2 0 1 9 

Semiannual Report

to Congress

Office of Inspector General

April 1 - September 30, 2019

Approved for public release, 21-532
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MESSAGE FROM THE INSPECTOR GENERAL

I am pleased to present this National Geospatial-Intelligence Agency (NGA) Office of 

Inspector General (OIG) report for the period ending 30 September 2019. OIG conducted audit and 

inspection oversight, produced recommendations for improvements in agency programs, and pursued 

allegations of fraud, waste, and abuse.

We worked closely with NGA elements and closed 16 of 104 (15 percent) audit and inspection 

recommendations during this period. Under the Inspector General Empowerment Act of 2016, we 

continue to expand our metrics resulting from our recommendations to the Agency.

The Audit Division assessed Improper Payments Elimination and Recovery Act compliance,

examined NGA’s follow-up on recommendations to correct findings from external cybersecurity 

inspections, and reviewed US Strategic Command mission support and NGA’s funds reprogramming 

process. Recommendations focused on improving internal controls and process effectiveness and 

efficiency. We continue to examine NGA’s crisis and event response to national security and natural 

disasters, supply chain risk management, permanent duty travel, contractor personnel qualifications, 

and implementation of Agile software development methodology. We continue to oversee the 

independent public accounting firm’s work on NGA’s financial statement audit and NGA’s 

compliance with the Federal Information Security Modernization Act.

The Inspections Division examined the effectiveness and efficiency of the NGA Aeronautical 

Navigation Office and its safety of navigation mission and NGA’s Outposts. The Outposts (Silicon 

Valley, California, and Austin, Texas) state that they elicit, compile, and assess NGA technology 

requirements to enable cooperation, collaboration, and development of a shared strategic vision with 

partners in industry and academia. Additionally, the team issued the draft report on NGA’s 

acquisition procedures and completed fieldwork for the GEOINT Standards inspection. The team 

also led a joint team of IC IG inspectors in the peer review of the National Security Agency’s OIG

Inspections Division. Finally, the team announced a new inspection of the agency’s Contract Writing 

System.

The Investigations Division closed 84 cases this period, substantiating 28 (33 percent) involving time 

and attendance fraud, computer misuse, security, and travel, recovering $1,418,813. The division 

continues to work on several investigations of senior officials. The Fraud Analytics Support Team

used data analytics to identify potential fraud in contracts, government purchase and travel cards, and 

potential misconduct.

I appreciate the ongoing support from the Director, senior leadership, and NGA workforce.

Cardell K. Richardson, Sr.

Inspector General
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CONTENTS

Overview 1

Resources and Organization 1

Counsel to the Inspector General 3

Audit 3

Inspections 3

Investigations 4

Summaries of Audits 5

Completed 5

Ongoing 7

Summaries of Inspections 9

Completed 9

Ongoing 10

Summaries of Investigations 12

Judicial Actions and Prosecutions 12

Cases Involving Senior Government Officials

(Substantiated) 12

Cases Involving Senior Government Officials 

(Unsubstantiated) 12

Whistleblower Retaliation 13

Time and Attendance Fraud 14

Contractor Labor Mischarging 15

Computer Misuse 16

Other Noteworthy Investigations 17

Criminal Investigations 17
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Fraud Analytics Support Team 18

Completed 18

Ongoing 23

New 23

Appendix A. Status of Audit and Inspection

Recommendations 24

Table A-1. Open and Closed OIG

Recommendations as of 30 September 2019 24

Table A-2. OIG Recommendations for 

Corrective Action, Current Reporting Period 30

Table A-3. Recommendations for Corrective

Action Not Yet Completed, Reporting Periods

Before 1 April 2019 31

Table A-4. Financial Results from Reports 

Issued During Reporting Period 49

Table A-5. Status of Recommendations 

That Questioned Costs 50

Table A-6. Status of Recommendations That 

Funds Be Put to Better Use 51

Table A-7. Management Decisions Regarding 

OIG Recommendations in Reports Issued Before 

1 April 2019 51

Statutory Reporting 52

Information or Assistance Refused by NGA 52

Significant Revised Management Decisions 52

OIG Disagreement with Significant 

Management Decision 52

Compliance with Federal Financial 

Management Improvement Act of 1996 52
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Attempts to Interfere with the 

IG’s Independence 52

Public Disclosure (Closed But Undisclosed

Audits, Inspections, Investigations) 53

Peer Reviews 53

Appendix B. Investigative Metrics 54

Table B-1. Number of Cases Referred for 

Criminal or Civil Prosecution, During Reporting 

Period 54

Table B-2. Judicial Actions, During Reporting

Period 54

Table B-3. Criminal Prosecutions and Referrals,

During Reporting Period 54

Appendix C. Index of Reporting Requirements 55

Appendix D. Abbreviations 56
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1

OVERVIEW

The National Geospatial-Intelligence Agency (NGA) is a 

Department of Defense combat-support agency and a 

member of the Intelligence Community (IC). The Agency 

receives guidance and oversight from DoD, Office of the 

Director of National Intelligence, and Congress. NGA 

provides geospatial intelligence—GEOINT—that supports 

US national security and defense, as well as humanitarian 

assistance and disaster relief, and informs national policy 

decisions.

The mission of the Office of Inspector General (OIG) is to conduct independent and objective 

audits, inspections, and investigations to strengthen the effectiveness, efficiency, and integrity of 

NGA programs and operations. 

We undertake and perform our assessments of NGA’s worldwide programs and operations in 

accordance with the Inspector General Act of 1978, 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. 

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

of law, rule, or regulation, as well as incidents of gross mismanagement, gross misconduct, abuse 

of authority, and denial of due process. In addition, the OIG performs the NGA external liaison 

function for federal, state, and local Inspectors General and Congressional oversight of IGrelated matters. The OIG is NGA’s liaison to external law enforcement agencies, such as the 

FBI.

RESOURCES AND ORGANIZATION

The OIG is authorized 60 billets, and as of 30 September 2019, 55 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. A Counsel reports directly to the IG.

The Deputy IG is the head of the IG Career Service (IGCS). The IGCS was established to protect 

IG personnel from undue influence in recruiting, hiring, development, and promotion. The IGCS 

provides career development, training, and assignments management for the IG professionals. 

The IGCS has a dedicated Career Service Manager (Human Resource Professional) who reports 

directly to the Deputy IG.
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As the IGCS head, the Deputy IG focused this year on developmental actions in deep expertise, 

rotation into NGA work roles, and career broadening in the IG community. The Deputy IG hosts 

monthly discussions and open communications on opportunities centered on each of the 

developmental actions. The goal of the IGCS: strengthen core IG competencies, broaden career 

opportunities, and safeguard independence.

The IGCS Manager led a comprehensive study of IG best practices across the IC aimed at 

ensuring IG independence while improving integration with NGA Human Capital Management 

programs. As a result, IG integration in NGA Human Capital Management processes increased 

from 20 percent to 90 percent. The improved integration in Agency processes created 

programmatic efficiencies while protecting the statutory independence of the IG. A benefit of the 

IGCS integration is the OIG workforce now participates in the NGA Career Service Change 

Open Season for the first time since the career service was established. Participation in the 

Career Service Change program has allowed OIG to identify a pipeline of qualified NGA

professionals available for assignment in OIG. The IGCS team completed the inaugural IGCS 

Career Resource Guide as a primary reference for career planning and professional development. 

The guide provides measurable or observable knowledge, skills, abilities, and behaviors needed 

to perform in each of the seven occupational work roles in the IGCS.

Figure 1. OIG Organization Chart

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
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COUNSEL TO THE INSPECTOR GENERAL

The Counsel to the Inspector General is an in-house legal asset. Counsel provides legal advice 

directly to the IG and provides legal assistance to all OIG elements. Counsel also represents the 

OIG in litigation arising out of or affecting OIG operations, manages the OIG legislative and 

regulatory review, and reviews all plans, investigations, and final reports for legal sufficiency. 

On behalf of the IG and OIG, the Counsel liaises with, among others, DoD and IC IG counsels, 

DoD IG, federal and state prosecutors, NGA’s Office of General Counsel (OGC), and other 

NGA components. 

AUDIT

The Audit Division is responsible for providing 

independent and objective audits of NGA’s programs 

and operations, and promoting the effectiveness, 

efficiency, and accountability of NGA programs and 

operations. Audits are conducted in accordance with 

generally accepted government auditing standards and 

the Inspector General Act of 1978, 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 has responsibility for the evaluation, review, and analysis of NGA’s 

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

provides independent assessment of the reliability of information, compliance with regulations 

and policies, management of resources, and achievement of program results. Specifically, during 

this reporting period, we assessed the effectiveness and efficiency of the NGA Aeronautical 

Navigation Office and its safety of navigation mission. In addition, we evaluated NGA’s 

Outposts. Outposts create a presence at the point of origin for new technology to innovate and 

develop new solutions for NGA’s current and future challenges. The Outposts (Silicon Valley, 

California, and Austin, Texas) state that they elicit, compile, and assess NGA technology 

requirements to enable cooperation, collaboration, and development of a shared strategic vision 

with partners in industry and academia. The recommendations resulting from the projects offer 

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

programs.
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INVESTIGATIONS

The Investigations Division 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, as well as 

incidents of gross mismanagement, gross misconduct, abuse of authority, and denial of due 

process. The Investigations Division closed 84cases this period, substantiating 28 (33 percent) of 

its cases involving time and attendance fraud, computer misuse, security, and travel, and 

recovered $1,418,813.

The division also incorporates 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. Systemic 

findings are referred to the Inspections Division or Audit Division for further analysis and 

review. The funds recovered involve time and attendance fraud, contractor labor mischarging, 

and contractor self-disclosure cases.

The division is included in the GAO Whistleblower in the IC review, which includes a review of 

the DIA, NRO, CIA, IC IG, NSA, and NGA processes and procedures in handling whistleblower 

complaints. The GAO review is ongoing.
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SUMMARIES OF AUDITS

COMPLETED

Assessment of NGA’s Compliance with the Improper Payments Elimination and Recovery 

Act of 2010 (IPERA) for Fiscal Year 2018, Memorandum U-106-19/OIG, issued 23 April 

2019 

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

IPERA for FY2018. 

Findings. We concluded that NGA was compliant with IPERA for FY2018 

Results. We made no recommendations for corrective actions. 

Audit of NGA’s Corrective Action Implementation, Memorandum U-148-19/OIG, issued 

15 May 2019 

Overview. The objective of this audit was to determine whether NGA effectively and efficiently 

followed up on recommendations to correct findings identified through external cybersecurity 

inspections. Specifically, this audit was to determine whether NGA used the Defense 

Information Systems Agency inspection results to correct enterprise-wide deficiencies and 

improve cybersecurity readiness. 

Observation. OIG observed that NGA took appropriate actions for four of four sampled DISA 

Cybersecurity Service Provider inspection vulnerabilities reviewed. For the DISA Command 

Cyber Readiness Inspection, we noted management did not regularly manage information to 

assess corrective actions for vulnerabilities identified.

Results. Because of issues associated with the audit and similarities between the observation 

identified and a finding documented in the FY2018 Federal Information Security Modernization 

Act of 2014 (FISMA) evaluation, we issued a memorandum that communicated our observations 

and terminated the audit.

Audit of NGA’s Support of US Strategic Command Mission Requirements, Report No. 

OIGA 19-06, issued 13 June 2019 

Overview. NGA supports US Strategic Command (STRATCOM) by satisfying requirements, 

including providing reliable navigation and planning charts. The objective of this audit was to 

determine whether NGA is satisfying STRATCOM requirements effectively and efficiently. 
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Findings. NGA did not effectively or efficiently satisfy STRATCOM requirements. NGA is 

facing challenges to produce timely, relevant, and accurate tactical pilotage charts, jet navigation 

charts, and global navigation charts (navigation and planning charts) that meet STRATCOM’s 

needs because of various factors. These factors include NGA’s challenges with maintaining 

accurate navigation and planning chart requirements for STRATCOM, producing navigation and 

planning charts for STRATCOM consistent with the developed prioritization, establishing and 

maintaining product specifications for the navigation and planning charts, and reestablishing and 

maintaining in-house cartographic expertise. Over the past nine years, NGA has worked on 

various efforts to address the deficiency related to navigation and planning charts for 

STRATCOM. Starting in FY2011, with production of prototype charts, and in FY2012, with the 

Next Generation program, NGA produced and made available to the customer the required charts 

to satisfy STRATCOM requirements. However, in FY2014 the charts were removed from 

circulation because of clarity and readability issues when converting the charts to the required 

Compressed Arc-Second Raster Chart Digitized Raster Graphic format. In FY2017 with the 

GEOINT Data Services program, NGA reinitiated production of the required charts. However, 

the customer reviewed the recently produced charts and identified inaccuracies related to critical 

features required in the tactical pilotage charts. We identified that NGA spent over $25 million in 

navigation and planning chart production contracts alone without meeting STRATCOM 

requirements for the subject charts. In today’s uncertain environment, it is imperative that NGA 

provides STRATCOM the support it needs to gain advantage over and defeat any potential 

adversary with its nuclear missile defense capabilities.

Results. The report contains eight recommendations that focus on improving management 

controls over production of navigation and planning charts.

Audit of NGA’s Funds Reprogramming Activity, Report No. OIGA 19-07, issued 

30 September 2019

Overview. OIGA engaged KPMG LLP, an independent public accounting firm, to audit NGA’s 

funds reprogramming activity. The audit objectives were to (1) assess NGA’s 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. 

Findings. KPMG did not identify any instances of non-compliance with applicable funds 

reprogramming laws, regulations, policies, and procedures in its testing. KPMG identified one 

finding related to defining and recording reprogramming activities. In addition, KPMG identified 

three common root causes of reprogramming activity related to the budgeting process, lookback 

analyses, and leadership decisions.

Results. The report contains four recommendations that focus on improving reprogramming 

policies and procedures to increase the effectiveness and efficiency of NGA’s funds 

reprogramming. 
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ONGOING

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

Project No. 17-A08

Overview. The objective of this audit is to determine whether Analysis component-related crisis 

and event response plans are in place and are executed and managed effectively. Specifically, the 

audit will determine whether the execution and management of those plans facilitate 

coordination among stakeholders, standardization of procedures where practical, and reduction in 

duplication of efforts. In addition, the audit will determine whether the plans efficiently allocate 

available resources. 

Status. OIGA announced the project in May 2017, and plans to issue a report in November 2019.

Audit of NGA’s Supply Chain Risk Management, Project No. 19-A01

Overview. The objective of this audit is to determine whether the NGA Supply Chain Risk 

Management program is effectively managed in accordance with federal, DoD, Intelligence 

Community, and other applicable policy and guidance. 

Status. OIGA announced the project in April 2019 and plans to issue a report in January 2020.

Audit of NGA’s Permanent Duty Travel, Project No. 19-A03

Overview. The objective of this audit is 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. 

Status. OIGA announced the project in March 2019 and plans to issue a report in February 2020.

FY2019 Federal Information Security Modernization Act Evaluation of the NGA 

Information Security Program, Project No. 19-A04

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

FY2019 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 FY2018 assessment. The evaluation will include a sample of seven 

systems for testing to support the IG metrics.
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Status. OIGA announced the project in February 2019 and plans to issue the final external 

metrics results to the Office of Management and Budget (OMB) in October 2019 and the 

detailed internal report to NGA management in November 2019.

Audit of the NGA Financial Statements for FY2019, Project No. 19-A05

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

NGA’s FY2019 financial statements. The audit objective is to determine whether NGA’s 

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

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, and contracts.

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 2018 and 2017 (Report No. OIGA 19-03), and the Independent Auditors’ 

Management Letter for the FY2018 Financial Statement Audit (Report No. OIGA 19-04).

Status. OIGA announced the project in February 2019. KPMG’s report will be issued no later 

than 15 November 2019. If necessary, a management letter will be issued by 31 December 2019. 

Audit of Contractor Personnel Qualifications, Project No. 19-A06

Overview. The objective of this audit is to determine whether NGA ensures its contractors 

provide qualified personnel commensurate with labor category requirements and rates 

established in their contracts. 

Status. OIGA announced the project in April 2019 and plans to issue a report in April 2020.

Audit of NGA’s Implementation of Agile Software Development Methodology, Project No. 

19-A08

Overview. The objective of this audit is to determine whether NGA is effectively managing the 

implementation of Agile software development methodology. 

Status. OIGA announced the project in May 2019 and plans to issue a report in May 2020.
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SUMMARIES OF INSPECTIONS

COMPLETED

Inspection of NGA’s Aeronautical Navigation Office, Report No. OIGE-19-03, issued July 

2019. 

Overview. According to Title10 US Code (USC) §442, Missions: “NGA shall, in support of the 

national security objectives of the US, provide maps, charts, books, and geodetic products.” To 

support Title 10, the NGA Aeronautical Navigation (SFA) mission is to provide timely, relevant, 

and validated worldwide aeronautical geospatial intelligence (GEOINT), online and on demand, 

to enable Safety of Navigation and DoD military operations and support national security 

objectives. This project originated from the OIG FY2019 Audit and Inspection Plan as a 

continuation of our evaluations into NGA’s Safety of Navigation mission. The overall objective 

of this inspection was to assess the effectiveness and efficiency of the NGA Aeronautical 

Navigation Office and its safety of navigation mission. Specifically, we assessed the office’s

manning, policies, products, and services for compliance, effectiveness, and efficiency.

Findings. We found NGA’s Aeronautical Navigation Office effectively and efficiently provides 

worldwide aeronautical information and products to support global aeronautical safety of 

navigation for the DoD, the IC, and international partners. We also found the NGA Aeronautical 

Navigation Office has improved relationships with the Services through transparency and 

collaboration. We found that SFA’s performance-based navigation concept, which endeavors to 

provide worldwide coverage of aeronautical products, should be fully realized by FY2024. 

Lastly, we found the SFA director initiated a number of creative practices that contributed to a 

positive workforce engagement. These practices have improved the overall atmosphere of the 

office and may have directly improved workforce engagement indicators that have progressively 

increased under the current director’s leadership.

Results. We made one recommendation to improve the Aeronautical Navigation Office. The 

recommendation focuses on the need for NGA to engage with the Services and Combatant 

Commands to prioritize product publication.

Inspection of NGA’s Outposts, Report No. OIGE-19-05, September 2019

Overview. NGA’s Outposts create a presence at the point of origin for new technology to 

innovate and develop new solutions for NGA’s current and future challenges. The Outposts 

(Silicon Valley, California, and Austin, Texas) state that they elicit, compile, and assess NGA 

technology requirements to enable cooperation, collaboration, and development of a shared 

strategic vision with partners in industry and academia. They also assess commercial 

technologies against identified problem sets for potential NGA investment. The Outposts team 
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has also focused on fostering relationships with the academic community. The overall objective 

of the inspection was to evaluate the effectiveness of the NGA Outposts with respect to return on 

investment. Specific subobjectives of the inspection were to discover the Outposts’ stated 

mission and outcomes, resource expenditures, and deliverables. 

Findings. We found that NGA Outposts lacked a consolidated list of problems and needed 

improvement for the unclassified website to solicit technology solutions. Furthermore, Outposts 

needed to improve how they advertise success. In addition, NGA lacked a working technology 

transition process for Outposts technology solutions. We also found that Outposts is not 

efficiently using the space at 50 United Nations Plaza in San Francisco. Finally, the Outposts 

need improved personnel resources.

Results. We identified six recommendations to build the capacity of NGA Outposts focused on 

the following: 

 Refining NGA Tech Focus Areas

 Improving NGA’s unclassified website by posting NGA’s problems for solicitation

 Creating a framework for measuring the successes of the Outposts

 Engaging in outreach efforts to educate agency stakeholders about the value of 

innovation

 Determining whether the physical space is adequately meeting mission needs

 Conducting a resource study to assess whether personnel resources from CIO-T, 

Research, Human Development (HD), Office of Contract Services (OCS), OGC, and 

perhaps more, can support Outposts 

ONGOING

Inspection of NGA’s Acquisition Processes and Procedures (Phase III), 

Project No. II-18-02

Overview. This inspection is the third, and final, in a series of acquisition-function inspections. 

Due to the complexity of the NGA acquisition function, we divided the inspection into three 

phases to provide the most relevant and timely assistance to NGA senior management. The 

phases were generally based on a framework established by GAO and OMB. The overall 

objective of the inspection is 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. 

Status. The final report is planned for publication in October 2019.

Inspection of GEOINT Standards, Project No. II-19-01

Overview. NGA Director, as Geospatial Intelligence (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 
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information technology (IT) and National Security Systems (NSS) conformance with GEOINT 

data and service standards within the DoD and the IC. During our 2019 annual planning process, 

we learned of potential negative impact 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, we learned of concerns regarding possible reductions to the GEOINT standardsrelated contract funding. The overall objective of the inspection is to assess whether the GEOINT 

Standards program is currently organized, staffed, and resourced to effectively fulfill its GFM 

responsibilities.

Status. The final report is planned for publication in November 2019.

Inspection of NGA’s Contract Writing System, Project No. QL-19-02

Overview. NGA contract data must be complete and tracked in a system that is searchable. 

Currently, NGA contract data is housed in a system called PRISM. We received complaints that 

contract data is incomplete and kept on manual spreadsheets. In addition, the ability for NGA’s 

Office of Contract Services and program offices to readily track, obtain metrics, and evaluate 

contracts during the lifecycle cannot be effectively performed without a standardized contract 

writing system. The overall objective of this inspection is to determine whether NGA’s contract 

writing system delivers the capability to provide adequate contract data for principal users. 

Specifically, we will determine whether the current NGA contract writing system sufficiently 

allows for storage, discoverability, and retrieval of required contract documentation and whether 

the planned system will adequately store, manage, and make accessible, all required contract 

information, as required by Federal Acquisition Regulation §4.8, “Government Contract Files.”. 

Status. The project is currently in the planning phase.
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SUMMARIES OF INVESTIGATIONS

The Investigations Division (OIGI) closed 84 cases during the reporting 

period; 28 were substantiated, or 33 percent of its cases for the reporting 

period. The division opened 87 cases and has 78 ongoing investigations.

JUDICIAL ACTIONS AND PROSECUTIONS

OIGI was involved in one judicial action during the reporting period. OIGI investigators 

supported a Defense Criminal Investigative Service Theft of Government Property investigation 

that resulted in a conviction by the US Attorney’s Office for the Eastern District of Virginia. For 

another case that was reported previously for federal prosecution to the US Attorney’s Office for 

the Eastern District of Missouri involving contractor labor mischarging, prosecution was not 

pursued and administrative remedies were accomplished. Summaries of these two cases, 17-154

and 16-125, respectively, are provided later in this report.

CASES INVOLVING SENIOR GOVERNMENT OFFICIALS 

(SUBSTANTIATED)

OIGI provided investigative support to the DoD OIG on one investigation of a senior official that 

resulted in substantiated allegations, which are summarized below. OIGI has 14 pending 

investigations on senior officials.

We provided the DoD OIG the required notification of these allegations and cases.

OIG Case No. 18-128, closed July 2019

The OIGI obtained evidence in the form of documents and computer records in support of a DoD 

OIG Investigations of Senior Officials investigation of the NGA deputy director. The 

investigation substantiated the allegation that the deputy director engaged in an inappropriate and 

unprofessional relationship with a subordinate employee. The deputy director resigned from 

NGA in lieu of an involuntary action.

CASES INVOLVING SENIOR GOVERNMENT OFFICIALS 

(UNSUBSTANTIATED)

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

OIG Case No. 19-075, closed August 2019

A senior government official retaliated against a subordinate employee; not substantiated.
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OIG Case No. 19-078, closed June 2019

A senior government official failed to follow hiring policies; not substantiated.

OIG Case No. 19-082, closed June 2019 

A senior government official improperly influenced the awarding of a contract; not substantiated.

WHISTLEBLOWER RETALIATION

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

OIG Case No. 18-116, closed June 2019

OIGI investigated allegations that Pay Band 5 supervisors did not provide a promotion 

recommendation and training and provided lower than expected performance scores for a 

subordinate employee because of the employee’s participation in a management inquiry. The 

OIGI investigation concluded that the supervisors did not retaliate against the employee for 

making a protected communication. These findings were reported to the employee in writing. 

OIG Case No. 18-119, closed September 2019

OIGI investigated an allegation of retaliation against a Pay Band 4 analyst by a supervisor for 

reporting management issues to management and the NGA Ombudsman. The analyst was 

concerned that the reporting of issues would result in changes to the analyst’s job position and 

responsibilities. The OIGI investigation concluded that reprisal did not occur. These findings 

were reported to the analyst.

OIG Case No. 19-033, closed July 2019

OIGI investigated allegations that a Pay Band 5 supervisor directed a Pay Band 4 supervisor to 

retaliate against a subordinate employee by issuing the employee a Letter of Reprimand for 

submitting a complaint to the NGA OIG. The employee withdrew the complaint in writing prior 

to the completion of OIGI’s investigation; however, the investigation had proceeded to the stage 

of showing that the Letter of Reprimand was warranted and would have been issued regardless 

of any communications to the OIG.
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OIG Case No. 19-042, closed July 2019

OIGI investigated allegations that a Pay Band 5 supervisor gave a subordinate employee lower 

than expected performance scores because of the employee’s participation in a management 

inquiry. An OIG preliminary review found that the complainant did not state a prima facie case 

of whistleblower reprisal. This was supported by a legal opinion provided by the OIG Counsel. 

This finding was reported to the employee in writing. 

OIG Case No. 19-043, closed July 2019

OIGI investigated allegations that a Pay Band 5 supervisor gave a subordinate employee lower 

than expected performance scores because of the employee’s participation in a management 

inquiry. An OIG preliminary review found that the complainant did not state a prima facie case 

of whistleblower reprisal. This was supported by a legal opinion provided by the OIG Counsel. 

This finding was reported to the employee in writing. 

OIG Case No. 19-089, closed May 2019

OIGI investigated allegations that a Pay Band 5 supervisor retaliated against a subordinate 

employee because of the employee’s ethnicity and for reporting issues of discrimination and 

hostile work environment to the NGA Office of Diversity, Inclusion, and Equal Employment 

Opportunity (EEO) (ODE). OIGI determined that a personnel action was not taken against the 

employee. In addition, the employee filed a complaint with ODE, which included the employee’s 

reprisal allegations. OIGI personnel advised the complainant that OIGI would not conduct an 

investigation of the same reprisal allegations that were being addressed in the EEO complaint, 

and that the complainant could return to the OIGI after the EEO complaint process concluded if 

there were still issues that should be addressed by OIGI. 

OIG Case No. 18-105, closed September 2019

OIGI investigated allegations that a Pay Band 5 supervisor retaliated by not recommending a Pay 

Band 4 employee for a promotion due to a disagreement and subsequent filing of a 

reconsideration request for an annual performance appraisal score. The OIGI investigation found 

that the nonrecommendation for promotion was not an act of reprisal. This finding was reported 

to the employee in writing.

TIME AND ATTENDANCE FRAUD

The OIGI continued to address matters of significant time and attendance fraud through 

investigations. An example of one such case follows below. Many lesser time and attendance 

issues are handled directly with management, who ensures that recovery of funds and other 

remedies are accomplished.
15

OIG Case No. 18-097, closed August 2019

The OIGI received an allegation that a budget analyst used 

random side exits to walk around to the parking garage and leave 

early without completing the workday. OIG investigators found 

evidence that the analyst claimed 492.19 hours on time sheets 

that were not worked. The value of this shortage is $36,565. 

Actions are underway to recover these funds; the analyst retired 

before any adverse actions could be initiated. 

CONTRACTOR LABOR MISCHARGING

OIGI continued to address issues of contractor labor mischarging through outreach efforts with 

industry and a fraud survey that was provided to the NGA workforce. One labor mischarging 

case, summarized below, that was worked with the Department of Justice resulted in a major 

recovery of funds. OIGI also received a number of contractor self-disclosure letters from NGA 

contractors. 

OIG Case No. 16-125, closed September 2019

OIGI investigated allegations that an NGA contractor employee in the Chief Information Officer 

and Information Technology Services Directorate (CIO-T) did not work the hours that the 

employee and the employer charged NGA. The investigation found that the employee and the 

company received payment for 2,128.7 hours that were not worked. OIG investigators worked 

closely with the Office of the US Attorney for the Eastern District for Missouri on this case. A 

settlement with the company resulted in a recovery of $398,368.76, of which $199,184.38 is 

restitution. Suspension and debarment actions are pending with the NGA OGC. 

OIG Case No. 17-090, closed September 2019

OIGI investigated allegations that an NGA contractor employee in CIO-T did not work the hours 

that the employee and the employer charged NGA. The investigation found that the employee 

and the company received payment for 545.46 hours that were not worked. Based on the results 

of the investigation, the NGA contractor agreed to reimburse the government for $37,839.24.

OIG Case No. 17-133, closed July 2019

OIGI investigated and substantiated allegations that NGA contractor employees and their 

employer in the Security and Installations Directorate did not satisfy the company’s contractual 

obligations with NGA because the contractor employees did not work the minimum hours per 
16

day required by the terms of the contract. Based on the results of the investigation, the NGA 

contractor agreed to reimburse the government for $45,000. Suspension and debarment actions 

are pending with the NGA OGC. 

OIG Case No. 18-132, closed May 2019

An NGA contractor disclosed that one of its employees on a contract at NGA was not working 

the hours being claimed and spent excessive amounts of time on NGA computers conducting 

personal matters. The contractor terminated the employment of its employee and reimbursed 

NGA for $43,733.61. 

OIG Case No. 19-044, closed May 2019

An NGA contractor disclosed that one of its employees on a contract at NGA was not working 

the hours being claimed as worked. The contractor terminated the employment of its employee 

and reimbursed NGA for $252,362.65. The contractor also terminated a supervisor for 

knowingly allowing the mischarging to occur.

OIG Case No. 19-071, closed May 2019

An NGA contractor disclosed that one of its employees on a contract at NGA was not working 

the hours being claimed as worked. The contractor terminated the employment of its employee 

and reimbursed NGA for $24,600.05, and filed an adverse action in the Joint Personnel 

Adjudication System regarding the employee’s security clearance. 

COMPUTER MISUSE

OIGI investigated acts of computer misuse by government and contractor personnel at NGA. The 

following are case summaries of investigations of a government and a contractor employee using 

NGA computer systems excessively for personal use. 

OIG Case No. 18-041, closed June 2019

OIGI investigated an allegation that a Pay Band 4 employee in CIO-T was operating a personal 

business on government time using NGA computer systems. The investigation substantiated the 

allegations. The employee received a Letter of Caution for computer misuse and conduct 

unbecoming a Federal employee.
17

OIG Case No. 19-011, closed May 2019

OIGI investigated an allegation of computer misuse by a contractor employee in the Analysis 

Directorate. The investigation substantiated that the employee accessed over 100,000 images and 

text from various websites; most of the activity was devoted to websites pertaining to sexual 

experiences and adventures, and massage therapists. The employee was removed from the NGA 

contract and his employment was terminated. 

OTHER NOTEWORTHY INVESTIGATIONS

OIGI has no noteworthy investigations to report for this reporting period.

CRIMINAL INVESTIGATIONS

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

Service, other criminal investigative agencies, and Department of Justice attorneys. The issues 

included false claims, cost mischarging, conflict of interest, and theft of government equipment.

OIG Case No. 17-154, closed September 2019

OIGI investigators supported a Defense Criminal Investigative Service Theft of Government 

Property investigation that resulted in a conviction by the US Attorney’s Office for the Eastern 

District of Virginia. This case originated in September 2017 when the NGA Police Department 

reported to the Army Criminal Investigative Division (CID) at Ft. Belvoir, Virginia, that 19 

pieces of Juniper Networks computer hardware was missing. Army CID notified the Defense 

Criminal Investigative Service who opened a case with NGA OIG. The investigation found that a 

former facilities contractor at NGA from January 2012 until May 2017 stole over $517,000 

worth of equipment, including computer laptops, toner cartridges, digital light projectors, 

Ethernet switches, a video conference unit, and other electronics, which he sold to various 

customers, including on eBay. On 1 March 2019, the former contractor employee pled guilty and 

was convicted of Theft of Government Property. On 23 May 2019, he was sentenced to 12-

months-plus-one-day imprisonment; three years supervised release; restitution of $468,025.86; 

forfeiture of $275,009.00 (including a Rolex watch, Chevrolet Suburban, and diamond 

ring, bought with the earnings from selling stolen government property); an assessment fee of 

$100; and 20 hours of community service speaking or writing articles about the “significant 

consequences if [other government contractors] succumb to the temptation to steal from their 

employer.”
18

FRAUD ANALYTICS SUPPORT TEAM 

FAST is outsmarting fraud, waste, and abuse through data science. FAST performs two 

missions: (1) detect fraud, waste, and abuse through data analytics and (2) provide forensic 

analysis support to the Investigations Division. FAST provides the basis for restitution and 

recovery of dollars lost due to fraud, waste, and abuse so that corrective actions can be taken to 

address employee misconduct. 

COMPLETED

Proactive Payroll Fraud Detection Model, Project No. F18-002

FAST reviewed NGA Payroll and developed a model that uses algorithms to detect NGA 

employees that are considered high risk for payroll fraud. The model resulted in the independent 

detection of an instance of potential nepotism and a potential conflict of interest. Additionally, 

the OIG model identified one instance of an active pay status for a deceased employee. The 

employee died in May 2018; however, the pay status was still active in August 2018. No fraud 

was found because the Defense Finance and Accounting Service (DFAS) and NGA Financial 

Management were settling the leave balance owed. No true instances of payroll fraud were 

found, and the model validated that the separation of duties and controls in place are sufficient to 

mitigate payroll fraud, such as ghost employees, at NGA. This project was completed in April 

2019.

Resume Scoring Model, Project No. F19-002

NGA OIG developed a tool to automatically parse unstructured data from NGA resumes and 

promotion packages and rank them based on a customizable list of keywords through text 

analytics, natural language processing, and statistical analysis. This tool reduced the initial 

resume review process from 20 man-hours to approximately 30 minutes. This project was 

completed in June 2019.

Automated Document Highlighter, Project No. F19-003

NGA OIG developed an automated highlighting tool that aided in reviewing a large number of 

resumes and promotion packages against a list of key words establishing the criteria for 

promotion. The script successfully ran through a customizable list of 114 key words in over 900 

pages of promotion packet materials in a matter of a few minutes. This reduced the manual 

review by 95 percent, allowing the reviewer to focus on context and content. This project was 

completed in August 2019.
19

Government Purchase Card Analytics, Project No. F19-004

FAST reviewed Government Purchase Card (GPC) transactions made from 1 August 2017 to 31 

July 2018. We reviewed 7,431 transactions and found that 167 NGA purchase cardholders made 

$6.39 million in purchases over the period analyzed. FAST determined that over 99.9 percent of 

NGA’s Government Purchase Card holders used their cards in accordance with NGA regulations 

and guidance. Overall, the Office of Contract Services has effective procedures in place to 

monitor GPC purchases. FAST will continue to review GPC transactions to ensure adherence 

and coordinate with GPC Account Managers to improve compliance. The project was completed 

in July 2019. 

OIG Contract Fraud Survey, Project No. F19-005

The NGA OIG has developed an online survey tool that allows NGA employees to report 

potential contract fraud anonymously. The goal of this project is to detect fraudulent activities 

with the aid of NGA employee input and enable OIG to take necessary action to neutralize or 

mitigate fraud schemes once detected. Additionally, the OIG Contract Fraud Survey aims to 

increase fraud awareness among NGA personnel and leadership, improve the prosecution referral 

rate for cases involving criminal activity, and enhance NGA OIG proficiency and knowledge in 

procurement fraud investigations. The OIG Contract Fraud Survey is conducted annually. OIG 

received five survey replies in FY2019. This project was completed in September 2019.

Proactive Flight Upgrades, Project No. F19-008

FAST reviewed FY2019 Government Travel Charge Card (GTCC) and Defense Travel System 

records for indications of unauthorized flight upgrades at the Government’s expense. We did not 

find any unauthorized flight upgrades in this proactive project. This project was completed in 

September 2019.

Proactive Government Travel Charge Card, Project No. F19-009

The NGA OIG FAST reviewed GTCC transactions made from 1 October 2017 to 28 September 

2018. FAST reviewed 134,659 transactions and found that 5,482 NGA employees used travel 

cards to make $22.9 million in purchases and obtain $310,955 in cash advances. The FAST 

review identified three NGA employees who misused their GTCCs resulting in the recovery of 

$2,440.50 in Case #19-017, $4,220.63 in case #19-029, and $7,388.19, in case #19-028, totaling 

$14,049.32. FAST referred these three misuse cases to management for action and to NGA’s 

GTCC Team for remedial action. This project was completed in April 2019.
20

IG Career Service Placemat, Project No. F19-011

The IG Career Service (IGCS) is the formal structure responsible for developing and managing 

the NGA OIG occupations and work roles. The two-page placemat highlights important key 

performance indicators of the health of the IGCS. This project was completed in July 2019.

The overall health of the IGCS is excellent due to efficiencies in personnel hiring. The OIG 

maintains a personnel fill rate of 90 percent or higher and is incorporating new flexbilities to hire 

in advance of attrition expanding cross-over continuity and leveraging deep expertise currently 

within the OIG. 

Figure 2. Inspector General Operations

Figure 3. IG Occupations-Demographics
21

NGA OIG Open Recommendations Dashboard, Project No. F19-012

The purpose of this dashboard is to provide top management with the periodic status of OIG 

open recommendations and investigative responses due to the OIG from NGA components. The 

dashboard calls the decisionmaker’s personal attention to areas that are of high priority. The 

dashboard communicates key performance indicators in the areas of potential savings associated 

with the recommendations, the number of recommendations and responses due, and the age of 

the OIG reports and associated recommendations and responses due. In addition, the dashboard 

identifies the number of open recommendations and responses due by OIG office and by the 

responsible NGA management organization. The dashboard engages with interactive data and 

allows the NGA OIG to tell a story quickly and efficiently. Viewers can drill down on any item 

of interest, such as the oldest recommendations over three years old. This project was completed 

in September 2019.

Figure 4. OIG Open Recommendations Dashboard

FY2019 Analysis of NGA Employee Complaints for Systemic Issues, Project No. F19-015

As of 30 August 2019, the OIG had received about 280 employee complaints. Complaints typically 

involve allegations of employee misconduct; however, FAST reviewed the complaints for 

potential systemic issues and found three potential issues: (1) Hiring Issues—15 employee 

complaints were categorized as hiring issues. These complaints ranged from “favoritism in hiring 

student interns” to a Uniformed Services Employment and Reemployment Rights Act Violation 

complaint. Other complaints cited “negotiated salary issues,” “prior service credit,” “improper 
22

hiring selection,” “unethical hiring processes,” and other similar complaints. (2) Questionable 

Intelligence Activities (QIAs)—OIG received 13 QIA complaints. A majority of the QIA 

complaints were DoD policy violation referrals from the NGA Intelligence Oversight Program in 

coordination with the NGA OGC. (3) Career Services—15 employee complaints were 

categorized as career services. These complaints ranged from “billet misrepresentation” to 

“promotion panel issues.” Other complaints cited “rank-in-person/ promotion process 

mismanagement” and similar complaints. This project was completed in September 2019.

Employee Adverse Actions Dashboard, Project No. F19-016

The purpose of this dashboard is to provide NGA stakeholders with the value of OIG 

substantiated cases. The dashboard tells a data-driven story. Beginning with the top left, we 

highlight the primary adverse action issued to employees as a result of substantiated cases. 

Prominently highlighted are the cost recoveries associated with substantiated cases. Viewers can 

direct their attention to the “polygon” chart on the bottom left, which highlights the case type 

associated with the adverse actions. This project was completed in June 2019.

Figure 5. Employee Adverse Actions Dashboard
23

ONGOING

Proactive Contract Fraud Detection Model, Project No. F19-006

Contracts pose one of the highest risks for fraud at NGA. In response, FAST initiated a review of 

NGA contracts. The objective of this project is to identify high-risk contracts based on risk 

rankings derived from available data and outlier detection methods. The goal is to find the 

outliers in the data and identify contracts with potential fraud, waste, and abuse. High-risk 

contracts identified in the project will be referred to the Investigations or Audit divisions for 

further review. Estimated completion of this project is April 2020.

Proactive Time and Attendance and Labor Mischarge Model, Project No. F19-007

The NGA OIG determined that a large number of cases involve employee time and attendance or 

contractor labor mischarges. FAST will evaluate the time and attendance of all NGA employees 

using data analytics. The Proactive Time and Attendance and Labor Mischarge project’s primary 

objective is to detect false claims, and its secondary objective is to deter future false claims 

against the government. Estimated completion of this project is in April 2020.

NEW

NGA OIG Hotline Call Analytics, Project No. F19-010

FAST initiated a project to transcribe, clean, prepare, and analyze hotline call logs from FY2016 

through FY2019 to identify trends. Estimated completion of this project is April 2020.

Audit Assist – Audit of NGA’s Implementation of Agile Software Development 

Methodology, Project F19-014

FAST is assisting OIG Audit Division to compile a list of NGA’s Software development effort 

through data cleaning, preparation, and analysis. Estimated completion of this project is April 

2020.

Forensic Tool Kit Link Analysis and Visualization and Project No. F19-013

In support of OIG Special Agents, FAST initiated a new pilot project to implement new Forensic 

Tool Kit (FTK) software capabilities to visualize communications between case subjects and 

perform link analysis. Estimated completion of this project is in April 2020.
24

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 2019

This table provides the number of NGA OIG and DoD OIG 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 (52 open) and FISMA evaluation (39 open). Recommendations that closed prior to 

1 April 2019 are not included.

Recommendations

Report Title, Number, Date No. Closed No. Open

Audit of NGA’s Use of Administrative Leave, Report No. 

OIGA 16-08, May 2016

 1 0

Objective: To determine whether NGA policies and procedures ensured the proper use of 

administrative leave.

Observations on NGA Purchases of Passenger Motor 

Vehicles, Report No. OIGA 16-11, September 2016 0 1

Objectives: Observations identified during a formal investigation to determine whether NGA 

violated the Antideficiency Act (ADA) when it purchased two canine vehicles in FY2013 using the 

Operation and Maintenance appropriation. While NGA did not violate the ADA when it purchased 

the vehicles, certain matters were of sufficient importance to communicate to management.

Audit of Foreign Travel, Report No. OIGA 16-13, 

September 2016 0 1

Objective: To determine whether management of foreign temporary duty (TDY) travel was 

effective and efficient. Specifically, the OIG determined whether NGA travelers and approving 

officials complied with applicable laws and regulations governing reimbursement for foreign TDY 

travel.
25

Recommendations

Report Title, Number, Date No. Closed No. Open

Audit of NGA’s Disposal of Electronic Waste, Report No. 

OIGA17-06, March 2017 1 3

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 Information Assurance Certification 

Program, Report No. OIGA17-09, June 2017 0 1

Objective: To determine whether the NGA workforce performing information assurance functions 

have met appropriate certification requirements in accordance with DoD and NGA policies and 

procedures.

Audit of NGA’s Management of the Personnel Separation 

Process, Report No. OIGA18-05, April 2018 1 0

Objective: To determine whether NGA management implemented policies and procedures designed 

to provide reasonable assurance that logical and physical access to government information was 

secure from personnel who separated from NGA.

Audit of NGA’s Security Financial Disclosure Program, 

Report No. OIGA18-06, July 2018 0 8

Objective: To determine whether the NGA Security Financial Disclosure Program is effectively 

managed in accordance with applicable Federal, DoD, and NGA policy and guidance.

Audit of NGA’s Personnel Security Clearance Process, 

Report No. OIGA18-07, August 2018 0 11

Objective: Part 1: To determine whether NGA has a consistent and effective risk-based approach to 

onboarding NGA employees and contractors who require background investigations, including 

controls for mitigating risk associated with onboarding prior to the full completion of background 

investigations. Part 2: To determine whether NGA has a backlog of background investigations, the 

reasons for the backlog, and the actions taken to reduce the backlog and improve the timeliness of 

background investigations.
26

Recommendations

Report Title, Number, Date No. Closed No. Open

Audit of NGA’s Management of the Defense Acquisition 

Workforce Improvement Act (DAWIA) Program, Report 

No. OIGA19-05, March 2019

 1 2

Objective: To determine whether NGA effectively and efficiently managed the DAWIA Program.

Audit of NGA’s Support to US Strategic Command 

(STRATCOM) Mission Requirements, Report No. 

OIGA19-06, June 2019

 0 8

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

Objective: 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.

Inspection of the NGA Privacy Program and Privacy 

Protection Management, Report No. OIGE 15-01, 

November 2014

 1 1

Objectives: To assess the effectiveness and efficiency of NGA’s Privacy Program, processes, and 

procedures. Specifically, we assessed (1) whether the Privacy Program was effectively organized, 

staffed, and trained to fulfill its responsibilities; (2) the risk of a privacy breach and existing 

mitigation efforts; (3) key factors in promoting and hindering the effective exercise of privacy 

protections; and (4) the completeness of required agency privacy documentation.

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 

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. 
27

Recommendations

Report Title, Number, Date No. Closed No. Open

Inspection of the CURATOR Program, Report No. OIGE 

16-04, February 2016 0 3

Objectives: To determine compliance with its statement of capabilities. 

Review of the NGA Insider Threat Program, Report No. 

OIGE 16-05, February 2016 1 1

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 the information; (5) monitoring user activity on networks; and (6) 

employee training and awareness. 

Review of NGA Safety of Navigation, Notice to Mariners, 

Report No. OIGE 16-06, May 2016 0 1

Objective: To assess the magnitude, primary causes, and impact of the backlog within NGA’s 

Safety of Navigation, Notice to Mariners Program.

Inspection of NGA Imagery Analyst Tradecraft Training, 

Report No. OIGE 17-02, February 2017 2 1

Objectives: To determine the extent to which NGA is training its IAs to exploit imagery by taking 

advantage of the full spectrum of geospatial phenomenologies and making use of traditional and 

nontraditional sources. Subobjectives were to (1) determine the extent to which IAs have been 

trained to exploit full-spectrum GEOINT; (2) determine the extent to which IAs are trained to the 

same tradecraft standards; and (3) assess the mechanisms by which new IA tradecraft content, 

regardless of origin, is integrated into NGA College learning solutions and curricula.

Inspection of InnoVision’s Research and Development and 

Technology Transition Outcomes, Report No. OIGE 17-03, 

March 2017

 0 1

Objectives: To assess the effectiveness and efficiency of the processes by which InnoVision selects 

and transitions new products, processes, and services to the agency. Subobjectives of this inspection 

were to (1) identify the R&D programs/projects InnoVision has been pursuing over the last 5 years; 

(2) for each of the above programs/projects, identify its source and the reason it was chosen; and (3) 

for each program/project, determine the outcome. (Was the project transitioned, did it enhance the 

mission, what capabilities were delivered, etc.?)
28

Recommendations

Report Title, Number, Date No. Closed No. Open

Inspection of NGA’s Strategic Workforce Planning 

Function, Report No. OIGE 17-04, June 2017 1 1

Objective: To assess the effectiveness of NGA’s strategic workforce planning function in meeting 

the requirement to have a future workforce that is capable of supporting DoD and IC missions. 

Consistent with Title 10, US Code, and DoD Instruction, the OIG used stages of the Office of 

Personnel Management’s workforce planning model as the baseline for the assessment and issued 

five subobjectives: (1) assess strategic direction; (2) assess effectiveness of workforce and skillsgap analysis; (3) assess action plan(s); (4) assess implementation of action plan(s); and (5) assess 

the effectiveness of monitoring, evaluation, and revision.

Inspection of Structured Observation Management (SOM), 

Report No. OIGE 18-01, November 2017 0 3

Objective: To assess SOM implementation against oversight requirements, agency plans and goals, 

milestones, and customer requirements. Subobjectives of the inspection were: (1) determine the 

extent to which SOM has been implemented against the agency’s established plan; (b) determine if 

SOM is meeting customer needs; and (c) assess the implementation of the program with respect to 

established standards.

Inspection of NGA’s Office of Counterintelligence, Report 

No. OIGE 18-02, November 2017 2 1

Objective: To determine whether NGA’s counterintelligence program complies with DoD and IC 

policies and standards. The inspection also assessed the effectiveness, efficiency, and execution of 

counterintelligence processes and activities. Subobjectives of the inspection were to: (1) determine 

whether the Office of Counterintelligence programs and activities comply with DoD and IC policies 

and standards; (b) assess the Office of Counterintelligence program and organizational structure; 

and (c) assess the Office of Counterintelligence for effectiveness and efficiency.

Inspection of NGA’s Medical Services, Report No. OIGE 

18-05, August 2018 1 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.
29

Recommendations

Report Title, Number, Date No. Closed No. Open

Inspection of NGA’s Insider Threat Program Case 

Management, Report No. OIGE 19-01, February 2019 0 10

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

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

Inspection of NGA’s GEOINT Services Initiative, Report 

No. OIGE 19-02, February 2019 2 8

Objective: 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 

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

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

Intelligence Oversight Inspection of the NGA Support 

Team to US Indo-Pacific Command, Report No. OIGE IO19-02, March 2019 2 0

Objective: To determine whether the NGA organization is compliant with intelligence oversight 

(IO) policies and procedures and to assess the efficiency and effectiveness of NGA’s overall IO 

Program and the organization’s IO Program.

Inspection of Aeronautical Safety of Navigation, Report 

No. OIGE-19-03, July 2019 0 1

Objectives: To assess the effectiveness and efficiency of the NGA Aeronautical Navigation Office 

and its safety of navigation mission. Specifically, we assessed the office’s manning, policies, 

products, and services for compliance, effectiveness, and efficiency.

Quick Look Inspection Report of NGA Outposts Report 

No. OIGE-19-05, September 2019 0 6

Objectives: To evaluate the effectiveness of the NGA Outposts with respect to return on investment.

TOTAL 16 88
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Table A-2. OIG Recommendations for Corrective Action, Current Reporting Period

Report Title, Number, Date

Rec. 

Number Recommendation for Corrective Action

Audit of NGA’s Funds 

Reprogramming Activity, Report No. 

OIGA 19-07, issued September 2019

2 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 

Office of the Director of National Intelligence.

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.
31

Table A-3. Recommendations for Corrective Action Not Yet Completed, Reporting Periods

Before 1 April 2019.

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Audit of NGA’s Information 

Assurance Certification Program, 

Report No. OIGA 17-09, June 2017

1 Comply with DoD 8570.01-M. If 

management chooses to accept the risk of 

not complying with DoD 8570.01-M, 

perform a comprehensive risk assessment, 

signed by the Chief Information Officer, 

that justifies not complying with DoD 

8570.01-M requirements. The risk 

assessment should address the risks to the 

protection, detection, and reaction 

capabilities of NGA’s information 

systems and networks and any other 

information deemed necessary to support 

the assessment.

Audit of NGA’s Security Financial 

Disclosure Program, Report No. 

OIGA 18-06, issued July 2018

2 Redacted Redacted Redacted Redacted 

Redacted. In developing the Security 

Financial Disclosure Program Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted.

FY2018 Evaluation of the NGA 

Pursuant to the Federal Information 

Security Modernization Act Internal 

Report, Report No. OIGA 19-02, 

issued October 2018

01.01. Document an entity level POA&M lien to 

identify and track the completion of the 

requirements from M‐15-13 and M-17-06 

to determine the agency allocates 

appropriate oversight for completion.

01.02. Develop and approve a process for the 

enforcement of HTTPS and HSTS for all 

current and future public facing websites.

01.03. Implement the enforcement of HTTPS 

and HSTS on all public facing websites as 

required by policy.
32

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

FY2018 Evaluation of the NGA 

Pursuant to the Federal Information 

Security Modernization Act Internal 

Report, Report No. OIGA 19-02,

issued October 2018 (continued)

02.01. Consistently implement the IC Directive 

(ICD) 503 process for monitoring the 

internal control environment of external 

service providers, which may include:

• Obtaining and inspecting documentation 

that provides the BoE on the 

implementation and operating 

effectiveness of internal controls in place 

at external service providers;

• Performing analysis over any identified 

control deficiencies to evaluate risks; and

• Designing and implementing 

appropriate compensating controls to 

mitigate against identified risks.

03.01. Finalize and approve the NGA Privacy 

Program Directive and related 

Instructions to define the monitoring and 

reporting of potential PII incidents and 

privacy role-based training requirements.

03.02. Enforce the Privacy Program Directive 

and related Instruction to ensure: 

a. Individuals with privacy 

responsibilities take required role-based 

privacy training; 

b. PTAs and PIAs are completed and 

approved within the risk management 

information system’s body of evidence 

for monitoring the risk to the 

environment.

c. All potential privacy incidents are 

consistently monitored and reported to 

appropriate individuals and parties.

04.01. Develop policies and procedures for 

security awareness and role-based training 

to identify the required trainings for 

persons with specialized responsibilities 

in accordance with ODNI, CNSS, and 

NIST guidance.
33

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

FY2018 Evaluation of the NGA 

Pursuant to the Federal Information 

Security Modernization Act Internal 

Report, Report No. OIGA 19-02, 

issuedOctober 2018 (continued)

04.02. Provide and track role-based training for 

information security personnel in 

accordance with ODNI, CNSS, and NIST 

guidance.

05.01. Develop and implement an organizational 

continuous monitoring strategy in 

accordance with ODNI, CNSS, and NIST 

guidance.

05.02. Develop and implement a continuous 

monitoring policy and procedures in 

accordance with ODNI, CNSS, and NIST 

guidance.

05.03. Develop and implement information 

system continuous monitoring plans in 

accordance with ODNI, CNSS, and NIST 

guidance

05.04 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.

06.01. Establish notification, investigation, and 

reporting timelines for all defined incident 

categories and analyst groups.

06.02. 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.

07.01. Finalize cloud incident response 

procedures.

07.02. Finalize the implementation of cyber tools 

for all traffic routed into the agency, to 

include the cloud.
34

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

FY2018 Evaluation of the NGA 

Pursuant to the Federal Information 

Security Modernization Act Internal 

Report, Report No. OIGA 19-02, 

issued October 2018 (continued)

08.01 Establish SBUNet remote session timeout 

configuration settings in accordance with 

NIST guidance and NGA requirements.

09.01 Ensure information systems develop and 

maintain configuration management 

procedures and plans in accordance with 

the ODNI, CNSS, and NIST guidance.

09.02. Ensure information system owners 

maintain accurate listings of their 

hardware and software inventories in 

order to maintain an accurate 

configuration baseline.

09.03. Develop and implement processes to 

consistently authorize changes to 

information systems in accordance with 

ODNI, CNSS, and NIST guidance.

09.04. Review the compliance baseline scans to 

ensure that the results incorporate all 

assets and are complete and accurate in 

accordance with ODNI, CNSS, and NIST 

guidance.

09.05. Remediate baseline deviations in 

accordance with ODNI, CNSS, and 

NIST guidance.

10.01 Document program level POA&M(s) to 

address weaknesses identified at a 

program level in accordance with NGA 

policy.

10.02. Develop and implement a process to 

ensure that system POA&Ms address all 

requirements in accordance with policy 

and procedures.
35

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

FY2018 Evaluation of the NGA 

Pursuant to the Federal Information 

Security Modernization Act Internal 

Report, Report No. OIGA 19-02, 

issued October 2018 (continued)

11.01. Ensure all systems in production have 

Information System Contingency Plans

(ISCPs) approved by all required parties.

11.02. Ensure information system personnel with 

contingency planning responsibilities 

participate in ISCP exercises and 

document After-Actions Reports and 

lessons learned per Security Plan 

Identification Number.

11.03. Ensure information system management 

establishes processes for all ISCP phases 

in accordance with NIST and FCD 

guidance, to include systems in the cloud. 

Additionally, establish processes for 

ensuring backups are performed in 

accordance with CNSS, NIST, NGA, and 

system guidance.

11.04. 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.

11.05. Complete an agency-level BIA in 

accordance with FCD requirements.

12.01. Develop risk assessment policy and 

procedures over mission and business 

processes in accordance with ODNI, 

CNSS, and NIST guidance.
36

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

FY2018 Evaluation of the NGA 

Pursuant to the Federal Information 

Security Modernization Act Internal

Report, Report No. OIGA 19-02, 

issued October 2018 (continued)

12.02. Ensure security control assessments are 

completed for information systems in 

accordance with NGA policy.

12.03. Perform risk assessments on NGA 

information systems in accordance with 

ODNI, CNSS, and NIST guidance.

12.04. Categorize and authorize all NGA 

information systems to operate in 

accordance with ODNI, CNSS, NIST, and 

NGA guidance.

12.05. Ensure its information systems’ security 

plans are updated and maintained to 

reflect the current environment, in 

accordance with ODNI, CNSS, and NIST 

guidance.

12.06. Ensure systems define the responsible 

entity for all required security controls 

and enhancements within security 

documentation.

13.1. Ensure information systems implement 

and document the NIST Access Control 

family controls, such as account types, 

access authorization, audit logging, 

segregation of duties, session locks, and 

access recertification in security 

documentation in accordance with ODNI, 

CNSS, and NIST guidance.

13.2 Establish and implement an ICAM 

strategy.

POA&M 

03.01.

Continue to implement milestones needed 

to remediate the weakness identified 

within the E-Waste Management and 

Disposal POA&M 2018-03.
37

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

FY2018 Evaluation of the NGA 

Pursuant to the Federal Information 

Security Modernization Act Internal 

Report, Report No. OIGA 19-02, 

issuedOctober 2018 (continued)

RTS-L 

POA&M 

CM-6.1.01

Continue to implement milestones needed 

to remediate the weakness identified to 

implement an automated change control 

solution. (Real-Time Transfer SystemLow POA&M).

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018

1A. FM should enhance its standard operating 

procedures related to the dormant 

obligations review, and FM and OCS 

should continue to implement the dormant 

account review in accordance with 

NGA’s policy and the DoD Financial 

Management Regulation.

1B. FM and OCS should prioritize and 

allocate sufficient resources to completely 

and timely perform the dormant 

obligation review control and deobligate 

invalid obligations.

1C. As part of its dormant obligation review 

activities, FM and OCS should develop 

and implement a methodology for 

adjusting the year-end financial 

statements for dormant obligations that 

have been identified as invalid but have 

not been deobligated.

1D. FM should work with OCS to complete 

an assessment to quantify the potential 

impact of expenditures on advance paid 

MIPRs incurred outside the period of 

performance. Considering the results of 

this assessment, FM should draft, finalize, 

and implement standard procedures for 

advance paid MIPRs, including 

consideration of the period of 

performance in its advance liquidation 

process.
38

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issuedNovember 2018 

(continued)

1E. FM should develop, document, and 

implement controls over the completeness 

of transactions by others reported to 

DFAS and determine if an additional 

undistributed adjustment accrual is 

necessary.

1F. FM and the Security and Installations 

component (SI) should continue to 

remediate capitalization issues identified 

in Material Weakness No. 2, while taking 

into consideration the effects on gross 

costs.

1G. FM and SI should enforce existing 

procedures in the Property, Plant and 

Equipment (PP&E) Work Activity 

General Ledger Account Code (WAG) 

Review User Guide and should complete 

their retrospective application of the Cost 

Capitalization Decision Matrix to preFY2015 contracts. 

1H. FM, OCS, and the Component 

Acquisition Executive should clarify 

procedures related to contract creation 

and execution and invoice approval to 

address cost allocation between major 

programs and documentation of nonseverability and to revisit NGA contract 

language requiring the use of the oldest 

funding first.
39

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018 

(continued)

2A. FM, SI, and NGA’s Chief Information 

Officer and IT Services component (CIOT) should continue their efforts to 

remediate personal property deficiencies, 

including a review of software-indevelopment and construction-in-progress 

(CIP). As part of the review, management 

should reclassify completed projects from 

the software-in-development account to 

software and from CIP to the relevant inservice 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 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-indevelopment. 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.
40

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018 

(continued)

2D. SI should continue to develop, document, 

and implement policies and procedures 

for accounting for personal property, 

including property held at off-site 

locations, as part of its corrective action 

plan. Such policies and procedures should 

include a floor-to-book inventory of 

capital assets, including personal 

property.

2E. SI, in coordination with FM, should 

develop, document, implement, and 

communicate a policy for identifying 

completed real property assets. The policy 

should include necessary approvals and 

requirements for completed assets to be 

placed in-service in the financial system 

in a timely manner.

2F. SI should enforce existing procedures in 

the Accountability Manual to timely 

review and dispose of assets that are no 

longer in-service.

2G. FM should enhance and implement its 

PP&E 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 and SI should develop and implement 

corrective actions related to the 

identification of leased equipment and 

enhance its lease classification 

determination procedures to address data 

availability issues, unique assumptions 

made related to certain leases, and 

compliance with budgetary funding 

requirements.
41

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018 

(continued)

3A. FM should perform an analysis of 

incorrectly prepared journal entries during 

FY2018 and identify the reasons for 

incorrect preparation and ineffective 

review. Using the results of this 

assessment, FM should develop and 

provide sufficient training to the preparers 

and reviewers of journal entries. Such 

training should be delivered periodically, 

including when new reviewers need to 

temporarily or permanently fill vacancies.

3B. FM should enhance FMD 014 to include 

clear definition of (1) approval 

documentation requirements, 

(2) segregation of duties requirements, 

and (3) the process to enter and approve 

entries in GEOINT-Financials (GEO-F).

3C. FM should consistently implement 

controls over the completeness and 

accuracy of information relied upon to 

record manual journal entries.

3D. FM should work with NRO to enable 

workflow configuration in GEO‐F to 

enforce segregation of duties and 

maintain transaction histories, including 

preparer and reviewer history.

3E. FM should develop and implement 

posting logic in GEO-F to record 

transactions in accordance with the US

Standard General Ledger at the 

transaction level.
42

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018 

(continued)

4A. FM should continue to work with DFAS 

to correct reconciling differences between 

the Cash Management Report (CMR) and 

the Department of the Treasury’s 

Government-Wide Accounting system to 

allow NGA management to rely on the 

CMR for the completeness and accuracy 

of NGA’s Fund Balance with Treasury 

(FBwT). As an alternative, FM should 

develop appropriate analyses and 

processes to support the completeness of 

NGA’s FBwT balance without relying on 

the DFAS CMR.

4B. FM should develop, implement, and 

document procedures for reconciling 

payroll disbursements to DFAS’s Cash 

Disbursement System or directly to 

Treasury each payroll cycle.

5A. FM should work with the necessary 

parties throughout the government to 

establish a no-year reimbursable fund 

such that the funding availability in 

NGA’s execution fund matches the 

funding availability associated with 

customer orders.

5B. FM should continue to accrue unbilled 

revenue as of year-end.

6A. 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), enforcing accountability for 

corrective action plans and timelines, and 

periodically communicating audit 

progress and challenges to the Director or 

Deputy Director.

6B. Update contingency plans and succession 

plans for roles key to maintaining 

effective internal controls.
43

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018 

(continued)

6C. Complete, document, and implement an 

internal control framework to address the 

GAO’s Standards for Internal Control in 

the Federal Government requirements, 

including the development of an internal 

risk assessment.

6D. Develop or update, document, approve, 

and disseminate remaining end-to-end 

business processes and related financial 

management policies and procedures.

6E. Enforce requirements in the DoD 

Instruction 1300.26 to complete DoD FM 

training requirements timely, and develop, 

document, and implement procedures for 

ensuring that compliance is monitored 

using complete and accurate reports.

6F. Update, approve, and disseminate formal 

security authorization documentation in 

compliance with NIST SP 800-53 

guidance, as required by ICD 503.

6G. Perform and document annual reviews of 

security authorization documentation in 

compliance with NIST SP 800-53, as 

required by ICD 503.

6H. Update and disseminate formal POA&Ms 

in compliance with NGA policy.

6I. Update and implement policies and 

procedures for security awareness training 

in accordance with applicable guidance.

6J. Implement procedures to monitor and 

enforce the training compliance for 

system administrators.
44

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018 

(continued)

7A. Regarding access controls, develop, 

document, implement, and enforce 

consistent Redacted Redacted policies and 

procedures, including those related to 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted.

7B. Regarding segregation of duties controls:

1. Develop, approve, and implement 

procedures to Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted, 

approved deviations from policy should 

be documented.

2. Enforce segregation of duties 

Redacted Redacted Redacted Redacted 

Redacted, including Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted.

3. Develop, approve, and implement 

procedures that address the Redacted

purpose, scope, responsibilities Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted.

7C. Regarding configuration management 

controls, Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted 

Redacted Redacted Redacted Redacted

policy, or document approved deviations 

from policy.

8A. To address the deficiencies noted above, 

we recommend that HD develops, 

documents, and implements procedures to 

maintain and make readily available 

supporting documentation for allowances 

and other pay types. The procedures 

should be available for new personnel 

with responsibility for maintaining and 

accessing such documentation.
45

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Independent Auditors’ Report on the 

NGA Financial Statements for FYs 

2018 and 2017, Report No. OIGA 

19-03, issued November 2018 

(continued)

Recommendations to address instances of 

noncompliance:

1. We recommend that Financial 

Management (FM) and the Office of 

Strategic Operations, and Chief 

Information Officer – Information 

Technology Services Directorate revise 

NGA’s Federal Managers’ Financial 

Integrity Act of 1982 process to fully 

incorporate the Enterprise Risk 

Management requirements of OMB 

Circular No. A-123. FM should also 

perform additional procedures to identify 

material weaknesses in NGA’s internal 

control over financial reporting 

environment.

2. We recommend that NGA implement 

the recommendations provided in Exhibit 

I and improve its processes to achieve 

compliance with the requirements of 

Federal Financial Management 

Improvement Act of 1996 section 803(a)
46

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Audit of NGA’s Management of the 

Defense Acquisition Workforce 

Improvement Act Program, Report 

No. OIGA 19-05, issued March 

2019

1 The NGA Component Acquisition 

Executive, in coordination with the 

Director of Human Development, and the 

component organizations with acquisition 

positions, develop additional procedures 

to monitor and enforce compliance with 

DAWIA requirements to ensure only 

qualified and credentialed personnel 

occupy acquisition workforce (AWF)

positions. The additional procedures 

should address, but not be limited to, the 

enforcement of: 

 Inclusion of DAWIA requirements in 

AWF vacancy announcements. 

 Inclusion of the DAWIA 

requirements in AWF annual 

performance plans.

 Coordination between the DAWIA 

Program Management Office and 

Career Services Heads to ensure that 

when updates or changes are made to 

Career Services standard operating 

procedures, the procedures align with 

the established DAWIA procedures.

 Accountability for not complying 

with the requirements of the 

DAWIA.

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 SII activities.

4 Clarify and prominently post reporting 

requirements for personnel with access to 

classified information in accordance with 

Security Executive Agent Directive 3 and 

NGAM 5200.2.

9 In accordance with NIST 800.53A, 

establish and enforce procedures to 

review audit logs and report the 

disposition of those results to SII 

leadership.
47

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

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/waiver from the NGA CIO.

3 For the geo-capability mission tools 

identified as wasteful or questioned costs 

(finding 2), determine whether NGA 

should continue investing in or cease 

these programs.

5 Comply with the NGA Records 

Management program for the GEOINT 

Services Office (TD).

8 For the geo-capability mission tools 

identified as wasteful (finding 3), 

determine whether NGA should continue 

investing in or cease these programs.

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 ISSA (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 Defense Medical 

Surveillance System.

6 Ensure Human Development 

Component’s respective Primary 

Information Officer (PIO) and 

Information Officer (IO) responsible for 

all medical program records perform 

Records and Information Lifecycle 

Management requirements including 

updating the office file plan with the 

proper file series.
48

Report Title, Number, Date

Rec. 

Number

Recommendation for 

Corrective Action

Inspection of Structured 

Observation Management, Report 

No. OIGE 18-01, November 2017

5 Develop and issue, across the NSG, SOM 

tradecraft standards that address: accuracy 

requirements with rules for capturing 

objects, observations, and judgements; a 

quality control process; and sourcing and 

data disclaimers consistent with ICDs 203 

& 206.

Inspection of NGA’s Strategic 

Workforce Planning Function, 

Report No. OIGE 17-04, June 2017

1 In accordance with statute and policies, 

develop and issue a strategic workforce 

plan that looks at a total workforce mix 

with an emphasis on critical skills and 

competencies needed to perform the 

agency’s evolving mission.

Inspection of the CURATOR 

Program, Report No. OIGE 16-04, 

February 2016

3 Identify and review data. 

Inspection of the NGA Privacy 

Program and Privacy Protection 

Management, Report No. 

OIGE 15-01, November 2014

19 Establish a systematic process to ensure 

that all forms and other PII collection 

methods have accurate Privacy Act 

statements associated with them. Update 

and publish agency-level privacy policy 

with the statement procedures. Conduct 

periodic checks of the agency’s forms and 

e-mails to evaluate the use of Privacy Act 

statements.

21 In accordance with previous 

recommendations, after establishing a 

method to identify IT systems that contain 

PII, ensure that IT system owners 

(program managers) complete Privacy 

Impact Assessments and submit them to 

the Senior Component Official for 

Privacy. Publish completed Privacy 

Impact Assessments on NGA’s webpages.
49

Table A-4. Financial Results from Reports Issued During Reporting Period

Report Title, 

Number, 

Date Issued Questioned Costs

Unsupported 

Costs

Funds To Be Put 

to Better Use

Assessment of NGA’s 

Compliance with the 

Improper Payments 

Elimination and Recovery 

Act of 2010 (IPERA) for 

Fiscal Year 2018, 

Memorandum U-106-

19/OIG, issued April 2019 $0 0 $0 

Audit of NGA’s 

Corrective Action 

Implementation, 

Memorandum 

U-148-19/OIG, issued 

May 2019 $0 $0 $0

Audit of NGA’s Support 

of US Strategic Command 

Mission Requirements, 

Report No. OIGA 19-06, 

issued June 2019 $25,200,000 $0 $0

Audit of NGA’s Funds 

Reprogramming Activity, 

Report No. OIGA 19-07, 

issued September 2019 $0 $0 $0

Total $25,200,000 $0 $0
50

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 1 1 $8,500,000 

B. Issued during reporting 

period 1 2 $25,200,000 

Total A + B 2 3 $33,700,000 

C. Management decision 

made during reporting 

period 1 2 $33,700,000 

(i) Dollar value of 

recommendations that 

were agreed to (disallowed 

costs) 2 3 $33,700,000 

(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
51

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 1 5 $72,700,000

Total A + B 1 5 $72,700,000

C. Management decision 

made during reporting period 

(i) Dollar value of 

recommendations that were 

agreed to (disallowed costs) 1 5 $72,700,000

(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-7. Management Decisions Regarding OIG Recommendations in Reports Issued 

Before 1 April 2019 

Unresolved 

as of 

31 March 2019

Reports with 

Unimplemented 

Recommendations

Number of 

Unimplemented 

Recommendations

Questioned 

Costs

Funds to

Be Put to 

Better 

Use 

Audits 10 118 $0 $0

Inspections 11 32 $0 $0

Total 21 150 $0 $0
52

STATUTORY REPORTING

Information or Assistance Refused by NGA

Section 5(a)(5) of the Inspector General (IG) Act of 1978 requires IGs to promptly report to the 

head of the establishment if information requested is unreasonably refused or not provided. No 

such reports were needed or made during this reporting period.

Significant Revised Management Decisions

Section 5(a)(11) of the IG Act of 1978 requires IGs to describe and explain the reasons for any 

significant revised management decisions made during the reporting period. We are 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 of 1978 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 Federal Financial Management Improvement Act of 1996

Section 5(a)(13) of the IG Act of 1978 requires IGs to provide information described under 

section 804(b) of the Federal Financial Management Improvement Act of 1996. 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 of 1978, as amended by the IG Empowerment Act, requires IGs to 

provide detailed descriptions of any attempts by their establishments to interfere with their 

independence. We did not experience any attempts to interfere with our office’s independence 

during this reporting period.
53

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

Section 5(a)(22) of the IG Act of 1978, 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 5.

 Inspections closed during this reporting period are described beginning on page 9.

 Investigations closed during this reporting period are described beginning on page 12.

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. No peer review of NGA OIG was conducted by 

another OIG during this reporting period.

 The most recent external peer review of the NGA OIG Audit Division was 

performed by the National Security Agency’s OIG. In its report of 

23 February 2018, we received a rating of “pass” for our system of quality 

control in effect for the three-year period ending 30 September 2017. NGA 

OIG has no outstanding recommendations from any peer reviews of the Audit 

Division.

 The most recent peer review of the NGA OIG Inspections Division was 

completed by Central Intelligence Agency’s OIG on 19 September 2017. 

There were no findings or recommendations identified in the 2017 peer 

review.

 NGA OIG Inspections Division completed the peer review of National 

Security Agency/Central Security Service’s OIG Inspections Division on 

23 July 2019. There were no findings or recommendation identified in the 

review and no outstanding recommendations as this was the Inspections 

Division’s first peer review. The report identified best practices and provided 

suggestions for consideration to enhance inspection execution and 

documentation.
54

APPENDIX B. INVESTIGATIVE METRICS

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

During Reporting Period

Number of Cases

Type of Case Referred Accepted Declined

Criminal 0 0 0

Civil 0 0 0

Table B-2. Judicial Actions, During Reporting Period

Action Number

Indictments 0

Convictions 1

Years of incarceration 1 year plus 1 Day

Years of supervised release 3

Years of probation 0

Table B-3. Criminal Prosecutions and Referrals, During Reporting Period

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
55

APPENDIX C. INDEX OF REPORTING REQUIREMENTS

Semiannual Reporting Requirement Page

§5(a)(1) Significant problems, abuses, and deficiencies 5–22

§5(a)(2) Recommendations for corrective action 30–48

§5(a)(3) Significant outstanding recommendations 24-29

§5(a)(4) Matters referred to prosecutorial authorities 17

§5(a)(5) Information or assistance refused 52

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

§5(a)(7) Summaries of significant reports 5–11

§5(a)(8) Statistical table showing questioned costs 50

§5(a)(9) Statistical table showing recommendations that funds be put to better use 51

§5(a)(10) Summary of reports for which no management decision was made 51

§5(a)(11) Significant revised management decisions 52

§5(a)(12) Management decision disagreements 52

§5(a)(13) Federal Financial Management Improvement Act of 1996 52

§5(a)(14-16) Peer reviews 53

§5(a)(17-18) Investigations statistics and metrics 54

§5(a)(19) Investigations involving substantiated allegations against senior officials 12

§5(a)(20) Descriptions of whistleblower retaliation 13-14

§5(a)(21) Attempts to interfere with IG independence 52

§5(a)(22) Public disclosure 53
56

APPENDIX D. ABBREVIATIONS

ADA Antideficiency Act

AWF Acquisition Workforce

CIO-T Chief Information Officer and IT Services component

CIP Construction-in-Progress

CNSS Committee on National Security Systems 

DAWIA Defense Acquisition Workforce Improvement Act

DFAS Defense Finance and Accounting Service 

FAST Fraud Analytics Support Team

FISMA Federal Information Security Modernization Act of 2014

FM Financial Management component

GEO-F GEOINT-Financials

GEOINT geospatial intelligence

GFM GEOINT Functional Manager

GPC Government Purchase Card

GTCC Government Travel Charge Card

HD Human Development component

IC Intelligence Community

ICD Intelligence Community Directive

IO intelligence oversight

IPERA Improper Payments Elimination and Recovery Act

IT information technology

NIST National Institute of Standards and Technology 

NRO National Reconnaissance Office

NSG National System for Geospatial Intelligence

OCS Office of Contract Services 

OGC Office of General Counsel

ODNI Office of the Director of National Intelligence

OIG Office of Inspector General

OMB Office of Management and Budget

PII Personally Identifiable Information

POA&M plan of action and milestones 

QIAs questionable intelligence activities

SI Security and Installations component

SOM Structured Observation Management

STRATCOM US Strategic Command
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