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Read our report on six communities’ experiences with pandemic funding and programs, which provides valuable lessons learned to improve federal emergency response programs.

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Search reports, investigative results, and agency plansShowing 21 - 29 of 29 results
Tennessee Valley Authority OIG

TVA’s Response to COVID-19

In March 2020, the World Health Organization declared the coronavirus (COVID-19) outbreak a global pandemic. The Tennessee Valley Authority (TVA) began taking steps to keep employees and their families’ safe, while also ensuring the agency could fulfill its mission of service. Due to the ongoing pandemic and its impact on TVA’s workforce related to mandatory telework and staffing, we initiated an evaluation to assess TVA’s response to COVID-19. The objective of our evaluation was to assess TVA’s response to COVID-19. Our scope included actions taken by TVA related to staffing, employee safety...
Department of Agriculture OIG

USDA Coronavirus Disease 2019 Funding

On May 28, 2020, we initiated a non-audit service to identify U.S. Department of Agriculture’s (USDA) coronavirus disease 2019 (COVID-19) funding. Our objective was to identify the funding streams USDA used to respond to the COVID-19 pandemic as of May 31, 2020.
Department of Agriculture OIG

COVID-19: FS' Wildland Fire Response Plans

The purpose of this memorandum is to provide the Office of Inspector General’s (OIG) comments on the Wildland Fire Response Plans (WFRP) that were developed in order to more safely and effectively combat wildland fires during the coronavirus (COVID-19) pandemic
Amtrak (National Railroad Passenger Corporation) OIG

Governance: Observations on Amtrak’s Use of CARES Act Funds

The objective for this management advisory report was to monitor and assess how the company is using CARES Act funds and the controls it has in place to accurately account for and report on them. The company experienced a sharp drop in ridership and passenger revenues in March 2020 as a result of the coronavirus pandemic. The company’s response included aggressive cost-cutting actions such as cancelling some of its train service and reducing management pay and retirement benefits. Despite these actions, the company projected that revenues would still not cover its reduced costs and requested...