2021

Semiannual Report 

to Congress 

Office of Inspector General

1 April – 30 September 2021

Approved for public release, 22-065
This page intentionally left blank.
MESSAGE FROM THE INSPECTOR GENERAL

It is with great satisfaction that I provide this report from the National Geospatial-Intelligence 

Agency (NGA) Office of Inspector General (OIG) for the period of 1 April through 30 September 

2021. During these six months, the OIG continued to discover and eliminate fraud, waste, and 

abuse and to evaluate and offer recommendations for improving agency programs and processes.

The OIG worked closely with NGA elements to close 10 recommendations, which represent 

14% of the audit and inspection recommendations. The OIG has 72 open recommendations, 

including 26 issued this period. Under the Inspector General Empowerment Act of 2016, OIG 

continues to expand our use of metrics resulting from recommendations to the agency.

The Audit Division (OIGA) assessed the agency’s compliance with the Payment Integrity 

Information Act and examined NGA’s award fee contracts, how well it maintained cybersecurity 

in the COVID-19 telework environment, and its laptop inventory. Recommendations from these 

projects focused on improving policies, procedures, and internal controls. OIGA closed four

recommendations, reducing the total number of open recommendations by 10%. The division

terminated its examination of NGA’s use and control of funds for interagency assisted 

acquisitions but provided its observations to management. OIGA continued to examine the 

purchase card program and placements and assignments program. The division also continued its

oversight of the contract independent auditors’ work on NGA’s financial statement audit and the 

evaluation of NGA’s adherence to the Federal Information Security Modernization Act of 2014.

The Inspections Division assessed the status of geospatial intelligence standards in the agency, 

the effectiveness of the NGA’s contract writing system, the current promotions program, and 

implementation of the previous and updated telework policy. The division also successfully 

underwent an Intelligence Community OIGs external peer review led by the Defense Intelligence 

Agency. OIGE closed six recommendations, reducing the total number of open 

recommendations by 19%. The division continues to work on increasing effectiveness and 

efficiency in the agency’s programs and processes. Current inspections include completing the 

congressionally directed action on classification procedures and assessing the agency’s oversight 

of contractor badges.

The Investigations Division closed 57 cases this period, substantiating 20 cases (35%) involving 

time and attendance fraud, computer misuse, security, and travel. The division continues to work 

on several investigations of senior officials. The Fraud Analytics Support Team used data 

analytics to identify potential misconduct, possible fraud in contracts, and to support OIG 

business analytic and data visualization efforts.

As always, I remain grateful for the support of the NGA Director, senior leaders, and the 

agency’s exceptional workforce.

Cardell K. Richardson, Sr.

Inspector General
ii

CONTENTS

Overview

Resources and Organization ......................................................................................................1

Counsel to the Inspector General...............................................................................................2

Audit ..........................................................................................................................................3

Inspections .................................................................................................................................3

Investigations.............................................................................................................................3

Summaries of Audits

Completed..................................................................................................................................4

Ongoing......................................................................................................................................6

Summaries of Inspections

Completed..................................................................................................................................8

Ongoing....................................................................................................................................12

Summaries of Investigations

Judicial Actions and Prosecutions ...........................................................................................13

Cases Involving Senior Government Officials (Substantiated)...............................................13

Cases Involving Senior Government Officials (Unsubstantiated)...........................................13

Whistleblower Retaliation .......................................................................................................14

Contractor Labor Mischarging.................................................................................................15

Other Noteworthy Investigations.............................................................................................15

Criminal Investigations............................................................................................................16

Fraud Analytics Support Team

Completed................................................................................................................................17

Ongoing....................................................................................................................................19

New..........................................................................................................................................19
iii

Appendix A. Status of Audit and Inspection Recommendations

Table A-1. Open and Closed OIG Recommendations as of 30 September 2021....................20

Table A-2. OIG Recommendations for Corrective Action for

1 April to 30 September 2021..................................................................................................24

Table A-3. OIG Recommendations for Corrective Action Not Yet Completed

Before 1 April 2021 .................................................................................................................26

Table A-4. Financial Results from Reports Issued During 1 April – 30 September 2021 ......35

Table A-5. Status of Recommendations That Questioned Costs.............................................36

Table A-6. Status of Recommendations That Funds Be Put to Better Use .............................36

Table A-7. Management Decisions Regarding OIG Recommendations in Reports Issued 

Before 1 April 2021 .................................................................................................................37

Statutory Reporting

Information or Assistance Refused by NGA ...........................................................................38

OIG Revisions to Significant Revised Management Decisions ..............................................38

OIG Disagreement with Significant Management Decision ...................................................38

Compliance with Federal Financial Management Improvement Act of 1996.........................38

Attempts to Interfere with the IG’s Independence...................................................................38

Public Disclosure (Closed but Undisclosed Audits, Inspections, Investigations) ...................39

Peer Reviews............................................................................................................................39

Appendix B. Investigative Metrics

Table B-1. Number of Cases Referred for Criminal or Civil Prosecution...............................40

Table B-2. Judicial Actions......................................................................................................40

Table B-3. Criminal Prosecutions and Referrals .....................................................................40

Table B-4. Investigations of Unauthorized Public Disclosures of Classified Information......40

Appendix C. Index of Reporting Requirements................................................................41

Appendix D. Abbreviations ....................................................................................................42
This page intentionally left blank.
1

OVERVIEW

The National Geospatial-Intelligence Agency (NGA), as a Department of Defense (DoD) 

combat-support agency and member of the Intelligence Community (IC), receives guidance and 

oversight from the DoD, Office of the Director of National Intelligence (ODNI), and Congress. 

NGA provides cutting-edge geospatial intelligence (GEOINT) to support U.S. national security 

and defense; offer humanitarian assistance and disaster relief; and inform national policy

decisions.

The NGA OIG fulfills its mission by performing independent, objective audits, inspections, and 

investigations assiduously to strengthen effectiveness, efficiency, and integrity and to detect and 

prevent fraud, waste, and abuse in the agency’s programs and operations.

The OIG conducts its assessments of NGA’s worldwide programs and operations in accordance 

with the Inspector General (IG) Act of 1978 (IG Act), as amended, and in compliance with the 

standards of the Government Accountability Office (GAO) and the Council of the Inspectors 

General on Integrity and Efficiency (CIGIE).

The OIG also serves as the principal NGA agent responsible for investigating potential violations 

of law, rule, or regulation; incidents of gross mismanagement or misconduct; abuse of authority; 

and denial of due process. Additionally, the OIG functions as NGA’s external liaison with 

federal, state, and local Inspectors General; for congressional oversight of IG related matters; and 

with external law enforcement agencies, such as the FBI.

RESOURCES AND ORGANIZATION

The OIG is authorized 61 billets. As of 30 September 2021, 53 employees were on board. The 

OIG staff is allocated among three core divisions—Audit, Inspections, and Investigations—and a 

support function—the Plans and Programs Division. The OIG has a dedicated legal counsel who 

reports directly to the IG.

The Deputy IG leads OIG tactical operations and the IG Career Service (IGCS). The IGCS 

protects OIG independence in the realms of recruiting, hiring, career development, and 

promotion. The IGCS’s dedicated career service manager—a human resource professional—

reports directly to the Deputy IG. The IGCS seeks to strengthen core IG competencies, broaden 

career opportunities, and safeguard OIG independence.

This year, the IGCS focused on creating customized development plans for each OIG employee. 

These plans enable supervisors and employees to visualize their career progression as individual 

roadmaps focused on gaining exposure, experience, and educational opportunities. The overall 

objective is to increase employee sense of belonging and help teammates develop, progress, and 

advance their careers.

In Spring, NGA’s Chief Financial Executive (CFE) included the agency’s Office of Mission 

Oversight and Compliance (MOC) resources within the reported OIG budget in the 

Congressional Budget Justification Book (CBJB), which caused OIG’s budget to appear higher 

than it was. Furthermore, conflating the MOC and OIG budgets and may create confusion 

regarding the percentage of NGA OIG’s budget required by statute to be paid to CIGIE and 
2

could result in inconsistencies within OIG’s reports to Congress. For these reasons, the NGA IG 

requested that the MOC resources not be conflated with OIG’s budget in the CBJB. The CFE 

concurred and reported the MOC resources as a separate subproject from the OIG.

In addition, the OIG succeeded in securing four Defense Intelligence Senior Leader (DISL) 

allocations from the Under Secretary of Defense for Intelligence & Security. The new DISL 

positions allowed OIG to upgrade the positions of Chief Counsel to the IG and the Assistant 

Inspectors General (AIGs) for Audit, Inspections, and Investigations, placing NGAOIG leaders 

on par with counterparts across the IG Community.

Figure 1. OIG Organization Chart

COUNSEL TO THE INSPECTOR GENERAL

The Counsel to the IG is an in-house legal asset. Counsel provides legal advice directly to the IG 

and provides legal support to all OIG elements. Counsel reviews all plans, investigations, and 

final reports for legal sufficiency; provides specialized support to investigators on open cases; 

manages the OIG legislative and regulatory review; and represents the OIG in litigation arising 

out of or affecting OIG operations. On behalf of the IG and OIG, the Counsel liaises with, among 

others, DoD and Inspector General of the Intelligence Community (IC IG) counsels; the DoD 

OIG (DoDIG), federal and state prosecutors; NGA’s Office of General Counsel; and other NGA 

components.

Inspector General

Deputy 

Inspector General 

(IG Career Service Head)

Assistant

Inspector General

for Audit

Assistant

Inspector General 

for Inspections

Assistant 

Inspector General

for Investigations

Fraud Analytics 

Support Team

Assistant Inspector 

General for

Plans and Programs

(Chief of Staff)

IG Career Service 

Manager Counsel
3

AUDIT

The Audit Division (OIGA) provides independent and objective audits and promotes the 

effectiveness, efficiency, and accountability of NGA programs and operations. Audits are 

conducted in accordance with generally accepted government auditing standards and the IG Act, 

as amended. Audit findings and recommendations seek to reduce costs; improve overall 

performance; and eliminate fraud, waste, and abuse. The recommendations resulting from the 

projects offer insight for management, help improve internal controls, and ensure compliance 

with laws, regulation, and policy.

INSPECTIONS

The Inspections Division (OIGE) is responsible for evaluating, reviewing, and analyzing NGA’s 

programs and activities, including authorities, policies, procedures, and controls. The division 

independently assesses the reliability of information, compliance with regulations and policies, 

management of resources, and achievement of program results. The division conducts 

inspections in accordance with CIGIE Quality Standards for Inspection and Evaluation and the 

IG Act, as amended, and provides information that is timely, credible, and useful for agency 

managers, policymakers, and others. The recommendations resulting from the projects offer 

insight for management and help improve effectiveness and efficiency of agency operations and 

programs.

INVESTIGATIONS

The Investigations Division (OIGI) conducts independent administrative and criminal 

investigations of complaints and other information of possible violations of criminal and civil 

law. The division is the principal NGA agent for investigating potential violations of rule or 

regulation, incidents of gross mismanagement or misconduct, abuse of authority, and denial of 

due process. The Investigations Division closed 57 cases this period, substantiating 20 (35%)

cases involving false claims, employee misconduct, conflicts of interest, and reprisal.

The division also includes the Fraud Analytics Support Team (FAST), which conducts an 

agency-wide fraud detection program using data mining and forensic analyses tools. FAST also 

identifies policy violations and weaknesses in internal and management controls. FAST refers 

systemic findings to the Inspections Division or Audit Division for further analysis and review. 

Funds recovered from time and attendance fraud, contractor labor mischarging, and contractor 

self-disclosure cases are returned to the U.S. Treasury.

The Counsel to the IG completed an internal review of 

OIG investigative processes and procedures, with an 

emphasis on whistleblower reprisal cases. The review 

made process and resource recommendations to the 

investigative processes. A plan of action and milestone 

will be prepared to address the reports’ recommendations,

including revisions to the Investigative Manual.
4

SUMMARIES OF AUDITS

As of 30 September, the Audit Division (OIGA) completed five projects and has four ongoing 

projects.

COMPLETED

Assessment of NGA’s Compliance with the Payment Integrity Information Act of 2019 

(PIIA) for Fiscal Year 2020, Memorandum U-053-21/OIG, issued 9 April 2021

Overview. The objective of the assessment was to determine whether NGA was compliant with 

PIIA for FY 2020.

Findings. OIGA concluded that NGA was compliant with PIIA for FY 2020.

Results. OIGA made no recommendations for corrective actions.

Audit of NGA’s Award Fee Contracts, Report No. OIGA 21-08, issued 14 July 2021

Overview. The objective of this audit was to assess NGA’s management of award fee contracts. 

Specifically, the audit evaluated the adequacy and appropriateness of the process used to assess 

contractor performance, justification for fees awarded, and obligation of award fees.

Findings. NGA’s documentation of the process to 

assess contractor performance and to justify fees 

awarded was not always adequate and 

appropriate. For the contracts OIGA reviewed, 

award fee plans used as the basis for NGA’s 

assessment of contractor performance were not 

consistently prepared and executed in accordance 

with federal and NGA requirements. NGA did 

not always have adequate and appropriate 

documentation to justify award fees. There was 

no evidence that NGA assessed whether 

award-fee incentives enhanced contractor performance. The effects of NGA’s lack of compliance 

with the federal regulations and NGA policies and procedures for the development of the 

award-fee plans and the maintenance of award-fee documentation are that NGA risks 

inadequately and inappropriately assessing contractor performance and justifying fees awarded. 

The agency may be at risk of contractors not meeting the desired program outcomes associated 

with the award fees. NGA cannot support that award fees are being used effectively to motivate 

contractors to improve performance and achieve desired program outcomes. OIGA did find that 

NGA’s obligations for award fees for the five sample contracts complied with DoD requirements 

and were adequate and appropriate.

Results. OIGA made five recommendations to improve NGA’s management of award fee 

contracts. These recommendations relate to developing or updating procedures to improve the 

processes for documenting reviews and approvals of award fees and strengthening internal 

controls over these processes.
5

Audit of Maintaining Cybersecurity in the COVID-19 Telework Environment, Report No. 

OIGA 21-09, issued 25 August 2021

Overview. The OIG contracted KPMG LLP, an independent public accounting firm, to audit 

NGA’s maintenance of cybersecurity in the COVID-19 telework environment in conjunction 

with KPMG’s FY 2021 Federal Information Security Modernization Act (FISMA) evaluation. 

The audit objectives were to determine (1) whether change control, acquisition and procurement, 

and risk management processes for system enhancements made to promote telework capabilities, 

including new software and the migration of information systems from the classified to 

unclassified networks, were in accordance with federal, DoD, and NGA requirements; (2) 

whether NGA conducted exercises to test the effectiveness of telework security training, 

including exercises in security awareness training, in accordance with federal, DoD, and NGA 

requirements; and (3) whether NGA identified minimum security configuration requirements for 

remote connections and implemented controls to prevent and monitor for remote connections 

that did not meet defined requirements in accordance with federal, DoD, and NGA requirements.

Findings. KPMG noted that NGA took action or designed and implemented controls related to 

each audit objective to reduce the elevated threat to NGA’s network of cybersecurity attacks due 

to the increase in telework and remote connections. However, KPMG found that NGA did not 

define a configuration management policy to reflect the current operating environment; perform 

phishing exercises consistently; and document, formalize, and implement policies for minimum 

hardware and software security configuration requirements for remote access. Weaknesses in 

telework cybersecurity internal controls could negatively impact the confidentiality, integrity, 

and availability of NGA data and information systems.

Results. KPMG issued two new recommendations and reissued one recommendation in 

conjunction with the FY 2021 FISMA evaluation to strengthen telework cybersecurity internal 

controls. The recommendations focus on developing policies and procedures for configuration 

management and continuing to perform phishing exercises.

Audit of NGA’s Laptop Inventory, Report No. OIGA 21-10, issued 29 September 2021

Overview. The objective of this audit was to determine whether all laptops were accurately 

accounted for in accordance with federal, DoD, and NGA requirements.

Findings. Existing NGA requirements direct laptop inventory management from acquisition 

through final disposition; however, OIGA found that laptops were not accurately accounted for 

in accordance with those requirements. Specifically, OIGA found deficiencies in laptop 

acquisition; inventory; disposal documentation; and lost, damaged, destroyed reporting. Without 

effective laptop acquisition, inventory, and disposal controls, NGA may be unable to identify all 

laptops acquired, in-service and accounted for, inventoried, or 

disposed of, which increases the risk of monetary damage, theft, 

or data spillage.

Results. OIGA made five recommendations to improve the 

management of NGA’s laptop inventory. The recommendations 

relate to compliance with existing NGA requirements for laptop 

inventory management from acquisition through final disposition.
6

Audit of NGA’s Use and Controls of Funds for Interagency Acquisitions, Memorandum 

U-173-21/OIG, issued 15 September 2021

Overview. The objectives of this audit were to determine whether NGA complied with applicable 

laws and regulations related to the use and control of funds for interagency acquisitions. 

Specifically, OIGA was to have assessed the procedures NGA used to provide, receive, and 

monitor funding to other defense and non-defense agencies. In addition, OIGA was to have 

determined whether NGA implemented adequate procedures for issuing, recording, reviewing, 

and reporting financial information related to interagency acquisitions.

Findings. OIG could not complete audit procedures because the NGA Financial Management 

Directorate (FM) was unable to provide complete and timely support due to competing demands

of the legislatively mandated financial statement audit and challenges with staffing its audit 

support contract. Because of these challenges, FM requested that OIGA postpone the audit. 

However, OIGA determined it was not feasible to postpone the audit because of the potential 

impact to other planned activities and decided to terminate the project. OIGA plans to revisit this 

topic in a future annual work plan.

Results. Based on partial completion of audit procedures, OIGA identified exceptions on 

incoming requests related to determination and findings documentation, funding documents, and 

trading partner agreements. On outgoing requests, OIGA identified exceptions related to 

agreement format and coordination, approval and acceptance of military interdepartmental 

purchase requests, and trading partner reconciliations. OIGA issued a termination memorandum 

to communicate these observations for management’s information and use.

ONGOING

Audit of NGA’s Purchase Card Program, Project No. 20-A07

Overview. The objectives of this audit are to 

determine whether (1) NGA’s internal controls 

over the purchase card program are properly 

designed and implemented and operating 

effectively to prevent abuse or misuse; and (2) 

whether NGA government purchase card 

transactions are valid, properly authorized, and 

supported.

Status. The project, announced in March 2020, is 95% complete. OIGA plans to issue a report in 

November 2021.

Audit of NGA’s Placements and Assignments Program, Project No. 21-A01

Overview. The objective of this audit it to assess whether the development and implementation 

of NGA’s Placements and Assignments Program achieves program goals effectively and 

efficiently and supports related NGA plans for the workforce.

Status. The project, announced in October 2020, is 80% complete. OIGA plans to issue a report 

in December 2021.
7

Audit of the NGA Financial Statements for FY 2021, Project No. 21-A03

Overview. OIGA contracted KPMG LLP, an independent public accounting firm, to audit 

NGA’s FY 2021 financial statements. The audit objective is to determine whether NGA’s 

financial statements are presented fairly, in all material respects, in accordance with 

U.S. generally accepted accounting principles. To meet requirements for federal financial 

statement audits, KPMG is also assessing internal control over financial reporting and 

performing tests to determine whether NGA complied with applicable provisions of laws, 

regulations, contracts, and grant agreements.

KPMG is following up on the status of management’s corrective actions to address the findings 

and recommendations communicated in the Independent Auditors’ Report on the NGA Financial 

Statements for FYs 2020 and 2019 (Report No. OIGA 21-03), and the Independent Auditors’ 

Management Letter for the FY 2020 Financial Statement Audit (Report No. OIGA 21-05).

Status. The project, announced in February 2021, is 70% complete. KPMG’s report will be 

issued no later than 15 November 2021. If necessary, OIGA will issue a management letter by 

31 December 2021.

FY 2021 FISMA Evaluation of the NGA Information Security Program, Project No. 21-A05

Overview. The OIG contracted KPMG LLP, an independent public accounting firm, to perform 

the FY 2021 evaluation required by FISMA. The overall objectives of the evaluation are to 

assess NGA’s information security program in accordance with the IG FISMA reporting metrics 

issued by the Department of Homeland Security and determine whether NGA implemented 

recommendations from the prior year’s evaluation. The evaluation will include testing a sample 

of information systems to support the IG metrics.

Status. The project, announced in February 2021, is 75% complete. OIGA plans to issue the final 

external metrics report to the IC IG in October 2021 and the detailed internal report to NGA 

management in November 2021.
8

SUMMARIES OF INSPECTIONS

As of 30 September, the Inspections Division (OIGE) has completed five inspections and has 

two ongoing inspections.

COMPLETED

Inspection of NGA’s Application of Classification, Report No. QL-21-04

Overview. OIG has initiated a quick look inspection of the NGA’s application of classification. 

This inspection is a congressionally directed action announced in National Defense 

Authorization Act for Fiscal Year 2020, Public Law 116–92, § 6721, 20 December 2019. This 

inspection has three objectives: evaluate the accuracy of NGA’s application of classification and 

handling markers on a representative sample of finished reports, including such reports that are 

compartmented; evaluate NGA’s compliance with declassification procedures; and evaluate the 

effectiveness of NGA’s processes for identifying topics of public or historical importance that 

merit prioritization for a declassification review.

Findings. NGA applied classification and handling markers on finished reports accurately, with 

the exception of some overgraded and undergraded portion markings. These exceptions did not 

affect the overall classification of finished reports. Undergrading portion markings related to 

target references and sourcing could potentially result in the loss of targets and in changes to the 

behavior of adversaries. However, based on the agency’s classification guidance, only three of 

the 35 reports reviewed (8.57%) had such a discrepancy. NGA is also generally compliant with 

IC, DoD, NGA, and National Archives and Records Administration guidance for declassification

However, during FY 2020, multiple mandatory declassification reviews were not completed 

within the required 365-day timeline because of the impact of COVID-19 on the availability of 

the workforce and the closure of the National Declassification Center.

Results. The report made two recommendations to the agency designed to improve NGA’s 

classification of finished reports and the agency’s declassification procedures. The 

recommendations focus on improving internal controls related to classification and 

declassification management to ensure NGA complies with IC, DoD, and federal rules and 

regulations.

Inspection of GEOINT Standards, Report No. OIGE 21-07

Overview. The NGA Director, as GEOINT Functional Manager (GFM), established the National 

System of Geospatial-Intelligence (NSG) GFM Standards Assessment program, which defines 

and implements NSG methods and processes to assess and assert information technology (IT) 

and National Security Systems conformance with GEOINT data and service standards within the 

DoD and the IC. During the 2019 annual planning process, OIGE learned of potential negative 

effects resulting from NGA Career Services manpower initiatives and constrained contract 

funding for the GEOINT Standards Program. Management raised concerns that the Career 

Services initiatives created a critical shortfall in qualified cadre. Additionally, OIGE learned of 

concerns regarding possible reductions to the GEOINT standards-related contract funding. The 
9

overall objective of the inspection was to assess whether the GEOINT Standards Program was 

organized, staffed, and resourced to effectively fulfill its GFM responsibilities.

Findings. NGA is not meeting the GEOINT standards requirements established in 50 U.S.C. 

§ 3038, and DoD Directive (DODD) 5105.60, National Geospatial-Intelligence Agency (NGA). 

The inspection found that NGA is not organized effectively, with multiple positions located in 

diverse NGA components. The GEOINT Standards Program also experienced staffing and 

budget cuts, which have resulted in program deficiencies that have impacted the agency’s ability 

to effectively adopt, adapt, and develop GEOINT standards in a timely manner to support 

mission critical needs. This failure to meet established requirements resulted in increased 

enterprise costs and decreased capabilities.

Results. The report contains six recommendations designed to prioritize and improve the 

resourcing and enforcement of GEOINT standards and the organization of elements responsible 

for GEOINT standards development and implementation. OIG recommended that NGA evaluate 

its use of authority, derived from DoDD 5105.60, to compel NSG elements to implement 

GEOINT standards and address any gaps. The agency will submit an annual GEOINT standards 

report identifying the goals, objectives, and accomplishments of NGA’s GEOINT standards 

elements to assist with the reporting requirements outlined in DoDD 5105.60. The agency will 

also implement a process to ensure that NSG components comply with NSG directives.

Inspection of NGA’s Telework Policy, Report No. OIGE QL-21-06

Overview. OIGE conducted several phased inspections 

evaluating NGA’s planning, preparedness, response, and 

recovery during the COVID-19 pandemic. These inspections 

informed leadership and provided opportunities to improve 

on NGA’s future pandemic and emergency responses. The 

first of five reviews focused on the agency’s telework policy 

and posture. The objectives of this inspection were to 

determine and evaluate NGA’s telework policy posture prior 

to the COVID-19 pandemic and to determine and assess 

NGA’s application of U.S. Government telework policy in response to the COVID-19 pandemic.

Findings. NGA did not maximize its use of telework prior to the COVID-19 pandemic because

of many multifaceted barriers, including a lack of both planning and impact analysis, a 

dependence on in-facility work owing to classified program requirements, inaccessibility of

major systems of record capabilities from the unclassified environment, and a lack of 

understanding on the use of telework among supervisors and employees. While the workforce 

used routine (regular and recurring) and ad hoc (situational) telework before the pandemic, 

telework use was not widespread and was limited primarily to specific programs, such as 

reasonable accommodations. By not maximizing telework, the agency was not taking advantage 

of the significant benefits and cost savings the inspection identified that NGA could have 

received by maximizing telework within the Federal Government. NGA did successfully 

transition to a mass telework posture when driven by the COVID-19 pandemic. The agency 

identified shortfalls and gaps in the agency’s previous telework policy and addressed these 

shortfalls and gaps in an updated instruction, which will allow the agency to further maximize 

telework in future emergencies.
10

Results. OIG made two recommendations to assist the agency in planning and implementing 

telework in the future, including publishing program guidance that outlines best practices to 

assist components with maximizing telework and implementing mass telework during future 

pandemics and emergencies, and addressing long distance (remote) telework. Additionally, OIG

recommended that the agency update supervisor and employee training to ensure it addresses 

gaps in the application of telework.

Inspection of NGA’s Contract Writing System, Report No. OIGE 21-05

Overview. NGA contract data must be completed and tracked in a searchable system. Currently, 

NGA contract data is housed in a system called PRISM. OIGE received complaints that contract 

data was incomplete and kept on manual spreadsheets. In addition, the NGA Office of Contract 

Services (OCS) and program offices could not effectively track, obtain metrics on, and evaluate 

contracts during their lifecycles without a standardized contract writing system. The overall 

objective of this inspection was to determine whether NGA’s contract writing system delivered

the capability to provide adequate contract data for principal users. Specifically, OIGE wanted to

determine whether the current NGA contract writing system allowed for sufficient storage, 

discoverability, and retrieval of required contract documentation and whether the planned system 

adequately stored, managed, and made accessible all required contract information as required by

the Federal Acquisition Regulations System, 48 C.F.R. Subpart 4.8—Government Contract Files.

Findings. The agency’s current contract writing system does not allow for sufficient storage, 

discoverability, and retrieval of required contract documentation and does not meet user needs. It 

also requires intensive manual effort to input contract data. The current system was acquired in 

the 1990s and has been awarded as a sole-source, noncompetitive contract since 2002. The 

agency was in the process of replacing the current system when NGA received congressional 

marks in December 2020 against its funding request, which placed the agency’s effort on hold. 

Although these marks directly impact funding for a new system in 2021, the agency continues to 

plan for replacing the current system with an up-to-date system; however, no timeframe has been 

identified.

Results. OIG made one recommendation, which included that the agency establish a timeline, 

with specific milestones, to replace NGA’s current contract writing system with an up-to-date 

system, designate an office of primary responsibility for each milestone, and develop a plan to 

coordinate requirements for the new system across each directorate involved.

Inspection of the NGA Promotion Process, Report No. OIGE 21-04

Overview. NGA completed the implementation of its new promotion process in 2019, which

differed significantly from the previous process. The overall objective of this inspection was to 

determine whether the promotion process was effective and efficient and to evaluate the Human 

Development Directorate’s (HD’s) oversight of the process. Specific subobjectives were to 

assess the process to ascertain any needed improvements, its cost effectiveness in terms of 

money and manpower, and whether HD’s measures of success mapped to the NGA’s strategic 

goals, as listed in NGA Strategy 2025: Goal 1: People, Goal 2: Partnerships, Goal 3: Mission 

Today, and Goal 4: Mission Tomorrow.
11

Findings. The agency is not analyzing or measuring the overall impact of changes to the 

promotion process; therefore, no overall process improvements could be determined. Prior to 

each new cycle, HD modified the process, but never analyzed modifications to determine their

impact on the overall process. The results of the inspection also showed that HD was not 

collecting metrics to determine the costs in terms of personnel or time engaged in the promotion 

process; therefore, the process could not be analyzed for effectiveness or efficiency.

Results. OIG made two recommendations including developing a plan to measure and analyze 

the impact of changes on the promotion process, and developing meaningful metrics to measure 

the cost effectiveness and efficiency of the promotion process and coordinate these metrics 

across all participating agency directorates.
12

ONGOING

Inspection of NGA’s Security and Installations (SI) Contractor Badging Process, Project 

No. QL-21-02

Overview. OIG has initiated a quick look inspection of the SI contractor badging process. The 

overall objective of this inspection is to determine SI’s program, processes, and activities 

controlling contractor badge issuance and turn-in.

Status. The project was announced on 25 February 2021. OIGE expects to publish the report in 

November 2021.

Inspection of NGA’s Application of Pay Caps for Deployment and Overtime Pay, Project 

No. QL-21-06

Overview. Deployers receive opportunities for overtime and premium pay while serving on a 

deployment. Because of salary, sometimes their biweekly and overall pay can be subject to pay 

limits or caps. The overall objective of the inspection is to determine whether pay caps are 

accurately applied in the cases of deployment and overtime pay.

Status. The project was announced on 9 July 2021. OIGE expects to publish the report in 

October 2021.
13

SUMMARIES OF INVESTIGATIONS

As of 30 September, the Investigations Division (OIGI) closed 57 cases and substantiated 20 

cases (35%). The division also opened 39 new cases and has 48 ongoing investigations.

JUDICIAL ACTIONS AND PROSECUTIONS.

OIGI has nothing to report during this period.

CASES INVOLVING SENIOR GOVERNMENT OFFICIALS 

(SUBSTANTIATED)

OIGI has ten pending investigations on senior officials. During this period, OIGI completed one 

investigation that substantiated allegations against a senior government official. OIGI provided 

the DoDIG the required notification of these allegations and cases.

OIG Case No. 21-021, closed September 2021

OIGI investigated allegations that an NGA senior official violated policies and procedures by 

allowing a part-time employee to work full-time hours and receive locality pay at the wrong rate.

In addition, it was alleged that the senior official showed the employee favoritism regarding the 

Voluntary Early Retirement Authority and Voluntary Separation Incentive Payments 

(VERA/VSIP).

The investigation substantiated the first allegation; however, it did not substantiate the second or 

third allegations. The senior official received an oral admonishment.

CASES INVOLVING SENIOR GOVERNMENT OFFICIALS 

(UNSUBSTANTIATED)

The DoDIG was provided appropriate notification of the following allegations and cases.

OIG Case No. 19-032, closed April 2021

OIGI investigated allegations that an NGA senior official had inappropriate relationships with 

two subordinate employees, misused her position to influence various personnel actions for the 

same two subordinate employees, and accepted an improper gift from one of the subordinate 

employees. The investigation did not substantiate the allegations.

OIG Case No. 20-068, closed June 2021

OIGI investigated allegations that an NGA senior official abused her authority by threatening 

members of her staff during a meeting. The investigation did not substantiate the allegation.
14

OIG Case No. 21-015, closed April 2021

OIGI conducted an inquiry into an allegation that an NGA senior official had an inappropriate 

relationship with a subordinate employee. The inquiry did not find any evidence to substantiate 

the allegation.

OIG Case No. 21-032, closed July 2021

OIGI received allegations that a senior government official violated the Tandem Couple 

Assignment Program policy and possibly reprised against a subordinate employee for requesting 

a review of the policy. Details of the allegations were referred to the DoDIG’s Investigations of 

Senior Officials office for review and action. DoDIG ISO evaluated the complaint and dismissed 

the allegations because they found no indication of misconduct.

WHISTLEBLOWER RETALIATION

OIGI closed three whistleblower reprisal cases, which are summarized below.

OIG Case No. 20-015, closed April 2021

OIGI investigated an allegation that two supervisors reprised against a subordinate employee in 

the form of a position reassignment after the employee sent a protected disclosure via email 

alleging that staffing certain billets would constitute fraud, waste, and abuse. The OIGI 

investigation did not substantiate the reprisal allegation and found that the intent to remove the 

employee from his assignment had been communicated to the employee’s supervisors a month 

before the employee made his protected disclosure.

OIG Case No. 20-031, closed June 2021

OIGI investigated an allegation that a supervisor retaliated against a subordinate employee by 

lowering the employee’s performance evaluation score after the employee made a protected 

disclosure to division leadership that the supervisor created a hostile work environment. The 

OIGI investigation did not substantiate the retaliation allegation and found that the employee 

would have received the same performance evaluation score absent the protected disclosure. Of 

note, the employee pursued the informal, formal, and final reconsideration processes and the 

score was upheld.

OIG Case No. 21-014, closed June 2020

OIGI investigated allegations that two supervisors reprised against a subordinate employee by 

counseling him, giving him a successful instead of excellent performance evaluation score, and 

denying his informal reconsideration after the employee made protected disclosures about 

enforcing safety precautions. The OIGI investigation did not substantiate the reprisal allegations 

and found that the employee would have received the same discipline and performance 

evaluation score absent the protected disclosure.
15

CONTRACTOR LABOR MISCHARGING

OIGI continued to address matters of significant 

time and attendance fraud and contractor labor 

mischarging through investigations. Many lesser 

time and attendance issues are handled directly

with management, which ensures that recovery of 

funds and other remedies are accomplished. Many 

low-dollar contractor labor mischarging issues are 

handled directly with NGA contractor officers to 

recover funds and have the offenders removed 

from NGA. Summaries of two cases involving 

labor mischarging by contractors follows.

OIG Case No. 21-065, closed September 2021

A contract company disclosed that one of its 

contract employees mischarged the government. 

The contract company reimbursed the 

government $169,684.37 and terminated the 

employee.

OIG Case No. 21-054, closed August 2021

A contract company disclosed that one of its contract employees mischarged the government. 

The contract company credited the government $753.32 and terminated the employee.

OTHER NOTEWORTHY INVESTIGATIONS

OIG Case No. 19-030, closed June 2021

OIGI investigated allegations that a contract employee acted in a manner inconsistent with NGA 

procedures, the NGA Performance Work Statement, and a Federal Handbook while performing 

his duties. The OIGI investigation substantiated the allegations. The contract employee was 

terminated for these unethical practices.

OIG Case No. 19-153, closed April 2021

OIGI investigated allegations that a Pay Band 3 employee misused government resources to 

conduct a personal business. The investigation developed evidence that the employee violated 

5 C.F.R. § 2635.101, Basic obligation of public service; 5 C.F.R. § 2635.704, Use of 

Government property; 5 C.F.R. § 2635.802, Conflicting outside employment and activities; and 

NGA Instruction (NGAI) 8470.2, Acceptable Use of Information Technology Resources. 

Forensics examinations showed the employee utilized the government information systems to 

further his personal business efforts. The employee received a 30-day suspension without pay 

and signed a Last Chance Agreement, in which he agreed to accept the suspension and waive any 

right of appeal if he violated the agreement in the future.
16

OIG Case No. 20-085, closed April 2021

OIGI investigated an allegation that a Pay Band 3 employee misused government resources to 

access content that was not mission related. The investigation developed evidence that the 

employee violated 5 C.F.R. § 2635.101, 5 C.F.R. § 2635.704, and NGAI 8470.2.

The employee and his two supervisors received oral admonishments; the division was scheduled 

for retraining on computer misuse.

CRIMINAL INVESTIGATIONS

During this period, OIGI worked on investigations with the Defense Criminal Investigative 

Service (DCIS), other criminal investigative agencies, and Department of Justice attorneys. The 

issues included false claims, cost mischarging, post-government employment violations, theft of 

government funds, and conflicts of interest.
17

FRAUD ANALYTICS SUPPORT TEAM

FAST is leveraging data science to detect and deter fraud, waste, and abuse and to provide 

forensic analysis support to the OIGI. FAST provides the basis for restitution and recovery of 

dollars lost to fraud, waste, and abuse so that corrective actions can be taken to address employee 

misconduct.

COMPLETED

Proactive Contract Fraud Detection Model, Project No. F20-003

Contracts pose one of the highest risks for fraud at NGA. 

In response, FAST initiated an annual review of NGA 

contracts. The objective of this project was to identify 

high-risk contracts based on risk rankings derived from 

available data and outlier detection methods to identify 

contracts with potential fraud, waste, and abuse. This 

project was completed in August 2021. As a result of this 

project, FAST was able to focus on contract labor 

mischarges. FAST supported 12 contract labor mischarge 

cases this reporting period. FAST closed six cases as not 

substantiated. Six cases remain active.

FY 2021 NGA OIG Strategic Implementation Plan 

Dashboard, Project No. F21-001

FAST developed an information dashboard to track the implementation of OIG’s strategic goals. 

The dashboard captures key performance indicators associated with each goal, helps ensure 

on-time delivery of strategic objectives, and enables executive decision making. This project was 

completed in September 2021.

FY 2021 NGA OIG Open Recommendations Dashboard, Project No. F21-003

FAST and OIGA developed a visual dashboard and a SharePoint tracker to update NGA and 

OIG management on the status of OIG FY 2021 open recommendations and to call decision 

makers’ attention to high priority areas. The dashboard and tracker will improve overall agency 

accountability, transparency, communication, and partnership as it relates to the results of OIG 

audits, inspections, and investigations.

The dashboard and tracker identify identifies the number of open recommendations by OIG 

division and NGA office of primary responsibility. Seventy-two recommendations are currently 

open. During the reporting period, NGA and OIG management opened 26 new recommendations 

and closed 10 for a net of 16 (29%) additional open recommendations above the previously 

reported total of 56. The number of recommendations open for between three and five years

increased from five to 13. NGA and OIG management will continue working together to address 

the remaining open recommendations.
18

Figure 2. Analysis of Open Recommendations from 1 April to 30 September 2021

Open Recommendations

1 April → 30 September 2021

Total 56 → 72 25% Opportunity

1-3 yrs. 39 → 31 21% Good

3-5 yrs. 5 → 13 260% Opportunity

Figure 3. Open Recommendations Dashboard as of 30 September 2021
19

ONGOING

Proactive Government Travel Charge Card (GTCC) Analytics, Project No. F20-006

The OIG FAST will perform an annual review of GTCC transactions made in FY 2019 for 

indicators of misuse. FAST will refer misuse cases to management for action and to NGA’s 

GTCC Team for remedial action. This project will be expanded to include FY 2020 and FY 2021 

transactions. This project is expected to be completed by March 2022.

Paycheck Protection Program Loan Fraud Proactive Project, Project No. F20-010

FAST is currently collaborating with DCIS to develop a model to proactively detect Paycheck 

Protection Program fraud by NGA contracting companies. This project is expected to be 

completed by March 2022.

NEW

This reporting period, FAST transitioned to business analytics and visualization in support of 

OIG strategic goals. Because of staff attrition, FAST did not initiate new proactive projects this 

reporting period.
20

APPENDIX A. STATUS OF AUDIT AND INSPECTION

RECOMMENDATIONS

This appendix includes seven tables that present the status of recommendations according to 

various parameters.

Table A-1. Open and Closed OIG Recommendations as of 30 September 2021

This table provides the number of NGA OIG and DoDIG audit and inspection recommendations 

issued to NGA management that were closed or remained open at the end of the reporting period. 

This table does not include recommendations from the financial statement audit (33 open) or the 

FISMA evaluation (38 open) or that closed prior to 1 April 2021.

Report Title, 

Report Number, Date

Recommendations

No. Closed No. Open

Audit of NGA’s Disposal of Electronic Waste, 

Report No. OIGA 17-06, March 2017 1 2

Objective: To determine whether NGA sanitized and disposed of e-waste in accordance with IC, DoD, 

and NGA policies and procedures.

Audit of NGA’s Support to U.S. Strategic Command (STRATCOM) 

Mission Requirements, Report No. OIGA19-06, June 2019 0 5

Objective: To determine whether NGA effectively and efficiently satisfied STRATCOM 

requirements.

Audit of NGA’s Funds Reprogramming Activity, 

Report No. OIGA19-07, September 2019 0 4

Objectives: To (1) assess NGA funds reprogramming activity for gaps in compliance with applicable 

laws, regulations, policies, and procedures and (2) provide information on the root cause of 

reprogramming activities.

Audit of NGA’s Analysis Event Response for National Security and 

Natural Disasters, Report No. OIGA 20-05, March 2020 1 6

Objective: To determine whether Analysis component-related crisis and event response plans were in 

place, executed, and managed effectively. Specifically, OIGA determined whether the execution and 

management of those plans facilitated coordination among stakeholders, standardization of procedures

where practical, reduction in duplication of efforts, and efficient allocation of available resources.

Audit of NGA’s Supply Chain Risk Management (SCRM), 

Report No. OIGA 20-06, June 2020 1 4

Objective: To determine whether the NGA SCRM program was effectively managed in accordance 

with federal law, DoD, IC, and other applicable policy and guidance.
21

Report Title, 

Report Number, Date

Recommendations

No. Closed No. Open

Audit of NGA’s Permanent Duty Travel Program, 

Report No. OIGA 21-01, October 2020 1 4

Objective: To determine the effectiveness and efficiency of NGA’s permanent duty travel program. 

Specifically, the audit will determine whether NGA complied with applicable laws and regulations 

governing reimbursement for permanent duty travel.

Audit of NGA’s Contractor Personnel Qualifications, 

Report No. OIGA 21-04, November 2020 0 2

Objective: To determine whether NGA ensures its contractors provide qualified personnel 

commensurate with labor category requirements and rates established in their contracts.

Audit of NGA’s Award-Fee Contracts, 

Report No. OIGA 21-08, July 2021 0 5

Objective: To assess NGA’s management of award-fee contracts. Specifically, the audit was to 

evaluate the adequacy and appropriateness of the process used to assess contractor performance, 

justification for fees awarded, and obligation of award fees.

Audit of Maintaining Cybersecurity in the COVID-19 Telework 

Environment, Report No. OIGA 21-09, August 2021 0 3

Objectives: To determine (1) whether change control, acquisition/procurement, and risk management 

processes for system enhancements made to promote telework capabilities, including new software 

and the migration of information systems from the classified to unclassified networks, were in 

accordance with federal, DoD, and NGA requirements; (2) whether NGA conducted exercises to test 

the effectiveness of telework security training, including exercises in security awareness training in 

accordance with federal, DoD, and NGA requirements; and (3) whether NGA identified minimum 

security configuration requirements for remote connections and implemented controls to prevent and 

monitor for remote connections that did not meet defined requirements in accordance with federal, 

DoD, and NGA requirements.

Audit of NGA’s Laptop Inventory, 

Report No. OIGA 21-10, September 2021 0 5

Objective: To determine whether all laptops were accurately accounted for in accordance with federal, 

DoD, and NGA requirements.

Inspection of NGA’s Acquisition Function, Phase II: Human Capital, 

Report No. OIGE 16-03, November 2015 0 1

Objectives: To review NGA’s acquisition human capital policies and practices to evaluate whether 

NGA has developed and maintained a fully proficient acquisition workforce that is flexible and highly 

skilled across a range of management, technical, and business disciplines as outlined in the Office of 

Management and Budget’s (OMB’s) assessment guide. The subobjectives were to determine (1) 

whether NGA is conducting effective strategic human capital planning and (2) whether NGA is 

effectively and efficiently acquiring, developing, and retaining acquisition talent. 
22

Report Title, 

Report Number, Date

Recommendations

No. Closed No. Open

Review of the NGA Insider Threat Program, 

Report No. OIGE 16-05, February 2016 1 0

Objectives: To determine whether NGA’s Insider Threat Program complies with executive branch, 

DoD, and IC requirements. The subobjectives were aligned with the following six minimum standards

established by the National Insider Threat Policy: (1) designation of senior official(s) and associated 

responsibilities; (2) information integration, analysis, and response; (3) insider threat program 

personnel; (4) access to information; (5) monitoring user activity on networks; and (6) employee 

training and awareness.

Inspection of NGA’s Medical Services, 

Report No. OIGE 18-05, August 2018 0 10

Objective: To assess the effectiveness, efficiency, and compliance with oversight requirements of 

NGA’s medical services, including the deployer program, during the period of 2014 to 2017.

Inspection of NGA’s Insider Threat Program Case Management, 

Report No. OIGE 19-01, February 2019 2 5

Objective: To assess the NGA Insider Threat Program’s processes and procedures used for managing 

cases and complying with applicable laws and DoD and IC policies.

Inspection of NGA’s GEOINT Services Initiative, 

Report No. OIGE 19-02, February 2019 1 2

Objectives: To assess the effectiveness and efficiency of the implementation of GEOINT Services 

against IC requirements; agency objectives, plans, and milestones; and assigned responsibilities. 

Specific subobjectives of the inspection were to determine the extent to which GEOINT Services 

(1) has been effectively and efficiently implemented, and (2) has effectively and efficiently fulfilled 

NGA's designated responsibilities of Geospatial Platform as a Service.

Quick Look Inspection Report of NGA Outposts, 

Report No. OIGE 19-05, September 2019 1 0

Objective: To evaluate the effectiveness of the NGA outposts with respect to return on investment.

Inspection of NGA’s Acquisition Function, Phase III: Policies and 

Processes, Report No. OIGE 20-01, November 2019 1 1

Objectives: To assess NGA’s acquisition policies and processes to determine the effectiveness and 

efficiency of the agency’s acquisition program management and compliance with oversight 

requirements. Specifically, we discovered the agency’s acquisition policies and processes, assessed 

how well the policies and processes supported the agency’s program managers in performing their 

duties, and assessed how the policies and processes supported the agency’s ability to assess and 

monitor its own acquisition performance.
23

Report Title, 

Report Number, Date

Recommendations

No. Closed No. Open

Quick Look Inspection Report of NGA’s Contract Writing System, 

Report No. OIGE 21-05, April 2021 0 1

Objectives: To determine whether NGA’s contract writing system provides adequate contract data for 

principal users. The specific sub-objectives were to (1) determine if the current NGA contract writing 

system sufficiently allows for storage, discoverability, and retrieval of required contract 

documentation and (2) if the planned (follow-on) NGA contract writing system will adequately store, 

manage, and make accessible all required contract information.

Inspection of NGA Promotion Process, 

Report No. OIGE 21-04, April 2021 0 2

Objectives: To determine whether the current promotion process is effective and efficient, and to 

evaluate HD’s oversight of the promotion process. Specific subobjectives of the inspection were to 

(1) assess the NGA promotion process and procedures and determine any needed improvements, 

(2) determine whether the process is cost effective and efficient in terms of money and manpower, and 

(3) evaluate HD's measures of success and determine whether the results map back to the Agency's

strategic goals.

Quick Look Inspection of NGA’s Telework Policy, 

Report No. OIGE 21-06, August 2021 0 2

Objectives: To determine and evaluate NGA’s telework policy posture prior to the COVID-19 

pandemic, and to determine and assess NGA’s application of U.S. Government telework policy in 

response to the COVID-19 pandemic.

Inspection of NGA’s GEOINT Standards Program, 

Report No. OIGE 21-07, September 2021 0 6

Objectives: To assess whether NGA effectively organized, staffed, and resourced its GEOINT 

Standards Program to fulfill the program’s designated responsibilities.

Inspection of NGA’s Application of Classification for Fiscal Year 

2020, Report No. OIGE 21-08, September 2021 0 2

Objectives: Evaluate the accuracy of NGA’s application of classification and handling markers on a 

representative sample of finished reports, including such reports that are compartmented; evaluate 

NGA’s compliance with declassification procedures; evaluate the effectiveness of NGA’s processes 

for identifying topics of public or historical importance that merit prioritization for a declassification 

review.

TOTAL 10 72
24

Table A-2. OIG Recommendations for Corrective Action for 1 April – 30 September 2021

A recommendation for corrective action is issued in response to a finding that a federal standard is not 

being met; it is intended to bring the agency into compliance with the standard.

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

Audit of NGA’s 

Award-Fee Contracts, 

Report No. OIGA 

21-08, Issued 

14 July 2021

1 Require all award-fee plans, including plans from contracts 

transferred to NGA, be reassessed for compliance with 

federal, DoD, and NGA award-fee standards and updated as 

needed. Updated award-fee plans should include:

a. Fee-determining official (FDO) approval prior to use.

b. Clear identification of the performance evaluation 

board (PEB) chair and separation between the PEB 

chair and FDO roles.

c. Award-fee evaluation criteria and how they are 

linked to relevant acquisition objectives that shall be 

defined in terms of contract cost, schedule, and 

technical performance.

d. A description of how contractor performance will be 

measured against the award-fee evaluation criteria.

e. Total award-fee pool amount and how this amount is 

allocated across each evaluation period.

Furthermore, award-fee plans should be reassessed for 

compliance with federal, DoD, and NGA award-fee standards 

when there is a change to a contract’s scope, scheduled 

delivery, or scheduled performance.

2 Ensure all NGA personnel overseeing contractor performance 

and preparing documentation related to an award-fee contract 

are aware of the requirements related to the content, approval, 

and use of award-fee plans to monitor and evaluate whether a 

contractor achieved the desired program outcomes.

3 Identify and communicate to personnel overseeing contractor 

performance all award-fee contract documents with elements 

that must be maintained to comply with federal, DoD, and 

NGA requirements.

4 Enhance procedures to ensure all personnel providing 

performance input and overseeing award-fee contracts are 

aware of the requirements for evaluating, documenting, and 

communicating contractor performance and award-fee 

decisions. 
25

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

5 Develop and document procedures to measure the 

effectiveness of award fees as a tool for improving contractor 

performance, which, at minimum, should include metrics for 

measuring the effectiveness of award fees, a system for 

collecting data on the use of award-fee contracts, and regular 

examinations of the effectiveness of award fees in achieving 

desired program outcomes.

Audit of Maintaining 

Cybersecurity in the 

COVID-19 Telework 

Environment, Report 

No. OIGA 21-09, 

Issued 25 August 2021

1 Update agency policies and procedures to include stakeholder 

roles and responsibilities for configuration management, flaw 

remediation, and maintenance of baseline configurations for 

information systems hardware and software inventory.

2 Consistently perform phishing exercises in accordance with 

the frequency established by Cyber Assessment Division.

3 Create policies and procedures for minimum remote access 

security configuration and continuous monitoring that need to 

occur due to the increase in telework.

Audit of NGA’s 

Laptop Inventory, 

Report No. OIGA 

21-10, Issued

29 September 2021

1 Ensure the NGA Supplement to DoD Government Charge 

Card Guide Book, Enclosure 4, Topical Listing for Purchase 

Card, requirements are followed when acquiring laptops with 

government purchase cards.

2 Ensure a single process for laptop acquisition is followed as 

required by NGA Manual (NGAM) 4160.1, Accountability 

and Management of Property, Plant, Equipment, and Other 

Accountable Property.

3 Ensure the NGAM 4160.1 requirements for laptop disposal 

documentation are followed.

4 Ensure lost, damaged, destroyed laptops are reported in 

accordance with NGAM 4160.1.

5 Ensure laptop inventory is performed in accordance with 

NGAM 4160.1.
26

Table A-3. OIG Recommendations for Corrective Action Not Yet Completed Before 

1 April 2021.

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

Audit of NGA’s 

SCRM, Report No. 

OIGA 20-06, 

June 2020

4 Ensure NGA policies and procedures are established that 

(Redacted) implement SCRM program requirements. Policies 

and procedures should include the requirements detailed in the 

SECURE Technology Act; IC Directive 731; DoD Instruction 

(DoDI) 5200.44; and DoD Chief Information Officer (CIO)

Memorandum, Guidance for the Procurement and Integration 

of Information and Communications Technology Components 

into Critical Information Systems and Networks, 24 March 

2016. Coverage should include responsibilities for criticality, 

vulnerability, and threat assessments; impact analyses; and 

overall risk decisions.

Audit of NGA’s 

Funds 

Reprogramming 

Activity, Report 

No. OIGA 19-07, 

September 2019

2 FM implement additional GEOINT-Financial system document 

types to record funding movements and restrict the use of the 

RPB document type to the recording of true below threshold 

reprogramming transactions, as defined by congressional 

oversight and the ODNI.

Audit of NGA’s 

Permanent Duty 

Travel Program, 

Report No. OIGA 

21-01, October 2020

4 The NGA CFE, in coordination with the NGA Director of HD, 

develop procedures to record permanent duty travel obligations 

for living quarters allowances when permanent duty travel 

orders are issued.

Independent 

Auditors’ Report on 

the NGA Financial 

Statements for FYs 

2020 and 2019, Report 

No. OIGA 21‐03, 

November 2020

Recommendations to address material weaknesses:

1A FM and OCS should revise their policies and standard 

operating procedures related to the dormant obligations review 

to fully implement procedures in accordance with DoD 

guidance, while also evaluating the sufficiency of the DoD 

sample percentages relative to NGA’s dormant obligations 

environment and materiality.

1B FM should implement a dormant obligation control for the

entire fiscal year, to include a process to adjust the year-end 

financial statements, if necessary, for dormant obligations that 

have been identified as invalid but have not been de-obligated.
27

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

1C The Component Acquisition Executive (CAE), OCS, and FM 

should develop, document, and implement policies and 

procedures over the receiving report certification process to 

ensure consistent performance of the control, including 

verification that goods and services were received; and 

1D CAE, OCS, and FM should review, update, and disseminate 

training for approving officials to ensure it includes all steps to 

properly certify receiving reports.

2A FM, SI, and the CIO and IT Services (CIO-T) components

should continue their efforts to remediate personal property

deficiencies, including a review of software-in-development

and construction-in-progress (CIP). As part of the review, 

NGA should reclassify completed projects from the 

software-in-development account to software and from CIP to 

the relevant in-service personal property account. Going 

forward, FM, SI, and CIO-T should develop and implement a 

process that allows for completed assets to be placed in-service 

in the financial system in a timely manner.

2B As part of the remediation efforts described in recommendation 

2A, FM, SI, and CIO-T should develop and implement a 

process for summarizing software-in-development and personal 

property CIP by project to allow for better tracking and data 

analysis and more timely movement from in-development or 

in-process to in-service.

2C SI should work with CIO-T and FM to assess the feasibility of 

implementing system configuration changes to capture 

personnel costs incurred for software-in-development. As an 

alternative, SI should work with CIO-T and FM to develop and 

implement a standard methodology to allocate capitalizable 

government personnel costs incurred during system 

development to software-in-development at the asset level.

2D SI should continue to develop, document, and implement 

policies and procedures for accounting for personal property as 

part of its corrective action plan. Such policies and procedures 

should include a floor-to-book inventory of capital assets.

2E SI, in coordination with FM, should continue to update, 

implement, and communicate its policy for identifying and 

monitoring completed personal and real property assets. The 

policy should include necessary approvals and requirements for 

completed assets to be recognized in the financial system in a 

timely manner.
28

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

2F SI, in coordination with FM, should enforce existing 

procedures and update NGAM 4160.1 related to the timely 

review and disposal of assets. The manual updates should 

clarify who is responsible for the disposal of capital assets and 

include a documented process to account for property that is no 

longer in use but has not yet been through all of the necessary 

disposal procedures.

2G SI should implement its property, plant, and equipment 

impairment monitoring policy to include all required 

components of Statement of Federal Financial Accounting 

Standards No. 10 and No. 44 and document the impairment 

analyses performed.

2H FM should ensure sufficient reviews of restatement-supporting 

documentation are performed prior to approval.

2I FM and SI should develop and implement corrective actions 

related to the identification of leased equipment and enhance its 

lease classification determination procedures to document 

when unique assumptions are made related to certain leases and 

address compliance with budgetary funding requirements.

3A FM complete its efforts to design and implement its fund 

balance with the Treasury Cash Management Report 

reconciliation process and internal controls, including those 

that compensate for the absence of assurance over the Treasury 

Cash Management Report.

3B FM coordinate with DoD to provide a sufficient analysis to 

support the U.S. generally accepted accounting principles basis 

for removing the deposit fund from NGA’s financial 

statements.

4A NGA continue to use the Audit Committee as a tool for 

monitoring audit finding remediation with various stakeholders 

(i.e., leadership within FM and across other relevant 

components) and periodically communicating audit progress 

and challenges to the NGA Director or Deputy Director.

4B NGA develop and implement posting logic in the GEOINTFinancial System (GEO-F) to record transactions in accordance 

with the United States Government Standard General Ledger at 

the transaction level for deficiencies identified in NGA’s 

FY 2020 evaluation.
29

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

4C NGA develop, document, and implement policies and 

procedures to monitor and enforce compliance for mandatory 

trainings, and document follow-up actions taken when trainings 

are not completed in a timely manner.

4D FM, in coordination with the relevant components, completely 

implement their internal control over financial reporting 

guidelines to address the GAO’s Standards for Internal 

Control in the Federal Government and OMB Circular 

No. A-123 requirements.

4E FM, in coordination with the relevant components, enforce 

timely review of instances of management override of controls 

in accordance with its policy.

4F CIO-T, in coordination with the relevant components, update 

and disseminate formal plans of action and milestones 

(POA&Ms) with all required elements in compliance with 

NGA policy.

4G CIO-T, in coordination with the relevant components, 

incorporate all internal POA&Ms and the remediation of 

vulnerabilities in its lien management dashboard for monthly 

review.

4H CIO-T, in coordination with the relevant components, 

completely implement their internal control over financial 

systems guidelines to address the GAO’s Standards for 

Internal Control in the Federal Government and OMB Circular 

No. A-123 requirements.

Recommendations to address significant deficiency:

1A The CIO and CIO-T, in coordination with the relevant 

components, develop, document, implement, and enforce 

consistent (Redacted) policies and procedures, including those 

related to (Redacted). Such procedures should include the 

retention of documentation to support approvals and evidence 

of periodic reviews.

1B The CIO and CIO-T, in coordination with the relevant 

components, enforce (Redacted) supporting the financial 

systems in compliance with Committee on National Security 

Systems (CNSS) Instruction and NGA policy or document 

approved deviations from policy.
30

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

1C OCS develop, approve, and implement procedures to 

(Redacted); approved deviations from policy should be 

documented.

1D OCS enforce (Redacted), including retention of evidential 

matter showing reviews occurred.

1E CIO-T develop, approve, and implement procedures that 

(Redacted) for the (Redacted).

Recommendations to address instances of noncompliance:

1. The FM, Office of Strategic Operations, and CIO-T 

components completely implement the Enterprise Risk 

Management requirements of OMB Circular No.

A-123.

2. NGA implement the recommendations provided in 

Exhibits I and II and improve its processes to achieve 

compliance with the requirements of the FFMI §

803(a).

FY 2020 Evaluation of 

the NGA Pursuant to 

the FISMA, Report 

No. OIGA 21-07

(Internal Report),

January 2021

1.01 Develop and approve a process for the enforcement of HTTPS 

and HSTS for all current and future public-facing websites.

1.02 Implement the enforcement of HTTPS and HSTS on all 

public-facing websites as required by policy.

2.01 Implement an agency-wide continuous monitoring strategy in 

accordance with ODNI, CNSS, and National Institute of 

Standards and Technology (NIST) guidance.

2.02 Implement a continuous monitoring policy and procedures in 

accordance with ODNI, CNSS, and NIST guidance.

2.03 Implement ISCM plans in accordance with ODNI, CNSS, and 

NIST guidance.

2.04 Perform continuous monitoring over NGA IT security and 

performance metrics, and common and information system 

security controls in accordance with ODNI, CNSS, and NIST 

guidance.
31

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

3.01 Perform a cybersecurity workforce assessment to include all 

position assignments for the entire agency.

3.02 Ensure that NGA management and supervisors are 

communicating annual training requirements to employees for 

full completion of Cybersecurity Awareness Training.

3.03 Ensure privileged users are aware of annual privileged user 

training responsibilities by supervisor, program, and 

management communication.

4.01 Finalize and approve standard operating procedures (SOPs) to 

define the privacy role-based training requirements pursuant to 

the NGA Privacy Program Instruction.

4.02 Enforce the Privacy Program Instruction and related SOPs to 

ensure:

a. Individuals with privacy responsibilities take required 

role-based privacy training.

b. Privacy Threshold Analyses and Privacy Impact 

Assessments are completed and approved within the 

risk management information system’s body of 

evidence for monitoring the risk to the environment.

4.03 Track all programs, information systems, and applications that 

collect and maintain personally identifiable information.

(Redacted) Continue to implement milestones needed to remediate the 

weaknesses identified to (Redacted).

5.01 Consistently document applicable Privacy (Redacted) within 

the Security Assessment Report or Risk Assessment Report as 

noted within the Authority to Operate.

6.01 Establish notification, investigation, and reporting timelines for 

all defined incident categories and analyst groups.

6.02 Establish a training program for incident handlers to be trained 

within 30 working days of assuming an incident response role

when required by system changes or responsibility and 

annually thereafter.

6.03 Establish a review and approval timeline to ensure that policies 

and procedures including the Incident Response Plan and 

annexes are reviewed and approved annually.
32

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

7.01 Establish and implement a SCRM program within NGA, to 

include a program office, stakeholders, policies, and 

procedures.

7.02 Establish an (Redacted) plan within the SCRM program that 

outlines its processes to address the SCRM strategy and related 

policy and procedural requirements of the SECURE 

Technology Act.

7.03 Implement the SCRM (Redacted) plan to show processes 

outlined that address the SCRM strategy and implementation of 

related policy and procedural requirements of the SECURE 

Technology Act.

8.01 Ensure all information systems in production have completed 

information system contingency plans (ISCPs) approved by all 

required parties.

8.02 Ensure information system personnel with contingency 

planning responsibilities participate in ISCP exercises and 

document after action reports and lessons learned per their 

security plan identification numbers.

8.03 Identify, track, and oversee the implementation of system 

alternate processing sites in accordance with CNSS, NIST, and 

NGA guidance. Perform evaluations to determine whether 

management should implement alternate processes to enable 

the system to meet recovery objectives in the event of a disaster 

at the primary processing site prior to the establishment of an 

alternate processing site.

9.01 Review the compliance baseline scans to ensure that the results 

(Redacted) are complete and accurate in accordance with 

ODNI, CNSS, and NIST guidance.

9.02 Remediate (Redacted) in accordance with ODNI, CNSS, and 

NIST guidance.

9.03 Continue to implement an automated (Redacted) solution on 

(Redacted) servers.

10.01 Update agency policies and procedures to reflect the current 

operating environment, including (Redacted).

10.02 Ensure information system management implements agency 

configuration management policies and procedures, including 

(Redacted).
33

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

10.03 Develop and implement processes to (Redacted) to information 

systems in accordance with ODNI, CNSS, and NIST guidance.

11.01 Document (Redacted) to address (Redacted) identified at a 

program level in accordance with NGA policy.

11.02 Develop and implement a process to ensure that (Redacted)

address all requirements in accordance with policy and 

procedures.

12.01 Define risk tolerance within the risk management strategy in 

accordance with NIST guidance.

12.02 Perform risk assessments on NGA information systems in 

accordance with ODNI, CNSS, and NIST guidance.

12.03 Perform risk assessments on NGA information systems in 

accordance with ODNI, CNSS, and NIST guidance.

12.04 Ensure information systems' security plans are updated and 

maintained to reflect the current environment, in accordance 

with ODNI, CNSS, and NIST guidance.

12.05 Ensure systems define the responsible entity for all required 

security controls and enhancements within security 

documentation.

13.01 Consistently implement an approved (Redacted) strategy.

13.02 Ensure information systems implement and document the 

(Redacted) in accordance with ODNI, CNSS, and NIST 

guidance.

Inspection of NGA’s 

GEOINT Standards 

Program, Report 

No. OIGE 21-07, 

September 2021

2 Evaluate how NGA is using its authority, derived from DoDD 

5105.60, to compel NSG elements to implement GEOINT 

standards requirements and compliance and address any 

identified gaps or shortfalls.

3 Submit an annual GEOINT standards report identifying the 

goals, objectives, and accomplishments of NGA’s GEOINT 

standards elements to assist the NGA Director in advising the 

Director of National Intelligence and the Director of Defense 

Intelligence under DoDD 5105.60.

6 Develop and implement a process to compel NSG programs to 

submit self-assessment documentation for acquisitions, as 

required by NSG Directive 3201, Section 6(b)(3).
34

Report Title, 

Report Number, 

Date

Rec. 

Number Recommendations for Corrective Action

Inspection of NGA’s 

Acquisition Function, 

Phase III: Policies and 

Processes, Report 

No. OIGE 20-01, 

November 2019

2 In accordance with best practices and DoDI 5000.02, Operation 

of the Adaptive Acquisition Framework, realign the CAE 

responsibilities into a position that is directly accountable to the 

NGA Director and oversees all acquisition functions within the 

agency in accordance with statute and policy. Additionally, 

OIGE recommends that the NGA Director staff CAE’s office 

appropriately with subordinate staff reporting directly to the 

CAE. In addition, OIGE recommends that the NGA Director 

realign and consolidate acquisition programs and activities 

(including contracting, research, pilots, prototypes, and 

acquisition of services) under the CAE.

Inspection of NGA’s 

Insider Threat Case 

Management, Report 

No. OIGE 19-01, 

February 2019

1 Update and publish NGAI 5200.1 and NGAI 5240.2 to ensure 

an authoritative basis for all SI Office of Counter Insider 

Threat activities.

Inspection of NGA’s 

GEOINT Services, 

Report No. OIGE 

19-02, February 2019

2 Comply with DoDI 8410.01 by transitioning GEOINT 

Services’ unclassified environment to the .mil environment or 

by obtaining authorization or waiver from the NGA CIO.

Inspection of NGA’s 

Medical Services, 

Report No. OIGE 

18-05, August 2018

3 Consistent with the Economy Act, reassess whether 

inter-agency support is available for medical services that 

would be advantageous to the government. For all such 

support, (1) ensure documentation in an Interservice Support 

Agreement (DD Form 1144) and (2) ensure the support is 

explained in relevant internal SOPs.

5 Implement a secure electronic transfer of NGA pre- and 

post-deployment health activity requirements to the Defense 

Medical Surveillance System.

6 Ensure HD component’s respective primary information officer 

and information officer responsible for all medical program 

records perform Records and Information Lifecycle 

Management requirements including updating the office file 

plan with the proper file series.
35

Table A-4. Financial Results from Reports Issued During 1 April – 30 September 2021

Report Title, 

Report Number, Date Issued

Questioned 

Costs

Unsupported 

Costs

Funds to

Be Put to 

Better Use

Assessment of NGA’s Compliance with the PIIA 

for Fiscal Year 2020, Memorandum 

U-053-21/OIG, Issued 9 April 2021 $0 $0 $0

Audit of NGA’s Award Fee Contracts, 

Report No. OIGA 21-08, Issued 14 July 2021 160,374 0 0

Audit of Maintaining Cybersecurity 

in the COVID-19 Telework Environment, 

Report No. OIGA 21-09, Issued 25 August 2021 0 0 0

Audit of NGA’s Laptop Inventory, 

Report No. OIGA 21-10, Issued 29 September 2021 0 0 0

Audit of NGA’s Use and Controls of Funds 

for Interagency Acquisitions, Memorandum 

U-173-21/OIG, Issued 15 September 2021 0 0 0

TOTAL $160,374 $0 $0
36

Table A-5. Status of Recommendations That Questioned Costs

Recommendation Status

Number of 

Reports

Number of 

Recommendations

Questioned 

Costs

A. No management decision made by 

start of the reporting period 0 0 0

B. Issued during reporting period 1 1 $160,374

Total A + B 1 1 $160,374

C. Management decision made during 

reporting period

(i) Dollar value of recommendations 

that were agreed to (disallowed costs) 1 1 $160,374

(ii) Dollar value of recommendations 

that were not agreed to (allowed costs) 0 0 0

D. Total remaining for management 

decision at end of reporting period 

[(A + B) – C] 0 0 0

Table A-6. Status of Recommendations That Funds Be Put to Better Use

Recommendation Status

Number of 

Reports

Number of 

Recommendations

Funds to Be Put 

to Better Use

A. No management decision made 

by start of the reporting period 0 0 0

B. Issued during reporting period 0 0 0

Total A + B 0 0 0

C. Management decision made 

during reporting period 

(i) Dollar value of recommendations 

that were agreed to (disallowed 

costs) 0 0 0

(ii) Dollar value of 

recommendations that were not 

agreed to (allowed costs) 0 0 0

D. Total remaining for management 

decision at end of reporting period

[(A + B) – C] 0 0 0
37

Table A-7. Management Decisions Regarding OIG Recommendations in Reports Issued 

Before 1 April 2021

Unresolved as of 

30 September 

2021

Reports with 

Unimplemented 

Recommendations

Number of 

Unimplemented 

Recommendations

Questioned 

Costs

Funds to 

Be Put to 

Better Use

Audits 10 98 $0 $0

Inspections 5 19 $0 $0

Total 15 117 $0 $0
38

STATUTORY REPORTING

Information or Assistance Refused by NGA

Section 5(a)(5) of the IG Act requires IGs to promptly report to the head of the establishment if 

information requested is unreasonably refused or not provided.

During this reporting period, the IG had no instances where NGA refused to provide 

information or assistance.

OIG Revisions to Significant Management Decisions

Section 5(a)(11) of the IG Act requires IGs to describe and explain the reasons for any 

significant revised management decisions made during the reporting period.

The OIG is not aware of revisions to any significant management decisions during this 

reporting period.

OIG Disagreement with Significant Management Decisions

Section 5(a)(12) of the IG Act requires IGs to provide information concerning any significant 

management decisions with which they disagree.

During this reporting period, the IG had no instances of disagreement with significant 

management decisions.

Compliance with the Federal Financial Management Improvement Act of 1996 (FFMIA)

Section 5(a)(13) of the IG Act requires IGs to provide information described under section 

804(b) of the FFMIA. This information involves the instances and reasons when an agency has 

not met target dates within its remediation plan to bring financial management systems into 

compliance with the law.

NGA has developed and implemented remediation plans to address areas causing 

noncompliance for financial management systems. NGA has met the intermediated target 

dates in the plans.

Attempts to Interfere with the IG’s Independence

Section 5(a)(21) of the IG Act, as amended by the IG Empowerment Act, requires IGs to provide 

detailed descriptions of any attempts by their establishments to interfere with their independence.

The OIG did not experience any attempts to interfere with the office’s independence 

during this reporting period.
39

Public Disclosure (Closed but Undisclosed Audits, Inspections, Investigations)

Section 5(a)(22) of the IG Act, as amended by the IG Empowerment Act, requires IGs to provide 

detailed descriptions of inspections, evaluations, audits, and investigations involving senior 

government employees that were closed during the reporting period without being publicly 

disclosed. Summaries of all such work are included in the appropriate sections of this report.

• Audits closed during this reporting period are described beginning on page 4.

• Inspections closed during this reporting period are described beginning on page 8.

• Investigations closed during this reporting period are described beginning on page 11.

Peer Reviews

Section 5(a)(14-16) of the IG Act requires IGs to report information about peer reviews that their 

offices have conducted or been subject to.

• The CIA OIG performed the most recent external peer review of OIGA. In the CIA 

OIG’s report of 16 March 2021, OIGA received a rating of “pass” for its system of 

quality control in effect for the three-year period ending 30 September 2020. NGA 

OIG has no outstanding recommendations from any peer reviews of OIGA.

• The Defense Intelligence Agency (DIA) OIG led the most recent external peer review 

of OIGE from 11 June 2021 to 26 August 2021.

o The review focused on any OIGE work done in accordance with the CIGIE 

Quality Standards for Inspection and Evaluation, January 2012. The team 

reviewed four inspection reports issued between 1 April 2018 and 30 March 2021.

o The reviewing team determined that OIGE’s internal policies and procedures, and

the four inspection reports reviewed, generally complied with CIGIE’s standards.

o On 26 August 2021, DIA issued an official memo stating the review had 

concluded. DIA did not issue a draft report because there were no findings or 

recommendations.
40

APPENDIX B. INVESTIGATIVE METRICS

Table B-1. Number of Cases Referred for Criminal or Civil Prosecution

Number of Cases

Action Referred Accepted Declined

Criminal 0 0 0

Civil 0 0 0

Table B-2. Judicial Actions

Action Number

Indictments 0

Convictions 0

Years of incarceration 0

Years of supervised release 0

Years of probation 0

Table B-3. Criminal Prosecutions and Referrals

Action Number

No. investigative reports issued 0

No. individuals referred to Department of Justice for criminal prosecution 0

No. individuals referred to state and local prosecuting authorities for criminal prosecution 0

No. indictments and criminal informations resulting from any prior referral to prosecuting 

authorities 0

Table B-4. Investigations of Unauthorized Public Disclosures of Classified Information

Action Number

The number of investigations opened by the covered official regarding an unauthorized 

public disclosure of classified information. 0

The number of investigations completed by the covered official regarding an unauthorized 

public disclosure of classified information. 0

Of the number of such completed investigations identified under subparagraph (B), the 

number referred to the Attorney General for criminal investigation 0
41

APPENDIX C. INDEX OF REPORTING REQUIREMENTS

Semiannual Reporting Requirement Pages

§ 5(a)(1)1 Significant problems, abuses, and deficiencies 4–19

§ 5(a)(2) Recommendations for corrective action 24–34

§ 5(a)(3) Significant open recommendations 20–23

§ 5(a)(4) Matters referred to prosecutorial authorities 13

§ 5(a)(5) Information or assistance refused 38

§ 5(a)(6) List of completed audit, inspection, and evaluation reports 4–11

§ 5(a)(7) Summaries of significant reports 4–12

§ 5(a)(8) Statistical table showing questioned costs 35-36

§ 5(a)(9) Statistical table showing recommendations that funds be put to better use 35-36

§ 5(a)(10) Summary of reports for which no management decision was made 36

§ 5(a)(11) Revisions to significant management decisions 38

§ 5(a)(12) Disagreement with significant management decisions 38

§ 5(a)(13) Federal Financial Management Improvement Act of 1996 38

§ 5(a)(14-16) Peer reviews 39

§ 5(a)(17-18) Investigations statistics and metrics 38

§ 5(a)(19) Investigations involving substantiated allegations against senior officials 13

§ 5(a)(20) Descriptions of whistleblower retaliation 14

§ 5(a)(21) Attempts to interfere with IG independence 36

§ 5(a)(22) Public disclosure 39

50 U.S.C. § 

3235(b)(1)2

Investigations of Unauthorized Public Disclosures of Classified 

Information 40

 

1 All references to § 5(a) are from the Inspector General Act of 1978, as amended.

2 50 U.S.C. § 3235(b)(1) requires that “[n]ot less frequently than once every 6 months, each covered [Inspector 

General] shall submit to the congressional intelligence committees a report on investigations of unauthorized public 

disclosures of classified information.
42

APPENDIX D. ABBREVIATIONS

AIG Assistant Inspector General

CAE Component Acquisition Executive

CBJB Congressional Budget Justification Book

CFE Chief Financial Executive

C.F.R. Code of Federal Regulations

CIGIE Council of the Inspectors General on Integrity and Efficiency

CIO-T Chief Information Officer and IT Services component

CIP construction-in-progress

CNSS Committee on National Security Systems

COVID-19 Corona Virus Disease 2019

DCIS Defense Criminal Investigative Service

DD Form Department of Defense Form

DIA Defense Intelligence Agency

DISL Defense Intelligence Senior Leader

DoD Department of Defense

DoDD DoD Directive

DoDI DoD Instruction

DoDIG Department of Defense Office of Inspector General

FAST Fraud Analytics Support Team

FDO fee-determining official

FFMIA Federal Financial Management Improvement Act of 1996

FISMA Federal Information Security Modernization Act of 2014

FM Financial Management Directorate

GAO Government Accountability Office

GEO-F GEOINT-Financial System

GEOINT geospatial intelligence

GFM GEOINT Functional Manager

GTCC Government Travel Charge Card

HD Human Development Directorate

HSTS HTTP Strict Transport Security

HTTPS Hypertext Transfer Protocol Secure
43

IG Inspector General

IG Act Inspector General Act of 1978

IGCS Inspector General Career Service

IC Intelligence Community

IC IG Inspector General of the Intelligence Community

ISCP information system contingency plan

IT information technology

MOC Office of Mission Oversight and Compliance

NGA National Geospatial-Intelligence Agency

NGAI NGA Instruction

NGAM NGA Manual

NIST National Institute of Standards and Technology

NSG National System for Geospatial Intelligence

OCS Office of Contract Services

ODNI Office of the Director of National Intelligence

OIG Office of Inspector General

OIGA OIG Audits Division

OIGE OIG Inspections Division

OIGI OIG Investigations Division

OMB Office of Management and Budget

PEB performance evaluation board

PIIA Payment Integrity Information Act

POA&Ms plan of action and milestones

SCRM Supply Chain Risk Management

SI Security and Installations component

SOPs standard operating procedures

STRATCOM U.S. Strategic Command

TDY temporary duty

U.S.C. United States Code

VERA/VSIP Voluntary Early Retirement Authority 

and Voluntary Separation Incentive Payments
This page intentionally left blank.
This page intentionally left blank.