GAO Reports
GAO Reports
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DOD Financial Management: Status of Remediation Efforts to Meet Audit Mandate
WASHINGTON, Sept. 16 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
DOD Financial Management: Status of Remediation Efforts to Meet Audit Mandate
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Fast Facts
As of FY 2024, DOD was the only major federal agency that had never achieved a clean audit opinion--when auditors find that financial statements are presented fairly and consistent with accounting principles.
This Q&A describes DOD's audit approaches and its planned timelines for addressing key problems that audits found.
DOD must achieve a clean audit opinion by 2028 and has efforts under way. ... Show Full Article WASHINGTON, Sept. 16 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * DOD Financial Management: Status of Remediation Efforts to Meet Audit Mandate * Fast Facts As of FY 2024, DOD was the only major federal agency that had never achieved a clean audit opinion--when auditors find that financial statements are presented fairly and consistent with accounting principles. This Q&A describes DOD's audit approaches and its planned timelines for addressing key problems that audits found. DOD must achieve a clean audit opinion by 2028 and has efforts under way.These include retiring 89 outdated information systems, which could save a projected $760 million per year through FY 2029.
Despite its efforts, DOD still faces serious challenges in preventing, detecting, or correcting financial statement inaccuracies.
Highlights
What GAO Found
The Department of Defense (DOD) has realized many benefits from its financial statement audits. For example, the DOD Office of Inspector General (OIG) reported that DOD's fiscal year 2024 remediation plans included the retirement of 89 outdated information systems and will result in savings of at least $760 million annually through fiscal year 2029. However, DOD still needs to make substantial progress in remediating its pervasive deficiencies, which auditors call material weaknesses. Although DOD's auditors downgraded one material weakness related to contingent legal liabilities, they identified a new one related to DOD's reporting of leases, resulting in no net change.
Better financial management is critical to DOD's mission readiness, and it is important to demonstrating that DOD's financial statements and underlying financial information are reliable for decision-making. These audits help DOD to assess what is performing well and what areas still need improvement. For example, DOD OIG reported that DOD addressing its asset accountability challenges will provide leadership with more accurate information to assist in making operational decisions. The OIG noted that accurate asset data enable informed decisions about maintenance, replacement, and disposal, leading to better resource allocation and long-term planning. This in turn improves operations and helps better ensure optimum use of resources to support warfighter priorities.
The National Defense Authorization Act for Fiscal Year 2024 mandates that the Secretary of Defense ensure that DOD receives a clean audit opinion on its financial statements by no later than December 31, 2028. In response, DOD reported that it realigned each reporting entities' roadmap. These roadmaps guide the implementation of corrective measures and establish milestones against which entities can measure progress, to accelerate audit progress and achieve the December 2028 mandate.
Why GAO Did This Study
DOD is responsible for about half of the federal government's discretionary spending and about 82 percent of the federal government's reported total physical assets. As of fiscal year 2024, DOD remains the only major federal agency that has never been able to receive a clean audit opinion on its financial statements. The Marine Corps received a clean audit opinion on its fiscal year 2023 financial statements, becoming the first military service to ever do so, and again receiving a clean audit opinion for fiscal year 2024. However, DOD and many of its component reporting entities' fiscal years 2018 through 2024 financial statement audits resulted in disclaimers of opinion. It is important for DOD to obtain a clean audit opinion to demonstrate that its financial statements and underlying financial information are reliable for decision-making and efficient and effective operations.
In this Q&A report, GAO describes the audit approaches undertaken by the independent public accountants and results of DOD's and the military services' fiscal year 2024 financial statement audits, as well as DOD's planned timelines for addressing key audit findings.
GAO reviewed relevant DOD, DOD OIG, and military service independent public accounting documentation and reports, as well as memorandums and status reports, and interviewed officials. GAO also analyzed DOD's and the military services' fiscal years 2023 through 2025 audit roadmaps as well as certain detailed project plans, which included milestones for certain corrective actions.
For more information, contact Asif A. Khan at khana@gao.gov.
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Original text here: https://www.gao.gov/products/gao-25-107427
Personnel Vetting: Sustained Leadership Is Critical to DOD's New Approach to Its Background Investigation System
WASHINGTON, Sept. 16 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Personnel Vetting: Sustained Leadership Is Critical to DOD's New Approach to Its Background Investigation System
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Highlights
What GAO Found
The Department of Defense (DOD) is developing the National Background Investigation Services (NBIS)--an IT system for conducting background investigations for most federal agencies and over 13,000 industry organizations that work with the government. However, delays have hindered NBIS deployment. DOD initially planned for NBIS to be fully operational ... Show Full Article WASHINGTON, Sept. 16 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Personnel Vetting: Sustained Leadership Is Critical to DOD's New Approach to Its Background Investigation System * Highlights What GAO Found The Department of Defense (DOD) is developing the National Background Investigation Services (NBIS)--an IT system for conducting background investigations for most federal agencies and over 13,000 industry organizations that work with the government. However, delays have hindered NBIS deployment. DOD initially planned for NBIS to be fully operationalin 2019 and changed its deadline several times. It now projects major development to be complete by the end of fiscal year 2027.
DOD's Missed Deployment Targets for the National Background Investigation Services (NBIS) Program, as of August 2025
DOD paused the NBIS program in 2024 and has since taken a new approach to its management and oversight of the program. In March 2024, DOD appointed a new Defense Counterintelligence and Security Agency (DCSA) director and NBIS program manager and subsequently revised its previous plans to develop an entirely new IT system. As of September 2025, DOD plans to migrate personnel vetting data to the cloud and modernize legacy systems. DOD also transferred some authority over the NBIS program to the Office of the Under Secretary of Defense for Acquisition and Sustainment in early 2024 as part of its efforts to address NBIS delays, cost overruns, and technical issues; and it created the NBIS Requirements Governance Board to regularly review the program.
GAO is currently reviewing DOD's new schedule and cost estimate for NBIS following recent reforms. In contrast to its past approach, DCSA has stated that it intends to meet all of GAO's scheduling best practices with the use of a software tool instead of an integrated master schedule for NBIS. DCSA has also taken some action consistent with GAO's best practices for cost estimating, including completing an independent cost estimate. DCSA now projects spending an additional $2.2 billion on NBIS development, in addition to costs of $2.4 billion it spent on NBIS and legacy systems since fiscal year 2017.
Leadership is critical to the development of the NBIS system and the successful implementation of Trusted Workforce 2.0. Setbacks in NBIS development have led to delays in achieving Trusted Workforce 2.0 milestones. New DCSA leadership in 2024 set the program on a path that is intended to show marked improvements. However, sustained leadership by DOD will be critical to achieving personnel vetting reform.
Why GAO Did This Study
U.S. government personnel vetting processes, such as background investigations, rely on IT systems to process data on millions of federal employees and contractor personnel. Since 2018, the government has undertaken a major reform of personnel vetting called Trusted Workforce 2.0. DOD has been developing NBIS as the new IT system for personnel vetting.
This statement summarizes information on (1) DOD efforts to revise its approach to NBIS development, (2) GAO's ongoing work on the most recent NBIS schedule and cost estimate, and (3) the importance of sustained leadership for NBIS to achieve personnel vetting reforms under Trusted Workforce 2.0.
This statement is based on GAO's prior reports on NBIS from December 2021 through June 2024 as well as ongoing work. To perform prior and ongoing work, GAO analyzed information on NBIS from DCSA and the Office of Personnel Management, and interviewed knowledgeable officials.
Recommendations
In prior reports, GAO made one matter for congressional consideration to require DCSA to develop a reliable schedule and cost estimate for NBIS and 15 recommendations to DOD to improve NBIS program management and cybersecurity. One recommendation related to program management remains open. GAO will continue to monitor this high-risk area.
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Original text here: https://www.gao.gov/products/gao-25-108721
Medicaid Demonstrations: Action Needed to Address New Cost Concerns
WASHINGTON, Sept. 16 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Medicaid Demonstrations: Action Needed to Address New Cost Concerns
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Fast Facts
Medicaid is jointly financed by the federal government and states. States may test new approaches for delivering health care services through Medicaid "demonstrations," which may include otherwise ineligible spending. Policy requires demonstrations to be budget neutral for the federal government and not raise its costs.
The federal government sets spending limits for each demonstration based on state spending ... Show Full Article WASHINGTON, Sept. 16 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Medicaid Demonstrations: Action Needed to Address New Cost Concerns * Fast Facts Medicaid is jointly financed by the federal government and states. States may test new approaches for delivering health care services through Medicaid "demonstrations," which may include otherwise ineligible spending. Policy requires demonstrations to be budget neutral for the federal government and not raise its costs. The federal government sets spending limits for each demonstration based on state spendingdata. In 2022, policy changes allowed state data to include the costs for some services that Medicaid doesn't typically pay for. This increased demonstration spending limits by billions of dollars.
Our recommendation addresses this.
A fanned-out stack of $100 bills with a torn piece of paper laid across them that says "Medicaid Spending"
Highlights
Why This Matters
Medicaid section 1115 demonstrations allow states to test new approaches for delivering services and have become a significant feature of the program. The Centers for Medicare & Medicaid Services (CMS) policy is for demonstrations to be budget neutral (i.e., not raise costs for the federal government). We have previously recommended CMS use valid methods to determine budget neutrality.
GAO Key Takeaways
Federal spending on Medicaid demonstrations nearly doubled from 2013 through 2023--the latest available data. CMS sets spending limits for each demonstration that are intended to ensure that demonstrations are budget neutral. The limits are based on projections of what Medicaid would have spent without the demonstration. The higher the projected spending, the higher the spending limit.
In 2021, CMS began requiring states to use recent spending data rather than outdated historical spending projections when calculating spending limits--a method that better ensures budget neutrality. We estimated that this reduced potential federal spending by about $123 billion for two selected demonstrations.
However, in 2022, CMS adjusted this policy and allowed spending limits to partially reflect outdated historical spending projections. This increased potential federal spending by an estimated $17 billion in three selected demonstrations.
Also in 2022, CMS began allowing spending limits to include certain costs for services to address health-related social needs, such as housing assistance. Some of these costs could not have occurred absent the demonstration because they are not allowable under Medicaid. This increased potential federal spending by almost $4 billion in five selected demonstrations and did not ensure budget neutrality.
# Federal Expenditures Under Medicaid Demonstrations
Note: Expenditures are adjusted for inflation.
How GAO Did This Study
We analyzed CMS expenditure data on Medicaid demonstration spending. We reviewed CMS policy changes from 2020 through 2024 and approval documents for six state demonstrations, selected for variation in approval dates. We estimated how the changes in CMS policies would affect federal spending.
Recommendations
CMS should fully implement our 2002 recommendation to use valid methods for budget neutrality. CMS should also stop allowing costs that could not occur absent the demonstration in demonstration spending limits. CMS said it will consider this as it implements new budget neutrality requirements.
Recommendations for Executive Action
Agency Affected Recommendation Status
Centers for Medicare & Medicaid Services The Administrator of CMS should revise the agency's section 1115 budget neutrality policy to stop treating costs for populations or services that could not have otherwise been covered under existing Medicaid authorities as hypothetical when setting demonstration spending limits. Instead, CMS should require the costs of those populations or services to be offset by other reductions in demonstration spending.
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-25-107445
Veterans Affairs: Key AI Practices Could Help Address Challenges
WASHINGTON, Sept. 15 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Veterans Affairs: Key AI Practices Could Help Address Challenges
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Highlights
What GAO Found
Generative artificial intelligence (AI) systems create outputs using algorithms, which are often trained on text and images obtained from the internet. Technological advancements in the underlying systems and architecture, combined with the open availability of AI tools to the public, have led to widespread use.
The Department of Veterans Affairs (VA) increased its number of AI use cases between ... Show Full Article WASHINGTON, Sept. 15 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Veterans Affairs: Key AI Practices Could Help Address Challenges * Highlights What GAO Found Generative artificial intelligence (AI) systems create outputs using algorithms, which are often trained on text and images obtained from the internet. Technological advancements in the underlying systems and architecture, combined with the open availability of AI tools to the public, have led to widespread use. The Department of Veterans Affairs (VA) increased its number of AI use cases between2023 and 2024. VA has also identified challenges in using AI--such as difficulty complying with federal policies and guidance, having sufficient technical resources and budget, acquiring generative AI tools, hiring and developing an AI workforce, and securing sensitive data.
GAO has identified a framework of key practices to help ensure accountability and responsible AI use by federal agencies--including VA--in the design, development, deployment, and continuous monitoring of AI systems. VA and other agencies can use this framework as they consider, select, and implement AI systems (see figure).
Figure: GAO's Artificial Intelligence (AI) Accountability Framework
VA's use of the AI accountability framework along with a solid foundation of IT management and AI use cases could enable the department to better position itself to support ongoing and future work involving the technology.
Why GAO Did This Study
Developments in generative AI--which can create text, images, audio, video, and other content when prompted by a user--have revolutionized how the technology can be used in many industries, including healthcare, and at federal agencies including VA.
AI is a transformative technology for government operations, but it also poses unique challenges because the source of information used by AI systems may not always be clear or accurate. These challenges may be difficult for federal agencies including VA to overcome.
In prior reports, GAO found that VA has experienced longstanding challenges in managing its IT projects and programs. This raises questions about the efficiency and effectiveness of its operations and its ability to deliver intended outcomes needed to help advance the department's mission.
GAO's statement describes (1) VA's AI use and challenges, and (2) principles and key practices for federal agencies that are considering implementing AI.
GAO summarized a prior report that described VA's use of AI. GAO also summarized key practices for federal agencies and other entities that are considering implementing AI systems.
Recommendations
The prior GAO reports described in this statement include 26 recommendations to VA concerning management of its IT resources that have not yet been implemented, and one recommendation to update its AI inventory that has not been implemented.
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Original text here: https://www.gao.gov/products/gao-25-108739
Military Moves: DOD Needs Better Information to Effectively Oversee Relocation Program Reforms
WASHINGTON, Sept. 11 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Military Moves: DOD Needs Better Information to Effectively Oversee Relocation Program Reforms
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Fast Facts
DOD's U.S. Transportation Command arranges about 300,000 personal property shipments for military personnel and their families annually. To address widespread dissatisfaction with its moving and storage program, DOD contracted with a commercial move manager in 2021.
But the contractor didn't have the capacity to manage all the shipments DOD ordered. DOD terminated the contract ... Show Full Article WASHINGTON, Sept. 11 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Military Moves: DOD Needs Better Information to Effectively Oversee Relocation Program Reforms * Fast Facts DOD's U.S. Transportation Command arranges about 300,000 personal property shipments for military personnel and their families annually. To address widespread dissatisfaction with its moving and storage program, DOD contracted with a commercial move manager in 2021. But the contractor didn't have the capacity to manage all the shipments DOD ordered. DOD terminated the contractin June 2025 after spending over $100 million on it. DOD is determining how to move forward.
To improve oversight and make future decisions about the moving and storage program, we recommended obtaining better information about capacity, performance, and costs.
Highlights
What GAO Found
The Department of Defense's (DOD) Transportation Command (TRANSCOM) awarded its Global Household Goods Contract (GHC) in 2021 with the goal of improving both service members' experiences with military moves and the government's ability to oversee quality service. TRANSCOM intended to fully transition the household goods shipment and storage aspects of its Defense Personal Property Program to the contract. Various challenges delayed contract implementation initially, but limited GHC shipments began in April 2024. According to TRANSCOM, as GHC shipment volume and geographic coverage increased, the contractor faced limits in its capacity to manage the higher volumes, which resulted in missed or delayed pickups and deliveries. Citing continuous performance challenges, the Secretary of Defense directed the creation of a Permanent Change of Station Joint Task Force in May 2025 to develop recommendations for DOD's strategic path forward for the program. DOD ultimately terminated the GHC in June 2025.
# Military Service Member Move
TRANSCOM did not have sufficient, comprehensive information about GHC (1) capacity, (2) performance, and (3) costs to effectively manage risks and oversee contract implementation.
* TRANSCOM officials had identified capacity constraints as a risk to the GHC before implementation, but they had only limited information on the contractor's capacity and could not verify that information.
* DOD lacked comprehensive feedback on service members' experiences with the GHC, limiting its assessment of contractor performance. Respondents to GAO's survey of service members and spouses reported inadequate communication with the contractor's customer service representatives about the status of their shipments and delays in multiple phases of the moving process.
* TRANSCOM did not have complete information regarding costs associated with the GHC transition; DOD incurred unplanned transition costs, paid management fees for task orders ultimately not carried out by the contractor, and lacked clarity on how GHC costs compared to existing program costs.
By obtaining more comprehensive information on program capacity, performance, and costs, DOD will be better positioned to manage risks and oversee the program effectively as it develops its strategic path forward.
Why GAO Did This Study
DOD arranges for the worldwide movement and storage of about 300,000 personal property shipments of service members and their families each year, at an annual cost of approximately $2 billion. As a result of dissatisfaction with its relocation program, TRANSCOM awarded the GHC, worth up to $17.9 billion over approximately 9 years, to a single commercial move manager in November 2021. However, DOD terminated the contract in June 2025 due to the contractor's failure to perform services specified in the terms and conditions of the contract.
The House report accompanying a bill for the Servicemember Quality of Life Improvement and National Defense Authorization Act for Fiscal Year 2025 included a provision for GAO to review DOD's management and oversight of the GHC. This report (1) describes DOD's implementation of the GHC and (2) assesses the extent to which DOD had the information needed to effectively oversee contract implementation.
GAO reviewed the GHC and implementation plans, DOD guidance, and acquisition regulations; interviewed DOD officials and performed two site visits; and surveyed service members and spouses on their experiences with GHC moves. GAO met with moving industry and contractor representatives and reviewed capacity, performance, and cost information.
Recommendations
GAO is making one recommendation for DOD to obtain comprehensive information on capacity, performance, and costs to effectively oversee DOD's personal property program and inform future decisions. DOD concurred with this recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should--as the department develops its path forward for DP3--ensure that the Under Secretaries of Defense for Acquisition and Sustainment and Personnel and Readiness, in coordination with TRANSCOM Defense Personal Property Management Office, obtain comprehensive information needed on capacity, performance, and costs to effectively oversee and manage risks to DOD's personal property program. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-25-107771
Science & Tech Spotlight: AI Agents
WASHINGTON, Sept. 10 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Science & Tech Spotlight: AI Agents
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Highlights
Why This Matters
Agents are AI systems that can not only create content but also operate autonomously to accomplish complex tasks and make instantaneous decisions in response to changing conditions. Agents have the potential to reshape the workplace, with advocates emphasizing that agents could increase efficiency in areas such as data entry and resource management. However, policymakers are concerned about the potential for misuse and ... Show Full Article WASHINGTON, Sept. 10 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Science & Tech Spotlight: AI Agents * Highlights Why This Matters Agents are AI systems that can not only create content but also operate autonomously to accomplish complex tasks and make instantaneous decisions in response to changing conditions. Agents have the potential to reshape the workplace, with advocates emphasizing that agents could increase efficiency in areas such as data entry and resource management. However, policymakers are concerned about the potential for misuse andunintended consequences, as well as job displacement resulting from agent implementation.
Key Takeaways
* Current AI agents are limited to specific purposes, such as software development and autonomous vehicles.
* As AI becomes more agentic, it will be able to accomplish more complex tasks across various fields.
* Policymakers face questions about how to prevent misuse and unintended consequences of AI agents.
The Technology
What is it? Agentic artificial intelligence (AI) builds upon the capabilities of generative AI to not just create content, but also to make and adjust plans when the actions required to accomplish a goal are not clearly defined by a user. Unlike generative AI, AI agents can interact with their environment to perform tasks for users. For example, while a customer service generative AI system can respond to order status inquiries, an AI agent could interact with other software systems to process a return or exchange, or other complex customer issues.
There is no universally agreed upon definition of an AI agent. However, there are properties that can help determine AI systems that are more agentic (see fig. 1).
Figure 1. Properties that Characterize AI Systems as More Agentic
How does it work?
AI agents collect data, evaluate the data, and then take action.
* Sense. Agents collect data from their environment. For example, self-driving vehicles use sensors to scan their surroundings for obstacles such as pedestrians, and customer service AI agents collect text or voice inputs.
* Process. Agents rely on algorithms, models, and rules to evaluate inputs, process data, and determine the next course of action. For example, a self-driving vehicle processes data collected from its surroundings to plan a safe path to a destination.
* Act. Agents take action to achieve a goal based on their analysis, such as steering a vehicle or handling customer service requests, like ordering replacement parts.
How mature is it? Current AI agents are used in specific areas such as software development, customer service, and autonomous vehicles. However, a study found that the best performing AI agent tested was only able to autonomously perform about 30 percent of software development tasks to completion. Developers are working on future agents that will be less limited to specific areas and will accomplish tasks across various fields. One organization anticipates that future AI agents may make at least 15 percent of day-to-day work decisions by 2028.
Opportunities
* Operations management. AI agents may help automate complex business operations. For example, an AI agent could manage inventory, staff schedules, and equipment status to automatically schedule maintenance and repairs.
* Workplace productivity. AI agents could increase productivity by autonomously handling routine actions such as data entry or customer support.
* Natural hazard response. AI agents could enhance efforts to respond to natural disasters, including wildfires. For example, drones with agentic AI could autonomously navigate to and monitor the spread of wildfires.
Challenges
* Unintended consequences and oversight. AI agents could misinterpret a user's goal or take unethical actions to achieve a goal. In one test, for example, AI agents tried to blackmail humans to avoid being shut down. Without sufficient oversight, mistakes or unintended consequences could go undetected.
* Misuse. AI agents could be used as tools by malicious actors for disinformation, cyberattacks, and other illicit activities. Further, AI agents might be given access to personal data, making them useful for hackers or others seeking to invade privacy.
* Testing and evaluation. Many existing methods for evaluating AI performance are not appropriate for testing AI agents because these methods do not consider how agents interact with other systems in their environment.
* Potential job displacement. Research on employment impact is limited, however researchers found that while AI can increase the productivity of some workers, it may also result in the displacement of others.
Policy Context and Questions
* How should AI agent performance be evaluated prior to implementation?
* What monitoring and oversight mechanisms could be established to ensure that AI agents are performing as expected and to detect any unintended consequences?
* What are the implications of AI agents on the workforce, including any potential job loss?
Selected GAO Work
Artificial Intelligence: Generative AI Training, Development, and Deployment Considerations, GAO-25-107651.
Smart Cities: Technologies and Policy Options to Enhance Services and Transparency, GAO-25-107019.
Selected Reference
Helen Toner et al., "Through the Chat Window and into the Real World: Preparing for AI Agents" (Center for Security and Emerging Technology, Oct. 2024).
http://cset.georgetown.edu/publication/ through-the-chat-window-and-into-the-real-world-preparing-for-ai-agents/
For more information, contact Sarah Harvey at HarveyS@gao.gov.
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Original text here: https://www.gao.gov/products/gao-25-108519
ICBM Modernization: Air Force Actions Needed to Expeditiously Address Critical Risks to Sentinel Transition
WASHINGTON, Sept. 10 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
ICBM Modernization: Air Force Actions Needed to Expeditiously Address Critical Risks to Sentinel Transition
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Fast Facts
DOD is replacing the Air Force's Minuteman III missile--which is over 50 years old--with the new Sentinel system. The transition is the most complex project the service has undertaken.
But the Air Force hasn't developed a risk management plan for this transition. A risk management plan would outline how to anticipate, analyze, and solve problems.
Also, the Air Force ... Show Full Article WASHINGTON, Sept. 10 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * ICBM Modernization: Air Force Actions Needed to Expeditiously Address Critical Risks to Sentinel Transition * Fast Facts DOD is replacing the Air Force's Minuteman III missile--which is over 50 years old--with the new Sentinel system. The transition is the most complex project the service has undertaken. But the Air Force hasn't developed a risk management plan for this transition. A risk management plan would outline how to anticipate, analyze, and solve problems. Also, the Air Forcemay need to operate Minuteman III for 25 more years because of Sentinel delays and increasing costs. It needs a plan to address the risks associated with maintaining the aging system. Parts may no longer be available, for example.
Our recommendations address these issues and more.
Air Force Airmen Performing Maintenance on a Minuteman III ICBM at a Colorado launch facility, February 2024
Highlights
What GAO Found
The Air Force has developed planning documents for the transition from Minuteman III to Sentinel but has not developed a risk management plan. The transition was planned to begin in fiscal year 2025, but those plans are on hold while the Department of Defense (DOD) restructures the Sentinel program. The Air Force developed an overarching transition strategy and a site transition plan for F.E. Warren Air Force Base in Wyoming, the first base scheduled to convert to Sentinel. However, the Air Force has not yet developed a transition risk management plan, a leading project planning practice. A detailed risk management plan would help the Air Force establish an organized, methodical way to identify, assess, and respond to the myriad risks, and better position the Air Force for a successful transition from Minuteman III to Sentinel.
While the Air Force has taken some actions to prepare operators, maintainers, and security forces for the transition, the Air Force has not developed a schedule for construction of a Sentinel test facility. The test facility is necessary early in the transition as part of a multistep process to revise policy and instructions that will be needed to prepare security forces for the transition and concurrent operation of Minuteman III and Sentinel.
Air Force Missile Maintainer in a Missile Training Silo in Montana, March 2025
DOD is assessing options to meet strategic deterrent requirements during the transition, but delays require prolonged operation of Minuteman III. Air Force officials are assessing options to potentially operate Minuteman III through 2050. However, prolonged operation presents sustainment risks. Addressing these risks in a transition risk management plan would help ensure the intercontinental ballistic missile (ICBM) system meets requirements during the transition.
This is a public version of a classified report that GAO issued in April 2025. This public version omits some information on plans and capabilities, the Sentinel test facility, and strategic deterrent requirements DOD deemed to be sensitive or classified.
Why GAO Did This Study
The U.S. has operated the land-based Minuteman III ICBM system for over 50 years, well past the original intended service life of 10 years. The system includes more than 600 facilities, including 450 missile silos, across five states. The replacement system, Sentinel, faces critical cost overruns and schedule delays. The Air Force must continue to operate and maintain the aging Minuteman III system to meet U.S. strategic deterrent requirements until Sentinel is fully fielded.
A report accompanying a bill for the National Defense Authorization Act for Fiscal Year 2024 includes a provision for GAO to review the Air Force's planning for the transition from Minuteman III to Sentinel ICBM. This report addresses the extent to which the Air Force (1) planned for the transition and concurrent operation of Minuteman III to Sentinel, (2) developed plans to prepare operators, maintainers, and security forces for the transition, and (3) developed plans to meet strategic deterrent requirements during the transition. GAO collected and reviewed relevant documents and interviewed DOD and Air Force officials about transition planning efforts.
Recommendations
GAO is making six recommendations to the Air Force including that the service develop a risk management plan for the transition that addresses Minuteman III sustainment risks and other key transition risks, and establish a schedule for completion of the Sentinel test facility. DOD concurred with all six recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of the Air Force The Secretary of the Air Force should develop a transition risk management plan for the transition from Minuteman III to Sentinel ICBM. The plan should include a transition risk report and a risk register in future Programming Plan updates. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should establish a detailed, logical, and sequenced schedule for completion of the Physical Security System Test Facility that aligns with Sentinel restructuring plans and reflects scheduling best practices. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should complete an assessment of personnel needs for the transition, including potential Reserve Component support for the transition. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should expeditiously develop a post-2030 Minuteman III operational test launch plan that is aligned with a Sentinel fielding plan and coordinated with the Department of Energy. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should specifically address Minuteman III sustainment risks in the overall transition risk management plan. (Recommendation 5)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should specifically address the personnel and materiel implications of a decision to re-MIRV ICBMs as part of the overall transition risk management plan. (Recommendation 6)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 6 Recommendations
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Original text here: https://www.gao.gov/products/gao-25-108466
Russia Sanctions and Export Controls: U.S. Agencies Should Establish Targets to Better Assess Effectiveness
WASHINGTON, Sept. 8 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Russia Sanctions and Export Controls: U.S. Agencies Should Establish Targets to Better Assess Effectiveness
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Fast Facts
The U.S. and its allies have frozen billions in Russian assets and controlled exports of important technologies to Russia in response to the war in Ukraine. However, Russia has taken actions to mitigate the impact of these restrictions. We found that Russia's economy declined after the invasion and sanctions in 2022, but recovered somewhat afterward. Moreover, export ... Show Full Article WASHINGTON, Sept. 8 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Russia Sanctions and Export Controls: U.S. Agencies Should Establish Targets to Better Assess Effectiveness * Fast Facts The U.S. and its allies have frozen billions in Russian assets and controlled exports of important technologies to Russia in response to the war in Ukraine. However, Russia has taken actions to mitigate the impact of these restrictions. We found that Russia's economy declined after the invasion and sanctions in 2022, but recovered somewhat afterward. Moreover, exportrestrictions have hindered but not completely prevented Russia from obtaining technologies critical to its war effort. We recommended that U.S. agencies set targets to help measure the effectiveness of their sanctions and export controls on Russia.
Tanker used to evade sanctions on Russian oil
Highlights
What GAO Found
GAO independently identified three broad categories for the objectives of U.S. sanctions and export controls on Russia (see figure). U.S. agencies have made progress toward these objectives, but Russia has circumvented some U.S. sanctions and export controls. Specifically, GAO found that Russia's economic growth was about 6 percentage points lower in 2022 than what might have happened absent the events in 2022, including the invasion of Ukraine and sanctions. However, GAO's analysis did not find that economic growth was statistically different than expected in 2023 and 2024. A price cap on Russian oil likely kept Russian oil production and exports relatively stable but Russian actions, such as the use of a "shadow fleet" to export oil, limited the cap's efficacy. U.S. agencies assess that export controls have hindered but not completely prevented Russia's efforts to obtain U.S. military technologies. While U.S. agencies have taken various actions to hold malign Russian actors accountable, including freezing assets, the agencies reported challenges in assessing their effectiveness.
GAO-Identified Categories for the Objectives of U.S. Sanctions and Export Controls on Russia
U.S. agencies primarily responsible for implementing sanctions and export controls on Russia have not established clearly defined objectives linked to measurable outcomes with targets for their activities. As a result, agencies cannot fully assess progress towards achieving their objectives, thus limiting the U.S. government's ability to determine the effectiveness of its broader sanctions and export controls efforts related to Russia. This information is crucial for improving current efforts and informing the future use of sanctions and export controls.
As of September 30, 2024, U.S. agencies had obligated about $164 million in Ukraine supplemental funding for activities related to sanctions and export controls on Russia. These agencies used this funding for staff and investigative tools, among other uses. For example, a Department of State bureau used supplemental funding to increase the size of its workforce dedicated to identifying Russian sanctions targets. GAO found that two State bureaus have not assessed risks to these sanctions activities when their supplemental funding expires on September 30, 2025. As a result, the bureaus cannot develop an effective plan to sustain or restructure these activities, threatening broader goals.
Why GAO Did This Study
The U.S. and its allies responded to Russia's 2022 invasion of Ukraine with wide-ranging sanctions and export controls, including a price cap on Russian oil. U.S. agencies received additional resources under Ukraine supplemental appropriations acts, some of which they used for sanctions and export controls.
Congress included a provision in Public Law 117-328 for GAO to conduct oversight of Ukraine supplemental funding. For U.S. sanctions and export controls related to Russia's invasion of Ukraine, this report examines progress toward objectives and the extent to which U.S. agencies have established objectives with measurable outcomes and assessed risks to activities funded by supplemental resources, among other objectives.
GAO analyzed agency documents and data, performed economic analyses, reviewed relevant literature, interviewed agency officials, and selected and interviewed 11 knowledgeable stakeholders, including former government officials and economists. GAO selected these stakeholders based on their expertise related to sanctions or export controls.
Recommendations
GAO recommends that U.S. agencies define objectives with targets for sanctions and export controls on Russia, assess progress toward these objectives, and that two State offices assess the risks to their programs without future supplemental funding. Commerce and Treasury agreed with our recommendations. State partially agreed.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of State The Secretary of State should define objectives that are linked to measurable outcomes with targets for the department's efforts related to sanctions and export controls on Russia. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Treasury The Secretary of the Treasury should define objectives that are linked to measurable outcomes with targets for the department's efforts related to sanctions on Russia. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Commerce The Secretary of Commerce should define objectives that are linked to measurable outcomes with targets for the department's efforts related to export controls on Russia. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of State The Secretary of State should assess the department's progress toward achieving the measurable outcomes it establishes for its efforts related to sanctions and export controls on Russia. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Treasury The Secretary of the Treasury should assess the department's progress toward achieving the measurable outcomes it establishes for its efforts related to sanctions on Russia. (Recommendation 5)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Commerce The Secretary of Commerce should assess the department's progress toward achieving the measurable outcomes it establishes for its efforts related to export controls on Russia. (Recommendation 6)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of State The Secretary of State should ensure that the Bureau of Economic and Business Affairs and the Bureau of International Security and Nonproliferation assess risks to their Russia sanctions and export controls activities related to the depletion of available supplemental funding and the absence of future funding. (Recommendation 7)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 7 Recommendations
***
Original text here: https://www.gao.gov/products/gao-25-107079
Rural and Tribal Transit: The Federal Transit Administration Should Evaluate Its Efforts to Help Improve Accessibility and Service
WASHINGTON, Sept. 5 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Rural and Tribal Transit: The Federal Transit Administration Should Evaluate Its Efforts to Help Improve Accessibility and Service
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Fast Facts
Accessible public transit in rural and tribal areas can be critical for older adults and people with disabilities. It connects them to jobs, social activities, and essentials like medical care and groceries.
The Federal Transit Administration provides grants to these communities to help meet transit needs, such as expanding or establishing new ... Show Full Article WASHINGTON, Sept. 5 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Rural and Tribal Transit: The Federal Transit Administration Should Evaluate Its Efforts to Help Improve Accessibility and Service * Fast Facts Accessible public transit in rural and tribal areas can be critical for older adults and people with disabilities. It connects them to jobs, social activities, and essentials like medical care and groceries. The Federal Transit Administration provides grants to these communities to help meet transit needs, such as expanding or establishing newroutes and purchasing vehicles. It also assists communities in accessing and using the funds they receive from grant programs.
But the agency hasn't formally assessed whether its efforts have been effective.
We recommended doing so, which could help it better prioritize resources.
A large van with various accessibility features such as full-height entry doors.
Highlights
What GAO Found
Federal funding is key for many rural and tribal transit providers to meet their communities' needs, especially the accessible transit needs of older adults and people with disabilities. These needs include accessing jobs, education, and essential services, such as medical appointments and groceries. GAO identified three Federal Transit Administration (FTA) grant programs that rural and tribal communities primarily rely on:
* the Formula Grants for Rural Areas program,
* the Public Transportation on Indian Reservations and Tribal Transit Program, and
* the Enhanced Mobility of Seniors and Individuals with Disabilities program.
While Tribes and rural communities use federal funding and other approaches to provide and support accessible transit services, their transit providers face an array of challenges. Based on interviews GAO conducted with federal and transportation agency officials and other stakeholder group representatives, the most frequently cited challenges included funding constraints (25 of 44) and staffing shortages (24).
Examples of Accessible Transit
Note: Paratransit, broadly defined, is accessible, origin-to-destination transportation service that operates in response to requests from eligible riders and supplements fixed route services.
FTA assists communities in accessing and using federal grant funds, and addressing the challenges they face in doing so, through a variety of efforts. FTA has identified related objectives to removing barriers and has conducted performance management reviews to assess its progress. However, FTA has not formally or more broadly assessed whether these efforts have helped communities better access and use funds and does not have plans to do so. Additionally, while FTA has conducted performance reviews, it has not formally assessed the effectiveness of its efforts in helping the agency achieve its strategic objectives, as called for by key practices based on legal requirements.
Without regular assessments, FTA may be missing opportunities to help address rural and tribal communities' needs and challenges as related to accessing and using funds, and to more effectively align its efforts to best support its objectives and prioritize resources. For example, FTA might not be fully leveraging the strategies that best assist communities and might be spending resources on strategies that are less effective.
Why GAO Did This Study
Public transportation can be critical to the millions of people living in rural and tribal areas. Accessible public transit is especially important for those with limited driving abilities due to age or disability. However, even with recent grant funding from the Infrastructure Investment and Jobs Act, stakeholders have raised questions about meeting the transit needs of an increasingly aging population.
GAO was asked to review issues related to accessible transit. This report examines (1) the primary federal funding sources for rural and tribal communities for accessible transit for older adults and people with disabilities; (2) the approaches these communities have used to provide this service, and the challenges they have faced; and (3) how the Department of Transportation (DOT) and FTA's efforts have helped communities use funds to improve accessible transit services.
GAO reviewed statutes, regulations, and DOT and FTA documentation. GAO conducted case studies of three Tribes and four states, including three site visits, and interviewed 44 federal and transportation agency officials and other stakeholders, such as groups representing older adults. GAO compared FTA's efforts to key practices and requirements for assessing the results of federal efforts.
Recommendations
GAO recommends that FTA establish a process to regularly assess the effectiveness of its efforts in assisting rural and tribal communities' access and use of funding programs in support of its objectives. DOT agreed with the recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Federal Transit Administration The Administrator of FTA should establish a process to regularly assess the effectiveness of FTA's efforts in assisting rural and tribal communities' access and use of funding programs in support of its objectives, such as to remove barriers to transit access. Such an assessment could include, for example, identifying additional steps that FTA could take related to the streamlining of program requirements or other challenges communities may face. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-25-107455
F-35 Joint Strike Fighter: Actions Needed to Address Late Deliveries and Improve Future Development
WASHINGTON, Sept. 3 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
F-35 Joint Strike Fighter: Actions Needed to Address Late Deliveries and Improve Future Development
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Fast Facts
DOD's F-35 has unique capabilities that make it crucial to U.S. national security.
DOD awarded billions to 2 defense contractors to build the aircraft and its engine. In 2024, aircraft deliveries were late by an average of 238 days. To encourage timely delivery, among other things, DOD paid the contractors hundreds of millions in incentives over the last several years. Nonetheless, ... Show Full Article WASHINGTON, Sept. 3 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * F-35 Joint Strike Fighter: Actions Needed to Address Late Deliveries and Improve Future Development * Fast Facts DOD's F-35 has unique capabilities that make it crucial to U.S. national security. DOD awarded billions to 2 defense contractors to build the aircraft and its engine. In 2024, aircraft deliveries were late by an average of 238 days. To encourage timely delivery, among other things, DOD paid the contractors hundreds of millions in incentives over the last several years. Nonetheless,delivery time frames continued to worsen--but DOD continued to pay incentives.
DOD plans to increase production until 2032, despite contractors' inability to keep up with current engine and aircraft deliveries.
Our recommendations address these issues, and others.
Highlights
What GAO Found
After years of cost growth and schedule delays in its hardware and software modernization effort for the F-35 aircraft, known as Block 4, the Department of Defense (DOD) is in the process of establishing a new major subprogram to help meet cost, schedule, and performance goals. Currently, Block 4 costs are over $6 billion more and completion is at least 5 years later than original estimates. The program plans to reduce the scope of Block 4 to deliver capabilities to the warfighter at a more predictable pace than in the past.
Contractors for the program, Lockheed Martin and Pratt & Whitney, continued delivering aircraft and engines late. For instance, in 2024, Lockheed delivered 110 aircraft. All were late by an average of 238 days, up from 61 days in 2023.
F-35 Aircraft Delivered Late by the Contractor, Calendar Years 2023-2024
Lockheed Martin's Technology Refresh 3 (TR-3)--a $1.9-billion suite of hardware and software upgrades that are critical to the Block 4 modernization effort--was the primary driver of late aircraft deliveries in 2024. Evaluating Lockheed Martin's capacity to deliver aircraft on time would help determine how many aircraft the program should plan to purchase.
In recent years, the program paid contractors, such as Lockheed Martin, hundreds of millions of dollars in incentive fees that were intended to improve on-time delivery. However, the structure of on-time delivery incentives allowed the contractor to deliver aircraft up to 60 days late and still earn some of the fee. To avoid rewarding late deliveries, the program should reevaluate its use of fees in future contracts and better align them to achieve desired production outcomes.
As it stands up new modernization subprograms, the F-35 program has opportunities to deliver capabilities faster. GAO's work on leading practices for product development has found that leading companies employ an iterative process of design, validation, and production to quickly develop and deliver products. While the program is implementing some aspects of these practices, it would benefit from expanding the use of modern design tools, such as digital models that developers can test in a simulated environment, to more rapidly deliver capabilities to the warfighter than it has historically.
Why GAO Did This Study
The F-35 Joint Strike Fighter plays a crucial role in national security for the U.S. and its partners and allies. The aircraft's unique stealth technology and advanced sensor networking systems provide critical capabilities to DOD's tactical air portfolio. DOD estimates that Block 4 and engine and power thermal management modernization--as well as the costs to maintain and operate the 2,470 planned aircraft over the 77-year life cycle--will exceed $2 trillion.
Congress included a provision in statute for GAO to review the F-35 program. This report assesses, among other things, (1) DOD's progress in Block 4 modernization efforts; (2) the extent to which contractors delivered F-35 engines and aircraft within contract time frames and earned related incentives; and (3) the program's use of leading practices for product development.
GAO conducted site visits to contractor facilities; collected and analyzed cost, schedule, and production data; reviewed relevant program documentation; and interviewed DOD officials and contractor representatives.
Recommendations
GAO is making six recommendations to DOD, including that it evaluates Lockheed Martin's capacity to meet planned deliveries on time; reevaluates the use of incentive fees to better achieve the desired schedule; and expands and formalizes the use of leading practices for product development. DOD concurred with four recommendations and partially concurred with two. For all six recommendations, DOD cited actions it is taking to address them. GAO acknowledges DOD has taken some positive steps and believes further action is warranted to fully address the recommendations, as discussed in the report.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Under Secretary of Defense for Acquisition and Sustainment should ensure that the F-35 program office evaluates the production capacity of Lockheed Martin to meet the planned delivery quantities on time and adjust the future schedule to better ensure production and sustainment demands can be met. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Under Secretary of Defense for Acquisition and Sustainment should ensure that the F-35 program office establishes a comprehensive mechanism containing quality information to track information about F-35 engine and aircraft MVRs. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Under Secretary of Defense for Acquisition and Sustainment should ensure that the F-35 program office reevaluates the use of incentive fees to better achieve the desired schedule for future production contracts. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Under Secretary of Defense for Acquisition and Sustainment should ensure that the F-35 program office selects and employs an Adaptive Acquisition Framework pathway for the EPM major subprogram. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Under Secretary of Defense for Acquisition and Sustainment should ensure that the F-35 program's Block 4 and EPM major subprograms expand the use of the leading practices for product development, such as developing a minimum viable product, pursuing digital twins that can be used to inform development, and updating modeling and simulation tools in real time. (Recommendation 5)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Under Secretary of Defense for Acquisition and Sustainment should ensure that the F-35 program formalizes its plan to incorporate leading practices for product development in its Block 4 and EPM major subprogram acquisition documentation. (Recommendation 6)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 6 Recommendations
***
Original text here: https://www.gao.gov/products/gao-25-107632
Other Transaction Agreements: Improved Contracting Data Would Help DOD Assess Effectiveness
WASHINGTON, Sept. 3 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Other Transaction Agreements: Improved Contracting Data Would Help DOD Assess Effectiveness
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Fast Facts
DOD can award funds via an "other transaction agreement." OTAs can attract contractors that haven't worked with DOD before.
DOD officials said there are pros and cons to using OTAs. For example, they are customizable and offer flexibilities during prototype development. But there can be risks using them, including less oversight of contractor costs than in standard contracts. As a ... Show Full Article WASHINGTON, Sept. 3 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Other Transaction Agreements: Improved Contracting Data Would Help DOD Assess Effectiveness * Fast Facts DOD can award funds via an "other transaction agreement." OTAs can attract contractors that haven't worked with DOD before. DOD officials said there are pros and cons to using OTAs. For example, they are customizable and offer flexibilities during prototype development. But there can be risks using them, including less oversight of contractor costs than in standard contracts. As aresult, many switch to standard contracts once it's time for production.
But DOD doesn't track critical information about OTAs that could help decision-makers determine whether they're working as intended.
Our recommendations address this issue.
Computer monitor displaying a prototype
Highlights
What GAO Found
The Department of Defense (DOD) can use a contracting mechanism known as an "other transaction agreement," or OTA, to develop prototypes. Rather than using standardized federal acquisition terms and conditions, OTAs rely on DOD contracting officials to customize the terms and conditions they deem necessary to protect the government's interests. This flexibility may help DOD attract nontraditional defense contractors that otherwise may not choose to contract with DOD. However, this flexibility could also increase risk, such as by reducing oversight of contractors' costs.
After DOD successfully develops a prototype, it may produce it on a larger scale by awarding either (1) another OTA--known as a production OTA, or (2) a standard contract, which is subject to the Federal Acquisition Regulation.
In fiscal year 2024, DOD's prototype OTA obligations totaled over $16 billion. However, DOD does not know the extent to which these prototype OTAs directly resulted in production awards. DOD systematically tracks production OTAs, reporting $2 billion in production OTA use in fiscal year 2024. However, DOD does not similarly track standard contracts for production that resulted from prototype OTAs. Without a systematic process to track these data, DOD cannot assess the extent to which OTAs are delivering capabilities to the warfighter.
Depiction of the Transition of Prototype Other Transaction Agreements (OTA) into Production, as of June 2025
Ten of GAO's 18 selected weapon systems that used prototype OTAs planned to switch to standard contracts for production. DOD officials said that while they saw benefits of OTA flexibilities during the prototyping phase, such as collaboratively working with contractors on the statements of work, they used standard contracts during the production phase to help mitigate risks. For example, officials said that standard contracts can help increase DOD's insight into contractor costs and reduce the risk of overpayment.
Moreover, DOD officials told GAO that like any procurement approach, OTAs offer different advantages and disadvantages, and do not ensure successful outcomes. DOD officials added that a well-written OTA cannot compensate for a poorly planned acquisition. DOD officials stated they are collecting lessons learned associated with transitioning prototype OTAs into production.
Why GAO Did This Study
DOD obligations through OTAs for prototyping and production have significantly increased, growing from $1.8 billion in fiscal year 2016 to over $18 billion in fiscal year 2024. The current administration has also encouraged the use of OTAs, particularly for defense acquisitions. Prior GAO and DOD Inspector General reports found that data challenges limited DOD's visibility into the use of OTAs, including the extent to which nontraditional defense contractors were participating.
A Conference report includes a provision for GAO to review DOD's use of OTAs. GAO's report examines (1) the extent to which DOD used prototype OTAs and the data it collects to determine their effectiveness, and (2) how selected DOD weapon system development efforts using prototype OTAs planned to transition into production.
To do this work, GAO analyzed OTA data from fiscal years 2021 through 2024 and compared these data against DOD's reports to Congress. GAO reviewed a nongeneralizable sample of 18 weapon systems using prototype OTAs. GAO selected the sample from two DOD components that accounted for a majority of OTA use, based on GAO's annual assessments of DOD's major weapon systems. GAO also interviewed contracting officials from DOD components.
Recommendations
GAO is making two recommendations, including that DOD should develop and implement a systematic process to track standard contracts for production that resulted from prototype OTAs. DOD agreed with both recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the Under Secretary of Defense for Acquisition and Sustainment develops and implements a systematic process to track FAR production contracts using follow-on production authority. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Secretary of Defense should ensure that the Under Secretary of Defense for Acquisition and Sustainment reports data fully and accurately for individual consortia-based OTAs to identify the consortia members performing on projects. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-25-107546
Defense Workforce: Efforts to Address Challenges in Recruiting and Retaining Federal Wage System Employees
WASHINGTON, Sept. 3 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Defense Workforce: Efforts to Address Challenges in Recruiting and Retaining Federal Wage System Employees
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Fast Facts
The Department of Defense relies on its federal blue-collar workforce to maintain and repair weapons, aircraft, electronics, and other equipment. DOD has faced longstanding recruitment and retention challenges for these positions. We found that a pay cap set by Congress on wage rates for this workforce may have contributed to these challenges.
To offset these challenges, ... Show Full Article WASHINGTON, Sept. 3 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Defense Workforce: Efforts to Address Challenges in Recruiting and Retaining Federal Wage System Employees * Fast Facts The Department of Defense relies on its federal blue-collar workforce to maintain and repair weapons, aircraft, electronics, and other equipment. DOD has faced longstanding recruitment and retention challenges for these positions. We found that a pay cap set by Congress on wage rates for this workforce may have contributed to these challenges. To offset these challenges,the DOD installations we reviewed used recruitment, relocation, and retention incentives to attract skilled workers. But one installation, Edwards Air Force Base, did not set measurable targets to determine the results of its efforts.
Our recommendation addresses this.
Aircraft Mechanic
Aircraft mechanic conducting maintenance or repair work
Highlights
What GAO Found
The underlying principles of the Federal Wage System (FWS) are to set hourly pay rates for federal blue-collar workers in line with local prevailing (or market) rates and provide equal pay for substantially equal work. However, these principles have not been met because of several challenges with the FWS. These challenges include:
* effect of the pay adjustment cap on final FWS wage rates and wage schedules;
* inexact match between local wage survey job descriptions used to compare federal FWS and private sector occupations; and
* amount of private sector wage data collected for local wage surveys.
In addition, officials from most selected Department of Defense (DOD) services--Air Force, Army, and Navy--and installations--Edwards Air Force Base, Tobyhanna Army Depot, and Norfolk Naval Shipyard--reported challenges with recruiting and retaining FWS employees, such as competition with the private sector for skilled labor and the lengthy federal onboarding process.
All selected DOD services and installations took actions to address recruitment and retention challenges, including the use of various pay flexibilities, for certain FWS employees.
Selected Services' and Installations' Use of Pay Flexibilities to Recruit and Retain Federal Wage System Employees, Fiscal Years 2018-2024
Note: For more details, see figure 5 in GAO-25-107152.
GAO found the selected installations have or are developing goals for the FWS workforce. Norfolk Naval Shipyard and Tobyhanna Army Depot used measurable targets for determining their FWS workload needs. However, Edwards Air Force Base did not have measurable targets for recruiting and retaining its FWS workforce. Establishing measurable targets will help Edwards Air Force Base better assess the results of specific actions and strategies taken to improve FWS recruitment and retention and effectively manage its workforce to meet its mission.
Why GAO Did This Study
DOD relies on its blue-collar workforce to perform and support a variety of work. GAO's prior work found that DOD has faced long-standing workforce challenges in competing with the private sector and other federal agencies for skilled workers.
The Joint Explanatory Statement for the James M. Inhofe National Defense Authorization Act for Fiscal Year 2023 includes a provision for GAO to report on the FWS. This report examines (1) challenges in administering the FWS that may affect recruitment and retention at selected DOD services and installations, and (2) the extent to which selected DOD services and installations have taken actions to address FWS recruitment and retention challenges.
GAO selected the services and installations based on factors, such as the size of the FWS workforce, the presence of different types of FWS employees, and geographic dispersion. GAO analyzed DOD data from fiscal years 2018 through 2024 to identify workforce trends; analyzed agency documents; and interviewed agency and union officials. GAO conducted site visits to Edwards Air Force Base, Tobyhanna Army Depot, and Norfolk Naval Shipyard. GAO compared the services' and installations' use of goals and targets for the FWS workforce to GAO's performance management practices.
Recommendations
GAO recommends that the Secretary of the Air Force ensure that Edwards Air Force Base develops and documents staffing targets for its FWS workforce. DOD and Air Force agreed with the recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of the Air Force The Secretary of the Air Force should ensure that the Commander of Edwards Air Force Base develops measurable staffing targets for Edwards's FWS workforce and documents these targets in a civilian workforce plan or other documents used to help manage Edwards's FWS AF workforce. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-25-107152
Border Security: DHS Needs to Better Plan for and Oversee Future Facilities for Short-term Custody
WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Border Security: DHS Needs to Better Plan for and Oversee Future Facilities for Short-term Custody
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Fast Facts
U.S. Customs and Border Protection can use temporary soft-sided facilities when it needs more capacity to process and hold people apprehended at the southwest border.
Between 2019-2024, CBP spent over $4 billion on contracts for meals, guards, and services at these facilities. As of March 2025, CBP isn't using these facilities but likely will use them again. It hasn't assessed ... Show Full Article WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Border Security: DHS Needs to Better Plan for and Oversee Future Facilities for Short-term Custody * Fast Facts U.S. Customs and Border Protection can use temporary soft-sided facilities when it needs more capacity to process and hold people apprehended at the southwest border. Between 2019-2024, CBP spent over $4 billion on contracts for meals, guards, and services at these facilities. As of March 2025, CBP isn't using these facilities but likely will use them again. It hasn't assessedlessons learned about staffing, operations, or costs.
The Department of Homeland Security received funding for permanent processing centers in 2022 and began building the first one in 2024 without complete cost information.
We recommended addressing these issues, and more.
Aerial View of a CBP Temporary Soft-Sided Processing and Holding Facility in San Diego, CA
A large building with a lot of cars parked in front of it.
Highlights
What GAO Found
Between 2019 and 2024, U.S. Customs and Border Protection (CBP)--a component of the Department of Homeland Security (DHS)--experienced a significant increase in the number of individuals apprehended by U.S. Border Patrol along the southwest border. To address this issue, CBP used temporary soft-sided facilities--steel-framed tent-like structures--to provide additional capacity for processing and holding people in its custody.
Because they are temporary, the number of facilities can change due to trends in the number of people apprehended. In September 2024, CBP had seven soft-sided facilities with different capacities--from 983 to 2,500. In March 2025, CBP ceased operating these facilities due to a significant drop in apprehensions.
Aerial and Interior Views of Soft-Sided Facilities Used by U.S. Customs and Border Protection
CBP obligated over $4 billion total from 2019 through 2024 for soft-sided facilities and related services. But CBP engaged in limited acquisition planning to inform its investments in these facilities. For example, CBP did not take steps to accurately determine the number of contractor staff it needed to operate those facilities. As a result, some locations had either too few or too many staff. While CBP is not currently operating soft-sides facilities, it is likely to do so in the future if there are future surges in apprehensions, according to officials. Thus, CBP has an opportunity to identify and document lessons learned to better inform future investment decisions for these facilities.
In fiscal year 2022, Congress appropriated $330 million to DHS to develop and construct Joint Processing Centers. DHS plans to build and operate up to five of these facilities along the southwest border, which GAO estimates could cost roughly $7 billion. While DHS engaged in some initial planning to acquire Joint Processing Centers, officials did not complete key acquisition planning and oversight steps that leading practices suggest are key to inform large-dollar investments. For example, DHS began construction on the Laredo, Texas Joint Processing Center in October 2024 without reliable and complete operations and cost information. Further, it has not fully documented requirements and criteria for determining its Joint Processing Center locations. Documenting its process for identifying future Joint Processing Center locations and completing a life-cycle cost estimate would ensure that DHS is managing billions of dollars of mission critical services efficiently and effectively.
Why GAO Did This Study
CBP relied on contracts to operate and maintain soft-sided facilities (SSF). These facilities provide support and services when additional processing and holding capacity is needed for individuals apprehended along the southwest border. DHS also received funding to construct Joint Processing Centers (JPC)--permanent facilities that DHS expects will be more cost-effective than SSFs in the future.
GAO was asked to review CBP's and DHS's use and oversight of SSFs and JPCs. This report examines, among other things, (1) how CBP used contracts to support its SSF needs, and (2) the extent to which CBP and DHS engaged in planning efforts for SSF and JPC related acquisitions.
GAO analyzed contracting data on SSF contract obligations for fiscal years 2019-2024, and reviewed DHS budget plans, acquisition policies, and cost estimates for SSFs and JPCs. GAO also visited four selected SSF locations in Yuma and Tucson, AZ, El Paso, TX, and San Diego, CA based in part on apprehension and cost data; reviewed a nongeneralizable sample of eight of 69 contracts for SSFs and JPC construction contract documents; and interviewed DHS and CBP officials.
Recommendations
GAO is making six recommendations, including that CBP identifies and documents lessons learned from its SSF acquisitions; and that DHS documents its process for identifying future JPC locations and completes a life-cycle cost estimate for the Laredo JPC. DHS concurred with the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
United States Customs and Border Protection The CBP Commissioner should identify and document lessons learned from CBP's recent SSF planning and management experiences, such as how to determine SSF staffing requirements, operational statuses, and costs that leading practices and DHS policy would typically suggest for large investments, to inform future SSF efforts. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Homeland Security The Secretary of Homeland Security should ensure that, as DHS plans for future JPCs, the Under Secretary for Management manages them in accordance with leading practices for large investments by conducting key planning and oversight activities. This could include a life-cycle cost estimate, operational requirements document, risk management plan, and other analyses, to ensure informed and efficient decision-making. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Homeland Security The Secretary of Homeland Security should ensure that the Under Secretary for Management documents the department's process for identifying potential JPC locations and how it will define, weight, and apply selection criteria to ensure the optimal locations to meet mission needs are identified. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Homeland Security The Secretary of Homeland Security should ensure that the Under Secretary for Management completes a life-cycle cost estimate for the Laredo JPC that includes all costs for building and operating the facility, including operational costs identified in the upcoming concept of operations plan. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
United States Customs and Border Protection The CBP Commissioner should ensure that the CBP Head of the Contracting Activity takes action, such as providing additional training or guidance, to ensure awareness of the roles and responsibilities of technical monitors assisting CORs in providing contract monitoring and surveillance, including their appointment process; necessary training, skills, and qualifications; and guidance for communicating with CORs. (Recommendation 5)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
United States Customs and Border Protection The CBP Commissioner should ensure that the CBP Head of the Contracting Activity takes action, such as providing additional training and guidance, to ensure officials responsible for contract oversight prepare and implement contract administration plans in accordance with DHS and CBP guidance. (Recommendation 6)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 6 Recommendations
***
Original text here: https://www.gao.gov/products/gao-25-107346
VA Acquisitions: Leadership Accountability and Savings Goals Needed to Improve Purchasing Efficiency
WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
VA Acquisitions: Leadership Accountability and Savings Goals Needed to Improve Purchasing Efficiency
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Fast Facts
The Department of Veterans Affairs and other federal agencies can buy goods and services in bulk across common categories, like medical and IT. This helps them use the buying power of the government to save taxpayer dollars.
But VA isn't getting the full benefit of this "category management" approach. For example, VA category management officials aren't required to take relevant ... Show Full Article WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * VA Acquisitions: Leadership Accountability and Savings Goals Needed to Improve Purchasing Efficiency * Fast Facts The Department of Veterans Affairs and other federal agencies can buy goods and services in bulk across common categories, like medical and IT. This helps them use the buying power of the government to save taxpayer dollars. But VA isn't getting the full benefit of this "category management" approach. For example, VA category management officials aren't required to take relevanttraining. There also isn't a way to hold them accountable for effectively implementing the approach. As a result, VA could be using it inconsistently and missing opportunities for more cost savings.
Our recommendations address these issues and more.
A VA Medical Center in Aurora, CO
A photograph of a VA medical center building made of concrete and glass and situated on a street corner.
Highlights
What GAO Found
The Department of Veterans Affairs (VA) has a policy encouraging purchasers of common goods and services to leverage the government's buying power and save taxpayer dollars. In 2020, VA assigned roles and responsibilities to implement an effort led by the Office of Management and Budget (OMB), called category management, designed to help federal agencies buy like a single enterprise. VA assigned officials to manage 10 common spending categories, such as medical and IT goods and services. Each category manager was also tasked with implementing five key responsibilities aligned with OMB guidance.
GAO found, however, that these officials and those assisting them--known as category leads--generally did not fulfill their responsibilities because senior leaders responsible for oversight did not take steps to ensure they did so. Until senior VA leaders hold these officials accountable, VA will struggle to consistently implement its category management policy and take important steps that could result in savings, reduced contract duplication, or other benefits.
Extent to Which Department of Veterans Affairs Category Management Leadership Met Key Responsibilities in Policy, as of February 2025
VA met most of its annual category management goals set by OMB from fiscal years 2020 to 2024. For example, 91.7 percent of VA's $67.2 billion in contract obligations in fiscal year 2024 were on contracts considered to be managed according to category management principles, exceeding its goal of 90 percent. VA reported savings for governmentwide contracts that accounted for 7.6 percent of its fiscal year 2024 contract obligations. However, category leads told GAO that they did not set or manage toward category-specific savings goals. Doing so could help VA leverage its buying power to save taxpayer dollars and quantify the return on investment for a larger share of its category management efforts.
VA met annual goals set by OMB for training its workforce on category management principles. However, GAO found that key officials, including leads for seven of 10 spending categories, had not taken such training. Until VA ensures that key officials--including category managers and category leads--receive training that is relevant for their roles, the agency will struggle to fully implement its category management policy.
Why GAO Did This Study
According to the General Services Administration, the government achieved $58.3 billion in cost avoidance through OMB's category management initiative from fiscal years 2021 through 2024. VA reportedly accounted for $14.3 billion of this amount. The government's pursuit of additional savings and efficiency remains critical in the face of increasing budgetary pressures.
GAO was asked to review VA's progress in implementing category management. Among other objectives, this report identifies the extent to which VA (1) implemented category management policies and processes, and (2) achieved intended category management outcomes.
GAO reviewed VA policies, procedures, and plans, and OMB's category management guidance; analyzed VA contract and category management data between fiscal years 2019 and 2024 and assessed progress against established goals; and interviewed VA officials, including those responsible for managing VA's 10 common spending categories and VA contracting activities.
Recommendations
GAO is making six recommendations to VA, including that VA (1) establish performance requirements to hold category managers accountable for their responsibilities, (2) establish category-specific savings goals, and (3) ensure that key category management officials take training relevant to their roles. VA concurred with all six recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that the Deputy Secretary, as the category management senior accountable official, establishes performance requirements to hold category managers accountable for fulfilling their respective category management responsibilities established in VA policy. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that the Deputy Secretary, as the category management senior accountable official, establishes the category management council, or designates an existing entity to perform the duties of the category management council, as described in VA policy to guide the implementation, coordination, and oversight of VA's category management initiative. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that the Deputy Secretary, as the category management senior accountable official, and in coordination with the Chief Acquisition Officer and Senior Procurement Executive, identifies the category management training required for specific roles, including category managers, category leads, and officials identified as having requirements responsibilities, and ensures those officials complete required training. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that the Deputy Secretary and category managers establish category-specific goals for cost avoidance and budget savings, and track progress toward these goals. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that category managers assess the availability of, or feasibility of making available, item-level data on prices paid, utilization, and cost avoidance to facilitate use of such data to track cost avoidance within the department's common spending categories. (Recommendation 5)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that the Deputy Secretary, as the category management senior accountable official, ensures that category managers, in conjunction with heads of contracting activities, develop and maintain vendor management plans for their respective categories, that identify mission-critical functions and associated contractors and include strategies to address supply base risks. (Recommendation 6)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 6 Recommendations
***
Original text here: https://www.gao.gov/products/gao-25-107398
Tornadoes: Agencies Promote Resilience but Actions Needed to Improve Access to FEMA Assistance
WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Tornadoes: Agencies Promote Resilience but Actions Needed to Improve Access to FEMA Assistance
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Fast Facts
Tornadoes claim more lives annually in the U.S. than hurricanes and earthquakes combined. The Federal Emergency Management Agency helps tornado survivors and communities through a variety of programs.
By law, only states and territories are eligible to receive Emergency Management Performance Grant awards directly from FEMA. States may distribute these grant awards to local governments ... Show Full Article WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Tornadoes: Agencies Promote Resilience but Actions Needed to Improve Access to FEMA Assistance * Fast Facts Tornadoes claim more lives annually in the U.S. than hurricanes and earthquakes combined. The Federal Emergency Management Agency helps tornado survivors and communities through a variety of programs. By law, only states and territories are eligible to receive Emergency Management Performance Grant awards directly from FEMA. States may distribute these grant awards to local governmentsand Tribes. However, Tribes aren't eligible to apply directly.
As a result, Tribes cannot easily access assistance that may help them plan and prepare for disasters, including tornadoes. Our recommendations address this and other resource access issues.
Tornado Damage to a Home
Highlights
Why This Matters
Tornadoes claim more lives annually in the U.S. than hurricanes and earthquakes combined. In 2024, there were more than 2,100 tornadoes in the U.S., the highest annual total on record dating back to 1950. FEMA helps tornado survivors and communities through a variety of programs.
GAO Key Takeaways
The President approved 94 major disaster declarations involving tornadoes, in fiscal years 2019 through 2024. For those disasters, FEMA has obligated $2.8 billion for Public Assistance and the Individuals and Households Program, as of December 2024.
FEMA also assists tribal, state, local, and territorial governments through its Emergency Management Performance Grant program. This program is the primary source of federal support for developing and maintaining emergency management expertise. It pays for salaries and provides resources related to hazard preparation.
Per statute, only states and territories are eligible to receive Emergency Management Performance Grant awards directly from FEMA; Tribes are not eligible to apply directly. States may distribute grant awards to local governments and Tribes.
From fiscal years 2014 through 2023, 17 states did not distribute any awards to Tribes within their state.
When communities cannot access assistance to build emergency management capacity, it could mean not being able to plan and prepare for a disaster, such as a tornado.
In April 2023, FEMA submitted a legislative proposal to Congress outlining several possible solutions that would enable tribes to more easily access this funding. Congress has not yet acted on FEMA's legislative proposal, as of August 2025.
A Home in Nebraska Damaged by A Tornado in April 2024
How GAO Did This Study
We analyzed FEMA data on tornado disasters from 2019 through 2024. We also visited four states, and interviewed emergency management officials from seven counties and two Tribes impacted by tornadoes during that span.
Recommendations
We are recommending that Congress consider creating a new program or amending an existing program to provide grants directly to tribal governments to build emergency management capacity. We are also making three recommendations to FEMA to improve access to assistance.
Matter for Congressional Consideration
Matter Status Comments
Congress should consider amending an existing program or creating a new program to provide grants directly to tribal governments for building emergency management capacity. In taking such action, Congress could find helpful GAO's prior work identifying program characteristics that can create barriers to tribal participation in federal programs. (Matter for Consideration 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Recommendations for Executive Action
Agency Affected Recommendation Status
Federal Emergency Management Agency The FEMA Administrator should identify Tribal Nations' needs for emergency management capacity building, including the extent to which any identified needs are being met. After completing the study, the FEMA Administrator should outline steps the agency plans to take, with timeframes, to address any findings. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Federal Emergency Management Agency The FEMA Administrator, in coordination with the Small State and Rural Advocate, should identify and implement ways to improve flexibility in Public Assistance program guidance for small states and rural communities. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Federal Emergency Management Agency The FEMA Administrator should identify and implement strategies to ensure Public Assistance Program Delivery Managers are knowledgeable of program policies and consistently apply them when providing support to Tribes, states, and localities. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-25-107384
Illicit Fentanyl: DHS Has Various Efforts to Combat Trafficking but Could Better Assess Effectiveness
WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Illicit Fentanyl: DHS Has Various Efforts to Combat Trafficking but Could Better Assess Effectiveness
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Fast Facts
With about 48,000 deaths in 2024, fentanyl continues to be the primary cause of overdose deaths in the United States.
The Department of Homeland Security has various efforts to combat the trafficking of illicit fentanyl. For example, it inspects incoming travelers and shipments and conducts patrols along the border.
We reviewed these efforts and found issues with how DHS ... Show Full Article WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Illicit Fentanyl: DHS Has Various Efforts to Combat Trafficking but Could Better Assess Effectiveness * Fast Facts With about 48,000 deaths in 2024, fentanyl continues to be the primary cause of overdose deaths in the United States. The Department of Homeland Security has various efforts to combat the trafficking of illicit fentanyl. For example, it inspects incoming travelers and shipments and conducts patrols along the border. We reviewed these efforts and found issues with how DHSassesses their effectiveness. For example, DHS hasn't set performance goals and measures--so it's hard to know if DHS is making progress in its efforts to stop the flow of fentanyl.
We recommended, among other things, that DHS set such performance goals and measures.
Fentanyl Pills Seized by U.S. Customs and Border Protection
Highlights
What GAO Found
Department of Homeland Security (DHS) components--primarily U.S. Customs and Border Protection (CBP) and U.S. Immigration and Customs Enforcement's Homeland Security Investigations (HSI)--led or assisted on the seizure of almost 460,000 pounds of fentanyl and chemicals used to make fentanyl (precursors) and 10,000 pieces of equipment used to make fentanyl pills (production equipment) from fiscal years (FY) 2021 through 2024. DHS conducts various efforts to combat the trafficking of fentanyl, its precursor chemicals, and production equipment into the U.S. through CBP and HSI. Specifically, CBP inspects incoming travelers and shipments and patrols and surveils the border; and HSI investigates bad actors and transnational criminal organizations. CBP and HSI also conduct special operations to disrupt fentanyl-related supply chains and collaborate with federal, state, local, and foreign law enforcement partners.
Department of Homeland Security Component Efforts and Tools to Combat Fentanyl Trafficking
DHS analyzes and reports data on its efforts to combat fentanyl trafficking, but its ability to fully assess the effectiveness of its efforts is limited. This is because it has not established a statutorily required program and incorporated key performance management practices. Specifically, DHS has not established a program to collect data and develop measures to assess the effectiveness of efforts to combat the trafficking of illicit fentanyl, including synthetic opioids with chemical structures related to fentanyl (analogues) and precursor chemicals, into the U.S., as required by law. DHS tasked CBP with establishing the program, but CBP does not have access to the information it needs to do so, such as other components' data and measures. By establishing the required program, DHS would be better positioned to assess the effectiveness of its efforts. Additionally, DHS has not developed performance goals and measures related to its strategic goals for its efforts to combat fentanyl trafficking. By developing performance goals for its strategic goals as well as measures for those performance goals, which could be established through the statutorily required program, DHS would be better positioned to assess progress toward achieving its long-term goals.
Why GAO Did This Study
DHS is responsible for securing the nation's borders against the trafficking of drugs. This includes illicit fentanyl, which continues to be the primary cause of overdose deaths in the U.S. The James M. Inhofe National Defense Authorization Act for FY 2023 requires DHS to, among other things, establish a program to collect data and develop measures to assess the effectiveness of efforts to detect and deter illicit fentanyl, including its analogues and precursor chemicals, from being trafficked into the U.S. The Act includes a provision for GAO to review the data collected and measures developed by DHS's program.
This report examines (1) DHS data on seizures of illicit fentanyl, its precursor chemicals, and production equipment from FY 2021 through 2024; (2) DHS efforts to combat the trafficking of these items into the U.S.; and (3) the extent DHS has assessed the effectiveness of its efforts. GAO analyzed DHS, CBP, and HSI documents and data on fentanyl-related seizures and investigations for FY 2021 through 2024. GAO also interviewed DHS, CBP, and HSI officials, including CBP and HSI field officials during visits to four locations.
Recommendations
GAO recommends that DHS (1) establish a statutorily required program to collect data and develop measures to assess efforts to combat fentanyl trafficking into the U.S., (2) ensure the entity it tasks with establishing the program has access to needed information, and (3) develop performance goals and measures for its strategic goals. DHS concurred with the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Homeland Security The Secretary of Homeland Security should establish a program to collect data and develop measures to assess the effectiveness of technologies and strategies used to detect and deter illicit fentanyl, including its analogues and precursor chemicals, from being trafficked into the U.S. at and between ports of entry, as required by law. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Homeland Security The Secretary of Homeland Security should ensure that the entity or entities the department tasks with establishing the required program have access to the necessary information from across the department. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Homeland Security The Secretary of Homeland Security should establish performance goals and measures that relate to DHS's strategic goals for its efforts to combat fentanyl trafficking. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-25-107667
Disaster Assistance High-Risk Series: Federal Response Workforce Readiness
WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Disaster Assistance High-Risk Series: Federal Response Workforce Readiness
*
Fast Facts
Federal agencies sent thousands of personnel to support response efforts to recent disasters such as Hurricanes Helene and Milton and the 2025 Los Angeles wildfires. But the concurrent disasters and limited workforce capacity, among other things, made response more difficult.
Efforts are underway to review the federal role in disaster response. But the Federal Emergency Management Agency's responsibilities ... Show Full Article WASHINGTON, Sept. 2 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Disaster Assistance High-Risk Series: Federal Response Workforce Readiness * Fast Facts Federal agencies sent thousands of personnel to support response efforts to recent disasters such as Hurricanes Helene and Milton and the 2025 Los Angeles wildfires. But the concurrent disasters and limited workforce capacity, among other things, made response more difficult. Efforts are underway to review the federal role in disaster response. But the Federal Emergency Management Agency's responsibilitieshave not changed. Recent FEMA workforce reductions may reduce how effective a federal response could be in future high-impact disasters.
This report is the first in a series addressing federal disaster response readiness.
FEMA Urban Search and Rescue Personnel Deployed to Disaster
Three people with masks and helmets, and one with gloves, approach building wreckage and other disaster debris
Highlights
What GAO Found
The Federal Emergency Management Agency (FEMA) is the lead agency for coordinating federal disaster response efforts. This includes working with the U.S. Army Corps of Engineers (USACE) on debris removal and emergency repair of damaged public infrastructure and with the Environmental Protection Agency (EPA) on household hazardous materials removal and sampling and analyzing contaminated water.
Recent disasters highlight key challenges for the federal response workforce.
* Hurricanes Helene and Milton made landfall in the U.S. in late September and early October 2024, respectively, devastating portions of the southeastern U.S with catastrophic inland flooding, storm surges, and tornadoes. These disasters resulted in over 290 deaths, directly or indirectly, according to the National Hurricane Center.
* Starting January 7, 2025, a series of catastrophic wildfires developed in Los Angeles County, California. The wildfires killed more than two dozen people, destroyed more than 15,000 homes and businesses and created unhealthy air quality for millions of people.
FEMA, USACE, and EPA, as well as other federal agencies, deployed thousands of personnel to respond. However, GAO found that the concurrent nature of the disasters, limited disaster workforce capacity, and undertrained surge responders posed challenges to federal agencies responding. For example, following Hurricanes Helene and Milton, only 4 percent of FEMA's incident management workforce was available to deploy as of November 1, 2024.
USACE and EPA also described challenges with responding to an increasing number of disasters. For example, EPA officials stated that the agency relies on its force of about 210-260 on-scene coordinators to respond to disasters. Deploying them for disaster response led to backlogs in these coordinators' primary responsibilities related to oil and hazardous material spills.
In February 2025, GAO added Improving the Delivery of Federal Disaster Assistance to its High-Risk List, in part due to longstanding challenges in this area and increasing demands. Congress and the President have signaled an interest in enacting broader reforms to FEMA's scope and mission, including transitioning roles to state and local governments. Additionally, since January 2025, the Executive Branch has taken several steps to reduce the size of its workforce. For example:
* The number of active FEMA employees decreased from about 25,800 as of January 1 to about 23,350 as of June 1, 2025, according to FEMA data.
* This decrease of 2,446 includes the 1,465 employees who participated in a workforce reduction program as of June 1, 2025, and employees who left the agency for any other reason (see figure).
* FEMA reported that 24 Senior Executive Service employees had departed the agency between January 25 and June 1, 2025, just before the start of the hurricane season. Of these, 20 departed as part of a workforce reduction program. Agency officials noted it is challenging to lose staff with experience and expertise and that the agency now faces significant skills gaps in its leadership cadre.
* Officials at USACE and EPA also shared concerns about meeting disaster response mission responsibilities due to workforce reductions
Workforce Changes at FEMA Between January 1 and June 1, 2025
While reform efforts are ongoing, as of this report, FEMA's responsibilities related to disaster response have not changed. FEMA and other federal agencies spreading a reduced number of staff across the same or a higher number of disasters nationwide could reduce the effectiveness of federal disaster response for upcoming disasters. We will continue to monitor developments in this area as part of our ongoing work
Why GAO Did This Study
GAO was asked to review long-standing challenges and emerging issues in federal response efforts for recent disasters, including Hurricanes Helene and Milton and the 2025 Los Angeles wildfires. This report, the first in a series, provides information on the support selected federal agencies provided, workforce challenges that arose during recent disaster response efforts, and recent workforce changes and implications for future disasters. GAO conducted site visits to areas affected by these disasters; interviewed federal, state, and local officials; obtained agency data and documentation on FEMA workforce availability and reductions; and reviewed Executive Orders and other documentation about recent changes to the federal disaster workforce.
For more information, contact Chris Currie at CurrieC@gao.gov.
***
Original text here: https://www.gao.gov/products/gao-25-108598
Aviation Meteorologists: Urgent Actions Needed to Address Staffing Concerns
WASHINGTON, Aug. 28 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Aviation Meteorologists: Urgent Actions Needed to Address Staffing Concerns
*
Fast Facts
Bad weather can snarl air travel. Air traffic controllers make weather-related decisions, like changing a plane's route, for safety and efficiency.
The National Weather Service puts aviation meteorologists on-site at the Federal Aviation Administration's air traffic control centers to help. They give regular briefings and can tailor a forecast for a specific route if needed.
However, the number ... Show Full Article WASHINGTON, Aug. 28 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Aviation Meteorologists: Urgent Actions Needed to Address Staffing Concerns * Fast Facts Bad weather can snarl air travel. Air traffic controllers make weather-related decisions, like changing a plane's route, for safety and efficiency. The National Weather Service puts aviation meteorologists on-site at the Federal Aviation Administration's air traffic control centers to help. They give regular briefings and can tailor a forecast for a specific route if needed. However, the numberof aviation meteorologists has fallen considerably, with remaining staff under strain to provide the needed services. We recommended that FAA consult with the National Weather Service to identify related risks and take urgent action to address them.
Highlights
What GAO Found
Adverse weather can impact aviation operations and affects Federal Aviation Administration (FAA) decisions in facilitating and ensuring the safe and efficient use of the National Airspace System. To help FAA make these decisions, meteorologists from the National Weather Service provide decision support services to FAA for any weather event that could have an impact on air traffic operations and flight safety. A group of these meteorologists--known as a center weather service unit--are on site at each of FAA's 21 Air Route Traffic Control Centers. Meteorologists are also present at the FAA Air Traffic Control System Command Center.
Under a 2016 interagency agreement between FAA and the Weather Service--set to expire in September 2025--the Weather Service was required to staff 90 positions with full-time equivalent meteorologists for these centers, and FAA must reimburse the Weather Service for the associated personnel costs, subject to the availability of annual appropriations. In July 2024, FAA officials informed the Weather Service that they planned to reduce the number of meteorologists to 71 by the end of 2024, but the Weather Service urged FAA to reconsider, stating that this could lead to serious safety and economic consequences. Ultimately, FAA and the Weather Service agreed to cap staffing at 81 full-time equivalents for fiscal year 2025 through an amendment to the 2016 interagency agreement. FAA officials stated that natural attrition had kept staff at an average of 81 meteorologists from 2019-2024.
According to the Weather Service, as of June 2025, meteorologist staffing had fallen to 69 active meteorologists as staffing levels have been affected by the federal hiring freeze and deferred resignation program. According to the Weather Service and an association representing meteorologists, having fewer meteorologists has strained the remaining staff. Across 21 central weather service units, five are staffed with one or two meteorologists, while 8 are fully staffed with four each (see figure).
National Weather Service Meteorologists Staffed at the 21 Central Weather Service Units as of June 2025
Weather Service officials stated that they had several mitigation actions underway--such as providing remote services from other Weather Service offices and working to fill open positions. Airline representatives and associations representing meteorologists, air traffic controllers, and airlines expressed various concerns about the current meteorologist staffing levels, including safety concerns due to overworked meteorologists and the loss of expertise when services are conducted by a back-up meteorologist. FAA officials stated they are analyzing the current staffing model and identifying risk mitigations for current staffing challenges and future interagency negotiations.
However, FAA has not yet fully identified, and thus, has not developed specific actions it could take to address, the potential risks to the safety and efficiency of the National Airspace System posed by current meteorologist staffing levels. While FAA and the Weather Service are engaged in a number of activities--including hiring more meteorologists and negotiating a future staffing agreement--it is unclear that these activities will produce the desired results in the nearer term for addressing risks to the safety and efficiency of the National Airspace System when meteorologist staffing levels change. FAA officials said that Weather Service staffing is an internal workforce matter under the authority of Commerce. However, FAA is ultimately and statutorily responsible for the safety and efficiency of the National Airspace System. Identifying and taking urgent action to address risks related to staffing in the nearer term, in close consultation with the Weather Service, would help FAA ensure the safety and efficiency of an already-stressed system
Why GAO Did This Study
FAA is responsible for ensuring the safety and efficiency of more than 45,000 flights per day in the National Airspace System. The system is currently under tremendous strain as air traffic controller shortages and periodic equipment failures in aging air traffic control systems are leading to delayed and canceled flights. GAO is issuing this report to inform the Departments of Transportation and Commerce and Congress about another stressor on the National Airspace System. Severe weather can exacerbate strains on the system and can lead to compounded adverse conditions for passengers.
As part of GAO's ongoing work on aviation operational preparedness, GAO reviewed FAA and Weather Service documents and relevant statutes. GAO interviewed FAA and Weather Service officials, nine passenger and cargo airlines, and four associations representing meteorologists, air traffic controllers, airlines, and pilots.
Recommendations
GAO is making one recommendation that FAA, in close consultation with the Weather Service, should fully identify potential risks to the safety and efficiency of the national airspace system caused by current meteorologist staffing levels and take urgent action to address them.
The Department of Transportation concurred with our recommendation and stated that it is collaborating with the Weather Service to develop a new service delivery model for the future
Recommendations for Executive Action
Agency Affected Recommendation Status
Federal Aviation Administration The Administrator of FAA, in close consultation with NWS, should fully identify potential risks to the safety and efficiency of the NAS caused by current meteorologist staffing levels and take urgent action to address them. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-25-108597