencies considered to be a material weakness. 

The auditors performed tests of FCA’s compliance with selected provisions of laws and 

regulations that could have a direct and material effect on the financial statements. Although 

they did not express an opinion on compliance with those provisions, they did not identify any 

instances of noncompliance or other matters required to be reported under Government 

Auditing Standards issued by the Comptroller General of the United States or the Office of 

Management and Budget (OMB) Bulletin No. 15-02, Audit Requirements for Federal Financial 

Statements. 

The final report was issued November 9, 2015. 

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Audits, Inspections, and Evaluations 

OIG 2015 Evaluation of the Farm Credit Administration’s Compliance 

with the Federal Information Security Modernization Act 

The Federal Information Security Modernization Act (FISMA) of 2014 requires an agency’s 

Chief Information Officer and OIG to conduct annual assessments of the agency’s information 

security program. The purpose of FISMA was to provide a comprehensive framework for 

ensuring the effectiveness of information security controls, minimum controls for agency 

systems, and improved oversight of agency information security programs. 

The OIG completed the 2015 independent evaluation of FCA’s compliance with FISMA during 

this reporting period. The evaluation found that FCA has an information security program that 

continues to mature, and FCA’s experienced information technology (IT) team is proactive in 

their approach to information security. 

OMB required OIGs to evaluate 10 areas during 2015: 

1. Continuous Monitoring Management 

2. Configuration Management 

3. Identify and Access Management 

4. Incident Response and Reporting 

5. Risk Management 

6. Security Training 

7. Plan of Action & Milestones 

8. Remote Access Management 

9. Contingency Planning 

10. Contractor Systems 

FCA established a program in 10 of the areas that is consistent with National Institute of 

Standards and Technology’s (NIST) and OMB’s guidelines. 

The final report was issued on November 13, 2015. 

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Audits, Inspections, and Evaluations 

Audit of Human Capital Planning at the Farm Credit Administration 

In order to accomplish the mission, it is essential for FCA to ensure it has the right people with 

the right skills. FCA’s most valuable asset is its employees. Human capital planning is, 

therefore, imperative for the Agency. FCA’s Human Capital Plan documents the plan for the 

next five years and aligns with the Agency’s Strategic Plan toward the following goals: 

leadership and knowledge management, results-oriented performance culture, and talent 

management. 

The objective of this audit was to assess the adequacy of the Agency’s human capital planning 

and the effectiveness of its implementation. The audit focused on the following three areas: key 

person dependency and succession planning; employee turnover and recruiting; and workplace 

diversity and inclusion. 

We found the Agency had an adequate human capital planning process. FCA has a Human 

Capital Plan for FY 2014-2018 in place and a new plan was being prepared. Regarding 

succession planning, FCA has a process to identify key person dependencies and plans for 

future needs of the Agency. There is also a training program for personnel who are responsible 

for recruiting examiner and intern positions for the Office of Examination, the most prominent 

career path within FCA. Finally, with respect to diversity and inclusion, FCA has an equal 

employment opportunity and inclusion (EEOI) program. The EEOI Director reports directly to the 

FCA Board Chairman, and there are written policies and procedures. All employees are 

accountable for supporting EEOI, in part, by being evaluated on EEOI in their performance 

evaluations. 

We identified a few opportunities, however, to improve or modify human capital planning and 

implementation. Several key positions in the Agency were not identified in the human capital 

planning request. Efforts to address the gap in mid-career experience levels and track progress 

in doing so could increase effectiveness. Developmental and training programs could be 

enhanced. The Agency’s workforce diversity and inclusion efforts could be improved through 

outreach efforts, increased coordination, and data collection and analysis efforts. 

In response to our audit, OMS agreed to the following actions: 

1. Formalize the human capital planning process by: 

• identifying membership (positions) of the Human Capital governance body, 

• scheduling reviews of the Human Capital Plan objectives, and 

• monitoring and tracking progress toward meeting human capital goals. 

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Audits, Inspections, and Evaluations 

2.	 Track data on succession planning efforts. Document the strategies to mitigate the risks. 

Monitor and follow-up to capture and utilize results. 

3.	 Assess organizational leadership and development programs and modify to promote, 

enhance, and improve initiatives within the Agency. 

4.	 Coordinate and revise the network distribution list for FCA job announcements. 

5.	 Increase coordination between OMS and EEOI on special emphasis programs and 

outreach. 

6.	 Implement a plan to improve the exit interview process and disperse exit interview data 

to gather consistent, useful information for comparison and trends. 

7.	 Consider a veterans’ representative for Agency veteran efforts. 

8.	 Provide training to all personnel involved in the recruiting and hiring process on potential 

biases and barriers to employment. 

9.	 Conduct an assessment of FCA hiring practices to identify potential barriers and areas of 

improvement. 

10. Establish a policy that includes the plan for requesting and analyzing applicant flow data 

for FCA job announcements. 

11. Conduct a survey, or use other information-gathering tools, to gather additional targeted 

information on workplace diversity and inclusion. 

The Office of Management Services agreed with the report and provided specific tasks to be 

completed to strengthen FCA’s human capital planning and implementation. These tasks 

included documenting processes and strategies and increasing coordination. The Agency stated 

it would also implement new initiatives and policies in response to our report. 

The final report was issued February 29, 2016. 

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Audits, Inspections, and Evaluations 

The Farm Credit Administration’s Risk Project 

To ensure the success of IT investments, the Agency must keep pace with the rapid rate of 

innovation and evaluate new ways to improve business processes. The Risk Project is an 

ongoing Information Resources Management (IRM) project that was first developed in 2009. 

The goals of the Risk Project are to evaluate and acquire tools that enable FCA to 1) conduct 

risk and statistical analysis of the FCS and 2) enable users to create reports and dashboards for 

FCA’s key datasets. 

Our objective was to determine whether the Risk Project was planned and is being managed 

efficiently and effectively. Various stakeholders participated in project decisions and the Risk 

Project workgroup completed a multi-phase evaluation before selecting a business intelligence 

tool for the Agency. However, the Risk Project did not have a comprehensive project plan or 

utilize an incremental investment approach. Other areas for improvements included the 

documentation and approval of large IT acquisitions and a determination of the appropriate 

number of software licenses for the Agency’s users. These factors contributed to unexpected 

outcomes, delays, and increased costs. 

In response to our audit the Office of Information Technology agreed to take the following 

actions: 

1.	 Add or modify current procedures for large IT investments to: 

•	 Designate a project manager and project management responsibilities; 

•	 Assess resources and determine whether consultants are needed for project 

planning and implementation; and 

•	 Establish guidelines for incremental investment. 

2.	 Establish a control to ensure project management guidance is implemented for large IT 

investments. 

3.	 Create an incremental project plan for the remainder of the Risk Project in coordination 

with the Risk Project workgroup. Include an assessment of required resources and tasks 

requiring consultants and evaluate other tools that may be incorporated to accomplish 

Risk Project goals and objectives. 

4.	 Modify standard operating procedures to define levels of approval for large IT 

acquisitions and establish a control to ensure appropriate reviews and approvals are 

obtained. 

5.	 Evaluate Risk Project software licenses before the next renewal period. 

The final report was issued March 31, 2016. 

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Audits, Inspections, and Evaluations 

Inspection of Farm Credit Administration’s Process in Developing and 

Updating Agency Policies and Procedures 

FCA maintains an online library of Agency policies and procedures (PPMs). The PPM library 

serves as a central repository for PPMs and is a valued resource to FCA employees for 

information on Agency programs. 

The inspection objective was to determine the effectiveness and efficiency of FCA’s process in 

developing and updating Agency policies and procedures. 

We found the Agency is generally consistent in the following processes: preparing and 

formatting new PPMs; routing PPMs for approvals; posting new PPMs or modifications; and 

communicating PPM information to employees. 

We identified opportunities for improvement in the following areas: 

•	 The processes for developing and updating policies and procedures are not formalized 

in a written document. 

•	 Many PPMs have older publication dates and contain outdated information about 

Agency policies and programs. 

•	 The process to determine when a new, updated, or rescinded PPM should be 

communicated to employees is not documented.
 

The Agency agreed to take the following actions: 

1.	 Publish procedures for developing, updating, formatting, approving and communicating 

PPMs. 

2.	 Periodically review PPMs to certify whether policies and procedures are current, need 

updating, or should be rescinded. 

3. Consider automating the review and approvals process. 

The final report was issued March 31, 2016. 

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Audits, Inspections, and Evaluations 

AUDITS AND EVALUATIONS IN PROCESS 

Audit of FCA’s Examination of Business Continuity at FCS 

Institutions 

FCA’s goal is to have a flexible regulatory environment that facilitates electronic commerce and 

the use of information technology. However, institutions must establish good business practices 

that ensure safety and soundness. FCA Regulation 609.930 requires policies and procedures 

that address business continuity planning. 

The objective of this audit is to evaluate FCA’s process in determining which business continuity 

procedures were performed and whether there were any gaps during the Agency’s examination 

process of FCS institutions identified by OE as high risk. 

Audit of FCA’s Controls Over the Electronic Official Personnel Folder 

In July 2009, FCA implemented the Electronic Official Personnel Folder (eOPF), which is a recreation of the paper personnel folder for Federal employees. The eOPF provides web-enabled 

access to individual personnel folders through an internet-based, self-service tool. The eOPF 

contains all official records required to document an employee’s Federal career. Users are 

allowed to view their own eOPF documents, but they cannot modify the documents. 

The objective of the audit is to review the effectiveness of controls related to the eOPF. The 

draft report was issued in March 2016, and the final report will be issued in the next reporting 

period. 

Audit of FCA’s Financial Statements Fiscal Year 2016 

The Accountability of Tax Dollars Act of 2002 requires FCA and certain other agencies to submit 

to the Congress and OMB an audited financial statement each fiscal year. 

In continuing to assist the Agency in meeting these requirements, the OIG contracted with 

Harper, Rains, Knight & Company, P.A. to perform the audit of FCA’s financial statements for 

FY 2016. The audit remained ongoing at the end of this reporting period. For FY 2015, the OIG 

also contracted with Harper, Rains, Knight & Company, P.A. to perform the audit. 

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Audits, Inspections, and Evaluations 

STATUS OF AGREED-UPON ACTIONS AND RECOMMENDATIONS 

In total, there were 19 agreed-upon actions added from three reports issued for the reporting 

period. We had 14 actions open at the beginning of the period to carry over. As of March 31, 

2016, 21 agreed-upon actions remained open. 

Audit, Inspection, and Evaluation Agreed-Upon Actions 

Report Issued 

Carryover 

from Prior 

6-Month Period 

New During this 

6-Month Period 

Final Management 

Actions During this 

6-Month Period 

Open on 

3/31/2016 

FCA’s Special 

Supervision and 

Enforcement 

Processes 

3/31/2015 2 0 2 0 

FCA’s 

Commissioning 

Program 

3/31/2015 8 0 5 3 

FCA’s Personnel 

Security and 

Suitability Program 

9/30/2015 4 0 4 0 

Human Capital 

Planning at FCA 2/29/2016 0 11 1 10 

FCA’s Risk Project 3/31/2016 0 5 0 5 

FCA’s Process in 

Developing and 

Updating 

Agency Policies and 

Procedures 

3/31/2016 0 3 0 3 

Total 14 19 12 21 

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Audits, Inspections, and Evaluations 

OPEN AGREED-UPON ACTIONS 

The following charts show open agreed-upon actions for issued reports as of March 31, 2016: 

FCA’s Commissioning Program (Issued 3/31/15) 

Agreed-Upon 

Action Number 1 

Identify and track specific commissioning costs to evaluate the cost of the program 

and identify cost-saving opportunities and consider timekeeping code revisions, with 

OMS assistance in implementation. 

Agreed-Upon 

Action Number 3 

Analyze the costs and benefits of streamlining and consolidating current testing and 

assessment milestones through the elimination of the final Commissioning Test 

simulations. 

Agreed-Upon 

Action Number 9 

Revise processes to provide feedback to every Associate Examiner on Technical 

Evaluations and Commissioning Test multiple-choice test performance. 

Human Capital Planning at FCA (Issued 2/29/16) 

Agreed-Upon 

Action Number 1 

Formalize the human capital planning process by: 

• identifying membership (positions) of the Human Capital governance body, 

• scheduling reviews of the Human Capital Plan objectives, and 

• monitoring and tracking progress toward meeting human capital goals. 

Agreed-Upon 

Action Number 2 

Track data on succession planning efforts. Document the strategies to mitigate the 

risks. Monitor and follow-up to capture and utilize results. 

Agreed-Upon 

Action Number 3 

Assess organizational leadership and development programs and modify to promote, 

enhance, and improve initiatives within the Agency. 

Agreed-Upon 

Action Number 4 Coordinate and revise the network distribution list for FCA job announcements. 

Agreed-Upon 

Action Number 5 

Increase coordination between OMS and EEOI on special emphasis programs and 

outreach. 

Agreed-Upon 

Action Number 6 

Implement a plan to improve the exit interview process and disperse exit interview 

data to gather consistent, useful information for comparison and trends. 

Agreed-Upon 

Action Number 8 

Provide training to all personnel involved in the recruiting and hiring process on 

potential biases and barriers to employment. 

Agreed-Upon 

Action Number 9 

Conduct an assessment of FCA hiring practices to identify potential barriers and areas 

of improvement. 

Agreed-Upon 

Action Number 10 

Establish a policy that includes the plan for requesting and analyzing applicant flow 

data for FCA job announcements. 

Agreed-Upon 

Action Number 11 

Conduct a survey, or use other information-gathering tools, to gather additional 

targeted information on workplace diversity and inclusion. 

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Audits, Inspections, and Evaluations 

FCA’s Risk Project (Issued 3/31/16) 

Agreed-Upon 

Action Number 1 

Add or modify current procedures for large IT investments to: 

• Designate a project manager and project management responsibilities; 

• Assess resources and determine whether consultants are needed for project 

planning and implementation; and 

• Establish guidelines for incremental investment. 

Agreed-Upon 

Action Number 2 

Establish a control to ensure project management guidance is implemented for large IT 

investments. 

Agreed-Upon 

Action Number 3 

Create an incremental project plan for the remainder of the Risk Project in coordination 

with the Risk Project workgroup. Include an assessment of required resources and tasks 

requiring consultants and evaluate other tools that may be incorporated to accomplish 

Risk Project goals and objectives. 

Agreed-Upon 

Action Number 4 

Modify standard operating procedures to define levels of approval for large IT 

acquisitions and establish a control to ensure appropriate reviews and approvals are 

obtained. 

Agreed-Upon 

Action Number 5 Evaluate Risk Project software licenses before the next renewal period. 

FCA’s Process in Developing and Updating 

Agency Policies and Procedures (Issued 3/31/16) 

Agreed-Upon 

Action Number 1 

Publish procedures for developing, updating, formatting, approving and communicating 

PPMs. 

Agreed-Upon 

Action Number 2 

Periodically review PPMs to certify whether policies and procedures are current, need 

updating, or should be rescinded. 

Agreed-Upon 

Action Number 3 Consider automating the review and approvals process. 

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Other Reports 

QUARTERLY SURVEY OF FARM CREDIT SYSTEM INSTITUTIONS 

The OIG administers an ongoing survey of FCS institutions regarding the quality and 

consistency of the Agency’s examination function, including the examiners’ performance. 

Without attribution, the OIG issues a quarterly report and, at the end of each fiscal year, a 

summary report on the survey results to the Chief Examiner and the FCA Board. 

The survey asks respondents to rate eight statements regarding examination activities, 

communications and FCA regulations and guidance. Additionally, respondents have the 

opportunity to discuss the aspects of the examination that were the most and least helpful to the 

FCS institution’s board and management team. Each quarter there are a relatively small number 

of respondents. Over time, however, analyses of response patterns enable sound conclusions 

as to the quality of the examiners and the examination function. The consistent trend indicates 

the examination program and staff are well regarded. 

• Fourth Quarter (July 1 – Sept. 30, 2015) and Fiscal Year 2015 Summary 

In October 2015, the OIG issued 18 surveys to FCS institutions for feedback on the 

examination program and staff during the fourth quarter of FY 2015. Twelve FCS 

institutions responded. The OIG issued a report, including a summary of FY 2015 

responses, in January 2016 to the Chief Examiner and the FCA Board. 

• First Quarter Fiscal Year 2016 (Oct. 1 – Dec. 31, 2015) 

In January 2016, the OIG issued 12 surveys to FCS institutions for feedback on the first 

quarter of FY 2016. Ten institutions responded. The OIG provided a report in March 

2016 to the Chief Examiner and the FCA Board. 

MANAGEMENT ADVISORY REPORTS 

The OIG Management Advisory Reports are designed to be a quick mechanism to offer the 

Agency head and management suggestions on ways to strengthen Agency operations. 

During this reporting period, the OIG closed out a management advisory issued in the last 

reporting period, following final management action. On September 16, 2015, the OIG issued a 

management advisory relating to eligibility to participate in the Agency’s newly-created 401(k) 

plan. The Agency responded in a timely manner, and resolved the eligibility issue in its 2016 

Compensation and Benefits Program issued in December 2015. 

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Other Reports 

CHARGE CARD RISK ASSESSMENT AND SUBMISSIONS 

The Government Charge Card Abuse Prevention Act of 2012 (Charge Card Act) requires the 

OIG of each executive agency to conduct periodic assessments of charge card programs to 

analyze the risks of illegal, improper, or erroneous purchases. As part of adherence to the 

Charge Card Act and the implementation guidance, the Farm Credit Administration (FCA) OIG 

conducts an annual risk assessment of FCA’s charge card programs, including the purchase 

and travel card programs and the centrally billed account utilized by FCA. The OIG completed 

its annual risk assessment and issued the Charge Card Risk Assessment to the Agency in 

March 2016. 

The OIG also issued a letter to the Office of Management and Budget in January 2016 on 

agency progress in implementing audit recommendations. During FY 2015, we conducted the 

risk assessment, but did not complete any reviews on the charge card programs. We previously 

audited the travel and purchase card programs in FY 2014: 

• Farm Credit Administration’s Travel Card Program (A-14-03), issued August 19, 2014. 

• Farm Credit Administration’s Purchase Card Program (A-14-02), issued September 5, 2014. 

All recommendations were agreed upon by management and were subsequently closed. 

Therefore, there were no open recommendations for FY 2015. We will continue to conduct risk 

assessments and reviews as part of our audit and inspection functions. 

PERFORMANCE REPORT FISCAL YEARS 2014 AND 2015 

The Government Performance and Results Act (GPRA) of 1993 and GPRA Modernization Act 

of 2010 encourage organizations to manage for results and hold managers accountable for 

executing programs to achieve desired outcomes. Our report documents the outcomes or 

impacts of the products, services, and leadership of the OIG during fiscal years 2014 and 2015. 

The final report was issued January 20, 2016. 

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Investigations 

The OIG completed all pending investigations during this period, investigating matters raised 

through the OIG Hotline and via other notification mechanisms. 

Reports of 

Investigation 

issued 

1 

Investigations 

closed 

4 

Hotline 

complaints 

addressed 

13 

Pending 

investigations 

0 

Investigations 

During this reporting period, the OIG issued one Report of Investigation; closed four 

investigations, including three preliminary investigations. OIG has no pending investigations as 

of the end of the reporting period. The closed investigations involved allegations relating to 

various issues, including alleged nepotism, performance of inherently governmental activities, 

and compensation. None of the investigations resulted in substantiated allegations. 

Hotline 

The OIG Hotline is available 24 hours a day, 7 days a week, to receive tips and complaints 

about fraud, waste, or abuse relating to FCA programs and operations. The Hotline allows 

individuals to report their allegations to the OIG directly and confidentially and is available 

through email, phone, fax, and mail. 

During the reporting period, the OIG received 13 Hotline complaints. Seven of these complaints 

involved borrowers and six of them non-borrowers. All 13 complaints were referred, responded 

to, or administratively closed. Six complaints were closed because they involved matters outside 

OIG’s jurisdiction and/or had already been sent to the appropriate agency. The remaining seven 

were complaints concerning FCS institutions, and were referred to the FCA offices, including the 

Office of Examination or the Office of Congressional and Public Affairs, responsible for 

reviewing these matters. 

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Legislative and Regulatory Reviews 

In fulfilling the OIG’s statutory obligation to review existing and proposed legislation and 

regulations, the IG reviews and comments on legislative initiatives as a member of the CIGIE 

Legislative Committee and also through the Council of Counsels to the Inspectors General. The 

OIG also reviews draft FCA regulations and attends joint briefings of the FCA Board involving 

proposed and final regulations. During this reporting period, we reviewed: 

Legislative 

Items 

28 

Proposed

Rules 

2 

Final Rules 

2 Informational 

Memoranda 

and 

Bookletters 

5 

The following were reviewed: 

Legislation 

1. H.R. 2395 and S. 579, Inspector General Empowerment Act 

2. S. 2128, Inspector General Mandates Reporting Act of 2015 

3. H.R. 3555, Jobs! Jobs! Jobs! 

4. H.R. 3528, Congress Leads by Example Act of 2015 

5. S. 754, Cybersecurity information Sharing Act of 2015 

6. S. 2127, Dr. Chris Kirkpatrick Whistleblowers Protection Act of 2015 

7. S.1073, Stopping Improper Payments to Deceased People Act 

8. S. 1378, Bonuses for Cost-Cutters Act of 2015 

9. S. 2133, Fraud Reduction and Data Analytics Act of 2015 

10. H.R. 3743, Secure Every Electronic Record 

11. H.R. 4934, Regulatory Agency Demilitarization Act 

12. S. 2128, Inspector General Mandates Reporting Act of 2015 

13. H.R. 2269, The Government Transformation Act of 2015 

14. H.R. 699, Email Privacy Act 

15. H.R. 4127, Intelligence Authorization Act for FY 2016 

16. S. 2450, Administrative Leave Act of 2015 

17. H.R. 2029, Consolidated Appropriations Act of 2016 

18. S. 614, Federal Improper Payments Coordination Acts of 2015 

19. H.R. 653, FOIA Oversight and Implementation Act 

20. H.R. 4360, Official Personnel File Enhancement Act of 2016 

21. S. 1115, Grants Oversight and New Efficiency Act (“GONE”) Act 

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Legislative and Regulatory Reviews 

22. S. 795, Bill to Enhance Whistleblower Protection for Contractor and Grantee Employees 

23. S. 1130, Legal Justice for Servicemembers Act of 2015 

24. H.R. 2029, Consolidated Appropriations Act, 2016, P.L. 114-113 

25. S. 1616, Saving Federal Dollars Through Better Use of Government Purchase and 

Travel Cards Act of 2015 

26. H.R. 4639, Thoroughly Investigating Retaliation Against Whistleblowers Act 

27. H.R. 4361, Federal Information Systems Safeguards Act of 2016 

28. S. 337, FOIA Improvement Act of 2015 

Proposed Rules 

1.	 Organization; Funding and Fiscal Affairs, Loan Policies and Operations, and Funding 

Operations; Farmer Mac Investment Eligibility, 81 Fed. Reg. 8860-8867 (Feb. 23, 

2016) 

2.	 Amendments to 5 CFR Part 2635, Standards of Ethical Conduct for Employees of 

the Executive Branch, 80 Fed. Reg. 74004-74018 (Nov. 27, 2015) 

Final Rules 

1.	 Margin and Capital Requirements for Covered Swap Entities, 12 CFR 1221, Joint 

Rule (OCC, FRB, FDIC, FCA, FHFA), 80 F.R. 74840 (Nov. 30, 2015) 

2.	 Final Rule: Capital – Tier 1/Tier 2 Framework (Mar. 10, 2016) 

Informational Memoranda and Bookletters 

1.	 Compliance with Section 4.38 of the Farm Credit Act – Affirmative Action
 

(Nov. 6, 2015)
 

2.	 Limited Suspension of Enforcement Actions Relating to Private Flood Insurance 

(Dec. 23, 2015) 

3.	 Amendments to Regulation C and Regulation Z and Annual Threshold Adjustments 

under Regulation Z and Regulation M (Jan. 13, 2016) 

4.	 Servicing Loans to Borrowers in Distressed Industries (Jan. 21, 2016) 

5.	 Maximum Farm Credit System Bank Director Compensation for 2016 (Feb. 5, 2016) 

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Congressional Interaction 

During this reporting period, the OIG continued to meet with Congressional staff members to 

discuss ongoing Agency and OIG activities. The OIG also issued a letter report to the: 

• Senate Committee on Homeland Security and Governmental Affairs; and 

• Senate Committee on the Judiciary. 

This letter report responded to the Committees’ request for information on any attempts to 

interfere with IG independence or limitations placed on the OIG’s access to documents, 

information, and Agency employees (none reported). The Committees also requested 

information on open OIG audit recommendations; nonpublic, closed OIG reports of 

investigation, audit, or evaluation; OIG reports provided to the Agency for comment but not 

responded to within 60 days (none reported); and whistleblower retaliation allegations (none 

reported). 

Through its participation in CIGIE activities, including the CIGIE Legislative Committee, the OIG 

also worked extensively to provide comments and feedback in response to Congressional 

inquiries submitted to the IG community. OIG also streamlined its internal procedures in 

responding to Congressional correspondence. 

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Outreach 

Staff Participation in Activities within the IG Community 

OIG staff members are encouraged to take part in organizations that contribute to the mission of the 

Inspectors General community, as well as their individual professional development. Most staff 

members are actively involved in one or more professional organizations, as well as activities within 

CIGIE. 

The Inspector General is a member of CIGIE, which provides a forum for IGs from over 70 

government agencies to discuss government-wide issues and shared concerns. Collectively, the 

members of CIGIE work toward improving government programs and operations, work that involves, 

for example: comments on proposed legislation; development of projects involving cross-cutting 

issues; and training development. The IG was appointed to the CIGIE Executive Committee as the 

Member-At-Large in January 2015. The IG also serves as a member of CIGIE’s Legislation 

Committee and participates as a member of CIGIE’s Inspection and Evaluation Committee, and is 

the Chair of the Small IG group. The IG has a leadership role on committees and workgroups and 

has initiated group projects to advance and streamline CIGIE practices and processes. 

The Deputy IG continues her leadership role in the Council of Counsels of IGs (CCIG) as one of two 

Vice Chairs to the CCIG for 2015-2016. The Deputy IG is also involved in the CIGIE Records 

Management Working Group and attends the quarterly meetings for three additional CIGIE groups – 

the Assistant Inspectors General for Investigations, Deputy IGs, and the Small OIGs CCIG Working 

Group. The Deputy IG also contributes frequently to requests for assistance throughout the CCIG 

community. 

The OIG Senior IT Auditor and Senior Auditors participate in cross-cutting audit projects and attend 

FAEC meetings and conferences. The IT Auditor attends local ISACA meetings and is actively 

involved in the IT Subcommittee of the FAEC. One Senior Auditor is also a member of the CIGIE 

Roundtable on Inspections and Evaluations, and is an Adjunct Instructor for CIGIE’s Training 

Institute. 

OIG employees are also active in Agency workgroups and task forces, as appropriate. 

Organizational Briefings and Notifications 

The OIG has distributed posters identifying Hotline and contact information and continues to develop 

its Fraud Awareness program to provide training and guidance to FCA employees on reporting 

responsibilities, fraud indicators, methods of reporting, and protections provided to whistleblowers 

under Federal law and policy. OIG has also published several articles on fraud and whistleblower 

topics. 

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OIG Staff 

Staff Development 

OIG employees continually seek ways to improve skills and become knowledgeable in the initiatives 

of the community of Inspectors General. Audit and legal staff must meet continuing education 

requirements. Individual development plans are used to identify long and short-term career goals 

along with specific training and developmental needs. These plans are geared toward enhancing 

individual skills in the performance of official duties, cross training, succession planning and meeting 

the criteria needed to achieve OIG performance goals and objectives. 

The following organizational chart shows the OIG as of March 31, 2016: 

Inspector General 

Elizabeth Dean 

Deputy IG and 

Counsel to the 

Inspector General 

Kathy Gallo 

Senior Information 

Technology Auditor 

Tammy Rapp 

Senior Auditor 

Sonya Cerne 

Senior Auditor 

Tori Kaufman 

Management/ 

Program Analyst 

Ava Bell 

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Annex 

This annex is provided in accordance with the National Defense Authorization Act for FY 2008. 

This referenced statute requires all Inspectors General appointed under the IG Act to include an 

annex to their semiannual reports as follows: 

1)	 listing all contract audit reports issued during the reporting period containing significant audit 

findings; 

2)	 briefly describing the significant audit findings in the report; and 

3)	 specifying the amounts of costs identified in the report as unsupported, questioned, or 

disallowed. 

Significant audit findings are defined as unsupported, questioned, or disallowed costs in excess of 

$10,000,000, or other findings that the Inspector General determines to be significant. It defines 

contracts as a contract, an order placed under a task or delivery order contract, or a subcontract. 

No contract audit reports meeting these criteria were issued on behalf of the OIG during this 

reporting period. 

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Appendix A 

Index of Reporting Requirements
 

SECTION TITLE Page 

4(a)(2) Review of legislation and regulations 22-23 

5(a)(1) Significant problems, abuses, and deficiencies None 

5(a)(2) Recommendations for corrective action 8-18 

5(a)(3) Prior recommendations not yet implemented 17-18 

5(a)(4) Matters referred to prosecutive authorities None 

5(a)(5) Information unreasonably refused or not provided None 

5(a)(6) List of reports issued 29 

5(a)(7) Summaries of significant reports 9-14 

5(a)(8) Management decisions with questioned costs 30 

5(a)(9) Management decisions on recommendations that funds be put 

to better use 

31 

5(a)(10) Prior audit reports unresolved None 

5(a)(11) Significant revised management decisions None 

5(a)(12) Significant management decisions with which the Inspector 

General disagreed None 

5(a)(13) Compliance of Agency financial management system 9, 15 

5(a)(14)(15) Peer reviews conducted of this OIG 32 

5(a)(16) Peer reviews conducted by this OIG 33 

845 National Defense Authorization Act of FY 2008 Citation and 

Requirement 27 

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Appendix B 

Audit, Inspection, and Evaluation Reports Issued 

Report Number of Agreed Upon 

Actions/Recommendations Questioned Costs 

Recommendations 

That Funds Be Put to 

Better Use 

FCA’s Financial 

Statement FY 2015 0 $ 0 $ 0 

FCA’s Compliance with 

FISMA 2015 0 $ 0 $ 0 

Human Capital Planning 

at FCA 11 $ 0 $ 0 

FCA’s Risk Project 5 $ 0 $ 143,200 

FCA’s Process in 

Developing and 

Updating 

Agency Policies and 

Procedures 

3 $ 0 $ 0 

Total 19 $ 0 $ 143,200 

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Appendix C 

Reports with Questioned Costs 

Number Dollar Value 

Reports Recommendations 

Questioned 

Costs 

Unsupported 

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 

period. 

0 0 $ 0 $ 0 

E. For which no management decision was 

made within six months of issuance. 0 0 $ 0 $ 0 

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Appendix D 

Reports with Recommendations that Funds 

Be Put to Better Use 

Number of 

Reports 

Number of 

Recommendations 

Dollar 

Value 

A. For which no management decision has been 

made by the commencement of the reporting 

period. 

0 0 $ 0 

B. Which were issued during the reporting 

period. 1 5 $ 143,200 

Subtotals (A+B) 1 5 $ 143,200 

C. For which a management decision was made 

during the reporting period. 0 0 $ 0 

(i) dollar value of recommendations that 

were agreed to by management 0 0 $ 0 

- based on proposed management action 0 0 $ 0 

- based on proposed legislative action 0 0 $ 0 

(ii) dollar value of recommendations that 

were not agreed to by management 0 0 $ 0 

D. For which no management decision has been 

made by the end of the reporting period. 0 0 $ 0 

E. For which no management decision was 

made within six months of issuance. 0 0 $ 0 

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Appendix E 

Peer Reviews Conducted of this Office 

Peer Review Performed By Date of Report Function 

Reviewed 

Peer Review 

Rating 

Architect of the Capitol 

Office of Inspector General June 26, 2013 Audit Pass 

U.S. Securities and Exchange Commission 

Office of Inspector General December 26, 2007 Investigations Pass 

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Appendix F 

Peer Reviews Conducted by this Office 

Peer Review Of Date of Report Function 

Reviewed 

Peer Review 

Rating 

U.S. International Trade Commission 

Office of Inspector General January 16, 2013 Audit Pass 

Consumer Product Safety Commission 

Office of Inspector General May 23, 2011 Audit Pass 

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Appendix G
 

FCA ORGANIZATIONAL CHART
 

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Appendix H 

Glossary of Terms 

Agency – Farm Credit Administration 

CIGIE – Council of the Inspectors General on Integrity and Efficiency 

EEOI – Equal Employment Opportunity and Inclusion 

eOPF – Electronic Official Personnel Folder 

Farm Credit Act – Farm Credit Act of 1971, as amended 

Farmer Mac – Federal Agricultural Mortgage Corporation 

FCA – Farm Credit Administration 

FCS – Farm Credit System 

FISMA – Federal Information Security Modernization Act 

FY – Fiscal Year 

H.R. – House of Representatives 

IG – Inspector General 

IG Act – Inspector General Act of 1978, as amended 

IRM – Information Resources Management 

IT – Information Technology 

NIST – National Institute of Standards and Technology 

OE – Office of Examination 

OIG – Office of Inspector General 

OIT – Office of Information Technology 

OMB – Office of Management and Budget 

OMS – Office of Management Services 

PPM – Policies and Procedures 

Pub. L. – Public Law 

RSD – Risk Supervision Division 

S. – Senate 

System – Farm Credit System 

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REPORT

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