FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 1

FEDERAL MARITIME COMMISSION 

PERFORMANCE AND 

ACCOUNTABILITY REPORT 

FISCAL YEAR 

2007 
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CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

This Fiscal Year 2007 Performance and Accountability Report 

is published by the 

Federal Maritime Commission. 

An electronic version of this report can be found at 

http://www.fmc.gov. 

Please refer any questions concerning this report to the 

Federal Maritime Commission at 

(202) 523-5800. 

Published in Washington, DC 

November 15, 2007 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 3

The Federal Managers’ Financial Integrity Act of 1982 requires continuous evaluations and reporting of the adequacy 

of the systems of internal accounting and administrative controls. The Act can be found at the following URL: 

http://www.whitehouse.gov/omb/financial/fmfia1982.html

The Chief Financial Officers Act of 1990 provides for the production and submission of complete, reliable, timely, and consistent 

financial information for the use of the Executive Branch of the government and the Congress in the financing, management and 

evaluation of federal programs. The Act can be found at the following URL: 

http://www.gao.gov/special.pubs/af12194.pdf

The Reports Consolidation Act of 2000 authorizes agencies to consolidate several reports in order to provide performance, 

financial and other related information in a more useful manner. The Act can be found at the following URL: 

http://www.cbo.gov/showdoc.cfm?index=2193&sequence=0

The Federal Financial Management Improvement Act of 1996 requires the assessment of financial systems to ensure they adhere 

to government -wide financial requirements. The Act can be found at the following URL: 

http://frwebgate.access.gpo.gov/cgi-bin/getdoc.cgi?dbname=104_cong_public_laws&docid=f:publ208.104.pdf

The Inspectors General Act of 1978 (amended) requires that the inspector general make available information on management 

actions taken in response to IG audits. The Act can be found at the following URL: 

http://www.access.gpo.gov/uscode/title5a/5a_2_.html

The Government Performance and Results Act of 1993 requires an annual report that measures the performance results of the 

agency against the established agency goals. The Act can be found at the following URL: 

http://www.whitehouse.gov/omb/mgmt-gpra/gplaw2m.html

The Government Management Reform Act of 1994 requires the submission of audited financial statements. The Act can be found 

at the following URL: 

http://govinfo.library.unt.edu/npr/library/misc/s2170.html

The Federal Maritime Commission’s (FMC) Performance and Accountability Report (PAR) 

provides program and financial information that enables the President, Congress, and the 

public to assess the performance of the agency relative to its mission and the resources 

entrusted to it. This PAR satisfies the following legislation: 
 TABLE OF CONTENTS 

 Chapter One: Management’s Discussion and Analysis 

 

 A Message From the Commission 1

 I. Introduction 2

 

 II. Vision and Mission Statements 2 

 III. Highlights of FY 2007 Performance 2 

 IV. Regulatory Responsibilities 2 

 V. Organizational Structure 3 

 VI. President’s Management Agenda 5 

 VII. Financial Performance 7 

 VIII. Improper Payments Information Act 9 

 IX. Systems Controls and Legal Compliance 10 

 X. Inspector General’s Assessment 13 

 Chapter Two: Program Performance 

 

 I. Introduction 16 

 II. Ongoing Improvements in Performance Management 16 

 III. Trends in Commission Goals and Performance 17 

 IV. Performance 17 

Chapter Three: Auditors’ Report and Financial Statements 

 

 I. A Message From the Chief Financial Officer 26 

 II. Report of Independent Auditor’s on Compliance with Laws 

 and Regulations 27 

 III. Independent Auditor’s Opinion on the Financial Statements 28 

 IV. Report of Independent Auditor’s on Internal Controls 29 

 VI. Balance Sheets 31 

 VII. Statements of Net Cost 32 

 VIII. Statements of Changes in Net Position 33 

 IX. Statements of Budgetary Resources 34 

 
 TABLE OF CONTENTS 

 X. Statements of Custodial Activity 35 

 XI. Notes to the Financial Statements 36

 

 Appendix A Required Supplementary Information 51 

 Appendix B Glossary of Acronyms 52 
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CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

FEDERAL MARITIME COMMISSION

MANAGEMENT’S DISCUSSION and ANALYSIS 

Fiscal Year 2007 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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A MESSAGE FROM THE COMMISSION 

The Federal Maritime Commission’s (“FMC” or “Commission”) Performance and Accountability Report 

(“Report” or “PAR”) for Fiscal Year (“FY”) 2007 will enable industry participants and the general public to 

become more aware of the Commission’s ongoing efforts and successes in the regulation of the shipping 

industry. We believe that the performance and financial data in the Report are complete and reliable under the 

Office of Management and Budget guidelines. In a few clearly marked instances, estimates have been used where 

actual numbers do not yet exist. As data becomes available, those estimates will be replaced with actual figures in 

subsequent Reports. 

The Commission’s mission is to: 

• Develop and administer policies and regulations that foster a fair, efficient and secure maritime 

transportation system; 

• Protect U.S. maritime commerce from unfair foreign trade practices and market-distorting activities; 

• Facilitate compliance with U.S. shipping statutes through oversight and outreach; 

• Assist in resolving disputes. 

The fundamental mandate underlying the agency’s mission is to help remove impediments to fair competition – 

undue controls, influences or non-market barriers imposed by any nation, carrier, cargo owner or transportation 

intermediary – which can adversely affect U.S. oceanborne trade. Our regulatory system enables necessary 

oversight with minimal disruption to the efficient flow of U.S. imports and exports, ensuring fair competition in the 

ocean transportation industry while allowing the industry to conduct business as efficiently as possible. We are 

committed to developing programs and processes that will enable the Commission to fulfill this mission in the 

context of an evolving industry. In doing so, we strive to increase performance efficiencies and the effectiveness of 

our workforce. 

In FY 2007, the Commission set out to achieve eleven specific performance goals. The agency fully achieved four 

goals, neared full completion of two goals, and made substantial progress towards the completion of five 

goals. We anticipate that the agency will fully complete these remaining five goals in Fiscal Year 2008. In 

addition, the Commission continued its substantial progress towards fulfillment of the President’s Management 

Agenda. Notably, the agency received an “unqualified opinion” on its financial statements for the fourth 

consecutive year. The agency further expanded its use of electronic government by increasing the number of 

documents available online and by making substantial progress towards agency-wide database 

integration. Regarding succession planning, the Commission designed and implemented a Senior Executive 

Service Candidate Development Program, and continued its Emerging Leaders Program. 

The Commission is proud of its FY 2007 accomplishments and looks forward to providing high-quality service to 

the American public in future years. 

Sincerely, 

 

November 15, 2007 

MANAGEMENT’S DISCUSSION & ANALYSIS 
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CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

I. Introduction 

The Commission is an independent transportation/trade regulatory agency that administers the Shipping Act of 

1984 (“Shipping Act”) as amended by the Ocean Shipping Reform Act of 1998 (“OSRA”); section 19 of the 

Merchant Marine Act, 1920; the Foreign Shipping Practices Act of 1988; and Public Law (“P.L.”) 89-777 

(Passenger Vessel Financial Responsibility). This Report represents the completion of the FMC’s program and 

financial management process for FY 2007, which began with mission and program planning, continued with the 

formulation and justification of the agency’s budget submission to the President and Congress, continued through 

budget execution, and ended with a report of our program performance and the agency’s use of resources. This 

report was prepared pursuant to the requirements of the Chief Financial Officers Act, as amended by the Reports 

Consolidation Act, and Office of Management and Budget (“OMB”) Circular No A-136, and covers the FMC’s 

activities from October 1, 2006 through September 30, 2007. 

II. Vision and Mission Statements 

The Federal Maritime Commission’s vision is: 

Fairness and efficiency in U.S. maritime commerce. 

The Federal Maritime Commission’s mission is to: 

• Develop and administer policies and regulations that foster a fair, efficient and secure maritime 

transportation system; 

• Protect U.S. maritime commerce from unfair foreign trade practices and market-distorting activities; 

• Facilitate compliance with U.S. shipping statutes through oversight and outreach: 

• Assist in resolving disputes. 

III. Highlights of FY 2007 Performance 

The FMC focused on eleven performance goals during FY 2007. Four of the goals were fully completed. Seven of 

the goals were not met, although progress was made and the agency anticipates meeting those goals during FY 

2008. 

The FMC met all of its performance goals relating to the fulfillment of its substantive regulatory 

responsibilities. The agency successfully expanded its ocean transportation intermediary monitoring and audit 

program, met its goals in addressing unlicensed ocean transportation intermediary (“OTI”) activity, and enhanced 

its passenger vessel financial responsibility oversight. The agency also met its succession planning goals, 

developing and implementing both a Senior Executive Service Candidate Development Program and an Emerging 

Leaders Program. 

The FMC made progress in meeting its remaining goals, most of which related to electronic filing, database 

upgrades, and the automation of forms. For example, the agency is close to completing an upgrade of its Internet 

web site, and has made substantial progress in integrating its Office of Consumer Affairs and Dispute Resolution 

Services (“CADRS”) complaint database with other existing agency databases. The agency continues to work 

towards its goals of automating several regulatory forms, as well as enabling the regulated community to 

electronically file monitoring reports and bonds. Finally, the agency’s ongoing efforts to redesign its Intranet and 

to implement a new performance appraisal system, should see substantial progress in FY 2008. 

IV. Regulatory Responsibilities 

The FMC oversees approximately 5,400 regulated persons, including ocean common carriers, marine terminal 

operators (“MTOs”), and OTIs. The agency’s regulatory responsibilities include: 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

• Protecting shippers and carriers engaged in the foreign commerce of the U.S. from restrictive or unfair foreign 

laws, regulations, or business practices that harm U.S. shipping interests or ocean trade. The FMC is 

authorized to ensure that the foreign commerce of the U.S. is not burdened by non-market barriers to ocean 

shipping. The agency may take countervailing action to correct unfavorable shipping conditions caused by 

carriers or foreign governments, and may impose penalties. 

• Reviewing operational and pricing agreements among ocean common carriers and MTOs to ensure that they 

do not have excessively anticompetitive effects. The Shipping Act exempts these agreements from the U.S. 

antitrust laws, and the FMC reviews and evaluates such agreements to ensure that they do not result in 

unreasonable increases in transportation cost or unreasonable reductions in transportation service. 

 

• Reviewing and maintaining an electronic system for the filing of service contracts between ocean common 

carriers and shippers, and service arrangements between non-vessel-operating common carriers (“NVOCCs”) 

and shippers. 

• Ensuring that common carriers’ rates and charges are available to the shipping public in private, electronically 

accessible systems. 

• Regulating the rates, charges, and rules of government-controlled carriers to ensure that they are just and 

reasonable and do not unfairly undercut private competitors. 

• Ensuring that passenger vessel operators (“PVOs”) provide evidence of sufficient financial responsibility to 

pay judgments for personal injury or death, or to reimburse fares in the event of nonperformance of a voyage 

or cruise. 

• Licensing OTIs to protect the public from unqualified, insolvent, or dishonest companies. 

• Ensuring that OTIs maintain sufficient financial responsibility to protect the shipping public from financial 

loss. 

• Investigating potentially discriminatory rates, charges, classifications, and practices of common carriers, 

MTOs, and OTIs operating in the foreign commerce of the United States. 

The FMC carries out its regulatory responsibilities by conducting formal and informal investigations. It holds 

hearings, considers evidence, renders decisions, and issues appropriate orders and implementing regulations. The 

FMC also adjudicates and mediates disputes involving the regulated community, the general shipping public, and 

other affected individuals or interest groups. 

V. Organizational Structure 

The FMC is composed of five Commissioners appointed for five-year terms by the President with the advice and 

consent of the Senate. No more than three members of the FMC may belong to the same political party. The 

President designates one of the Commissioners to serve as Chairman. The Chairman is the chief executive and 

administrative officer of the agency. In FY 2007, the FMC’s appropriation totaled $20,427,910, which funded 119 

full-time equivalent staff. 

The former Chairman resigned from the Commission in November, 2006. The President has designated an 

individual to fill this position, pending Senate confirmation. 
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CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

Chapter One 

 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

Federal Maritime Commission

Organization Chart

(as of September 30, 2007)

Office of Equal

Employment

Opportunity

Office of the

Inspector General

Office of the

Secretary

Office of

Operations

Office of

Administration

Office of the

General Counsel

Commissioner

(DYE)

Commissioner

(BRENNAN)

Chairman

(VACANT)

Commissioner

(CREEL)

Commissioner

(ANDERSON)

Bureau of

Certification

 and Licensing

Bureau of

Enforcement

Bureau of Trade

Analysis

Office of

Administrative

Law Judges

Office of

Consumer Affairs

and Dispute

Resolution

Services

Area

Representatives

New York

Los Angeles

Houston

New Orleans

Seattle

South Florida

Office of Financial

Management

Office of Human

Resources

Office of

Information

Technology

Office of

Management

Services
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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VI. President’s Management Agenda 

The President’s Management Agenda is intended to make government more citizen-centered, results-oriented, and 

market-based. The Agenda’s five initiatives are: Strategic Management of Human Capital; Competitive Sourcing; 

Improved Financial Management; Expanded E-Government; and Budget and Performance Integration. The FMC 

has achieved success in addressing these initiatives. 

A. Strategic Management of Human Capital 

A Senior Executive Service Candidate Development Program, which was initiated during FY 2006 to address 

succession planning needs, was fully implemented during FY 2007, with candidates engaged in training and 

developmental activities, including temporary assignments within and outside the agency. In FY 2007, the agency 

graduated the first class from its new Emerging Leaders Program, which was developed for long-range succession 

planning and to provide mid-level staff and managers an opportunity to develop targeted skills and provide career 

development. The FMC also initiated an agency-wide Individual Development Plan Program after concluding a 

pilot of the program; this program was implemented to more effectively target career development needs of 

individual employees and improve overall agency skill levels. 

The agency continued to offer a college tuition reimbursement program, to encourage employees to improve skills 

needed in the workplace. The FMC also offers a range of flexible work options and employee-friendly and familyfriendly programs and policies. These programs include transit subsidies, employee assistance, and adjustable work 

schedules, among others. 

In its recruiting practices, the FMC utilizes a wide range of alternatives, such as those under the Direct-Hire 

Authority, delegated examining, and the Veterans Employment Opportunities Act. The agency implements eGovernment initiatives such as e-clearance, e-payroll, Enterprise Human Resources Integration, and e-learning. 

The FMC is one of eight small agencies which have joined together as a Consortium to implement eOPF, the 

electronic Official Personnel Folder (OPF), part of the Enterprise Human Resources Integration initiative. The 

Consortium has formally partnered with the Office of Personnel Management to acquire eOPF and achieve 

economies of scale by sharing fixed costs associated with assessment, implementation and conversion. During the 

fiscal year, the Consortium completed background work necessary to schedule a “fast-track” implementation of 

eOPF at each agency, and to provide Consortium employees with the ability to more easily access their OPFs and 

all corresponding personnel documentation retained in the OPF by the agency. 

B. Budget and Performance Integration 

The FMC continues to make progress in achieving budget and performance integration. In FY 2007, the FMC 

began a re-assessment of its Government Performance and Results Act (“GPRA”) process, with a focus on how to 

improve its performance planning. In the coming year, the agency intends to build upon this initiative as its 

strategic plan is also re-evaluated. 

The Strategic Plan and Annual Performance Plan continue to represent the fundamental framework for the 

agency’s planning and budgeting activities. Funding and full-time equivalent (“FTE”) levels are integrated into the 

agency’s performance planning document by strategic goal, to identify clearly the budgetary and staff resources 

that are committed to each goal. 

FMC program managers receive reports which show the full cost of their programs, and which compare 

expenditures to budget allocations. These reports allow managers to plan and manage their programs more 

efficiently throughout the budget year. 

C. Competitive Sourcing 

The FMC is committed to acquiring goods and services in an efficient manner. The FMC submitted its FY 2007 

Federal Activities Inventory Reform Act Inventory to OMB in June 2007. The Inventory identifies 79 of the 

agency’s 133 FTEs as commercial activity FTEs. No challenges to its commercial inventories have ever been 

received. 

Chapter One 

 

 MANAGEMENT’S DISCUSSION and ANALYSIS 
 6 

CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

Chapter One 

 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

The Commission is a small agency whose personnel perform many different functions. The number of FTEs has 

declined from 199 in 1993 to 133 in the President’s Budget for FY 2007 (the FMC ended FY 2007 with 119 

FTEs). The Commission streamlines and improves efficiencies by committing budgetary resources to a variety of 

contracts for support services, including interagency/cross-service and commercial agreements for payroll, 

accounting, procurement, human resources processing, travel, health, excessing property, security guard, transit 

benefits, office space rent, messenger, and equipment maintenance services. 

To carry out its statutory responsibilities as an independent agency the Commission must have a core group of 

technically qualified individuals to monitor, analyze and investigate conditions in the U.S. foreign commerce and 

activities of the maritime industry. It also is critical that the agency have sufficient in-house staff who are 

knowledgeable and impartial in their dealings with foreign governments, the industry, Congress and other 

government agencies. Therefore, the Commission determined to list those 79 FTEs as exempt from competition 

(Reason Code A), i.e., the commercial activities are not appropriate for private sector performance. 

The Commission is committed to improving and streamlining operations to carry out its mission and strategic 

goals. 

D. Expanded Electronic Government 

The FMC continues to expand electronic government. During the fiscal year, the FMC increased the number of 

filings in significant docketed proceedings available to the public on the agency’s website, as well as a significant 

number of historical agency decisions. Further, the FMC completed development and testing of an automated 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Chapter One 

 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

VII. Financial Performance 

A. Overview 

As of September 30, 2007, the financial condition of the FMC was sound with respect to having sufficient funds to 

meet program needs and adequate control of funds to ensure that obligations did not exceed budget authority. The 

FMC’s accounting services provider, BPD, prepared the agency’s financial statements in accordance with 

accounting standards codified in the Statements of Federal Financial Accounting Standards, and OMB Circular A136, Financial Reporting Requirements. 

The FMC’s total budget authority for fiscal year 2007 was $20,427,910. This represents an increase in budget 

authority of $133,900 over fiscal year 2006’s budget of $20,294,010. 

Although the FMC collects remittances for “user fees” and “fines and penalties,” the agency is not authorized to 

offset any of its budget authority with these funds. 

The FMC’s single source of funds, Salaries and Expenses, is funded by an annual appropriation that is available 

for commitments and obligations incurred during the fiscal year in which the authority was granted. As reflected 

in Table B, approximately 71% of the total appropriation was used for salaries and benefits. Of the remaining 

budget authority, 1% was used for Commission travel expenses and 28% was used for administrative expenses, 

also known as operating expenses (e.g., rent, furniture, printing, maintenance). The un-obligated authority balance 

of $4,511.00 will remain active for four years to service FMC-established requirements. 

 

Federal Maritime Commission 

Appropriation 

(000s)

20,294 20,427 18,471 19,340

16,447 16,591 15,466

8,000

13,000

18,000

23,000

2001 2002 2003 2004 2005 2006 2007

Fiscal Year

Appropriation

Table A 
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CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

1. Personnel Strength History

As reflected in Table C, the FMC’s actual FTE level has fluctuated slightly since 2000. After an initial decline in 

2001, the FMC experienced modest growth in its FTE level through 2004, followed by a recent decline. The 

agency has endeavored to develop the appropriate mix of staffing and other available means to effectively 

accomplish our mission. In recent years, the Commission was authorized a total of 180 full-time-equivalent 

positions. Due to appropriations levels, the Commission has been required to maintain full-time personnel levels 

much lower than authorized. 

 

2. Audit Results 

The FMC received an unqualified opinion on its FY 2007 financial statements from the auditing firm of Dembo, 

Jones, Healy, Pennington & Marshal, P.C. under contract through the FMC’s Inspector General. 

Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

Federal Maritime Commission FTE Strength

122 119 124 129 129 127 121 100

125

150

175

200

2001 2002 2003 2004 2005 2006 2007

Fiscal Year

Streng th

Authorized FTE

Table C 

Table B 

Utilization of Funds by Expenses Categories

($000s)

5,813

14,425

185

14,243

227

5,819

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

Salaries & Benefits Travel Administrative

FY 2007 FY 2006
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

B. Financial Statement Highlights 

The FMC’s financial statements summarize the financial position and financial activity of the agency. The 

financial statements, footnotes and the remainder of the required supplementary information appear in Chapter 3, 

Auditors’ Report and Financial Statements. The financial statements have been prepared to report the financial 

position and results of operations of the entity, pursuant to the requirements of 31 U.S.C. 3515(b). The statements 

have been prepared from the books and records of the entity in accordance with the formats prescribed by OMB. 

The statements are in addition to the financial reports used to monitor and control budgetary resources, which are 

prepared from the same books and records. The statements should be read with the realization that they are for a 

component of the U.S. Government, a sovereign entity. One implication of this is that liabilities cannot be 

liquidated without legislation that provides resources to do so. 

As shown in Table D, the analysis of Net Costs presents the net cost of the FMC’s five agency programs from the 

agency’s financial statements. The five programs are: Administration; Operations; Formal Proceedings; Inspector 

General; and Equal Employment Opportunity. The Statement of Net Costs shows the net cost of operations for the 

agency as a whole and its sub-organizations and/or programs from the five active appropriations. The 

Administrative program costs include agency overhead expenses. 

VIII. Improper Payments Information Act 

The Commission has not identified any program that alone constitutes a high-risk for improper payments. 

Therefore, the FMC considers all of its payments to fall within the realm of high-risk. As such, the FMC has 

instituted a separation of duties concerning payments that has been very successful in curtailing any improper 

payments. NFC became the agency’s payroll provider in 2002 and is responsible for monitoring and reporting on 

any payroll-related payments. Any overpayments made to an FMC employee by the NFC on behalf of the FMC 

are offset by the NFC. In FY 2007, the FMC had no overpayments. The FMC did not identify any improper 

collections through Intergovernmental Payments and Collections (“IPAC”) collections. 

 Summary of the Statement of 

Net Cost as of September 30, 2007 

FY 2007 FY 2006 

Administration $8,869,541 $8,449,512 

Equal Employment Opportunity $141,593 $135,722 

Net Cost of Program Services $21,409,846 $21,146,426 

Inspector General $394,294 $469,885 

Formal Proceedings $4,801,085 $4,958,503 

Operations $7,203,333 $7,132,804 

Table D 
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CHAPTER ONE 

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Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

IX. Systems, Controls, and Legal Compliance 

This section provides information on FMC’s compliance with the: 

 Federal Managers’ Financial Integrity Act 

 Federal Financial Management Improvement Act 

 Prompt Payment Act 

 Debt Collection Improvement Act 

 Biennial Review of User Fees 

 Performance Measure Summary 

 Inspector General Act 

A. Federal Managers’ Financial Integrity Act 

The Federal Managers’ Financial Integrity Act (“FMFIA”) requires that agencies establish management controls 

over their programs and financial systems. Specifically, section 2 of the FMFIA requires an annual assessment of 

internal controls necessary to ensure compliance with applicable laws; protect against waste, fraud, and abuse; and 

ensure receivables and expenditures are properly recorded. Section 4 requires an assessment of conformance with 

government-wide financial system requirements. 

In accordance with guidance issued by OMB, agency program managers conducted reviews of their financial, 

administrative and program management controls. Every office participated in the review, ensuring comprehensive 

coverage throughout the agency. Each office head prepared an annual assurance statement that identified any 

control deficiencies that merited the attention of the agency head. These statements were based on information 

gathered from various sources, including management’s personal knowledge gained from daily operation of the 

office, Office of the Inspector General audits/reviews, annual performance plans and reports, and audits of the 

FMC’s financial statements. Management concluded that controls in effect during FY 2007 provided reasonable 

assurance that the FMC’s system of internal controls is achieving its objectives. Management control deficiencies, 

when identified, are addressed at the highest management levels within the agency. For example, the agency’s 

Chief Information Officer directly oversees corrective actions for significant deficiencies identified in the agency’s 

information technology area. 

Commission’s Assurance Statement 

In the absence of a Chairman, the Commission advises that management controls in effect during FY 2007 

provided reasonable assurance that, taken as a whole, the FMC’s system of internal controls is achieving the 

applicable objectives under sections 2 and 4 of the FMFIA. 
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B. FY 2007 Integrity Act Results 

During the fiscal year, the FMC resolved one significant deficiency which was first identified in a previous fiscal 

year. The deficiency concerned the quality of certification and accreditation (“C&A”) documents and security selfassessments, i.e., that C&A documents developed for the FMC network and applications did not provide enough 

information to evaluate the threats, vulnerabilities, safeguards and risks associated with operating the systems in a 

production environment. To resolve the deficiency, the FMC’s Information Technology (“IT”) Security Officer 

developed updated C&A documents. The FMC is pleased to report that this significant deficiency was resolved. 

C. Federal Financial Management Improvement Act 

The FFMIA requires agencies to implement and maintain systems that comply substantially with: Federal financial 

management system requirements; applicable Federal accounting standards; and the standard general ledger at the 

transaction level. The Act requires the agency head to determine whether the agency’s financial management 

systems comply with the FFMIA and to develop remediation plans for systems that do not comply. 

D. FY 2007 Federal Financial Management Improvement Act Results 

The Commission determined that, as of September 30, 2007, the agency’s financial management systems were in 

substantial compliance with the FFMIA. In making this determination, the Commission considered, among other 

resources, Inspector General reports as well as audits conducted by outside auditors in previous fiscal years. 

E. Prompt Payment Act 

The Prompt Payment Act requires agencies to make timely payments to vendors for supplies and services, to pay 

interest penalties when payments are made after the due date, and to take cash discounts when they are 

economically justified. In FY 2007, the FMC maintained a percentage of on-time payments at 98.78%. Interest 

payment in the amount of $72.00 was primarily due to a change in the telecommunication vendor and to billing 

anomalies. The FMC will continue to strive towards 100% on-time payments in future years. The FMC has 

maintained a 100% on-time electronic/credit-card payment to its vendors.

F. Debt Collection Improvement Act 

The Debt Collection Improvement Act enhances the ability of the government to service and collect debts. The Act 

centralized the collection of non-tax delinquent debt owed to the government. The collection of delinquent debts is 

conducted by the Financial Management Service through the Treasury Offset Program, where names and taxpayer 

identification numbers (“TIN”) are matched against TINs of recipients of government payments. To satisfy the 

debt, the balance owed the government is deducted or offset from the payment to the entity. All Office of 

Personnel Management (“OPM”) retirement, vendor, Internal Revenue Service refunds, Social Security benefits, 

and some federal salary payments are subject to being offset. Federal agencies are required to refer delinquent 

accounts in excess of 180 days to Treasury for collection. The goal of the FMC is to minimize the amount of 

delinquent debt owed to the agency. 

G. Biennial Review of User Fees 

The Chief Financial Officers Act requires agencies to conduct a biennial review of fees and other charges imposed 

by agencies, and to make revisions to cover program and administrative costs incurred. The fees are posted on the 

FMC’s website. During FY 2007, the FMC initiated its biennial review, which was nearing completion at the end 

of the fiscal year. It is anticipated that a revised schedule of fees will be finalized early in FY 2008. 

Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 
 12 

CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

H. Performance Measure Summary 

The FMC does not have an in-house financial accounting system, and as a small agency does not receive a 

Performance Measure Summary from the Department of the Treasury. The agency receives accounting services 

from BPD located in Parkersburg, WV. The Commission verifies and reconciles all financial statements and 

reports prior to submission and has remained in compliance with all reporting thresholds, including FACTS I 

(Federal Agencies’ Centralized Trial-Balance System) reporting, timely reporting, and reconciliation of any 

financial statement differences.

I. Inspector General Act

Briefly, during fiscal year 2007, the Inspector General completed the following audits/inspections: 

• Audit of FY2006 Financial Statements; 

• Audit of Contracts FMC-05-00021 and FMC-06-00007, Procurement of Consulting Services; 

• Data Accuracy of FMC’s FY 2006 Performance and Accountability Report; 

• Penetration Test of the Federal Maritime Commission’s Outward-Facing Network; 

• The Federal Maritime Commission’s Implementation of the Federal Information Security Management Act – 

OMB Report Template. 

The Inspector General’s reviews disclosed one instance of approximately $56,000 questioned costs; there were no 

recommendations made that funds be put to better use. The FMC has addressed a number of recommendations 

from these reviews, and it is anticipated that the ones which remain outstanding will be completed in FY 2008. 

During FY 2007, the agency resolved one significant deficiency which had been identified by the Commission in a 

previous fiscal year. 

The FMC has established and strives to maintain a good record in resolving and implementing audit 

recommendations presented in Office of Inspector General (“OIG”) reports. 

Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

X. Inspector General’s Assessment of the Most Serious Management and Performance Challenges Facing 

the Federal Maritime Commission 

FEDERAL MARITIME COMMISSION

800 North Capitol Street, N.W.

Washington, DC 20573 

November 1, 2007 

 Tel.: (202) 523-5863 

Office of Inspector General Fax: (202) 566-0043 

 E-mail: oig@fmc.gov

 

TO: Commissioner Anderson 

Commissioner Brennan 

Commissioner Dye 

Commissioner Creel 

FROM: Adam R. Trzeciak 

 Inspector General 

SUBJECT: Inspector General’s Statement on the Federal Maritime Commission’s Management and 

Performance Challenges 

On November 22, 2000, the President signed the Reports Consolidation Act of 2000 (Public Law 106-531), an 

amendment to the Chief Financial Officers (CFO) Act of 1990. The Reports Consolidation Act requires inspectors 

general to provide a summary and assessment of the most serious management and performance challenges facing 

Federal agencies and their progress in addressing these challenges. The attached document responds to the 

requirements and provides the annual statement on Commission challenges to be included in the Federal Maritime 

Commission’s (FMC) Performance and Accountability Report (PAR) for Fiscal Year 2007. 

This year, the Office of Inspector General (OIG) has identified three management and performance challenges for 

inclusion in the FMC’s FY 2007 PAR. These assessments are based on information derived from a combination of 

sources, including OIG audit and inspection work, Commission reports, and a general knowledge of the 

Commission’s programs. I am glad to report that the FMC has already devoted significant efforts to address the 

challenges and progress is being made on these important areas. 

The Reports Consolidation Act of 2000 permits agency comment on the inspector general’s statements. Agency 

comments, if applicable, are to be included in the final version of the PAR that is due on November 15, 2007. 

Attachment 
 14 

CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 

Office of Inspector General 

Management and Performance Challenges 

Management & Performance Challenge: To integrate responsibility for information security between the Office 

of Information Technology (OIT) and FMC program bureaus. 

Agency Progress in Addressing the Challenge: The Federal Information Security Management Act of 2002 

(FISMA) requires the agency head to ensure that (i) information security management processes are integrated 

with agency strategic and operational planning processes; and (ii) senior agency management officials play an 

active role in protecting the information that supports the operations and assets under their control. 

A fully integrated agency-wide information security program provides the framework for ensuring that risks are 

understood and that effective controls are selected and properly implemented. In a recent FMC / IT security 

evaluation, the OIG concluded that the agency has not adequately documented and implemented its information 

security program consistent with Office of Management and Budget (OMB) and National Institute of Standards 

and Technology (NIST) requirements and guidance. While we point to many possible causes for this outcome, 

we believe that the most likely impediments are (i) the prevailing (and incorrect) presumption that OIT is solely 

responsible for IT security; and (ii) vesting OIT with the responsibility without the corresponding authority to 

implement an integrated program. As a consequence, IT managers are making security decisions over data and 

information without the authority to enforce security policy and the resources needed to implement a robust 

security program. 

The Challenge Ahead: OIT must regularly coordinate with program offices to document, implement and enforce 

the FMC information security program, which ultimately protects the data used by the program offices. To be 

most effective, it needs to refocus or redefine IT security responsibilities as agency responsibilities, not only CIO 

responsibilities. Specifically, FMC should focus on obtaining active involvement by program managers in the 

security decisions of their systems and adhere to government-wide security guidance in assessing and 

implementing its security program. 

Management & Performance Challenge: Securing the agency’s critical systems and networks from destruction, 

data loss or compromise. 

Agency Progress in Addressing the Challenge: Information security is an ongoing challenge at most Federal 

agencies, including the FMC. Some weaknesses identified by the OIG in past security reviews include untested 

or inadequate security plans, systems placed into production before accreditation by the CIO, failure to adhere to 

NIST standards in the certification and accreditation of major applications and the development of contingency 

plans that do not address all the NIST-required plan elements. 

Within the last year, the FMC has made some progress in (i) developing needed policies and procedures 

addressing many of its IT resources and functions, (ii) certifying and accrediting three major systems, (iii) closing 

recommendations identified in prior IT security evaluations, (iv) acquiring and implementing patch management 

software and introducing an in-depth annual computer security awareness program, including an interactive, 

online security awareness course with an assessment at completion. 

The Challenge Ahead: While taking steps to safeguard systems and information from the most creative and 

sophisticated IT intruders, it is sometimes easy to overlook basic security controls, such as changing default 

passwords on newly purchased systems, limiting employees’ access to systems and data needed to perform their 

job responsibilities and terminating access to IT resources by separating employees. The challenge for the 

agency’s IT managers is to remain focused on basic security controls as they strive to stay one step ahead of new, 

highly sophisticated security threats and to balance the competing demands of IT security and operations. 

Management & Performance Challenge: To enhance accountability of the Federal Maritime Commission to its 

stakeholders and to the American taxpayers by focusing on results and tying agency programs to reliable cost and 

performance data. 

Agency Progress in Addressing the Challenge: The Government Performance and Results Act of 1993 (GPRA) 

holds Federal agencies accountable for using resources efficiently and effectively and achieving program results. 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Reviews of other Federal agencies’ performance reporting by the Government Accountability Office and their 

respective IG’s have found that performance measures were frequently not clear or quantifiable, some activities 

lacked performance measures, while other reported performance results were not always valid. 

 In a recent review of the accuracy of performance information presented in the agency’s annual PAR report, the 

OIG found that the agency communicated inaccurate program performance data to Congress and its stakeholders. 

These reporting errors resulted from management’s decision to rely on estimates rather than actual numbers when 

reporting results. 

The OIG also notes that many of the agency’s performance measures are output rather than outcome based. Being 

a small regulatory agency with a very narrow, albeit important jurisdiction, it is an arduous task to focus on 

measurable outcomes. 

Recognizing the challenges the agency faces in this regard, we also note that other regulatory agencies have 

developed outcome measures. We encourage the FMC to mirror their efforts and strive to develop measurable 

outcomes. 

The Challenge Ahead: The FMC should strive to ensure the accuracy of performance information reported 

externally. The strategic plan must be viewed as the first step in laying the foundation for the FMC’s budget 

request and its performance plan, enabling the agency to demonstrate accountability to the public. The agency 

must focus on outcome-oriented reporting that is accurate and verifiable, develop measurable outcome-oriented 

goals and make adjustments based on performance feedback and program evaluations. Finally, the FMC must 

continue to develop cost based accounting systems that enable it to accurately tie costs to performance measures. 

Chapter One 

 MANAGEMENT’S DISCUSSION and ANALYSIS 
 15 

CHAPTER ONE 

MANAGEMENT’S DISCUSSION and ANALYSIS 

CHAPTER TWO

PROGRAM PERFORMANCE 

Fiscal Year 2007 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Chapter Two 

 PROGRAM PERFORMANCE 

I. Introduction 

The FMC’s performance management system includes both strategic goals and performance goals and measures. 

The strategic goals represent the FMC’s mission and reflect the overall outcomes the agency is working to achieve. 

They are: 

• Efficient Regulatory Process; 

• Compliance; 

• Balanced Enforcement; 

• Technological Efficiencies; and 

• Management Capabilities 

The performance goals focus on outcomes that contribute to the agency’s strategic goals. 

To achieve the FMC’s strategic goals, both steady-state activities (i.e., long-term and ongoing regulatory 

responsibilities) and fiscal-year specific performance goals have been developed. The FMC plans and budgets for 

its program activities during each fiscal year to ensure that appropriate resources (funds and FTEs) are available to 

accomplish its steady-state activities and achieve its performance goals. 

The Commission’s actual performance in FY 2007 is compared with the targeted levels of performance established 

in the agency’s FY 2007 Final Annual Performance Plan. This progress report covers the Commission’s efforts in 

FY 2007 to foster an equitable, secure, and market-driven ocean transportation industry. In FY 2007, the agency 

focused on eleven performance goals. Four of the goals were fully completed. Seven of the goals were not met, 

although progress was made and the agency anticipates meeting those goals during FY 2008. 

The FMC met all of its performance goals relating to the fulfillment of its substantive regulatory responsibilities. 

The agency successfully expanded its OTI monitoring and audit program, met its goals in addressing unlicensed 

OTI activity, and enhanced its passenger vessel financial responsibility oversight. The agency also met its 

succession planning goals, developing and implementing both a Senior Executive Service Candidate Development 

Program and an Emerging Leaders Program. The FMC made progress in meeting its remaining goals, most of 

which related to electronic filing, database upgrades, and the automation of forms. For instance, the agency is close 

to completing an upgrade of its Internet web site, and made substantial progress in integrating its CADRS 

complaint database with other existing agency databases. The agency continues to work towards its goals of 

automating several regulatory forms, as well as enabling the regulated community to electronically file monitoring 

reports and bonds. Finally, the agency anticipates substantial progress in the next fiscal year with its ongoing 

efforts to redesign its Intranet and to implement a new performance appraisal system. 

The agency has forwarded this report to the President, with a copy to the Director, OMB, and appropriate 

Congressional committees. Additionally, this report has been placed on the FMC’s Internet web site to ensure that 

it is accessible to interested parties. All Commission employees have been advised to review it. Finally, it should 

be noted that the Commission does not participate in OMB’s Program Assessment Rating Tool (PART) program. 

Accordingly, no PART program evaluations were conducted during FY 2007. 

II. Ongoing Improvements in Performance Management 

In FY 2005, the FMC’s performance plan for the first time allocated all agency resources, and linked the agency’s 

performance goals directly to its strategic goals, instead of its budget program activities. This demonstrates the 

FMC’s substantial progress in integrating performance management and budget processes, as it fosters efforts to 

link planning, budgeting and performance more effectively. We continued this process in FY 2006 and FY 2007. 

Future performance reports will continue to integrate performance management and budget by aligning agency 

resources with strategic goals. 
 17 

CHAPTER TWO 

PROGRAM PERFORMANCE 

Chapter Two 

 PROGRAM PERFORMANCE 

The FMC will update its Strategic Plan in FY 2008, and as a part of that process is reviewing its performance 

measurement system, in order to develop a set of performance measures that will facilitate the evaluation of its 

steady-state activities across several years. In updating the Strategic Plan and moving towards a new performance 

measurement system, the agency will increase its reporting of ongoing steady-state performance measures, and 

reduce its reporting of discrete performance measures designed to be concluded as a single-year goal. 

III. Trends in Commission Goals and Performance 

The Commission acknowledged in its 2003 Strategic Plan that the basic principles of liner shipping were being 

modified as the shipping industry continued to restructure itself. Given the significant issues the agency was facing 

in 2003, it identified the actions necessary to ensure that its oversight and legislative initiatives produced a 

competitive and nondiscriminatory trading environment in the U.S. ocean commerce that was in harmony with and 

responsive to international shipping practices. During 2004, the Commission built on that analysis and focused its 

energies and efforts on re-evaluating its organizational structure to ensure that it was aligned and managed in a 

manner best suited to accomplish its mission. In 2005, the Commission focused on staff and program issues, and 

emphasized outreach for a more open dialogue with our industry partners and stakeholders in light of the changing 

dynamics of the ocean shipping industry. In 2006, the agency continued to focus on staff and program issues, and 

emphasized succession planning and expanding electronic government. In 2007, the Commission set out to 

automate several regulatory forms and to develop and implement consistent electronic databases across agency 

programs. 

IV. FY 2007 Performance 

The following description of the FMC’s performance during FY 2007 is organized within the agency’s five 

Strategic Goals. Both ongoing steady-state activities and specific performance goals are contained within each of 

the five Goals. 

A. Efficient Regulatory Process 

The primary intention of this Strategic Goal is to minimize regulatory costs by maintaining timely and decisive 

regulatory processes, and by providing various dispute resolution services. These steps will make the FMC more 

effective in addressing matters that perpetuate discrimination or preclude industry efficiency, while reducing the 

costs of pursuing matters before the agency. Decisive action and effective assistance in resolving informal 

complaints or disputes will help to remove uncertainties as to statutory interpretations or the application of FMC 

rules. Such uncertainties may impede operational efficiencies or technological changes, and their resolution can 

foster a more economical ocean shipping system. 

37 FTEs and $6,725,000 were expensed to accomplish this Strategic Goal. 

 1. Steady-state Activities 

 • Adjudication and resolution of complaints. 

 • Adjudication and resolution of investigatory proceedings, including fact-findings and show cause 

 proceedings. 

 • Issuance of rules through the rulemaking process. 

 • Commission decision-making activities through meetings (formal and notation) that comply with 

 the Government in the Sunshine Act. 

 • Public information and assistance processes such as press releases, responses to legislative and 

 regulatory inquiries, and compliance with Freedom of Information Act and Privacy Act 

 requirements. 

 • Other regulatory processes, including appeals of delegated authority actions, policy issuances, 

 and formal petition processes. 

 • Providing timely legal counsel to the Commission in order to facilitate regulatory action that is 

 consistent with statutory mandates, representing the Commission’s interest in matters before 

 Congress and OMB. 
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FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Chapter Two 

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 • Reviewing and refining Commission rules to determine their economic impact and ensure that 

 they reflect the current industry environment, as well as meet the needs of the Commission’s 

 regulatory mandate. 

 • Compiling, organizing, and maintaining Commission records. 

 • Monitoring, reviewing and modifying, as necessary, Commission regulations to address 

 changing trade conditions, industry practices or statutory modifications. 

 2. Performance Goals 

 A. Provide for and encourage the electronic filing of monitoring reports & minutes 

STATUS: NOT COMPLETED 

This goal will enable industry participants to electronically file reports relating to agreements monitored by the 

Commission. Due to competing priorities and limited resources, the necessary filing system has not yet been 

completed. A draft statement of work for a document management and database system to facilitate the electronic 

filing of agreement minutes, voluntary service contract guidelines, information forms and monitoring reports was 

completed. Discussions have begun to determine the time required for project completion. Based on these 

discussions, a new timeline with milestones will be produced. 

 B. Automate FMC Forms 78 and 83 

STATUS: NOT COMPLETED 

This goal, relating to the agency’s oversight of service contracts and NVOCC service arrangements, will enable 

industry participants to electronically file mandatory information with the Commission. Due to competing 

priorities and limited resources, the necessary filing system has not yet been completed. A statement of work has 

been developed for contractor assistance in automating these forms, and using in-house computer resources, a 

computer program is being developed for an automated database system that enables automated submission of 

Forms 78 and 83. 

 C. Enable the electronic filing of OTI bonds 

STATUS: NOT COMPLETED 

This goal, relating to the agency’s regulation of OTIs to ensure adequate financial coverage to the shipping public, 

will enable industry participants to electronically file mandatory bonds. Due to competing priorities and limited 

resources, the necessary filing system has not yet been completed, but progress was made. The Commission has 

researched issues related to e-bond filing and has held discussions with the surety industry regarding the matter. 

The Commission went “live” with the automated Form FMC-18, to which e-bonding is related, at the end of the 

fiscal year, and plans to further develop the Form FMC-18 project by contracting for development of e-bond filing 

in the near future. Staff will continue to monitor developments in e-bonding by other federal agencies. 

B. Compliance 

This Strategic Goal centers on achieving compliance with the substantive provisions of the shipping statutes the 

FMC administers, and protecting those involved in U.S. ocean commerce from unfair practices. We address this 

goal particularly by interacting with all sectors of the industry, and by vigilant monitoring of ongoing commercial 

activities. Accomplishing this goal should minimize unjust discrimination and undue preference or prejudice that 

may preclude certain shipping interests from obtaining rates or service levels that can render their businesses more 

economic and efficient. Increasing industry compliance should enable stakeholders to concentrate on fair and legal 

means of enhancing operational efficiency, secure in the knowledge that competitors are not engaging in illegal 

actions aimed at improving short-term profits. 
 19 

CHAPTER TWO 

PROGRAM PERFORMANCE 

Chapter Two 

 PROGRAM PERFORMANCE 

43 FTEs and $6,893,000 were expensed to accomplish this Strategic Goal. 

1. Steady-state Activities 

 • Reviewing and maintaining a database of service contracts (“SCs”) between ocean common 

 carriers and shippers, and using this database to guard against anticompetitive practices and other 

 unfair prohibited activities under the Shipping Act. 

 • Ensuring that common carriers’ rates and charges are accessible to the shipping public in private, 

 electronically accessible systems. 

 • Ensuring that OTIs maintain bonds that protect the shipping public from financial losses. 

 • Providing formal and informal legal opinions and guidance to the Commission’s staff and the 

 general public to ensure clarity and understanding of Commission rules and regulations. 

 • Administering the Commission’s international affairs program. 

 • Conferring with other agencies regarding maritime security. 

 • Reviewing operational and pricing agreements among ocean common carriers and marine 

 terminals to ensure that they do not unduly restrict competition. 

 • Issuing passenger vessel certificates evidencing financial responsibility of vessel owners or 

 charterers to pay judgments for personal injury or death or to repay fares for the nonperformance 

 of voyage or cruise. 

 • Licensing OTIs to protect the public from unqualified, insolvent, or dishonest companies. 

 • Responding to informal complaints and informal inquiries from Congress and the public relating 

 to Commission responsibilities. 

 • Acting as a liaison between the FMC and the public by responding and/or coordinating agency 

 responses to public inquiries. 

 • Maintaining a specialized maritime law library for agency and public use. 

 • Conducting audit activity of regulated entities, including OTIs and vessel-operating common 

 carriers (“VOCCs”), to promote and ensure compliance with applicable statutes and 

 Commission regulations. 

 • Responding to inquiries and complaints from the regulated industry and shipping public. 

 • Providing information, assistance and forms necessary to comply with applicable statutes and 

 Commission regulations including educational seminars. 

 2. Performance Goals

 A. Expand OTI monitoring/audit program 

STATUS: COMPLETED 

This performance goal relates to the Commission’s oversight of OTIs to ensure their compliance with relevant 

statutes and regulations. The goal has been met. The monitoring/audit program has been expanded and audits are 

now regularly conducted of NVOCCs and ocean freight forwarders. Companies are selected for monitoring/audit 

based upon information developed internally as well as information and recommendations received from the 

agency’s Area Representatives and internal program units, as well as other sources. In the past year, the number of 

audits completed increased to 140. The large majority of these were handled as compliance matters. In some 

cases, the audited company was found to be in compliance. In others, the company took prompt corrective action 

and the audit was closed without further action. In some instances where more serious violations were found and/

or where corrective action was not taken, it was necessary to open an investigation on the basis of the audit 

findings. 

 B. Enhance the PVO monitoring program 

STATUS: COMPLETED 

This performance goal relates to the agency’s regulation of PVOs to ensure adequate financial responsibility to 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 20

protect the public in the event of death or injury to a passenger, or nonperformance of a cruise. The goal has been 

completed. In FY 2007, the Commission enhanced the PVO monitoring program in several ways. The agency 

commenced its initial on-site review at the facility of an operator who has established financial responsibility with 

a surety bond, conducted quarterly reviews of the PVO monitoring files to ensure cruise line operators provided 

timely and accurate information with respect to the submission of reports and records, and developed PVO 

procedures to assist staff review of the monitoring process. 

C. Balanced Enforcement 

This Strategic Goal is designed to foster economic efficiencies, assist maritime security initiatives, promote 

reliance on marketplace factors, and redress excessive anticompetitive practices harmful to international 

commerce. The FMC’s continuing efforts to address the actions of foreign governments that adversely affect U.S. 

interests and our nation’s foreign trade comport with that aspect of the agency’s mission aimed at creating an 

environment “free of unfair foreign maritime trade practices.” The FMC’s focus on commercial malpractices 

enhances the objective of limiting unlawful activities. 

17 FTEs and $2,949,000 were expensed to accomplish this Strategic Goal. 

1. Steady-state Activities 

 • Investigating discriminatory rates, charges, classifications, and practices of common carriers, 

 terminal operators, and OTIs operating in the foreign commerce of the U.S. 

 • Representing the FMC before U.S. courts and other administrative agencies. 

 • Reviewing staff recommendations and initial decisions for legal sufficiency and preparing final 

 decisions and orders. 

 • Regulating rates, charges, and rules of government-owned or -controlled carriers to ensure that 

 they are just and reasonable and are not unfairly undercutting private competitors. 

 • Protecting shippers and carriers engaged in the foreign commerce of the U.S. from restrictive or 

 unfair foreign laws, regulations or business practices that harm U.S. shipping interests or ocean 

 trade. 

 • Prosecuting formal proceedings initiated by the Commission. 

 • Monitoring activities and conducting investigations of regulated entities and of service-contract 

 activity to ensure compliance with statutes and regulations administered by the Commission. 

 • Conducting non-adjudicatory fact-finding proceedings as directed by the Commission. 

 • Providing liaison between the Commission and the shipping industry, the public and other 

 governmental entities. 

 • Coordinating and cooperating with other government entities to improve homeland security 

 through effective exchange of information and assistance regarding maritime commerce. 

2. Performance Goals

 A. Effectively address unlicensed OTI activity of entities participating in international ocean 

 transportation of household goods 

STATUS: COMPLETED 

This performance goal relates to the Commission’s licensing program for OTIs. The goal has been achieved. The 

Commission instituted formal proceedings against nine unlicensed, unbonded NVOCCs holding out service to 

household goods shippers. Injunctions were obtained in federal district court barring the unlawful operations of 

the companies still active. Formal proceedings also were instituted against three licensed NVOCCs that had been 

providing service to the unlicensed companies. Evidence gained in these proceedings has enabled the Commission 

to pursue formal and informal proceedings against additional unlicensed operators. Since the Commission began 

pursuing these initiatives, the number of complaints received by the agency’s alternative dispute resolution office 

from household goods shippers has declined significantly. 

Chapter Two 

 PROGRAM PERFORMANCE 
 21 

CHAPTER TWO 

PROGRAM PERFORMANCE 

D. Technological Efficiencies 

This Strategic Goal focuses on making effective use of advancements in information technology to improve the 

efficiency of agency operations and to enhance the exchange of information with external parties. Dynamic 

changes continue to be made in this area, and the FMC intends to take advantage of any improvement that can 

enable it to perform its functions more effectively and efficiently. 

10 FTEs and $1,799,000 were expensed to accomplish this Strategic Goal. 

1. Steady-state Activities 

 • Implementing a wide range of IT programs and services, including operating the agency’s 

 local area network, strategic planning for short-and long-term IT initiatives, IT security, data 

 telecommunications, database development and management, and Internet page development 

 and maintenance to enhance productivity and efficiency. 

 • Maintaining and updating internal databases to enhance the ability of the public and 

 Commission to obtain relevant program-related information and enhance staff productivity. 

 • Converting Commission records into electronic format to enable easier public access to 

 information. 

 

2. Performance Goals 

 A. Integrate CADRS complaint database with other agency databases 

STATUS: NOT COMPLETED. 

This goal relates to the agency’s CADRS, which receives and works to resolve informal complaints from 

participants in the shipping industry. The Commission has substantially completed the goal of integrating the 

CADRS complaint database with other agency databases. CADRS staff worked with agency information 

technology staff to completely redesign the CADRS database into a Structured Query Language (“SQL”) format. 

Once this effort was completed, relevant portions of the CADRS database were made available on an agencywide basis to Commission personnel. This allows agency personnel to compare data from the CADRS database 

with data available from other agency databases. As other agency databases are converted to SQL format, the 

CADRS database will be fully integrated into other relevant agency databases, thus allowing data comparison to 

be performed congruently. The full integration of the data will be completed by the end of FY 2008, when other 

relevant agency databases are fully converted to the SQL format. 

 B. Complete the redesign of the agency’s Intranet 

STATUS: NOT COMPLETED. 

In FY 2007, the Commission intended to complete the goal of redesigning the agency’s Intranet. Although the 

Commission undertook preliminary steps towards implementing this goal, a number of factors prevented the 

agency from completing this initiative. First, the Commission’s webmaster, who was the primary staff person 

assigned to this project, resigned from the Commission. This occurred just as the Commission began to 

implement this initiative. Although a replacement webmaster was hired, the new webmaster needed to become 

familiar with her new responsibilities and was unable to begin this project before the close of the fiscal year. 

Second, the Chairman of the Commission left his position near the beginning of the fiscal year. Since the 

remaining Commissioners had to assume all of his administrative responsibilities, the notation workload during 

this fiscal year nearly tripled. As a consequence, the staff of the office who were assigned responsibility for the 

redesign, including the webmaster, were busy working on notation items and other related processes and were 

unable to devote time to the goal of redesigning the Intranet. The Commission intends to complete this goal by 

the end of FY 2008. 

Chapter Two 

 PROGRAM PERFORMANCE 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 22

Chapter Two 

 PROGRAM PERFORMANCE 

 C. Implement new Internet upgrade 

STATUS: NOT COMPLETED. 

The Commission has made significant strides in accomplishing this goal. OMB requires that Federal agencies 

implement the next-generation Internet protocol (version 6 - “IPv6”) by June 2008. The FMC has developed an 

inventory of existing internet protocol capable equipment and has determined costs for upgrading its IT 

infrastructure to support IPv6. Procurement of infrastructure upgrades, including a redundant firewall, routers and 

other hardware, was effected in FY 2007. The Commission plans to integrate and test this new hardware during the 

first two quarters of FY 2008, leading to on-time government-wide implementation. 

E. Management Capabilities 

This Strategic Goal addresses Commission management and operations, and serves as the basis for the agency to 

accomplish the policy objectives set forth in its mission statement. This Goal also ensures continuation of a 

comprehensive approach to the strategic management of human capital. 

12 FTEs and $2,057,000 were expensed to accomplish this Strategic Goal. 

1. Steady-state Activities 

 • Executing financial management policies and programs, including developing annual budget 

 justifications for submission to the Congress and OMB, managing agency appropriations, 

 administering internal control systems for agency funds, travel and cash management, and 

 coordinating with contractors who provide accounting and payroll services. 

 • Fostering human resources management principles, including recruitment and placement, 

 position classification and pay administration, occupational safety and health, employee 

 assistance, employee relations, workforce discipline, performance management and incentive 

 awards, employee benefits, career transition, retirement, employee development and training, 

 personnel security, and an equal employment opportunity. 

 • Ensuring the program operations of the agency are administratively supported via 

 telecommunications, procurement of administrative goods and services, property management, 

 space, printing and copying, mail and records services, facilities and equipment maintenance, 

 and transportation. 

 • Promoting economy and efficiency in the administration of, and protecting and detecting waste, 

 fraud and abuse in, the agency’s programs via auditing agency operations. 

 • Providing guidance to staff regarding administrative matters, including procurement, personnel 

 and contracting issues. 

 • Ensuring program compliance with various rules and regulations regarding such areas as forms 

 clearance, Paperwork Reduction, Small Business Paperwork Reduction Act, and other federally 

 required reports and submissions. 

 

2. Performance Goals 

 A. Fully implement the agency’s succession plan for senior managers, and continue the Emerging 

 Leaders program for internal staff at the GS 11-13 level 

STATUS: COMPLETED. 

This performance goal has been achieved. In FY 2006 the agency initiated an SES Candidate Development 

Program, selecting six candidates to participate. The program was fully implemented, and was in progress during 

FY 2007, with completion of the program planned for FY 2008. During FY 2007, the candidates received training 

and participated in developmental assignments both within and outside the agency. The Commission also 
 23 

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Chapter Two 

 PROGRAM PERFORMANCE 

graduated its first class under its new Emerging Leaders Program during FY 2007; eight employees took part in the 

program, receiving valuable training and developmental opportunities throughout the agency. Additionally, 

Commission staff developed a draft internal training policy incorporating many new elements, including 

formalizing the Emerging Leaders Program as a permanent part of the Commission’s training program. 

 B. Evaluate the effectiveness of the Commission’s new performance appraisal system 

STATUS: NOT COMPLETED. 

The agency initially expected to have a new performance evaluation system in place at the beginning of FY 2007. 

The agency head and senior executives were taking the final steps necessary to implement the draft performance 

evaluation system (e.g., considering employee feedback, obtaining Office of Personnel Management approval, 

providing training for managers and employees, etc.). However, upon the then-Chairman’s announcement of his 

intention to leave the agency, he deferred further progress on the project. The Chairman subsequently resigned 

from his position on November 30, 2006, and the Commission has operated without a Chairman or Acting 

Chairman since that time. Senior management determined that without an agency head, it would be impractical to 

move forward on the project. Once an agency head is sworn in, the new Chairman will be apprised of the draft 

performance evaluation system and will make a decision on its implementation. 

F. Performance Goals from Previous Years 

1. FY 2004 

Modernize the FMC’s RPI database 

STATUS: NOT COMPLETED. 

Substantial progress was made on this performance goal in FY 2007. The initial programming of the Registered 

Persons Index (“RPI”) database was completed in FY 2006, but when the new program was tested in FY 2007, 

significant problems were uncovered, requiring substantive programming revisions during FY 2007. The project is 

near completion and should be operational in early FY 2008. 

 Complete a rulemaking by 9/30/04 that makes the changes necessary to ensure that PVOs’ financial 

 responsibility requirements for nonperformance are providing appropriate protection for the public 

STATUS: NOT COMPLETED. 

Selection of a final proposal to address financial responsibility requirements for PVOs remains to be resolved. The 

Commission will continue to examine other areas for rulemaking to strengthen PVO compliance with statutory 

intent. 

2. FY 2005 

Develop an automated FMC-18 to permit electronic filing and explore the feasibility of electronic 

 payment and e-signature capability 

STATUS: COMPLETED. 

In FY 2007, the Commission completed the development of an automated Form FMC-18 system. Form FMC-18 is 

the application form for an OTI license. The industry cooperated in testing an automated version of Form FMC-18, 

and the Commission finalized changes during the fiscal year. The optional automated Form FMC-18 was made 

available on the Commission’s website effective September 24, 2007. Applicants and filers may electronically 

enter data into the automated Form FMC-18 with supporting documentation submitted as scanned attachments. 

The use of the automated system is not required; interested parties may continue to submit Form FMC-18 in paper 

format, and those filings will be received and processed in the same manner as before. 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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Chapter Two 

 PROGRAM PERFORMANCE 

Provide opportunity for VOCCs to establish a “best practices” program to limit participation of unlawful 

 entities in ocean transportation 

STATUS: NOT COMPLETED. 

This performance goal has not been fully achieved, although progress continues to be made. The original goal of 

developing a “best practices” program for ocean carriers was revised and enlarged to include NVOCCs. The 

principles and model provisions, developed earlier, have been informally discussed with ocean carriers and 

NVOCCs. The model provisions may, however, need to be revised further based on the Commission’s decision in 

Docket No. 06-09, In the Matter of the Lawfulness of Unlicensed Persons Acting as Agents for Licensed Ocean 

Transportation Intermediaries. The model provisions, revised as necessary, are scheduled for Commission review 

in the second quarter of FY 2008. 

3. FY 2006 

 Provide the option of filing carrier & marine terminal agreements online 

STATUS: NOT COMPLETED. 

Due to competing priorities, the completion date for this project has been extended to January 2009. The 

Commission has developed a draft statement of work for the use of contractor assistance. Revised milestones are 

being drafted for completion of the project. 

Electronic payment of user fees 

STATUS: DISCONTINUED. 

This goal has been reconsidered. The Commission has determined that implementation of electronic payments of 

all types (e.g., fines and penalties in addition to user fees) would best be accomplished through the Department of 

the Treasury’s Pay.gov. The implementation of Pay.gov has been made a performance goal for FY 2008. 

Therefore, the Commission will no longer carry this goal forward, as it has been supplanted by a more inclusive 

FY 2008 performance goal. 

G. Inspector General and Equal Employment Opportunity 

Although the Commission’s Office of Inspector General and Office of Equal Employment Opportunity do not set 

performance goals, they are budget program activities that are integral to the agency’s fulfillment of its statutory 

functions. 

1. Office of Inspector General 

The Office of the Inspector General operates pursuant to the Inspector General Act of 1978, as amended in 1988. 

The 1988 amendments created additional statutory offices of inspector general at various designated Federal 

entities, including the FMC. The OIG is an independent unit within the Commission that conducts audits, reviews 

operations and programs, investigates possible fraud, waste and abuse of government resources, and promotes 

economy, efficiency and effectiveness in the programs and operations administered by the Commission. 

In FY 2007, the Office of Inspector General: 

• Issued an audit of the agency’s FY 2006 financial statements and a companion report to management 

containing financial-related findings and recommendations resulting from the audit; 

• Issued reports to management on agency compliance with the FISMA, including a vulnerability scan of 

 the agency’s internal network and an external penetration test of its “firewall”; 
 25 

CHAPTER TWO 

PROGRAM PERFORMANCE 

Chapter Two 

 PROGRAM PERFORMANCE 

• Performed an audit of contract administration on a large contract for consulting services and an evaluation 

 of the accuracy of information reported to Congress, OMB and agency stakeholders in the FY 2006 PAR; 

• Received a clean opinion from a peer review of its quality control program and performed an identical 

 review of a sister OIG; 

• Prepared a narrative summary of “management challenges” facing the FMC as it moves forward into the 

 21st century for inclusion in the FY 2006 PAR; and 

• Issued two semiannual reports to Congress discussing the Office’s audit and investigative activity for the 

 fiscal year. 

• Performed a preliminary investigation of alleged abuse of FMC resources. 

2. Office of Equal Employment Opportunity 

The Office of Equal Employment Opportunity (EEO) assists the FMC in carrying out its responsibilities relative to 

Titles VI and VII of the Civil Rights Act of 1964 and other laws, executive orders, and regulatory guidelines 

relating to non-discrimination in the federal government and affirmative employment. The Chairman of the FMC 

has delegated the responsibility of ensuring equal opportunity at the agency to the Director of EEO, who works 

independently under the direction of the Chairman to provide advice to the Commission's senior staff and 

management in improving and carrying out its policies and program of non-discrimination, workforce diversity 

and affirmative employment program planning. 

In FY 2007, the Office of EEO: 

• Provided support and assistance to managers and supervisors in maintaining and effectively 

 managing a diverse workforce. Senior officials, including Commissioners, were briefed on different 

 aspects of the EEO and diversity management areas; 

• Coordinated “No FEAR Act” refresher training for all employees; 

• Provided counseling to employees and managers; 

• Raised awareness about diversity in the workplace through special commemorative programs throughout 

 the year; and, 

• Managed the Commission’s Emerging Leaders Program. 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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CHAPTER THREE

AUDITORS’ REPORTS AND FINANCIAL 

STATEMENTS 

Fiscal Year 2007 
 26 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

A Message from the Chief Financial Officer 

The FY 2007 PAR highlights for the President, the Congress and the American 

people the continuing commitment of the Federal Maritime Commission to sound 

financial management of the resources entrusted to us. I am pleased to present the 

FMC’s financial statements for FY 2007. Our independent auditor has rendered an 

unqualified opinion on our FY 2007 financial statements. The FMC now has 

received an unqualified opinion in each of the four years in which independent 

financial audits have been conducted, which attests to the FMC’s commitment to 

high quality financial management. 

The FMC’s financial condition is sound with respect to having sufficient funds to 

meet its mission and having sufficient internal controls in place to ensure its budget 

authority is not exceeded. 

During FY 2007, the FMC took agency-wide action to institute a more robust internal controls assessment process 

as part of its increased focus on implementing the requirements of OMB Circular A-123. Our financial 

management staff is to be commended for consistently finding ways to provide budget information in concise, 

reliable, and understandable formats. For FY 2007, we completed corrective actions on a number of audit 

recommendations. Quarterly financial statements were issued 15 days after the end of the quarter, and our FY 2007 

PAR is being published on November 15, 2007. 

As reported more fully in Chapter 1 in the section entitled Federal Managers’ Financial Integrity Act, the 

Commission mitigated one open significant deficiency during FY 2007. 

The FMC is committed to efficient and effective management of agency resources. We will focus in FY 2008 on 

maintaining an unqualified audit opinion. I anticipate that in FY 2008 the FMC will continue its high level of 

quality financial management. Further, during FY 2008 the FMC will engage in a review and possible revision of 

the agency’s Strategic Plan and consider adjustments to its performance planning process. 

Sincerely, 

Peter J. King 

October 15, 2007 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 27

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FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

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FEDERAL MARITIME COMMISSION 

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FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 35

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 36 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

A. Reporting Entity 

The Federal Maritime Commission (FMC) was established as an independent regulatory agency 

on August 12, 1961. FMC is responsible for the regulation of ocean borne transportation in the 

foreign commerce of the United States (U.S.). The principal statutes or statutory provisions 

administered by the Commission are the Shipping Act of 1984, the Foreign Practices Act of 

1988, and section 19 of the Merchant Marine Act of 1920, and sections 2 and 3 of Public Law 

No. 89-777. Most of these statutes were modified by the passage of the Ocean Shipping 

Reform Act of 1998, which took effect in 1999. 

FMC monitors the activities of ocean common carriers, marine terminal operators, conferences, 

ports and ocean transportation intermediaries (OTIs) (non-vessel-operating common carriers 

and ocean freight forwarders) who operate in the foreign commerce of the U.S. to ensure they 

maintain just and reasonable practices. FMC maintains a trade monitoring and enforcement 

program designed to detect and appropriately remedy malpractices and violations. FMC 

monitors the laws and practices of foreign governments which could be potentially restrictive 

and identifies carriers owned or controlled by foreign governments; processes and reviews 

agreements and service contracts for compliance with statutory requirements; and reviews 

common carriers’ privately published tariff systems for accessibility and accuracy as required 

by the Ocean Shipping Reform Act of 1998. FMC also issues licenses to qualified OTIs in the 

U.S., ensures that all OTIs are bonded or maintain other evidence of financial responsibility, 

and ensures that passenger vessel operators demonstrate adequate financial responsibility for 

casualty and nonperformance. 

FMC is composed of five Commissioners appointed for five-year terms by the President with the advice and 

consent of the Senate. The President designates one of the Commissioners to serve as Chairman, who is also the 

chief executive and administrative officer of FMC. 

Congress enacts appropriations to permit FMC to incur obligations for authorized purposes. In 

fiscal years 2007 and 2006, FMC was accountable for General Fund appropriations. FMC 

recognizes budgetary resources as assets when cash (funds held by the U.S. Treasury) is made 

available through the Department of Treasury General Fund warrants. 

General Funds are accounts used to record financial transactions arising under congressional appropriations or 

other authorizations to spend general revenues. 

General Fund miscellaneous receipts are accounts established for receipts of non-recurring activity, such as fines, 

penalties, fees and other miscellaneous receipts for services and benefits. 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 37

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(CONTINUED) 

A. Reporting Entity (continued) 

FMC has custodial collections and custodial receivables that would be considered non-entity assets throughout the 

fiscal year, but at fiscal year end the collections are all transferred to Treasury. A small amount of receivables still 

remain on the books. 

B. Basis of Presentation 

The financial statements have been prepared to report the financial position, net cost of 

operations, changes in net position, and the status and availability of budgetary resources of the 

FMC. The statements are a requirement of the Accountability of Tax Dollars Act of 2002. 

They have been prepared from, and are fully supported by, the books and records of FMC in 

accordance with the hierarchy of accounting principles generally accepted in the United States 

of America, standards approved by the principals of the Federal Accounting Standards 

Advisory Board (FASAB), OMB Circular A-136, Financial Reporting Requirements and FMC 

accounting policies which are summarized in this note. These statements, with the exception of 

the Statement of Budgetary Resources, are different from financial management reports, which 

are also prepared pursuant to OMB directives that are used to monitor and control FMC’s use of 

budgetary resources. 

The statements consist of the Balance Sheet, Statement of Net Cost, Statement of Changes in 

Net Position, Statement of Budgetary Resources, and the Statement of Custodial Activity. In 

accordance with OMB Circular A-136, the financial statements and associated notes are 

presented on a comparative basis. Unless specified otherwise, all amounts are presented in 

dollars. 

C. Basis of Accounting 

Transactions are recorded on both an accrual accounting basis and a budgetary basis. Under the 

accrual method, revenues are recognized when earned, and expenses are recognized when a 

liability is incurred, without regard to receipt or payment of cash. These financial statements 

were prepared following accrual accounting. Budgetary accounting facilitates compliance with 

legal requirements on the use of federal funds. Balances on these statements may therefore 

differ from those on financial reports prepared pursuant to other OMB directives that are 

primarily used to monitor and control FMC’s use of budgetary resources. 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 
 38 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(CONTINUED) 

D. Revenues & Other Financing Sources 

Congress enacts annual appropriations to be used, within statutory limits, for operating and 

capital expenditures. Additional amounts are obtained from service fees and reimbursements 

from other government entities and the public. 

Appropriations are recognized as a financing source when expended. Revenues from service 

fees associated with reimbursable agreements are recognized concurrently with the accrued 

expenditures for performing the services. Appropriations expended for capitalized property and 

equipment are recognized as expenses when an asset is consumed in operations. 

FMC recognizes as an imputed financing source the amount of accrued pension and postretirement benefit expenses for current employees paid on our behalf by the Office of Personnel 

Management (OPM). 

There are no earned revenues for the periods ended September 30, 2007 and 2006. 

E. Taxes 

FMC, as a federal entity, is not subject to federal, state, or local income taxes, and, accordingly, 

no provision for income taxes has been recorded in the accompanying financial statements. 

F. Fund Balance with Treasury 

The U.S. Treasury processes cash receipts and disbursements. Funds held at the Treasury are 

available to pay agency liabilities. FMC does not maintain cash in commercial bank accounts 

or foreign currency balances. 

G. Accounts Receivable 

Accounts receivable consists of amounts owed to FMC by the general public and FMC 

employees. Accounts receivable in the Salaries and Expense Fund represents an employeerelated receivable. An allowance for uncollectible accounts receivable from the public is 

established when, based upon a review of outstanding accounts, management determines that 

collection is unlikely to occur considering the debtor’s ability to pay. Debts six months or more 

past due are referred to the Department of 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 39

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(CONTINUED) 

G. Accounts Receivable (continued) 

Treasury for follow-up collection efforts in keeping with the Debt Collection Improvement Act 

of 1996 (DCIA). Treasury’s Debt Management Services (DMS) administers the program and 

deducts 18 percent from amounts ultimately collected for its fee. Collections, net of fees, are 

returned to the FMC for distribution to the general fund of the Treasury. 

H. Property, Plant and Equipment, Net 

FMC’s property, plant and equipment is recorded at original acquisition cost and is depreciated 

using the straight-line method over the estimated useful life of the asset. Major alterations and 

renovations are capitalized, except wherein the tenant improvement allowance specified in 

lease agreements covers the costs of certain renovations. Maintenance and repair costs are 

expensed as incurred. FMC’s capitalization threshold is $25,000 for individual purchases. 

Applicable standard governmental guidelines regulate the disposal and convertibility of agency 

property, plant and equipment. The useful life classification for capitalized equipment assets is 

5 years. 

I. Advances and Prepaid Charges 

Advance payments are generally prohibited by law. There are some exceptions, such as 

reimbursable agreements, subscriptions and payments to contractors and employees in select 

circumstances. Payments made in advance of the receipt of goods and services are recorded as 

advances or prepaid charges at the time of prepayment and recognized as expenses when the 

related goods and services are received. 

J. Liabilities

Liabilities covered by budgetary or other resources are those liabilities for which Congress has 

appropriated funds or funding is otherwise available to pay amounts due. 

Liabilities not covered by budgetary or other resources represent amounts owed in excess of 

available Congressionally appropriated funds or other amounts. The liquidation of liabilities 

not covered by budgetary or other resources is dependent on future Congressional 

appropriations or other funding. Intragovernmental liabilities are claims against FMC by other 

federal agencies. Liabilities not covered by budgetary resources on the Balance Sheet are 

equivalent to amounts reported as Components Requiring or 
 40 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(CONTINUED) 

J. Liabilities (continued)

Generating Resources on the Reconciliation of Net Cost to Budget. Additionally, the 

Government, acting in its sovereign capacity, can abrogate liabilities.

K. Accounts Payable 

Accounts payable consists of amounts owed to other federal agencies and the public. 

L. Annual, Sick, and Other Leave 

Annual leave is accrued as it is earned, and the accrual is reduced as leave is taken. The 

balance in the accrued leave account is adjusted to reflect current pay rates. Liabilities 

associated with other types of vested leave, including compensatory, restored leave, and sick 

leave in certain circumstances, are accrued at year-end, based on latest pay rates and unused 

hours of leave. Funding will be obtained from future financing sources to the extent that 

current or prior year appropriations are not available to fund annual and other types of vested 

leave earned but not taken. Nonvested leave is expensed when used. Any liability for unused 

sick leave by a Civil Service Retirement System (CSRS)-covered employee is transferred to the 

Office of Personnel Management upon the retirement of that individual. No credit is given for 

sick leave balances upon the retirement of Federal Employee’s Retirement System (FERS)-

covered employees. 

M. Accrued and Actuarial Workers’ Compensation 

A liability is recorded for actual and estimated future payments to be made for workers’ 

compensation pursuant to the Federal Employees’ Compensation Act (FECA). The actual costs 

incurred are reflected as a liability because FMC will reimburse the 

Department of Labor (DOL) two years after the actual payment of expenses. Future 

appropriations will be used for the reimbursement to DOL. The liability consists of (1) the net 

present value of estimated future payments calculated by the DOL, and (2) the unreimbursed 

cost paid by DOL for compensation to recipients under the FECA. 

N. Retirement Plans 

FMC employees participate in either the Civil Service Retirement System (CSRS) or the 

Federal Employees’ Retirement System (FERS). FERS was established by the enactment of 

Public Law 99-335. Pursuant to this law, FERS and Social Security automatically cover most 

employees hired after December 31, 1983. Employees hired before January 1, 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 41

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING 

POLICIES (CONTINUED) 

N. Retirement Plans (continued) 

1984 elected to join either FERS and Social Security, or remain in CSRS. 

All employees are eligible to contribute to the Thrift Savings Plan (TSP). For those employees 

participating in the FERS, a TSP account is automatically established and FMC makes a 

mandatory one percent contribution to this account. In addition, FMC makes matching 

contributions, ranging from one to four percent, for FERS eligible employees who contribute to 

their TSP accounts. Matching contributions are not made to the TSP accounts established by 

CSRS employees. For FERS participants, FMC also remits the employer’s share of the 

required contribution. 

FERS employees and certain CSRS reinstatement employees are eligible to participate in the 

Social Security program after retirement. 

FMC recognizes the imputed cost of pension and other retirement benefits during the 

employees’ active years of service. OPM actuaries determine pension cost factors by 

calculating the value of pension benefits expected to be paid in the future and communicates 

these factors to FMC for current period expense reporting. OPM also provides information 

regarding the full cost of health and life insurance benefits. FMC recognized the offsetting 

revenue as imputed financing sources to the extent these expenses will be paid by OPM. 

FMC does not report on its financial statements information pertaining to the retirement plans 

covering its employees. Reporting amounts such as plan assets, accumulated plan benefits, and 

related unfunded liabilities, if any, is the responsibility of the OPM. 

O. Use of Estimates 

Management has made certain estimates when reporting assets, liabilities, revenue, and 

expenses, and in the note disclosures. The preparation of financial statements in conformity 

with generally accepted accounting principles requires management to make estimates and 

assumptions that affect the reported amounts of assets and liabilities and disclosure of 

contingent assets and liabilities at the date of the financial statements and the reported amounts 

of revenues and expenses during the reporting period. Actual results could differ from those 

estimates. 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 
 42 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(CONTINUED)

P. Net Position 

Net position is the residual difference between assets and liabilities and is comprised of unexpended appropriations 

and cumulative results of operations. Unexpended appropriations represent the amount of unobligated and 

unexpended budget authority. Unobligated balances are the amount of appropriations or other authority remaining 

after deducting the cumulative obligations from the amount available for obligation. The cumulative results of 

operations is the net result of FMC’s operations since inception. 

Q. Imputed Costs/Financing Sources 

Federal Government entities often receive goods and services from other Federal Government 

entities without reimbursing the providing entity for all the related costs. In addition, Federal 

Government entities also incur costs that are paid in total or in part by other entities. An 

imputed financing source is recognized by the receiving entity for costs that are paid by other 

entities. FMC recognized imputed costs and financing sources in fiscal years 2007 and 2006 to 

the extent directed by OMB. 

R. Contingencies 

Liabilities are deemed contingent when the existence or amount of the liability cannot 

be determined with certainty pending the outcome of future events. FMC recognizes 

contingent liabilities, in the accompanying balance sheet and statement of net cost, 

when it is both probable and can be reasonably estimated. FMC discloses contingent 

liabilities in the notes to the financial statements when the conditions for liability 

recognition are not met or when a loss from the outcome of future events is more than 

remote. In some cases, once losses are certain, payments may be made from the 

Judgment Fund maintained by the U.S. Treasury rather than from the amounts 

appropriated to FMC for agency operations. Payments from the Judgment Fund are 

recorded as an “Other Financing Source” when made. There are no contingencies 

that require disclosure.

S. Expired Accounts and Cancelled Authority 

Unless otherwise specified by law, annual authority expires for incurring new obligations at the 

beginning of the subsequent fiscal year. The account in which the annual authority is placed is 

called the expired account. For five fiscal years, the expired account is available for 

expenditure to liquidate valid obligations incurred during the unexpired period. Adjustments 

are allowed to increase or decrease valid obligations incurred during the unexpired period but 

not previously reported. At the end of the fifth expired year, the expired account is cancelled. 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 43

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(CONTINUED)

T. Reclassification 

Certain fiscal year 2006 balances have been reclassified, retitled, or combined with other 

financial statement line items for consistency with current year presentation. Under Statements 

of Federal Financial Accounting Standards No. 7, OMB has reclassified the Statement of 

Financing to be presented in a note as Reconciliation of Net Cost of Operations to Budget. 

NOTE 2. FUND BALANCE WITH TREASURY 

Fund balance with Treasury as of September 30, 2007 and 2006 consisted of: 

The unavailable unobligated fund balances represents the amount of appropriations for which 

the period of availability for obligation has expired. This balance is available for upward 

adjustments of obligations incurred only during the period for which the appropriation was 

available for obligation or for paying claims attributable to the appropriations. 

NOTE 3. ACCOUNTS RECEIVABLE, NET 

Accounts receivable balances as of September 30, 2007 and 2006 were as follows: 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

 2007 2006 

Fund Balances 

Appropriated Funds $ 2,843,269 $ 2,676,163 

Total Fund Balance $ 2,843,269 $ 2,676,163 

 

Status of Fund Balance with Treasury 

Unobligated Balance 

Available $ 4,511 $ 4,636 

Unavailable 206,383 122,101 

Obligated Balance not yet Disbursed 2,632,375 2,549,426 

Total $ 2,843,269 $ 2,676,163 

 2007 2006

With the Public $ 141,144 $ 2,961 

Allowance for Loss on Receivables 75,000 -

Total Accounts Receivable, Net $ 66,144 $ 2,961
 44 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 3. ACCOUNTS RECEIVABLE, NET (CONTINUED) 

The accounts receivable is primarily made up of balances from two non-federal vendors. One 

receivable for $7,208 is a net assessment of a penalty resulting from an FMC enforcement 

action. A second receivable for $56,923 represents an amount due from a contractor for 

unsupported claims that were paid by the agency. 

NOTE 4. GENERAL PROPERTY, PLANT AND EQUIPMENT 

Property, plant and equipment account balances as of September 30, 2007 and 2006 were as follows: 

NOTE 5. LIABILITIES NOT COVERED BY BUDGETARY RESOURCES 

The liabilities on FMC’s Balance Sheet as of September 30, 2007 and 2006, include liabilities 

not covered by budgetary resources, which are liabilities for which congressional action is 

needed before budgetary resources can be provided. Although future appropriations to fund 

these liabilities are likely and anticipated, it is not certain that appropriations will be enacted to 

fund these liabilities. Liabilities not covered by budgetary resources consist of unfunded leave. 

Balances are $1,012,520 and $1,061,614 as of September 30, 2007 and 2006, respectively. 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

Schedule of Property, Plant and Equipment as of September 30, 2007 

 Acquisition Accumulated Net 

 Cost Depreciation Book Value 

Description 

Office Equipment 5 yrs. $ 350,588 $ 343,486 $ 7,102 

 

Schedule of Property, Plant and Equipment as of September 30, 2006 

 Acquisition Accumulated Net 

 Cost Depreciation Book Value 

Description 

Office Equipment 5 yrs. $ 419,982 $ 389,629 $ 30,353 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 45

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 6. LEASES 

FMC occupies office space under six lease agreements that are accounted for as operating 

leases. The lease locations and terms are listed below: 

 LOCATION TERM LEASE EXPIRATON DATE

Washington DC 10 years 01/02/2012 

Jamaica, New York 12 months 01/01/2008 

Jamaica, New York 12 months 01/01/2008 

Seattle, WA 2 years 05/31/2008 

The lease amounts vary from year to year depending on the specific lease. The schedule of 

future payments for the term of the leases is as follows: 

Operating Leases

The operating lease amount does not include estimated payments for leases with annual renewal 

options. 

NOTE 7. INTRAGOVERNMENTAL COSTS 

Intragovernmental costs represent goods and services exchange transactions made between two 

reporting entities within the Federal government, and are in contrast to those with non-federal 

entities (the public). Intragovernmental costs include payments to federal vendors for 

personnel benefits, rent, utilities, and other services. Payments made to non-federal entities (the 

public) are comprised primarily of employee salaries and other services. Such costs are 

summarized as follows: 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

Fiscal Year Lease Payments

2008 $ 2,763,733 

2009 2,770,460 

2010 2,795,448 

2011 2,821,193 

2012 2,847,718 

Thereafter 237,690 

Total Future Payments $ 14,236,242 
 46 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

FMC had no earned revenues.

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 7. INTRAGOVERNMENTAL COSTS (CONTINUED)

 

 2007 2006 

Office of Administration: 

 Intragovernmental Costs $ 5,641,709 $ 5,487,121 

 Public Costs 3,227,832 2,962,391 

 Total Office of Administration Costs $ 8,869,541 $ 8,449,512 

Office of Operations: 

 

 Intragovernmental Costs $ 1,155,565 $ 1,145,281 

 Public Costs 6,047,768 5,987,523 

 Total Office of Operations $ 7,203,333 $ 7,132,804 

Formal Proceedings: 

 Intragovernmental Costs $ 753,220 $ 754,837 

 Public Costs 4,047,865 4,203,666 

 Total Formal Proceedings $ 4,801,085 $ 4,958,503 

 

Office of Inspector General 

 Intragovernmental Costs $ 43,570 $ 51,228 

 Public Costs 350,724 418,657 

 Total Office of Inspector General $ 394,294 $ 469,885 

Office of EEO: 

 Intragovernmental Costs $ 18,754 $ 17,798 

 Public Costs 122,839 117,924 

 Total Office of EEO $ 141,593 $ 135,722 

 

 

Total Intragovernmental costs $ 7,612,818 $ 7,456,265 

Total Public costs 13,797,028 13,690,161 

 Total Net Cost $ 21,409,846 $ 21,146,426 

 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 47

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 8. OPERATING/PROGRAM COSTS 

Costs by major budgetary object classification as of September 30, 2007 and 2006 are as follows: 

NOTE 9. BUDGETARY RESOURCE COMPARISONS TO THE 

BUDGET OF THE UNITED STATES GOVERNMENT 

Statement of Federal Financial Accounting Standards No. 7, Accounting for Revenue and 

Other Financing Sources and Concepts for Reconciling Budgetary and Financial Accounting, 

calls for explanations of material differences between amounts reported in the Statement of 

Budgetary Resources (SBR) and the actual balances published in the Budget of the United 

States Government (President’s Budget). However, the President’s Budget that will include 

FY07 actual budgetary execution information has not yet been published. The President’s 

Budget is scheduled for publication in February 2008 and can be found at the OMB Web site: 

http://www.whitehouse.gov. The 2008 Budget of the United States Government, with the 

Actual column completed for 2006, has been reconciled to the Statement of Budgetary 

Resources and there were no material differences. 

NOTE 10. IMPUTED FINANCING SOURCES 

FMC recognizes as imputed financing the amount of accrued pension and post-retirement 

benefit expenses for current employees. The assets and liabilities associated with such benefits 

are the responsibility of the administering agency, the Office of Personnel Management (OPM). 

For the periods ended September 30, 2007 and 2006, respectively, imputed financing from 

OPM was $1,178,255 and $1,115,461. 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

Budgetary Object Classifications 2007 2006 

 

Personnel and Benefits $ 15,530,048 $ 15,434,367 

Travel and Transportation 186,959 190,462 

Rents, Communication & Utilities 3,290,761 3,066,101 

Printing and Contractual Services 1,930,738 2,083,582 

Supplies and Materials 227,805 186,800 

Equipment 243,821 184,886 

Miscellaneous (286) 228 

Total $ 21,409,846 $ 21,146,426 

 
 48 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 11. UNDELIVERED ORDERS AT THE END OF THE 

PERIOD 

Beginning with FY 2006, the format of the Statement of Budgetary Resources has changed and 

the amount of undelivered orders at the end of the period is no longer required to be reported on 

the face of the statement. Statement of Federal Financial Accounting Standards No. 7, 

Accounting for Revenue and Other Financing Sources and Concepts for Reconciling Budgetary 

and Financial Accounting, states that the amount of budgetary resources obligated for 

undelivered orders at the end of the period should be disclosed. For the periods ended 

September 30, 2007 and 2006, undelivered orders amounted to $1,385,730 and $1,326,478, 

respectively.

NOTE 12. CUSTODIAL ACTIVITY 

FMC is an administrative agency collecting for another entity or the General Fund. As a collecting entity, FMC 

measures and reports cash collections and refunds, which are reported as custodial activity on the “Statement of 

Custodial Activity”. The type of cash collected is for fines, penalties and administrative fees. A small portion is 

for interest on the past due fines. Another part of the custodial activity is application for licenses issued 

to qualified ocean transportation intermediaries (OTIs) in the U.S., petitions, status changes and special permission 

fees. 

Custodial receipts are broken out in the following general receipt funds: 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

 2007 

 

Misc. Fines, Penalties and Forfeitures $1,372,037 

General Fund Proprietary Receipts (license fees) 587,738 

Refund of Moneys Erroneously Received and Covered (8,664) 

Total Custodial Collections $1,951,111 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 49

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006

NOTE 13. RECONCILIATION OF NET COST OF OPERATIONS TO BUDGET 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

 2007 2006 

Resources Used to Finance Activities:

Budgetary Resources Obligated

 Obligations Incurred $ 20,536,495 $ 20,346,990

 Less: Spending Authority from Offsetting Collections

 and Recoveries 220,175 150,821

 Obligations Net of Offsetting Collections and Recoveries 20,316,320 20,196,169

 Less: Offsetting Receipts - -

 Net Obligations 20,316,320 20,196,169

Other Resources

 Imputed Financing from Costs Absorbed by Others 1,178,255 1,115,461

 Net Other Resources Used to Finance Activities 1,178,255 1,115,461 

Total Resources Used to Finance Activities $ 21,494,575 $ 21,311,630 

Resources Used to Finance Items Not Part of the Net Cost of 

Operations

 Change in Budgetary Resources Obligated for Goods,

 Services and Benefits Ordered but Not Yet Provided $ 59,250 $ 275,652

Resources that Fund Expenses Recognized in Prior Periods 48,731 149

Other Resources or Adjustments to Net Obligated

 Resources That Do Not Affect Net Cost of Operations - - 

Total Resources Used to Finance Items Not Part of the Net 107,981 275,801

 Cost of Operations

 

Total Resources Used to Finance the Net Cost of Operations $ 21,386,594 $ 21,035,829 

Components of the Net Cost of Operations that will Not

Require or Generate Resources in the Current Period

Components Requiring or Generating Resources in Future

Periods

 Increase in Annual Leave Liability $ - $ 91,057

 Other - -

 Total Components of Net Cost of Operations that will

 Require or Generate Resources in Future Periods - 91,057

 Components Not Requiring or Generating Resources:

 Depreciation and Amortization 9,373 20,085

 Revaluation of Assets or Liabilities 13,879 -

 Other - (545)

 Total Components of Net Cost of Operations that will Not

 Require or Generate Resources 23,252 19,540

 Total Components of Net Cost of Operations that will Not

 Require or Generate Resources in the Current Period 23,252 110,597

Net Cost of Operations $ 21,409,846 $ 21,146,426
 50 

CHAPTER THREE 

AUDITORS’ REPORT and FINANCIAL STATEMENTS 

Chapter Three 

 AUDITORS’ REPORTS AND FINANCIAL STATEMENTS 

FEDERAL MARITIME COMMISSION 

NOTES TO THE FINANCIAL STATEMENTS 

FOR THE YEARS ENDED SEPTEMBER 30, 2007 AND 2006 

NOTE 14. APPORTIONMENT CATEGORIES OF OBLIGATIONS 

INCURRED 

FMC has $20,536,495 of direct obligations incurred against amounts apportioned under Category A funds. FMC 

has no reimbursable obligations incurred nor any balance in exempt from apportionment. 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 51

I. Required Supplementary Information 

 A. Summary of Financial Statement Audit for the Year Ending September 30, 2007. 

 B. Summary of Management Assurances for the Year Ending September 30, 2007.

Audit Opinion Unqualified 

Restatement No 

 

Material Weaknesses

Beginning 

Balance

New Resolved Consolida

ted

Ending

Balance

 

None Reported 

 

Statement of Assurance Unqualified

Material Weakness Beginning 

Balance

New Resolved Consolidated Reassessed Ending 

Balance

None Reported $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Total Material Weaknesses $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Statement of Assurance Systems conform to financial system requirements

Material Weakness Beginning 

Balance

New Resolved Consolidated Reassessed Ending 

Balance

None Reported $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Total Material Weaknesses $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Overall Substantial Compliance

1. System Requirements

2. Accounting Standards

3. USSGL at Transaction Levels

* OMB Bulletin 07-04 identifies the requirement of the 24 CFO Act agencies to conform with the FFMIA.

 The bulletin states that agencies subject to the ATDA and Government Corporation Control Act are 

 not subject to the requirements of the FFMIA.

n/a* n/a*

Agency Auditor

Conformance with Federal Financial Improvement Act (FFMIA)

n/a* n/a*

Conformance with fiancial management system requirements (FMFIA § 4)

Effectiveness of Internal Control over Operations (FMFIA § 2)

n/a* n/a*

n/a* n/a*

Required Supplementary Information 
 52 

APPENDIX B 

GLOSSARY OF ACRONYMS 

Appendix A 

 GLOSSARY OF ACRONYMS 

-B- 

 BPD Bureau of the Public Debt 

 

-C- 

 CADRS Office of Consumer Affairs and Dispute Resolution 

 Services 

 C&A Certification and Accreditation Services 

 CIO Chief Information Officer 

 

-E- 

 EEO Equal Employment Opportunity 

 e-OPF Electronic Official Personnel File 

-F- 

 FACTS Federal Agencies’ Centralized Trial-Balance System 

 FFMIA Federal Financial Management Improvement Act 

 FISMA Federal Information Security Management Act 

 FMC/Commission Federal Maritime Commission 

 FMFIA Federal Managers’ Financial Integrity Act 

 FTE Full Time Equivalent 

 FY Fiscal Year 

-G- 

 GPRA Government Performance and Results Act 

 GS General Schedule 

 

-I- 

 IG Inspector General 

 IPAC Intergovernmental Payments and Collections 

 IPv6 Internet Protocol Version 6 

 IRS Internal Revenue Service 

 IT Information Technology 

 

-M- 

 MTO Marine Terminal Operator 

-N- 

 NFC National Finance Center 

 NIST National Institute of Standards and Technology 

 NVOCC Non-Vessel-Operating Common Carrier 
FEDERAL MARITIME COMMISSION 

FY2007 PERFORMANCE AND ACCOUNTABILITY REPORT 

 53

Appendix A 

 GLOSSARY OF ACRONYMS 

-O- 

 OMB Office of Management and Budget 

 OSRA Ocean Shipping Reform Act of 1988 

 OTI Ocean Transportation Intermediary 

-P- 

 P.L. Public Law 

 PAR Performance and Accountability Report 

 PART Program Assessment Rating Tool 

 PVO Passenger Vessel Operator 

-R- 

 RPI Regulated Persons Index 

-S- 

 SC Service Contract 

 SES Senior Executive Service 

 Shipping Act Shipping Act of 1984 

 SQL Structured Query Language 

 

-T- 

 TIN Taxpayer Identification Number 

 

-U- 

 URL Uniform Resource Locator 

 U. S. United States 

 -V- 

 VOCC Vessel-Operating Common Carrier