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SUPPLEMENTAL MATERIAL FOR GAO-26-107120: Health Care Accessibility: Further Efforts Needed to Address Barriers for People with Disabilities
WASHINGTON, Dec. 22 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
SUPPLEMENTAL MATERIAL FOR GAO-26-107120: Health Care Accessibility: Further Efforts Needed to Address Barriers for People with Disabilities
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Fast Facts
1 in 4 U.S. adults reports having a disability. We reported that the Department of Health and Human Services could do more to ensure health care is accessible to people with disabilities.
This is an "Easy Read" version of our report. Easy Read is a way some groups make their written information easier to understand. For example, Easy ... Show Full Article WASHINGTON, Dec. 22 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * SUPPLEMENTAL MATERIAL FOR GAO-26-107120: Health Care Accessibility: Further Efforts Needed to Address Barriers for People with Disabilities * Fast Facts 1 in 4 U.S. adults reports having a disability. We reported that the Department of Health and Human Services could do more to ensure health care is accessible to people with disabilities. This is an "Easy Read" version of our report. Easy Read is a way some groups make their written information easier to understand. For example, EasyRead documents use short sentences and plain language. They also put difficult words in bold and define them in the next sentence.
We published this version to make our report more accessible to certain people with disabilities.
A woman in a wheelchair uses a wheelchair-accessible scale. Her service dog sits next to her.
Highlights
This supplement is a companion to GAO's report entitled, HEALTH CARE ACCESSIBILITY: Further Efforts Needed to Address Barriers for People with Disabilities, GAO-26-107120. The purpose of this supplement is to provide an "Easy Read" version of the report. Easy Read is a way some groups make their written information easier to understand. For example, Easy Read documents use short sentences and plain language.
In this report, GAO found that people with disabilities face barriers related to accessibility in health care. Potential barriers include the design of medical settings and equipment, technology, communication with providers, and lack of training. The U.S. Department of Health and Human Services (HHS) does not collect national-level data from people with disabilities about health care barriers related to disability and, which it could use to help improve accessibility. HHS inspects some aspects of accessibility and performs different kinds of reviews to make sure health care organizations are following disability laws. In 2024, HHS updated accessibility requirements. However, the agency has not taken certain steps to ensure that health care organizations follow the new requirements and improve accessibility.
GAO made five recommendations in this report to address HHS's data collection and oversight of accessibility for people with disabilities.
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Original text here: https://www.gao.gov/products/gao-26-108563
Graduate Medical Education: Information on Initial Distributions of New Medicare-Funded Physician Residency Positions
WASHINGTON, Dec. 22 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Graduate Medical Education: Information on Initial Distributions of New Medicare-Funded Physician Residency Positions
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Fast Facts
An adequate supply of physicians is essential to meet Americans' health care needs. Before physicians can practice medicine independently, they receive on-the-job training as residents in hospitals.
Medicare pays hospitals to offset some of the costs to train residents up to a capped number. The law raised caps starting in 2023. The Centers for Medicare & ... Show Full Article WASHINGTON, Dec. 22 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Graduate Medical Education: Information on Initial Distributions of New Medicare-Funded Physician Residency Positions * Fast Facts An adequate supply of physicians is essential to meet Americans' health care needs. Before physicians can practice medicine independently, they receive on-the-job training as residents in hospitals. Medicare pays hospitals to offset some of the costs to train residents up to a capped number. The law raised caps starting in 2023. The Centers for Medicare &Medicaid Services is distributing 1,000 new resident positions over a 5-year period.
Of the 600 positions distributed in the first 3 years, most went to urban areas and about half supported primary care. Also, about half of the 393 hospitals that applied received positions.
A group of people who all have stethoscopes draped around their necks look at a schedule written on a large whiteboard. Some are wearing scrubs, lab coats, or both. The person talking is wearing a dress shirt.
Highlights
What GAO Found
Medicare payments to hospitals to support graduate medical education (GME) for physicians are capped by the number of residents. As of September 2025, the Centers for Medicare & Medicaid Services (CMS) allocated 600 of the 1,000 new Medicare-funded positions to hospitals from three annual distributions. To date, about half of the 393 hospitals that applied received new positions.
Percentage of Hospitals Receiving New Residency Positions Under Section 126, 2023-2025
Note: Figure represents the 393 hospitals that applied for or received residency positions in at least one of the first three annual distributions of Section 126 of the Consolidated Appropriations Act, 2021.
Hospitals that received positions in the first three distributions were similar to hospitals that applied for and did not receive positions. For example, nearly all were in geographically urban areas and most applied to expand existing residency programs that had been approved to train residents for over 10 years. In addition, about half of hospitals that received positions applied to train more residents in primary care specialties. Further, hospitals that received positions were generally larger in terms of their resident cap and total Medicare GME payments in 2023, compared to other hospitals that applied but did not receive positions.
Selected stakeholders identified benefits of these additional positions, such as expanded training opportunities and increased physician services in their communities. For example, one rural hospital expanded its family medicine program which allowed it to implement a resident mentoring approach; another hospital expanded outpatient training, enabling residents to follow patients in later care, according to representatives.
Selected stakeholders also described how CMS's decision to distribute positions by prioritizing applications with the highest health care provider shortages may have disadvantaged some hospitals. In addition, stakeholders said funding challenges, such as up-front costs of new residency programs, also affected hospitals' decisions to apply for new positions.
Why GAO Did This Study
Communities across the U.S., and rural areas in particular, face a growing risk of having too few physicians to meet health care needs. In 2023, Medicare paid about $22 billion to support GME residency positions at over 1,400 hospitals.
Section 126 of the Consolidated Appropriations Act, 2021 requires CMS to distribute 1,000 new Medicare-funded GME residency positions to qualifying hospitals through permanent increases in their resident caps. The law requires CMS to distribute these positions in at least five annual distributions, with the first of these positions being available for use in 2023. The new positions are expected to cost about $1.8 billion over the first 9 years.
The law also includes a provision for GAO to study the implementation of this process. This report describes the number of hospitals that applied for and received additional positions, their characteristics, and benefits and challenges identified by selected stakeholders related to the distribution of these additional positions.
GAO analyzed hospital application data submitted to CMS for the first three annual distributions from 2023 through 2025; Medicare Cost Reports; and residency program data from the Accreditation Council for Graduate Medical Education.
GAO also reviewed CMS documentation and public comments on CMS rulemaking and interviewed officials from CMS and the Health Resources and Services Administration. GAO also interviewed 14 stakeholders, including those representing hospitals and physicians, and seven selected hospitals that received new positions under Section 126.
For more information, contact Leslie V. Gordon at GordonLV@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-107686
Health Care Accessibility: Further Efforts Needed to Address Barriers for People with Disabilities
WASHINGTON, Dec. 19 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Health Care Accessibility: Further Efforts Needed to Address Barriers for People with Disabilities
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Fast Facts
We also published an "Easy Read" version of this report. Easy Read is a way of making written information easier to understand. We published the Easy Read version to make our report more accessible to certain people with intellectual and developmental disabilities.
One in 4 U.S. adults reports having a disability. We spoke to experts and reviewed literature to identify barriers ... Show Full Article WASHINGTON, Dec. 19 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Health Care Accessibility: Further Efforts Needed to Address Barriers for People with Disabilities * Fast Facts We also published an "Easy Read" version of this report. Easy Read is a way of making written information easier to understand. We published the Easy Read version to make our report more accessible to certain people with intellectual and developmental disabilities. One in 4 U.S. adults reports having a disability. We spoke to experts and reviewed literature to identify barrierspeople with disabilities may face in the health care system. We also looked at federal oversight.
Barriers included:
Diagnostic equipment that requires standing
Crowded, brightly lit waiting rooms that can overwhelm some people with autism
Health and Human Services doesn't collect national data from people with disabilities on barrierswhich it could use to help improve accessibility.
HHS updated accessibility requirements in 2024 but health care organizations may not know that.
Our recommendations address these and other issues.
A woman in a wheelchair uses a wheelchair-accessible scale. Her service dog sits next to her.
Highlights
What GAO Found
People with disabilities may encounter barriers related to accessibility in the U.S. health care system; these barriers can affect the quality of their care. GAO analyzed research literature on health care accessibility and conducted interviews with stakeholders and identified the following potential barriers.
Types of Potential Barriers to Accessibility in Health Care Described by Literature and Selected Stakeholders
The Department of Health and Human Services (HHS) does not collect national-level data on the accessibility of health care from people with disabilities. GAO analyzed 12 HHS population health surveys. One survey included a question on bias, but none covered other barriers to accessibility. HHS has established goals to increase the accessibility of health care through data collection, but officials stated that they do not have plans to collect related national-level data. Such plans would better position HHS to accurately identify barriers and evaluate the effects of HHS regulations that cover nondiscrimination in health care.
Within HHS, the Centers for Medicare and Medicaid Services (CMS) and Office of Civil Rights (OCR) oversee aspects of health care organizations' compliance with federal laws, but oversight related to accessibility has been limited. Specifically, CMS (1) uses an on-site inspection process to ensure that organizations participating in Medicare comply with health and safety standards and (2) inspects some aspects of accessibility. OCR investigates some accessibility issues through compliance reviews and from complaints. But it does not routinely share information on the results of its compliance reviews or complaint investigations. Sharing these results could broaden the impact of OCR's efforts to other health care organizations. In 2024, HHS amended its regulations, adding accessibility requirements, and HHS's current strategic plans state that accessibility is a priority. However, these plans do not include details or time frames for achieving this priority. As a result, HHS may not take appropriate steps to ensure that health care organizations meet accessibility requirements and some people with disabilities may continue to face barriers to obtaining health care.
Why GAO Did This Study
Millions of adults in the U.S. report having some form of a disability, such as a condition that affects vision, movement, hearing, or mental health. Federally funded programs such as Medicare pay for health services, including for people with disabilities. Although federal laws prohibit these programs from discrimination on the basis of disability, people with disabilities may face barriers to obtaining health care.
GAO was asked to review federal efforts, including data collection and oversight, to ensure the accessibility of health care for people with disabilities. This report examines (1) barriers to accessible health care that people with disabilities may face, (2) HHS data collection efforts on the accessibility of health care, and (3) related HHS oversight.
GAO reviewed relevant federal laws, regulations, and HHS policies and guidance; examined peer-reviewed literature on barriers to accessible health care published between 2013 and 2024; analyzed HHS accessibility-related data collection efforts; and conducted a nongeneralizable survey of 1,194 adults with disabilities. GAO also interviewed HHS officials and representatives from nine disability associations and research groups and two accrediting organizations.
Recommendations
GAO is making five recommendations, including that HHS develop plans to collect national-level data from people with disabilities on health care accessibility, share data on results of OCR's current oversight efforts, and establish detailed plans to help ensure health care accessibility. HHS neither agreed nor disagreed with the recommendations, as discussed in the report.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Health and Human Services The Secretary of HHS should establish detailed plansthat contain clear steps and timelinesto develop and pilot the collection of national-level data from people with disabilities on the accessibility of health care. The plans should be developed in consultation with stakeholders. (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 Health and Human Services The Secretary of HHS should ensure the consistent collection of data on disability status using its Data Standard for Disability Status (currently the ACS-6) in the following population health surveys: Health and Retirement Study, Health Information National Trends Survey, National Health and Aging Trends Study, National Health and Nutrition Examination Survey, National Health Interview Survey Sample Adult Questionnaire, National Survey of Family Growth, and National Survey on Drug Use and Health. (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 Health and Human Services The Secretary of HHS should establish plans for achieving its priorities related to accessible health care provided by health care organizations, through the survey and certification process or some other mechanism, to help ensure accessibility for people with disabilities and compliance with the recent Section 504 regulations. Such plans for achieving priorities should be developed in consultation with relevant stakeholders and should include sound planning practices, such as developing activities and timelines and assigning responsible parties. (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 Health and Human Services The Secretary of HHS should ensure that OCR develop a mechanism to compile and publicly share on an annual basis summary data on resolved complaints and compliance reviews, to inform OCR and other efforts to enhance accessibility for people with disabilities. This mechanism could include additional functionality of the OCR case management system to automate the preparation of summary data, to the extent possible. (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 Health and Human Services The Secretary of HHS should ensure that OCR provides additional guidance to health care organizations regarding their responsibilities under Section 504, and make all guidance readily available to health care organizations. (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.
See All 5 Recommendations
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Original text here: https://www.gao.gov/products/gao-26-107120
Disaster Assistance High-Risk Series: State and Local Response Capabilities
WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Disaster Assistance High-Risk Series: State and Local Response Capabilities
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Fast Facts
Preparing for and responding to disasters, like hurricanes and wildfires, begins with state and local governments. But, their ability to do so varies widely. The federal government provides extensive support through grants, training, and other assistance.
In light of recent interest in reviewing the federal role in disaster response, federal and state officials told us what they would want policymakers ... Show Full Article WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Disaster Assistance High-Risk Series: State and Local Response Capabilities * Fast Facts Preparing for and responding to disasters, like hurricanes and wildfires, begins with state and local governments. But, their ability to do so varies widely. The federal government provides extensive support through grants, training, and other assistance. In light of recent interest in reviewing the federal role in disaster response, federal and state officials told us what they would want policymakersto consider with any potential changes. This includes clear communication, time to prepare, and FEMA's federal coordination role.
This is the second report in a series on disaster response. The first was on the federal response workforce.
State Response Team Assisting after Hurricane Helene
Highlights
What GAO Found
All levels of government have a role in preparing for and responding to disasters, with the Federal Emergency Management Agency (FEMA) leading the federal response. It has been nearly 20 years since the Post-Katrina Emergency Management Reform Act of 2006 required actionssuch as the development of a national preparedness systemto address shortcomings in the nation's disaster response system. Federal, state, and local governments, however, continue to face challenges preparing for and responding to large-scale disasters. Recent disasters, such as Hurricanes Helene and Milton in 2024, the Los Angeles wildfires in early 2025, and the July 2025 flooding in Texas, demonstrate the need for government-wide action to deliver assistance effectively.
The federal government provides extensive support to state and local governments for disaster preparedness and response. For example, FEMA provides preparedness grants, training, and technical support to strengthen state and local emergency management capabilities. FEMA and other federal agencies, such as the U.S. Army Corps of Engineers and the Environmental Protection Agency, also supplement state and local efforts during disaster response (see figure).
U.S. Army Corps of Engineers Debris Removal Efforts After 2025 Los Angeles Wildfires
GAO analyzed selected states' assessments of their disaster response capabilities and found that capability levels varied widely. Federal, state, and local officials GAO interviewed also emphasized the variation in capabilities at the state and local levelincluding challenges for rural or less resourced jurisdictions, even if they are within a well-resourced state.
GAO has previously reported on challenges with FEMA and other federal agencies' disaster assistance and added Improving the Delivery of Disaster Assistance to GAO's High-Risk list in February 2025 to highlight the recommendations GAO has made to improve federal disaster efforts.
Congress and the President have signaled an interest in reforms to FEMA. For example, the President signed Executive Orders in January and March 2025, respectively, establishing a FEMA Review Council to recommend improvements to FEMA and requiring review and revision of response and preparedness policies. Broader reform of FEMA's mission, structure, or operations may address long-standing challenges with federal disaster efforts. Given the current levels of federal support and wide variation in state and local response capabilities, officials at the federal and state levels provided the following considerations for policymakers for communicating and implementing any such changes:
* Clear communication and guidance. States raised concerns about the uncertainty of the future of FEMA's role. For example, state officials said it is challenging to plan in the absence of clear, consistent, and accurate guidance and emphasized the importance of consistent messaging about any changes, including technical assistance and training. GAO's work following Hurricane Katrina also emphasized the importance of communicating clear roles and responsibilities.
* Time to prepare. Given that state and local governments rely on significant federal disaster support, federal and state officials emphasized the need for adequate time for these entities to prepare for any changes in disaster response roles.
* Catastrophic or widespread disasters. Federal officials underscored that there will always be catastrophic disasters for which even the most well-equipped states would require some level of federal financial or other support.
* Federal-level coordination. FEMA also plays a vital role as the coordinating agency for the federal response to disasters. For example, FEMA has the statutory authority to assign other federal agencies to perform disaster response tasks that those agencies might not otherwise have authority to perform.
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, the 2025 Los Angeles wildfires, and the July 2025 Texas floods. In September 2025, GAO issued the first report in a series on disaster response, focusing on the federal response workforce. This second report in the series provides information on federal disaster preparedness and response assistance provided before and during recent disasters, variation in state and local response capabilities, and considerations for potential changes to disaster response roles.
GAO analyzed information from interviews conducted with federal agencies involved in disaster response and state and local governments impacted by disasters in recent years. Additionally, GAO analyzed preparedness assessments for the 10 states that received major disaster declarations for these recent disasters. To provide information on preparedness and response assistance, we summarized data on FEMA's obligations for these disasters and amounts awarded through selected FEMA preparedness grants.
For more information, contact Chris Currie at CurrieC@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108599
Illicit Synthetic Drugs: Trafficking Methods, Money Laundering Practices, and Coordination Efforts
WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Illicit Synthetic Drugs: Trafficking Methods, Money Laundering Practices, and Coordination Efforts
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Fast Facts
Mexican transnational criminal networks supply fentanyl and methamphetamine to the U.S., fueling a synthetic drug crisis and contributing to hundreds of thousands of overdose deaths in the last 5 years.
Efforts to combat these activities include federal agency coordination and information sharing with state, local, and international partners through task forces and other means. ... Show Full Article WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Illicit Synthetic Drugs: Trafficking Methods, Money Laundering Practices, and Coordination Efforts * Fast Facts Mexican transnational criminal networks supply fentanyl and methamphetamine to the U.S., fueling a synthetic drug crisis and contributing to hundreds of thousands of overdose deaths in the last 5 years. Efforts to combat these activities include federal agency coordination and information sharing with state, local, and international partners through task forces and other means.
Stock photo of a pile of cash with an assortment of multicolored pills scattered on top. A rolled up $100 bill pokes out of the neck of a brown glass bottle, lying on its side on top of the other money.
Highlights
What GAO Found
Mexican transnational criminal organizations are a major supplier of the top two illicit synthetic drugs involved in overdose deaths in the U.S.fentanyl and methamphetamine. To supply these drugs to U.S. users, these organizations
* source and purchase precursor chemicals primarily from China, using payment methods such as electronic funds transfers and virtual currency;
* produce or oversee the production of fentanyl and methamphetamine in clandestine labs in Mexico; and
* smuggle the drugs across the U.S.-Mexico border and supply them to U.S.-based drug trafficking groups.
Local drug trafficking groups sell these drugs to users through eaEUR'commerce platforms, online marketplaces, mobile applications, and social media using payment methods such as cash, peer-to-peer payment applications, and virtual currency, according to Financial Crimes Enforcement Network (FinCEN) and Drug Enforcement Administration (DEA) reports.
Transnational criminal organizations launder the illicit proceeds from synthetic drug sales using methods such as
* bulk cash smuggling (moving physical currency across international borders),
* funnel accounts (bank accounts that collect deposits from members of the criminal network in multiple locations),
* trade-based money laundering (using goods in trade transactions to disguise the movement of illicit funds),
* virtual currency (exchanging bulk cash for virtual currency), and
* Chinese money laundering networks.
Chinese money laundering networks are largely decentralized and use both underground-banking mechanisms (which bypass formal banking channels) and other laundering methods within banking systems to convert, move, and obscure illicit proceeds for a fee. Mexican transnational criminal organizations are increasingly using these networks in part because their laundering schemes have lower costs than other organizations, according to law enforcement officials.
To combat drug trafficking and related money laundering, federal agencies coordinate and share information with each other and with state, local, and international partners through task forces, working and advisory groups, colocation, and other information-sharing channels. These mechanisms help agencies share resources and expertise, prevent overlapping investigations, and combine unique authorities. In addition, starting on January 20, 2025, the administration began instituting a variety of new policies, including some aimed at combating the flow of synthetic drugs into the U.S. For example, Executive Order 14159 requires the Departments of Justice and Homeland Security to jointly establish Homeland Security Task Forces in all 50 states to end the presence of cartels and transnational criminal organizations in the U.S. Agencies reported that it is too early to assess the full impact of these policies.
Why GAO Did This Study
Mexican transnational criminal organizations have fueled the U.S. synthetic drug crisis, contributing to hundreds of thousands of overdose deaths over the last 5 years, according to the Centers for Disease Control and Prevention. These organizations dictate the flow of nearly all illicit drugs into the U.S. They generate billions of dollars in profits from the sale of synthetic drugs and must launder those profits, often with the help of professional criminal money launders.
Since 2019, FinCEN and other federal agencies have intensified efforts to combat illicit finance related to synthetic drug trafficking. Additionally, within the Department of Justice, the DEA, Federal Bureau of Investigation, and United States Attorneys' Offices have investigated and prosecuted cases related to these activities. GAO added drug misuse to its High-Risk List in 2021; the list highlights vulnerable areas across the federal government.
The Preventing the Financing of Illegal Synthetic Drugs Act contains a provision for GAO to study the trafficking of synthetic drugs into the U.S. and related illicit financing activity. This report describes (1) how Mexican transnational criminal organizations source, produce, and distribute synthetic drugs; (2) how these organizations launder their proceeds; and (3) information-sharing and coordination efforts by federal agencies to combat synthetic drug trafficking and related money laundering.
GAO reviewed federal agency documents and reports, recent executive orders, and recent court cases involving synthetic drug trafficking. GAO also interviewed federal agency officials, industry representatives, and other stakeholders with relevant expertise.
For more information, contact: Michael E. Clements clementsm@gao.gov or Triana McNeil mcneilt@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-107918
K-12 Education: Administration of DOD Schools in Bahrain
WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
K-12 Education: Administration of DOD Schools in Bahrain
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Fast Facts
DOD runs schools for children of active duty servicemembers and others who support DOD's mission at military installations around the globe.
In this Q&A, we reviewed operations of two DOD schools in the Kingdom of Bahrain, which is in the Middle East. As of school year 2024-25:
Nearly 600 pre-K through grade 12 students attended the schools
DOD was working to improve school facilities (e.g., with new fire suppression ... Show Full Article WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * K-12 Education: Administration of DOD Schools in Bahrain * Fast Facts DOD runs schools for children of active duty servicemembers and others who support DOD's mission at military installations around the globe. In this Q&A, we reviewed operations of two DOD schools in the Kingdom of Bahrain, which is in the Middle East. As of school year 2024-25: Nearly 600 pre-K through grade 12 students attended the schools DOD was working to improve school facilities (e.g., with new fire suppressionand security systems)
DOD offered Advanced Placement classes, clubs, and some competitive sports for high school students
DOD used enhanced recruiting and retention strategies to ensure that the schools were fully staffed
A Bahrain Elementary School Classroom
A classroom with desks, a whiteboard, and a rug with the alphabet, among other school items.
Highlights
What GAO Found
As of school year 2024-25, the Department of Defense Education Activity (DODEA) operated 160 schools that served nearly 70,000 military-connected students around the world. These schools included Bahrain Elementary School and Bahrain Middle High School. The Bahrain Community Schools are located on the island Kingdom of Bahrain in the Middle East, just outside of Naval Support Activity Bahrain (see figure). The schools are part of DODEA's Europe Region.
Figure: Countries with Schools in DODEA's Europe Region, Including Bahrain
In school year 2024-25, the majority (86 percent) of the Bahrain Community Schools' nearly 600 students were children of active-duty servicemembers, DOD civilian employees, and DOD contractors. The remaining 14 percent included tuition-paying Americans and foreign nationals.
The Bahrain Community Schools' campus includes an academic building with a wing for each school, science laboratories, a library, three art studios, and a cafeteria-theater. The Navy leases the campus from a private entity on behalf of DODEA. In Fall 2024, it modified the lease to allow for improvements needed to bring the property into compliance with DOD facilities standards, such as new fire suppression and security systems.
Like other DODEA schools, the Bahrain Community Schools offered a variety of academic and extracurricular opportunities for students in school year 2024-25. For example, high school students enrolled in 13 in-person Advanced Placement courses, participated in seven competitive sports, and were in 26 extracurricular clubs. While local athletic competition was limited, some DODEA travel funding was available for teams to compete against other DODEA schools in Europe.
For the same year, nearly all (98 percent) of the Bahrain Community Schools' staff positions were filled as of September 1. This staffing rate exceeded the DODEA-wide average of 96 percent, in part due to the enhanced recruitment and retention strategies available to Bahrain as a designated hardship location. For example, applicants who accept positions in Bahrain receive a 20-percent cost of living allowance and additional incentives.
Some parents from both of GAO's parent discussion groups expressed frustration over delayed communication regarding security events that had prompted school lockdowns in recent years. However, installation leaders explained that communication during security events must be carefully vetted by senior leaders to assure safety. Installation and school leaders all agreed that the safety and security of DODEA students was of utmost importance during such incidents.
Finally, about 9 percent of students at the Bahrain Community Schools received special education services in school year 2024-25, and some of these students had educational needs that exceeded the schools' designated resource levels. School leaders and school staff told GAO that they were committed to providing every student with a high-quality education, including those eligible for special education. Installation leaders said they were taking steps to better screen families before they arrived in Bahrain to ensure that their educational needs aligned with available school resources.
Why GAO Did This Study
As DOD has reported, access to a high-quality education can enhance military-connected students' well-being. However, some media reports have described parent concerns about DODEA's schools in Bahrain that ranged from many teacher vacancies to poor communication. The Joint Explanatory Statement accompanying the Servicemember Quality of Life Improvement and National Defense Authorization Act for Fiscal Year 2025 includes a provision for GAO to examine the administration of these schools. This report provides information on the Bahrain Community Schools, including student population, facilities, academic and extracurricular opportunities, staffing, communication efforts, and special education.
GAO analyzed DODEA's data on student enrollment, course offerings, staffing, and special education enrollment for school years 2022-23 through 2024-25, the three most recently completed school years at the time of GAO's review. GAO also interviewed DODEA officials and visited the Bahrain Community Schools in person. There, GAO interviewed school and installation leaders and conducted four discussion groupstwo with teachers and two with parents. GAO also reviewed relevant agency policies and procedures.
For more information, contact Jacqueline Nowicki at NowickiJ@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108077
Public Libraries: Many Buildings Are Reported to Be in Poor Condition, with Increasing Deferred Maintenance
WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Public Libraries: Many Buildings Are Reported to Be in Poor Condition, with Increasing Deferred Maintenance
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Fast Facts
Public libraries serve as cornerstones of many communities. But aging and outdated buildings can make it hard for libraries to meet increasing expectations to provide access to programming, technology, emergency services, and voting sitesin addition to books.
About 6,000 libraries nationwide (nearly 40%) say that part of their building is in poor condition, and about ... Show Full Article WASHINGTON, Dec. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Public Libraries: Many Buildings Are Reported to Be in Poor Condition, with Increasing Deferred Maintenance * Fast Facts Public libraries serve as cornerstones of many communities. But aging and outdated buildings can make it hard for libraries to meet increasing expectations to provide access to programming, technology, emergency services, and voting sitesin addition to books. About 6,000 libraries nationwide (nearly 40%) say that part of their building is in poor condition, and about7,000 report having a physical barrier to access for people with disabilities.
Federal funding is generally available for library programs and services, not for construction or repairs. Many libraries cite funding and construction costs as challenges to addressing building needs.
Water Damage in the Ceiling of a Puerto Rico Library
An open space with tile flooring and visible water damage on the drop ceiling above. Some ceiling tiles are missing, and the floor has a few plastic bins on it to catch water.
Highlights
What GAO Found
An estimated 38 percent (about 6,000) of the nation's public libraries have at least one building system, such as heating, ventilation, and air conditioning (HVAC), in poor condition, according to GAO's survey of libraries. An estimated 61 percent, or 9,800 libraries, have at least one building system or feature that poses a potential health or safety concern. Library size and physical accessibility were most frequently cited as potential concerns. For example, librarians we spoke with, and survey respondents, mentioned small library buildings can have inaccessible areas, obstructed walkways, and overcrowding.
Shower Curtains Used Inside Library to Protect Books from Roof Leaks (left), and One of Several Damaged Air Conditioning Units (right)
While the total cost to repair public library facilities nationwide is unknown, an estimated 70 percent (about 11,200 libraries) have a backlog of deferred maintenance and repair, according to GAO's survey. According to budget forecasts and planned projects, an estimated 70 percent of libraries also expect deferred maintenance to persist or increase in the next 3 years. One librarian estimated needing about $60,000 for a new HVAC, and another librarian estimated more than $225,000 in construction costs for building repair needs, including for asbestos removal. An estimated 39 percent, or 6,200 libraries, had a deferred maintenance backlog of more than $100,000 each.
An estimated 71 percent of public libraries cited construction costs, such as labor and materials, and limited funding availability, as key challenges to addressing maintenance and repairs. An estimated 90 percent of libraries use local funding to address maintenance and repairs. However, reliance on local funding, particularly for small town rural libraries and libraries in high-poverty areas, can also pose challenges to addressing facility repair needs. For example, these areas may have less population and a more limited funding base, as well as fewer resources to apply for grants, provide required matching funds, or fundraise.
Why GAO Did This Study
Beyond lending books, public libraries provide public spaces to host community programs and serve as voting sites and emergency centers. However, many libraries are in aging buildings, and their building systems may need repair or replacement to serve community needs. While the federal Institute of Museum and Library Services (IMLS), supports library programs and services, libraries are prohibited from using IMLS funds for building construction and repairs.
The Joint Explanatory Statement accompanying the Departments of Labor, Health and Human Services, and Education, and Related Agencies Appropriations Act, 2024, included a provision for GAO to study the availability and conditions of library facilities. This report examines the reported physical conditions of library facilities and the estimated cost and challenges to addressing facility repair needs, among other objectives.
GAO conducted a nationally representative survey of about 16,400 public libraries in 50 states, the District of Columbia, and four territories. The survey results can be found in the " Additional Data " link of GAO's website. GAO also visited 21 public and two tribal libraries in seven states and territories; reviewed data on estimated costs to address facility repair needs; and interviewed officials from IMLS; local and tribal libraries; state library administrative agencies; and other library stakeholders, including the American Library Association; Association of Tribal Archives, Libraries, and Museums; Association of Rural and Small Libraries; and Urban Libraries Council.
For more information, contact David Marroni at marronid@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-107262
Commercial Aviation: Certain Nonhub Airports Face Significant Challenges in Securing and Maintaining Air Service
WASHINGTON, Dec. 17 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Commercial Aviation: Certain Nonhub Airports Face Significant Challenges in Securing and Maintaining Air Service
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Fast Facts
Passenger air travel provides a vital connection between small communities and the wider world and is an important driver of an area's economic growth.
However, some smaller commercial airports described challenges in getting airlines to provide service or in keeping flights they already have.
The Department of Transportation does offer grants to eligible small ... Show Full Article WASHINGTON, Dec. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Commercial Aviation: Certain Nonhub Airports Face Significant Challenges in Securing and Maintaining Air Service * Fast Facts Passenger air travel provides a vital connection between small communities and the wider world and is an important driver of an area's economic growth. However, some smaller commercial airports described challenges in getting airlines to provide service or in keeping flights they already have. The Department of Transportation does offer grants to eligible smallcommunities to help jumpstart new airline service at their airports. But we found that demand for these grants continues to exceed available funds.
Moreover, representatives from smaller airports told us about difficulties maintaining service once this grant funding has been exhausted.
Abraham Lincoln Capital Airport in Springfield, Illinois
Highlights
What GAO Found
According to key metrics, air service at airports of all sizes dropped sharply in 2020 with the onset of the COVID-19 pandemic. While larger airports have rebounded to some extent, the recovery has lagged for smaller airports, including nonhub airports (i.e., airports that have less than 0.05 percent of annual U.S. commercial enplanements but have more than 10,000 annual enplanements). For example, the average number of daily departures per route for nonhub airports was 19 percent lower in 2024 than in 2018.
Average Daily Departures per Route for Nonhub Airports Before (2018), During (2020), and After (2024) the COVID-19 Pandemic (Calendar Years)
Note: Nonhub airports have less than 0.05 percent of annual U.S. commercial enplanements but have more than 10,000 annual enplanements.
The Department of Transportation (DOT) administers two federal programs that support air service to small communities. The Essential Air Service (EAS) program provides subsidies to airlines serving eligible communities to help support air service. The Small Community Air Service Development Program (SCASDP) provides grants to eligible communities not receiving EAS-subsidized service that can be used to jumpstart new air service. However, GAO found the demand for SCASDP grants has continued to exceed the support SCASDP offers. GAO also previously reported that SCASDP grants did not fully fund the revenue guarantees that reduce airlines' financial risk to initiate new air service. Further, while SCASDP grants provide funding for revenue guarantees for up to 3 years, airport representatives and other stakeholders GAO interviewed identified ongoing funding as needed for maintaining service. The FAA Reauthorization Act of 2024 gave DOT some additional flexibilities to amend existing grants to small communities if circumstances change, and to consider grant applications for the same project from the community in a shorter time frame.
Certain nonhub airports that do not receive subsidized air service through EAS (non-EAS nonhub airports) have faced challenges securing and maintaining air service. For example, some of these airports reported an increased need to pay airlines for service, as airlines have shifted to using larger planes and scaled back service to some smaller communities to reduce their operating costs. Representatives of selected non-EAS nonhub airports told GAO they have leveraged various sources of funding to provide airlines revenue guarantees to help secure new air service. However, representatives of several selected airports stressed the difficulty of providing ongoing funding to maintain air service, particularly once any funding from SCASDP has been exhausted.
Why GAO Did This Study
Access to air service provides a vital connection to the national transportation system and can be an important driver of economic growth. However, smaller communities have experienced declining scheduled passenger air service for several decades. The smaller airports impacted by air service declines include certain nonhub airports that have not regained pre-pandemic service levels.
The FAA Reauthorization Act of 2024 includes a provision in statute for GAO to study challenges that certain nonhub airports face. This report describes (1) changes in key metrics for air service at nonhub airports from 2018 through 2024; (2) the extent to which SCASDP can help non-EAS nonhub airports secure and maintain air service; and (3) challenges selected non-EAS nonhub airports have identified, and how these airports have addressed the challenges.
GAO analyzed flight data reported to DOT for key metrics, including average daily departures per route, from calendar year 2018 through calendar year 2024.
GAO interviewed DOT officials and reviewed relevant statutes and grant documentation, including grant applications and awards for SCASDP from fiscal year 2018 through fiscal year 2023 (the most recent award cycle).
Finally, GAO selected seven non-EAS nonhub airports based on factors such as changes in air service. GAO interviewed representatives of these airports about challenges they have faced and their efforts to address those challenges, and GAO conducted site visits to four of the airports. GAO also interviewed state aviation officials in four states where selected airports are located as well as aviation stakeholders.
For more information, contact Derrick Collins at CollinsD@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-107751
Air Traffic Control Workforce: FAA Should Establish Goals and Better Assess Its Hiring Processes
WASHINGTON, Dec. 17 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Air Traffic Control Workforce: FAA Should Establish Goals and Better Assess Its Hiring Processes
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Fast Facts
Air traffic controllers guide more than 80,000 flights to their destinations daily. But as air traffic has increased, the air traffic controller workforce has shrunk. Not having enough controllers can delay or cancel flights and could impact safety.
Ensuring enough controllers are available is difficult. The process for hiring and training them is long and complex and many applicants ... Show Full Article WASHINGTON, Dec. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Air Traffic Control Workforce: FAA Should Establish Goals and Better Assess Its Hiring Processes * Fast Facts Air traffic controllers guide more than 80,000 flights to their destinations daily. But as air traffic has increased, the air traffic controller workforce has shrunk. Not having enough controllers can delay or cancel flights and could impact safety. Ensuring enough controllers are available is difficult. The process for hiring and training them is long and complex and many applicantsdon't make it to the end. The Federal Aviation Administration has taken steps to increase its hiring.
We recommended FAA set specific goals and make better use of data to further improve its recruiting, hiring, and training processes.
Three air traffic controllers work in an airport control tower.
Highlights
What GAO Found
Federal Aviation Administration (FAA) air traffic controllers help ensure the safety of U.S. air travel. However, lapses in appropriations in the 2010s, and the COVID-19 pandemic, resulted in reduced controller hiring and increased attrition. In response, FAA has increased hiring every year since 2021. Nevertheless, at the end of fiscal year 2025, FAA employed 13,164 controllers, about 6 percent fewer than in 2015. Between fiscal years 2015 and 2024, total flights using the air traffic control system increased by about 10 percent to 30.8 million.
FAA uses a standardized process to hire controllers that begins with evaluating applicants' performance on an aptitude test or their prior experience as an air traffic controller. Applicants must also meet medical and security standards and succeed at multiple types of training.
However, FAA's processes for hiring and training controllers result in substantial attrition (see fig.). This occurs due to a limited portion of the population having the required aptitude, and the length and complexity of the processeswhich can take 2-6 years. Specifically, the medical clearance process can take some applicants 2 years to complete. In response to these challenges, FAA has taken steps to accelerate the process, including adding resources to the medical clearance process and streamlining application review.
Attrition Across the FAA's Processes for Hiring Air Traffic Controllers Without Prior Experience, Fiscal Years 2017-2022
GAO also found that FAA does not consistently assess its processes to recruit, hire, and train air traffic controllers. Specifically, FAA does not have performance goals for these processes and their resulting impact. Such goals help ensure accountability for achieving specific and measurable results. GAO also found that while FAA is taking steps to improve its collection of data on recruiting, hiring, and training, it does not consistently use these data to assess the results of its efforts and inform decision-making. Doing so could help FAA understand the performance of its processes, make the changes that would have the greatest effect on controller staffing, and keep otherwise qualified applicants on the track to becoming certified controllers.
Why GAO Did This Study
FAA, within the Department of Transportation, manages over 80,000 flights daily. FAA air traffic controllers perform this essential job that requires highly specialized skills and training. Over the last 10 years, FAA has faced staffing shortages at critical facilities.
GAO was asked to review FAA's processes for hiring air traffic controllers. This report (1) describes the size and composition of the air traffic control workforce and changes since fiscal year 2015; (2) describes the processes FAA uses to recruit, hire, and train new controllers; (3) examines the steps FAA has taken to address challenges associated with recruiting, hiring, and training controllers; and (4) evaluates how FAA has assessed its efforts to hire air traffic controllers.
To address these objectives, GAO used FAA data to develop a dataset covering individuals from application through certification and used the data to analyze attrition in the controller hiring process. GAO also reviewed FAA documentation; visited the FAA training academy in Oklahoma City and air traffic control facilities near Chicago; Seattle; and Washington, D.C.; interviewed FAA officials and aviation industry stakeholders; and compared FAA's efforts to assess its hiring processes with leading practices for evidence-based decision-making.
Recommendations
GAO is making three recommendations, including that FAA (1) establish and document measurable goals for its processes to recruit, hire, and train controllers; and (2) analyze the information it collects to inform decisions about improving those processes. FAA agreed with the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Federal Aviation Administration The Administrator of FAA should ensure that FAA develops a system, such as its planned dashboard for applicants, that provides applicants with the ability to efficiently access information related to their application, including the ability to check their application status and obtain the information they need to complete their next steps. (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 Aviation Administration The Administrator of FAA should establish and document measurable goals for its processes to recruit, hire, and train air traffic controllers. (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 Aviation Administration The Administrator of FAA should use the information FAA collects across its databases to assess its processes for recruiting, hiring, and training air traffic controllers and inform decisions about any needed improvements. (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-26-107320
Patient Protection and Affordable Care Act: Preliminary Results from Ongoing Review Suggest Fraud Risks in the Advance Premium Tax Credit Persist
WASHINGTON, Dec. 3 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Patient Protection and Affordable Care Act: Preliminary Results from Ongoing Review Suggest Fraud Risks in the Advance Premium Tax Credit Persist
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Fast Facts
This report discusses the preliminary results of our work on fraud risk management in the advance premium tax credita subsidy that the government pays to insurance companies to make premiums more affordable for eligible Americans under the Affordable Care Act.
So far, we've found that fraud risks have persisted since we first reported ... Show Full Article WASHINGTON, Dec. 3 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Patient Protection and Affordable Care Act: Preliminary Results from Ongoing Review Suggest Fraud Risks in the Advance Premium Tax Credit Persist * Fast Facts This report discusses the preliminary results of our work on fraud risk management in the advance premium tax credita subsidy that the government pays to insurance companies to make premiums more affordable for eligible Americans under the Affordable Care Act. So far, we've found that fraud risks have persisted since we first reportedon this (2014-2016). For example, we were able to get subsidized insurance for fake enrollees. We also found some issues with enrollees' Social Security numbers that could indicate identity fraud.
The program's fraud risks were last assessed in 2018, even though the program and its risks have since evolved.
Two people working together on a laptop and filling out forms. The screen appears to show a website that compares insurance plans.
Highlights
What GAO Found
Preliminary results from GAO's ongoing covert testing suggest fraud risks in the advance premium tax credit (APTC) persist. The federal Marketplace approved coverage for nearly all of GAO's fictitious applicants in plan years 2024 and 2025, generally consistent with similar GAO testing in plan years 2014 through 2016. GAO's covert testing is illustrative and cannot be generalized to the enrollee population.
* Plan year 2024. The federal Marketplace approved subsidized coverage for all four of GAO's fictitious applicants submitted in October 2024. In total, the Centers for Medicare & Medicaid Services (CMS) paid about $2,350 per month in APTC in November and December for these fictitious enrollees. For some, the federal Marketplace requested documentation to support Social Security numbers (SSN), citizenship, and reported income. GAO did not provide documentation yet received coverage.
* Plan year 2025. Of 20 fictitious applicants, 18 remain actively covered as of September 2025. APTC for these 18 enrollees totals over $10,000 per month. GAO continues to monitor the enrollments as part of its ongoing work.
More broadly, GAO's preliminary analyses identified vulnerabilities related to potential SSN misuse and likely unauthorized enrollment changes in federal Marketplace data for plan years 2023 and 2024. Such issues can contribute to APTC that is not reconciled through enrollees' tax filings to determine the amount of premium tax credit for which enrollees were ultimately eligible. GAO's preliminary analysis of data from tax year 2023 could not identify evidence of reconciliation for over $21 billion in APTC for enrollees who provided SSNs to the federal Marketplace for plan year 2023. Unreconciled APTC may not necessarily represent overpayments, as enrollees who did not reconcile may have been eligible for the subsidy. However, it may include overpayments for enrollees who were not eligible for APTC.
* Overused SSNs. GAO's preliminary analyses identified over 29,000 SSNs in plan year 2023 and nearly 68,000 SSNs in plan year 2024 used to receive more than one year's worth of insurance coverage with APTC in a single plan year. CMS officials explained that the federal Marketplace does not prohibit multiple enrollments per SSN to help ensure that the actual SSN-holder can enroll in insurance coverage in cases of identity theft or data entry errors.
GAO's preliminary analyses also identified at least 30,000 applications in plan year 2023 and at least 160,000 applications in plan year 2024 that had likely unauthorized changes by agents or brokers. This can result in consumer harm, including loss of access to medications. In July 2024, CMS implemented a new control to prevent such changes, which GAO is reviewing in its ongoing work.
GAO preliminarily identified weaknesses in CMS's APTC fraud risk management as compared to leading practices. Specifically, CMS has not updated its fraud risk assessment since 2018 despite changes in the program and its controls. Further, CMS's 2018 assessment may not fully align with leading practices, like identifying inherent fraud risks. Finally, CMS did not use its 2018 assessment to develop an antifraud strategy. Together, these weaknesses appear to hinder CMS's ability to effectively and proactively manage fraud risks in APTC.
Why GAO Did This Study
The Patient Protection and Affordable Care Act provides premium tax credits to help eligible individuals pay for health insurance. The federal government can pay this credit directly to health insurance issuers as APTC. CMS estimated that it paid nearly $124 billion in APTC for about 19.5 million enrollees in plan year 2024. Consumers can enroll in insurance through the federal Marketplace independently or with assistance from an agent or broker.
Recent indictments highlight concerns about agent and broker practices in the federal Marketplace. Further, CMS reported that it received roughly 275,000 complaints in 2024 that consumers were enrolled or had insurance plans changed in the federal Marketplace without their consent.
GAO was asked to review issues related to fraud risk management in APTC. This report discusses preliminary results of ongoing GAO work related to (1) covert testing and (2) data analyses of enrollment controls in the federal Marketplace, as well as (3) CMS's APTC fraud risk assessment and antifraud strategy.
To perform this work, GAO created 20 fictitious identities and submitted applications for health care coverage in the federal Marketplace for plan years 2024 and 2025. The results, while illustrative, cannot be generalized to the full enrollment population. Additionally, GAO analyzed federal Marketplace enrollment data for plan years 2023 and 2024 and compared these data to federal death data and tax data. Finally, GAO assessed documentation related to CMS's fraud risk management activities against relevant leading practices.
Recommendations
GAO is continuing its ongoing work and will consider recommendations as part of future products, as appropriate.
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Original text here: https://www.gao.gov/products/gao-26-108742
VA Health Care: Status of Key Recommendations Related to Mental Health and Medication Management
WASHINGTON, Dec. 3 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
VA Health Care: Status of Key Recommendations Related to Mental Health and Medication Management
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Highlights
What GAO Found
The Department of Veterans Affairs (VA) provides health care services to over 9 million enrolled veterans, and thousands of military service members transition to its care each year. Mental health conditions are a persistent issue for veterans, and many veterans also live with chronic pain. These conditions are often treated with medications that must be managed ... Show Full Article WASHINGTON, Dec. 3 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * VA Health Care: Status of Key Recommendations Related to Mental Health and Medication Management * Highlights What GAO Found The Department of Veterans Affairs (VA) provides health care services to over 9 million enrolled veterans, and thousands of military service members transition to its care each year. Mental health conditions are a persistent issue for veterans, and many veterans also live with chronic pain. These conditions are often treated with medications that must be managedcarefully. For example, opioids can be prescribed for pain, but these carry the risk of addiction and overdose.
VA has implemented four key GAO recommendations to strengthen its oversight of mental health treatment plans and to help ensure its providers follow strategies for mitigating the risk of opioids.
* Mental health treatment plans. Veterans with mental health conditions may be offered various treatment options, including medication or therapy, or a combination of both. The Veterans Health Administration (VHA) requires specialty providers, such as psychiatrists, to document in mental health treatment plans that evidence-based treatment options were considered. In June 2019, GAO found VHA did not have guidance for these requirements nor monitor whether the providers followed them. VA concurred with GAO's two recommendations to address these issues and, in 2020, implemented both. For example, VA initiated reviews of selected charts biannually to ensure providers meet mental health treatment planning expectations.
* Opioid safety risk mitigation strategies. In response to concerns about opioid use, VA launched its Opioid Safety Initiative in 2013 to help ensure veterans are prescribed and use opioids in a safe and effective manner. As part of this initiative, VHA developed risk mitigation strategies for providers to follow when prescribing opioids to veterans, such as conducting urine drug screening. In May 2018, GAO found VHA providers at selected medical facilities did not consistently follow some risk mitigation strategies. Further, not all facilities had access to trained providers to educate other providers in ensuring opioid safety. GAO made two recommendations to address these issues. VA concurred and, in 2019 and 2020, implemented each recommendation. For example, VA created a planning tool that gives providers information on risk mitigation strategies, such as the patient's last urine screening.
VA has not addressed GAO's recommendation to the Department of Defense-VA Joint Executive Committee to assess the effectiveness of mental health services for transitioning service members and veterans. This Committee oversees the two departments' coordination for health care and benefits, including programs that may assist service members and veterans during the transition. In 2024, GAO found that the Committee had identified a number of mental health touchpoints for transitioning service members. However, the Committee had not assessed the effectiveness of the departments' efforts in facilitating access to such mental health touchpoints and made a recommendation that it do so. VA concurred with this recommendation, but as of November 2025, this recommendation has not yet been implemented.
Why GAO Did This Study
Effective medication management is of the utmost importance to ensure U.S. veterans receive safe and comprehensive treatment as part of their health care. This is particularly important for the growing number of veterans receiving treatment for mental health conditions and for vulnerable populations, such as those transitioning out of the military.
Concerns have been raised about the adverse effects of polypharmacy among veterans, which is the use of more than one medication. For example, research suggests that prescribing both benzodiazepinesa type of medication used to treat anxiety or post-traumatic stress disorderand opioids to treat chronic pain can increase veterans' risk of death from suicide.
GAO has reported on opportunities for VA to enhance its oversight of various issues related to medication management for veterans, including those with mental health conditions and those transitioning out of the military. This statement describes a selection of this work, including recommendations GAO has made related to (1) mental health treatment plans, (2) opioid safety, and (3) access to mental health services for transitioning service members and veterans.
This statement is based primarily on three GAO reports issued between May 2018 and July 2024 ( GAO-18-380, GAO-19-465, and GAO-24-106189 ). GAO also reviewed available research related to VA prescribing practices and steps the agency has taken to address five selected recommendations GAO made across these reports.
For more information, contact Alyssa M. Hundrup at hundrupa@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108786
VA Leasing: VA Should Systematically Identify and Address Challenges in Its Efforts to Lease Space from Academic Affiliates
WASHINGTON, Nov. 25 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
VA Leasing: VA Should Systematically Identify and Address Challenges in Its Efforts to Lease Space from Academic Affiliates
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Fast Facts
According to the Department of Veterans Affairs, the average age of VA hospitals is 60 years, and many facilities need maintenance. To deliver health care to veterans while managing its facility issues, VA can lease clinical and research space.
If certain conditions are met, VA can use a non-competitive process to lease space from universities or medical ... Show Full Article WASHINGTON, Nov. 25 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * VA Leasing: VA Should Systematically Identify and Address Challenges in Its Efforts to Lease Space from Academic Affiliates * Fast Facts According to the Department of Veterans Affairs, the average age of VA hospitals is 60 years, and many facilities need maintenance. To deliver health care to veterans while managing its facility issues, VA can lease clinical and research space. If certain conditions are met, VA can use a non-competitive process to lease space from universities or medicalschools it already has a relationship with. This leasing flexibility could help VA get facilities faster.
VA has used it for 5 leases and plans to gather and implement lessons learned after 5 more. But we recommended doing it now, to make this flexibility more effective.
Highlights
What GAO Found
The Department of Veterans Affairs (VA) leases space from various external parties, including academic affiliatesmedical schools and health education programs with an established relationship with VA. According to VA, its local officials leverage these relationships to identify leasing opportunities. In a 2022 law, VA received the authority to noncompetitively award (sole source) a lease to an academic affiliate if certain conditions are met. VA officials said that when sole sourcing a lease, they must still ensure VA receives a fair and reasonable rate. As of June 2025, VA had signed five leases using this authority, according to VA officials.
VA officials and academic affiliate representatives GAO interviewed identified benefits and challenges of entering into leases together, including sole source leases. Benefits they identified included (1) increased collaboration to enhance research; (2) improved veterans' access to care and more modern facilities; and (3) for sole source leases, potentially quicker access to space. However, VA officials and academic affiliates also identified challenges specific to sole source leases, including (1) issues with VA's communication about the status of these leases; and (2) difficulties determining how to apply VA's standard processes when pursuing a more unique project. Interviewees also identified general challenges regardless of lease type, such as limited space availability and the time it takes to obtain VA funding for a project.
Examples of Research Space Leased by the Department of Veterans Affairs
VA has taken actions to support implementation of its sole source leasing authority, such as providing training and guidance to VA staff. But VA has not developed and implemented a lessons-learned process to systematically identify and address any challenges. GAO previously reported that a lessons-learned process can be particularly important when an agency is implementing a new approach, and it is helpful to collect lessons learned during implementation rather than waiting until the end. VA officials said they informally review some leases to identify lessons, and they plan to implement a lessons-learned process after 10 sole source leases have been signed. However, it is unclear whether the plan as described aligns with key practices, such as validating lessons with academic affiliates. In addition, waiting until 10 leases have been signed before identifying lessons learned risks compounding existing challenges that VA and academic affiliates have already identified. This includes challenges that have led to confusion or delays for projects that improve veterans' access to care and support VA research.
Why GAO Did This Study
VA provides health care to over 9 million veterans each year through its medical centers and outpatient clinics. However, VA faces challenges in managing its capital assets, including a significant maintenance backlog and aging infrastructure. To meet its capital asset needs, VA may construct, purchase, or lease medical facilities. VA received the authority to enter into sole source leases with academic affiliates as part of the 2022 Sergeant First Class Heath Robinson Honoring our Promise to Address Comprehensive Toxics Act.
GAO was asked to review VA's use of its new leasing authority. This report addresses (1) how VA identifies opportunities to lease from academic affiliates, (2) the benefits and challenges that VA and academic affiliates identified in entering into leases together, and (3) VA's actions to support implementation of its sole source leasing authority.
GAO reviewed documents and interviewed VA officials. GAO also selected a non-generalizable sample of four academic affiliates with current or potential VA leases, selected to ensure variation in the purpose and status of the academic affiliates' leases, among other things. For each lease, GAO reviewed available documents and interviewed regional and local VA officials, as well as representatives from the academic affiliate.
Recommendations
GAO recommends that VA develop and implement a lessons-learned process to capture information about its use of sole source leasing with academic affiliates now, rather than waiting until 10 leases have been signed. VA agreed with the recommendation and stated that it plans to implement it.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The Secretary of VA should develop and implement a lessons-learned process that aligns with key practices identified in GAO's prior work to capture information about its efforts to use sole source leasing with academic affiliates now, rather than waiting until 10 leases have been signed. (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-26-107821
Defense Budget: Clearer Guidance Is Needed to Improve Visibility into Resourcing of Pacific Deterrence Efforts
WASHINGTON, Nov. 25 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Defense Budget: Clearer Guidance Is Needed to Improve Visibility into Resourcing of Pacific Deterrence Efforts
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Fast Facts
DOD spends billions of dollars each year to counter China's growing military strength. Congress established the Pacific Deterrence Initiative to track how much DOD plans to spend for deterrence in the Indo-Pacific region.
We found that the military services weren't consistent in how they chose what to include in their Initiative-related budget reports. For example, ... Show Full Article WASHINGTON, Nov. 25 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Defense Budget: Clearer Guidance Is Needed to Improve Visibility into Resourcing of Pacific Deterrence Efforts * Fast Facts DOD spends billions of dollars each year to counter China's growing military strength. Congress established the Pacific Deterrence Initiative to track how much DOD plans to spend for deterrence in the Indo-Pacific region. We found that the military services weren't consistent in how they chose what to include in their Initiative-related budget reports. For example,the Marine Corps included most of its forces in the region, while the Navy included almost none. These reports don't give Congress a complete picture of the efforts in the region.
We recommended DOD improve its instructions for creating the Initiative's budget reports and more.
Highlights
Why This Matters
To counter China's growing military reach, the U.S. military has been strengthening its forces in the Indo-Pacific. In 2021, Congress required annual budget reporting on Department of Defense funding for the region. However, there are concerns that the reporting does not provide the intended visibility into deterrence efforts and funding priorities in the region.
GAO Key Takeaways
The Department of Defense's (DOD) annual Pacific Deterrence Initiative (PDI) budget exhibits for fiscal years 2023 through 2025 do not consistently reflect department-wide priorities or requirements and present an inconsistent mix of programs and funding. Because guidance is not clear about how programs should be selected, we found inconsistencies in the types of programs included in the PDI budget exhibits. For example:
* The Air Force and Marine Corps selected facilities sustainment programs, while the Army and Navy did not.
* Some military services included efforts east of the International Date Line, although the guidance focuses on efforts primarily west of it.
* Some DOD organizations included development programs unlikely to be effective within 5 yearsdespite the guidance's near-term focus.
Additionally, the programs and funding presented in the annual budget exhibit are different from those included in the Indo-Pacific Command's (INDOPACOM) independent assessment, which is based on its strategy and assumes unlimited resources. While some of the differences can be attributed to that assumption, there are also differences in the types of funded programs prioritized. This raises questions about the extent of DOD's resourcing needs for the Indo-Pacific region.
These inconsistencies make it difficult for Congress to assess whether DOD's resources are aligned with strategic goals and increase uncertainty about which priorities DOD considers most critical for the region.
Comparison of the Pacific Deterrence Initiative (PDI) Budget Exhibits and the Indo-Pacific Command Independent Assessment, Fiscal Years 2022-2025
How GAO Did This Study
We reviewed DOD's PDI budget exhibits from fiscal years 2023 through 2025 and conducted quantitative analysis of over 500 budget line items. We also conducted site visits to INDOPACOM and its supporting commands.
Recommendations
We are making two recommendations to DOD: (1) that it revise its guidance to clarify how programs are selected for inclusion in the PDI budget exhibit and (2) that the PDI budget exhibit considers funded priorities identified by INDOPACOM. DOD concurred with our recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the Under Secretary of Defense (Policy) revises DOD's guidance on PDI to clarify program selection criteriaincluding those related to enhancements, RDT&E programs, facilities sustainment, and geographic locationand to establish processes, including roles and responsibilities, for selecting and validating PDI programs. [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 (Policy), in coordination with INDOPACOM, updates PDI processes to ensure that DOD reviews and considers INDOPACOM's funded priorities for inclusion in the annual PDI budget exhibit. [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-26-107698
Offshore Patrol Cutter: Coast Guard Should Gain Key Knowledge Before Buying More Ships
WASHINGTON, Nov. 25 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Offshore Patrol Cutter: Coast Guard Should Gain Key Knowledge Before Buying More Ships
*
Fast Facts
The U.S. Coast Guard plans to spend over $17 billion to acquire 25 Offshore Patrol Cuttersships that conduct search and rescue operations, among other missions.
Two shipbuilders have started building the ships before completing design. Building ships with incomplete designs is risky. The first shipbuilder repeatedly faced costly rework and delayed deliveries, leading the Coast Guard to ... Show Full Article WASHINGTON, Nov. 25 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Offshore Patrol Cutter: Coast Guard Should Gain Key Knowledge Before Buying More Ships * Fast Facts The U.S. Coast Guard plans to spend over $17 billion to acquire 25 Offshore Patrol Cuttersships that conduct search and rescue operations, among other missions. Two shipbuilders have started building the ships before completing design. Building ships with incomplete designs is risky. The first shipbuilder repeatedly faced costly rework and delayed deliveries, leading the Coast Guard tocancel half the ships on the contract.
To date, neither shipbuilder has delivered any ships. The second shipbuilder faces similar risks if it continues building more ships before completing design.
Our recommendations address this issue and more.
An Offshore Patrol Cutter Under Construction
U.S. Coast Guard ship beside a dock with construction scaffolding and equipment on it.
Highlights
What GAO Found
The Coast Guard urgently needs Offshore Patrol Cutters (OPC) to replace aging cutters that conduct law enforcement and search and rescue operations. The Coast Guard plans to acquire 25 OPCs in stages: stage 1 initially included OPCs 1-4, stage 2 includes OPCs 5-15, and stage 3 will include OPCs 16-25. Construction for stages 1 and 2 is underway by two different shipbuilders. But each shipbuilder's design remains incomplete, and both have yet to deliver any ships.
The stage 1 shipbuilder made limited progress since GAO last reported on OPC. In 2023, GAO found that construction of OPCs 1-4 began without a stable design, contrary to shipbuilding leading practices. This led to rework, which delayed ship deliveries. The Coast Guard took steps in 2024 to prioritize delivery of OPC 1, such as adding payments at certain milestones, but these steps were largely unsuccessful. As of July 2025, the Coast Guard terminated construction of OPCs 3 and 4 as part of an ongoing review of the current stage 1 contract, and delivery of OPC 1 was expected more than 5 years late.
Offshore Patrol Cutters 1 (left) and 2 (right) Construction Status in December 2024
The stage 2 shipbuilder and Coast Guard incorporated some leading practices while developing the stage 2 design, such as conducting collaborative design reviews that supported timely decisions. But construction of OPC 5 began in August 2024 without a stable design. Starting construction of more stage 2 OPCs before stabilizing the design, as the Coast Guard plans to do, increases the risk that stage 2 will also encounter costly rework and schedule delays.
The OPC program is at risk of not meeting its cost goals, in part, because the program used outdated cost information to establish them. The program is updating this information to account for recent stage 1 cost increases. GAO also found that the program reported an aggregated cost goal for all 25 OPCs instead of by stage. Reporting cost goals by stage would enable decision-makers to hold the program and OPC shipbuilders accountable for their performance.
The program plans to acquire stage 3 ships after testing whether the existing designs meet OPC's performace goals, which is consistent with Department of Homeland Security (DHS) policy. However, the program is unlikely to have the test results before starting stage 3 procurement activities, such as developing the request for proposals. Incorporating the knowledge gained from testingas well as other shipbuilding leading practicesinto the procurement process for stage 3 could help the Coast Guard make better investment decisions. It could also improve the timeliness of future OPC deliveries.
Why GAO Did This Study
The Coast Guarda component of DHSplans to spend over $17 billion to acquire a fleet of 25 OPCs. Since 2020, GAO has found that the Coast Guard is using a high-risk approach to acquire OPCs that involves significant overlap in design and construction.
GAO was asked to review the status of the OPC acquisition program. This report examines the extent to which (1) progress has been made on OPC design and construction; and (2) the OPC program is meeting its cost and performance goals.
GAO analyzed OPC documents and data; compared the status of OPC stage 1 design and construction to what GAO reported in June 2023 ( GAO-23-105805 ); and compared stage 2 design and construction to leading practices for commercial shipbuilding. GAO also conducted site visits to both OPC shipbuilders to observe stage 1 and stage 2 construction progress; and interviewed Coast Guard officials and shipbuilder representatives.
Recommendations
GAO is making four recommendations to the Coast Guard and DHS, including that the program stabilizes design before starting construction of additional stage 2 OPCs; reports cost goals for each OPC stage; and documents a plan for acquiring stage 3 ships that identifies how it will use test results to inform procurement activities and further incorporate shipbuilding leading practices. DHS concurred with two of the four recommendations, and did not concur with the other two. GAO maintains that all four recommendations are warranted.
Recommendations for Executive Action
Agency Affected Recommendation Status
United States Coast Guard The Commandant of the Coast Guard should ensure that the OPC program demonstrates that the stage 2 design is stable prior to authorizing construction of additional stage 2 OPCs by (1) completing basic and functional design, including routing of major distributive systems that affect multiple zones of the ship, in a 3D model with reliable vendor-furnished information and (2) successfully testing an integrated prototype of the davit in a realistic environment, consistent with shipbuilding leading practices. (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.
United States Coast Guard The Commandant of the Coast Guard, in collaboration with the Navy, should develop a memorandum of agreement to clarify and document agreement on how the evaluation of deficiencies and ongoing surveillance of Austal's EVM system will be coordinated between the Coast Guard and SUPSHIP throughout the duration of the OPC program. (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 DHS Secretary should ensure that the DHS Under Secretary for Management directs the Coast Guard to revise the OPC acquisition program baseline to include cost goals for each stage. (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 DHS Secretary should ensure that the DHS Under Secretary for Management directs the Coast Guard to document a plan for acquiring stage 3 OPCs that identifies (1) how results from operational testing of OPC stages 1 and 2 will be incorporated into stage 3 procurement activities, such as developing the request for proposals, and contingency plans if this testing is delayed; and (2) how leading practices for ship design will be incorporated into stage 3. (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.
***
Original text here: https://www.gao.gov/products/gao-26-107583
VA Disability Benefits: Implementing GAO's Recommendations Would Help Improve Quality of Contracted Exams for Veterans
WASHINGTON, Nov. 20 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
VA Disability Benefits: Implementing GAO's Recommendations Would Help Improve Quality of Contracted Exams for Veterans
*
Highlights
What GAO Found
VA's Veterans Benefits Administration (VBA) may require veterans filing disability claims to undergo medical exams to help determine eligibility. VBA relies on contractors to provide medical professionals, called examiners, to conduct most of these exams. Conducting quality exams is important because errors can result in costly rework and ... Show Full Article WASHINGTON, Nov. 20 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * VA Disability Benefits: Implementing GAO's Recommendations Would Help Improve Quality of Contracted Exams for Veterans * Highlights What GAO Found VA's Veterans Benefits Administration (VBA) may require veterans filing disability claims to undergo medical exams to help determine eligibility. VBA relies on contractors to provide medical professionals, called examiners, to conduct most of these exams. Conducting quality exams is important because errors can result in costly rework anddelays in processing claims.
VBA's Medical Disability Examination Office (MDEO), which oversees these contractors, has refined its oversight since its establishment in 2016. GAO's 2024 and 2025 reports described MDEO's oversight, including quality control techniques for preventing errors from occurring during exams, detecting any exam errors that did occur, and correcting errors and providing accountability.
GAO's prior work also identified opportunities to strengthen MDEO's oversight of contracted exam quality. Specifically, GAO found (1) breakdowns in procedures for correcting the most frequent or complex problems with contracted exams, (2) incorrect financial incentive payments to contractors, and (3) a gap in feedback from examinersa key stakeholder group. GAO made five recommendations across the following four areas. All five remain open as of November 2025. VA has partially addressed one and described plans to address the others.
Contractor quality action plans analyze the cause of the most frequent exam errors and specify contractors' corrective actions. GAO found that MDEO's procedures for reviewing these action plans lacked certain steps, including verifying that contractors completed the corrective actions and assessing whether these actions improved exam quality. GAO recommended that MDEO improve its procedures by including these steps. MDEO has partially addressed this recommendation.
Special Focused Reviews seek to identify and address exam quality issues in specific areas. GAO found that MDEO was behind schedule on reviews for the most complex issues, such as military sexual trauma. GAO recommended that MDEO adhere to the biennial schedule outlined in its procedures.
Financial incentives are based on contractor performance, including exam quality. GAO found that MDEO had no written procedures for checking the accuracy of its calculations for these incentives, resulting in almost $2.3 million in overpayments to contractors in fiscal year 2024. GAO recommended that MDEO develop and use such procedures. GAO also recommended that MDEO recalculate all financial incentives and correct any errors.
Examiner feedback provides a key perspective on issues affecting exam quality. GAO found that MDEO relied on contractors to relay examiner feedback. However, five of six examiners GAO interviewed said contractors did not always address their concerns, making it harder to provide high-quality exams. They said they would like to provide feedback directly to MDEO. GAO recommended that MDEO collect and address direct feedback from examiners.
Fully implementing GAO's five recommendations would help MDEO improve exam quality so veterans receive more accurate and timely benefits decisions.
Why GAO Did This Study
Contracted disability examinations provide critical information for determining veterans' eligibility for benefits. In fiscal year 2024, contracted examiners conducted over 3 million disability exams, costing over $5 billion.
This statement summarizes 1) MDEO's processes for overseeing exam quality and 2) GAO recommendations for improving these processes.
This statement is based on two GAO reports: GAO-24-107730 and GAO-25-107483. For those reports, GAO analyzed MDEO financial incentive data from April 2023 through September 2024. Also, GAO reviewed MDEO documents and interviewed MDEO officials, contractors, and six examiners selected from a randomized list of all examiners for variation in characteristics such as specialty and experience. Finally, GAO interviewed MDEO officials on steps taken to address GAO's recommendations.
Recommendations
In September 2024 and August 2025, GAO made five recommendations to improve MDEO oversight. VA agreed or agreed in principle with all five and has taken steps toward implementing them. GAO continues to monitor VA's implementation of these recommendations, which can help MDEO ensure veterans receive high-quality disability exams.
***
Original text here: https://www.gao.gov/products/gao-26-108783
Veterans Employment: VA Should Address Human Capital Needs and Other Issues in High-Tech Training
WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Veterans Employment: VA Should Address Human Capital Needs and Other Issues in High-Tech Training
*
Highlights
What GAO Found
The Veteran Employment Through Technology Education Courses (VET TEC) program administered by the Department of Veterans Affairs (VA) provides financial support to veterans enrolled in high-tech programs through eligible training providers. VA data show more than 20,300 veteran enrollments during the 5-year VET TEC pilot, which began in April 2019. VA reported ... Show Full Article WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Veterans Employment: VA Should Address Human Capital Needs and Other Issues in High-Tech Training * Highlights What GAO Found The Veteran Employment Through Technology Education Courses (VET TEC) program administered by the Department of Veterans Affairs (VA) provides financial support to veterans enrolled in high-tech programs through eligible training providers. VA data show more than 20,300 veteran enrollments during the 5-year VET TEC pilot, which began in April 2019. VA reportedspending nearly $262 million on the program as of December 2024.
GAO found that the VET TEC pilot did not fully align with leading practices for pilot design (see figure). VA officials said the agency did not have sufficient staff to fully address these practices. While VA initially determined it had sufficient staff to meet the pilot objectives, it did not continually assess staff resources. Given that a new VET TEC is authorized through 2027, assessing its human capital needs would help VA assure the program has appropriate resources.
Alignment of the VET TEC Pilot Program with Leading Practices for Effective Pilot Design
VA oversaw training providers by evaluating their applications. It denied 165 of 221 applications, suspended five provider facilities, conducted two on-site reviews, and referred one instance of potential provider fraud to its Office of Inspector General. GAO's analysis of VA data indicated about $4 million in potential overpayments in tuition and fees to providers, or about 2 percent of payments. VA officials said that providers sometimes submitted information after an initial payment, such as when a veteran never began training, creating a potential overpayment. VA did not have written procedures applicable to the pilot to detect certain potential overpayments. Such procedures would enhance VA's internal controls for the VET TEC payment process.
Veterans reported multiple challenges with training providers, including recruiting, educational quality, and career placement services. However, VA did not explicitly collect or analyze ongoing feedback through the GI Bill School Feedback Tool, its primary feedback mechanism. Doing so would help VA obtain critical input and enable it to assess and inform its VET TEC implementation.
Why GAO Did This Study
The federal government helps veterans transition to the civilian workforce. The Harry W. Colmery Veterans Educational Assistance Act of 2017 (the "Forever GI Bill") instructed VA to carry out a 5-year pilot to train veterans for high-tech jobs. VA created VET TEC to support veterans who enrolled in high-tech courses through VA-approved training providers. In January 2025, legislation was enacted to establish a new program through September 2027.
The Forever GI Bill included a provision for GAO to assess VET TEC. GAO issued an initial report on VET TEC in October 2022. This report builds on GAO's prior work and examines (1) VET TEC's alignment with leading practices for effective pilot design, (2) VA's oversight of training providers, and (3) challenges reported by participants.
GAO compared VA's efforts to leading practices for effective pilot design and analyzed VA program data from April 1, 2019-August 19, 2024, the most recent available. GAO also analyzed 124 VET TEC comments submitted through the GI Bill Feedback Tool from July 2, 2019-January 5, 2024. GAO reviewed relevant VA documents, federal laws, and regulations and interviewed officials.
Recommendations
GAO is making four recommendations, including that VA assess its human capital needs to effectively implement VET TEC, address certain provider overpayments, and collect and analyze participant feedback. VA agreed with all but one of the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The Secretary of Veterans Affairs should develop and implement a plan and related procedures for assessing the agency's current and future human capital needs to effectively implement the VET TEC program. This plan and related procedures could also assist the agency in administering future pilots, as applicable. (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 develop and implement a written, systematic process to help prevent, identify, and recoup overpayments from VET TEC training providers, as appropriate. This could include documenting criteria aligned with the VET TEC milestone payment process to be applied before payments are made. In cases in which a payment has already been issued, such procedures could flag payments (1) for which the training provider subsequently submitted updated information and (2) that must be recovered from preferred providers because the veteran did not obtain meaningful employment. (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 clearly communicate that participants can use the GI Bill School Feedback Tool to provide ongoing feedback about the VET TEC program. For example, VA could modify the tool by (1) revising the introductory language to ensure veterans are aware the tool is not exclusive to schools or training providers eligible to receive GI Bill benefits, (2) adding language to clarify which program(s) a veteran is submitting feedback about, or (3) adding a check box for any non-GI Bill program and pilot programs, as well as check boxes for "other" or "unknown" programs. (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 develop and implement a plan to analyze ongoing feedback it receives from VET TEC participants, including feedback VA receives through the GI Bill School Feedback Tool, to inform program implementation. This analysis could be incorporated into any future evaluation of the program. (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.
***
Original text here: https://www.gao.gov/products/gao-25-106876
National Nuclear Security Administration: Information on Implementation of Contractor Commuting Authority
WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
National Nuclear Security Administration: Information on Implementation of Contractor Commuting Authority
*
Fast Facts
The National Nuclear Security Administration relies on contractor employees to carry out its missions.
NNSA is now allowed to reimburse certain contractors for some transportation services for their employees--which may address employees' commuting issues like traffic safety and congestion at work sites.
This Q&A looks at how NNSA is putting this into action. Specifically, ... Show Full Article WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * National Nuclear Security Administration: Information on Implementation of Contractor Commuting Authority * Fast Facts The National Nuclear Security Administration relies on contractor employees to carry out its missions. NNSA is now allowed to reimburse certain contractors for some transportation services for their employees--which may address employees' commuting issues like traffic safety and congestion at work sites. This Q&A looks at how NNSA is putting this into action. Specifically,NNSA is reviewing a contractor's plans to offer park-and-ride shuttles and public transit subsidies at a national laboratory. Officials shared concerns about potential challenges with measuring the benefits and having sufficient federal staff.
Traffic Congestion at Los Alamos National Laboratory, as of June 2025
A line of cars on a winding road next to a large cliff.
Highlights
What GAO Found
The National Nuclear Security Administration (NNSA) is taking steps to implement the legal authority it was granted in fiscal year 2025 to reimburse management and operating (M&O) contractors for certain transportation services for their employees. According to NNSA, the new contractor commuting authority will help address recruitment and retention challenges and improve transportation safety and congestion at NNSA's sites. Agency officials identified some potential challenges the agency faces in implementing the authority.
NNSA is reviewing a proposed transportation services plan for fiscal years 2025 to 2030 from the M&O contractor for Los Alamos National Laboratory, one of NNSA's eight sites that compose the nuclear security enterprise. As of July 2025, contractor representatives at NNSA's other seven sites said they did not plan to submit proposed transportation plans for the contractor commuting authority. The Los Alamos contractor estimates total costs of transportation services for its employees, such as park-and-ride shuttles and public transit subsidies, at about $74.4 million over the 6-year period.
Officials said NNSA plans to use its existing contractor and subcontractor oversight framework to oversee the services:
* The M&O contractor is expected to have primary oversight responsibility for these subcontracts. The transportation plan's proposed subcontract costs are not expected to meet the minimum threshold for NNSA to review the subcontract prior to award.
* NNSA plans to ensure program integrity by taking certain steps to monitor the contractor's reporting and performance, including reviewing the contractor's costs and benefits of the transportation services on a monthly basis, as well as its annual reporting
NNSA officials identified two challenges the agency could face in implementing the authority:
* assessing some of the intended benefits of proposed transportation services because of difficulties with obtaining quantifiable data on all benefits, and
* having sufficient capacity for oversight because of NNSA's longstanding human capital constraints.
Why GAO Did This Study
NNSA faces significant challenges with recruiting and retaining qualified staff, including contractor employees, particularly as its nuclear modernization workload increases. To carry out its work, NNSA relies on and oversees about 70,000 M&O contractor employees who execute NNSA's missions at its eight government-owned, contractor-operated sites.
NNSA's efforts to address these challenges include implementing its new legal authority to reimburse M&O contractors for transportation services for their employees. According to NNSA, this authority will also help address challenges related to transportation safety, traffic congestion, and worker productivity.
The Servicemember Quality of Life Improvement and National Defense Authorization Act for Fiscal Year 2025 provides NNSA authority to reimburse contractors for approved transportation services after reviewing proposed plans that include certain required information.
Senate Report 118-188 accompanying a bill for the act includes a provision for GAO to review NNSA's implementation of the contractor commuting authority through fiscal year 2027 and provide an annual briefing to the relevant congressional committees. This first report discusses NNSA's actions to implement this authority and challenges the agency anticipates facing. To conduct this work, GAO reviewed relevant statutes, agency requirements and guidance, the Los Alamos M&O contractor's proposed transportation services plan, and prior GAO reports, among other documentation. GAO also interviewed NNSA officials and M&O contractor representatives.
Figure 1: Traffic Congestion Driving to Los Alamos National Laboratory, June 2025
Recommendations
GAO is not making any recommendations to NNSA. NNSA provided technical comments, which we incorporated as appropriate.
***
Original text here: https://www.gao.gov/products/gao-25-108065
National Nuclear Security Administration: Agency Should Improve Cost Growth Notification Process
WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
National Nuclear Security Administration: Agency Should Improve Cost Growth Notification Process
*
Highlights
What GAO Found
Over the next 2 decades, the United States plans to spend tens of billions of dollars to modernize its nuclear weapons stockpile and the research and production infrastructure on which its stockpile programs depend. The National Nuclear Security Administration (NNSA) is responsible for managing these efforts.
Since 2011, NNSA has been required by law to report ... Show Full Article WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * National Nuclear Security Administration: Agency Should Improve Cost Growth Notification Process * Highlights What GAO Found Over the next 2 decades, the United States plans to spend tens of billions of dollars to modernize its nuclear weapons stockpile and the research and production infrastructure on which its stockpile programs depend. The National Nuclear Security Administration (NNSA) is responsible for managing these efforts. Since 2011, NNSA has been required by law to reporton cost baselines and cost growth for certain construction projects and nuclear weapons acquisition programs. For example, NNSA must notify congressional defense committees when construction projects initially set cost baselines that exceed $65 million, and again if costs are expected to exceed baselines by 25 percent or more. Within 90 days of submitting a cost growth notification, NNSA must also provide additional information, including an assessment of the root causes of the cost growth.
However, NNSA has not implemented effective processes to manage such notifications for construction projects, which has led to delays in notifications. GAO identified 14 NNSA construction projects that established a cost baseline that met the reporting criteria. All 14 provided notification of an initial baseline and seven are experiencing reportable cost growth. However, NNSA has not provided notifications in five of the seven instances. NNSA officials said that notifications were being prepared for some of the projects but has not provided them to congressional defense committees.
Officials also acknowledged that NNSA had not sent root cause assessments in most cases. The two assessments that NNSA provided did not address legally required elements, such as the extent to which unrealistic performance expectations or immature technologies played a role in cost growth.
Table: Status of Cost Growth Notifications for Ongoing National Nuclear Security Administration (NNSA) Projects Costing over $65 Million, as of April 2025
Number of projects
Baseline notification letter sent
Experienced reportable cost growth
Provided cost growth notification
Provided recertification and new cost baseline
Provided assessment of root causes
14
14/14 (100%)
7/14 (50%)
2/7 a (29%)
2/7 a (29%)
2/7 a (29%)
Source: GAO analysis of Department of Energy project reporting data and NNSA documentation. | GAO-25-107767
a In 2022, one project provided a cost growth notification, as well as notifications of recertification, a new baseline cost, and an assessment of root causes. However, it subsequently experienced additional reportable cost growth and established a new baseline in May 2025, but has not provided the additional notifications to date, which is not reflected in these figures.
NNSA is also required to report on cost baselines for programs to acquire new nuclear weapons or life extension programs, and for programs to alter existing weapons where costs exceed $800 million. For three such programs that met the baseline reporting requirement, NNSA has used an existing reporting requirement to communicate initial cost and schedule baselines rather than provide separate notifications. At the time of GAO's review, none of the three programs met the criteria for cost growth reporting in effect at the time--a total cost increase of at least 25 percent or a per unit increase of at least 50 percent.
NNSA officials responsible for cost growth reporting told GAO that they planned to implement new processes with an initial focus on the process for construction projects, including the use of templates and root cause assessment guidance. However, officials said they were in the early stages and could not provide a timeline for completion. If implemented effectively, templates, guidance, and processes could help NNSA ensure it is providing accurate and timely information to congressional decision-makers
Why GAO Did This Study
House Report 118-529 includes a provision for us to review NNSA's cost growth notification processes. GAO's report assesses NNSA's implementation of this provision and opportunities NNSA has identified to improve its cost growth notification requirements.
GAO reviewed and analyzed provisions of law that relate to cost controls and reporting, NNSA directives and guidance, and NNSA documentation related to cost monitoring and notifications for construction projects and weapons programs. GAO also interviewed officials with NNSA and the Office of Management and Budget.
Recommendations
GAO is making three recommendations to NNSA, including that it complete templates and implement a process for reporting timely cost growth notifications, and finalize its root cause analysis guidance.
Recommendations for Executive Action
Agency Affected Recommendation Status
National Nuclear Security Administration The Administrator of NNSA should direct CEPE to establish a deadline and finalize its efforts to establish templates and implement a process for reporting timely cost growth notifications. (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.
National Nuclear Security Administration The Administrator of NNSA should direct CEPE to establish a deadline and finalize its efforts to establish guidance on performing a root cause analysis that also traces to the required elements under the cost growth notification provision. (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.
National Nuclear Security Administration The Secretary of Energy, in coordination with the Administrator of NNSA, should communicate to the relevant congressional committees suggested changes to the cost growth notification provision. (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-25-107767
Sexual Harassment: Actions Needed to Ensure Consistent Agency Policies for Research Institutions
WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Sexual Harassment: Actions Needed to Ensure Consistent Agency Policies for Research Institutions
*
Fast Facts
Sexual harassment can drive talented people out of STEM jobs--hurting the U.S. workforce and innovation.
Federal agencies fund STEM research at institutions such as universities but don't have consistent policies to handle harassment complaints about researchers they fund. To address this, Congress told the Office of Science and Technology Policy to develop stronger policies ... Show Full Article WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Sexual Harassment: Actions Needed to Ensure Consistent Agency Policies for Research Institutions * Fast Facts Sexual harassment can drive talented people out of STEM jobs--hurting the U.S. workforce and innovation. Federal agencies fund STEM research at institutions such as universities but don't have consistent policies to handle harassment complaints about researchers they fund. To address this, Congress told the Office of Science and Technology Policy to develop stronger policiesand told the National Science Foundation to expand research.
Both the Office and NSF have made progress, but more is needed.
We recommend steps the Office should take to strengthen oversight and coordination.
A clipboard with a paper labeled "sexual harassment complaint form" is pictured with a pen.
Highlights
What GAO Found
The Office of Science and Technology Policy (OSTP) did not complete actions to address sexual harassment at federally funded research institutions within the Research and Development, Competition, and Innovation Act's time frames. For example, OSTP was 15 months late in publishing its February 2024 required inventory of research agencies' sexual harassment policies. This led to cascading delays in issuing required policy guidelines for agencies--January 2025 guidance was issued 20 months later than it should have been.
GAO's review of 17 research agencies found that none had policies that were fully consistent with the OSTP guidelines issued in January 2025. These agencies are now evaluating how to align their policies with the guidelines and expressed concern about meeting the current October 2025 deadline.
OSTP is to monitor agencies' development of policies. Such monitoring can ensure research agencies implement consistent policies, a goal specified in the act. However, OSTP does not have staff in place to lead this effort. OSTP officials stated they are recruiting to fill such positions, but the office had not yet hired staff as of July 2025, raising doubts about meeting the October deadline.
Consistent with the act's requirements, in August 2023 the National Science Foundation (NSF) announced its intention to make awards to study sexual harassment. In analyzing NSF's awards database, GAO identified four such awards. However, these four awards were terminated as of May 2025.
Timeline of Office of Science and Technology Policy (OSTP) and Research Agency Activities
OSTP's guidelines addressed most of the act's requirements, but did not fully address sharing of harassment reports and reporting of investigative information. OSTP staff involved in developing the guidelines departed shortly after its release, which coincided with a change in administrations. Addressing these requirements can enhance research agencies' awareness of recurring issues, a problem specified in the act.
Why GAO Did This Study
Academic science, engineering, and medicine are particularly susceptible to workplace sexual harassment, according to the National Academies of Sciences, Engineering, and Medicine. Amid these concerns, the Research and Development, Competition, and Innovation Act, enacted in 2022, identified various requirements for federal research agencies, OSTP, and NSF to combat sexual harassment at federally funded research institutions and increase consistency in research agencies' policies. The act includes a provision for GAO to assess federal efforts to implement policies that address sexual harassment at research institutions. This report addresses: (1) the status of actions required of OSTP, NSF, and research agencies and (2) the extent to which the policy guidelines address the act's requirements.
GAO analyzed documentation and written responses from OSTP and 17 research agencies, including NSF, on their existing sexual harassment policies and the extent to which they were consistent with the January 2025 OSTP guidelines. GAO also compared these guidelines to the act's requirements. In addition, GAO interviewed OSTP officials.
Recommendations
GAO is making two recommendations to OSTP to (1) monitor agencies' development of policies and (2) fully address sharing of reports and investigative information in its policy guidelines. OSTP responded that it did not have comments on the report.
Recommendations for Executive Action
Agency Affected Recommendation Status
Office of Science and Technology Policy The Director of OSTP should fulfill its statutory role to encourage and monitor the research agencies' development, implementation, and maintenance of policies consistent with federal guidelines to reduce sexual harassment involving award personnel. (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.
Office of Science and Technology Policy The Director of OSTP should revise federal guidelines to fully address the sharing among agencies of harassment reports about individuals working on federal research awards and indicate that research agencies should be collecting data on initiated sexual harassment investigations involving award personnel and the results of all such investigations. (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.
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Original text here: https://www.gao.gov/products/gao-25-107750
Extreme Heat: Limited FEMA Assistance Highlights Need for Reevaluation of Agency's Role
WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Extreme Heat: Limited FEMA Assistance Highlights Need for Reevaluation of Agency's Role
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Fast Facts
Extreme heat is the leading weather-related cause of death in the United States. A 2024 study found that the total number of heat-related deaths recorded in the U.S. had more than doubled between 1999 and 2023.
As of August 2025, FEMA was evaluating whether to end or revise a grant program that states used for projects related to extreme heat. FEMA hasn't assessed how this change could ... Show Full Article WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Extreme Heat: Limited FEMA Assistance Highlights Need for Reevaluation of Agency's Role * Fast Facts Extreme heat is the leading weather-related cause of death in the United States. A 2024 study found that the total number of heat-related deaths recorded in the U.S. had more than doubled between 1999 and 2023. As of August 2025, FEMA was evaluating whether to end or revise a grant program that states used for projects related to extreme heat. FEMA hasn't assessed how this change couldaffect its extreme heat response.
We made 4 recommendations, including that FEMA assess its role and capabilities for helping states handle extreme-heat events. This would allow FEMA to find gaps in its programs and decide whether and how to address them.
A stock photo showing a thermometer reading 40 degrees Celsius/104 degrees Fahrenheit against a bright sun in a red and orange sky with bright white clouds.
Highlights
What GAO Found
Between 2018 and 2024, 97 percent of counties across the contiguous U.S. were projected to reach at least level 3, a dangerous level of heat, by the National Weather Services's HeatRisk, a 5-level index for potential heat-related effects. In addition, more than 319 million people lived under a forecast that was at a dangerous level for at least one day during this period of time.
Average Days per Year at HeatRisk Level 3 and Above by County, 2018-2024
FEMA has provided limited assistance to tribal, state, and local governments for projects to mitigate against extreme heat. For example, less than 1 percent of the agency's Building Resilient Infrastructure Communities (BRIC) 1,235 grant projects with obligations from fiscal years 2020 through 2023 primarily addressed extreme heat.
Further, there has never been a presidentially declared major disaster for an extreme heat event, which would trigger federal assistance, such as damaged infrastructure, emergency protective measures for survivors, and mitigation assistance. According to FEMA, past extreme heat events have caused little infrastructure damage, a key criterion for approving federal assistance. FEMA officials told us that absent extraordinary circumstances, it was unlikely that a president would ever declare a major disaster for extreme heat. Agency officials reported providing some assistance for extreme heat when responding to other approved disasters, such as distributing commodities to Houston, Texas after Hurricane Beryl.
However, FEMA has not evaluated its role in helping tribal, state, and local governments to plan for and implement activities that reduce or mitigate future disaster losses from extreme heat events. Moreover, FEMA has also not assessed how its potential decision to end BRIC may affect the agency's ability to assist these entities. Evaluating FEMA's role and its capabilities for assisting tribal, state, and local governments to prepare, respond, and recover from extreme heat events would help the agency to fully identify any gaps in assisting these governments and determine how to best address them. The evaluation's results could also be incorporated into any upcoming changes to FEMA's role or reform efforts.
Why GAO Did This Study
According to the National Weather Service, extreme heat is the leading weather-related cause of death in the U.S.--killing more people than floods, hurricanes, and tornadoes combined. These events are forecast to grow in intensity, frequency, and duration.
GAO was asked to examine the Federal Emergency Management Agency's (FEMA) support for states and localities experiencing extreme heat events. This report examines (1) where forecast data projected extreme heat could occur; (2) the extent FEMA assisted Tribes, states, and localities to mitigate extreme heat; and (3) the extent that FEMA helped these entities respond to and recover from extreme heat events.
GAO reviewed FEMA documentation; analyzed heat index data from January 2018 through October 2024 and FEMA grant data from fiscal years 2020 through 2023; interviewed emergency management or public health officials, subject matter experts; and FEMA officials.
Recommendations
GAO is making four recommendations, including that FEMA evaluate its role, capabilities and address any program gaps to assist tribal, state and local governments to address extreme heat events. FEMA concurred with three recommendations but did not concur with one recommendation-- to establish a plan to incorporate more extreme heat activities into its benefit-cost analysis processes. The agency stated it no longer plans to do this effort. Stakeholders reported that calculating extreme heat-related project benefits was a challenge. GAO maintains its recommendation could help FEMA alleviate the burden on communities to demonstrate their extreme heat projects' cost-effectiveness.
Recommendations for Executive Action
Agency Affected Recommendation Status
Federal Emergency Management Agency The Administrator of FEMA should identify quantitative and qualitative evidence for tribal, state, and local governments to use to complete a benefit-cost analysis for projects addressing extreme heat. (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 Administrator of FEMA should establish a plan with a timeline and milestones to incorporate additional extreme heat activities into its benefit-cost analysis processes. (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 Administrator of FEMA should identify mitigation projects with extreme heat as the primary focus and develop and distribute examples that model such projects. (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.
Federal Emergency Management Agency The Administrator of FEMA should evaluate the agency's role and capabilities to identify any gaps in its programs for assisting tribal, state, and local governments to address extreme heat events, and identify and determine whether and how best to address any gaps. (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.
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Original text here: https://www.gao.gov/products/gao-25-107474
Government Performance Management: Implementing GAO's Recommendations Would Help OMB Address Crosscutting Challenges
WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Government Performance Management: Implementing GAO's Recommendations Would Help OMB Address Crosscutting Challenges
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Fast Facts
The Government Performance and Results Act Modernization Act of 2010 aimed to improve the performance of the federal government. For example, the Office of Management and Budget must coordinate with agencies to develop 4-year goals to address challenges facing the government.
Since 2011, we've made 114 recommendations to help implement this law. For example, ... Show Full Article WASHINGTON, Sept. 30 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Government Performance Management: Implementing GAO's Recommendations Would Help OMB Address Crosscutting Challenges * Fast Facts The Government Performance and Results Act Modernization Act of 2010 aimed to improve the performance of the federal government. For example, the Office of Management and Budget must coordinate with agencies to develop 4-year goals to address challenges facing the government. Since 2011, we've made 114 recommendations to help implement this law. For example,we recommended OMB enhance reporting on the goals.
OMB and agencies have made progress in implementing most of our recommendations. But OMB still needs to act on 18 recommendations that mostly involve issues that cut across multiple agencies, such as an inventory of federal programs.
Highlights
What GAO Found
Many of the meaningful results the federal government seeks to achieve, such as providing homeland security and cybersecurity, are crosscutting in nature. Achieving results in these areas requires the coordinated efforts of more than one federal agency, level of government, or sector. The GPRA Modernization Act of 2010 (GPRAMA) updated the Government Performance and Results Act of 1993 (GPRA) to create a more integrated, crosscutting performance planning and reporting framework to support the federal government's achievement of results.
GPRAMA requires the Office of Management and Budget (OMB) to work with federal agencies to develop cross-agency priority (CAP) goals, 4-year outcome-oriented goals that address crosscutting mission areas as well as management challenges. GAO issued three reports on the 2022-2025 CAP goals, which included six recommendations to improve their implementation. Two of the six recommendations, both related to transparent reporting on CAP goal progress, have been implemented. Addressing the remaining recommendations would help ensure that future CAP goals are timely, address required management areas--such as IT--and are defined to allow assessment over time.
Agencies and OMB have implemented most recommendations GAO made related to GPRAMA implementation since the law was enacted. Through their efforts, OMB and agencies have made greater use of performance information in decision-making, created clearer definitions of performance goals and responsibilities, and enhanced transparency through more consistent public reporting.
Figure: Status of GAO Recommendations Related to Implementation of the GPRA Modernization Act of 2010 from Fiscal Years 2012 to 2025, as of July 2025
Notes: Recommendations categorized as "Closed - not implemented" are those for which the intent has not been satisfied, but time or circumstances have rendered the recommendation no longer valid. Recommendations categorized as "Open - partially addressed" are those for which actions have been taken that partially satisfy the intent of the recommendation.
OMB has yet to fully implement 18, more than one quarter of GAO's 61 recommendations. Fifteen relate to crosscutting issues, such as efforts to create an inventory of federal programs. The remainder involve efforts to increase federal transparency and the improved use of performance information. Implementing the open recommendations would help OMB improve the efficiency and effectiveness of federal agencies, programs, and activities.
Why GAO Did This Study
The performance and planning framework originally put into place by GPRA and enhanced by GPRAMA provides important tools that can help decision makers address challenges facing the federal government.
GPRAMA includes a provision for GAO to periodically assess the act's implementation, including the CAP goals. This report, GAO's fifth periodic review of GPRAMA's implementation, (1) discusses GAO's prior work on the implementation of CAP goals from 2022 to 2025; and (2) examines progress made in implementing GAO's past GPRAMA recommendations.
GAO summarized three reports related to CAP goals issued during the 2022-2025 timeframe. GAO also reviewed related prior work and actions OMB and other federal agencies have taken to implement recommendations made since GPRAMA was enacted.
Recommendations
GAO has made 114 recommendations related to GPRAMA implementation, of which 18 have yet to be fully implemented by OMB. For example, 11 recommendations are specific to developing a complete inventory of federal programs, such as publicly defining plans to fully implement it.
GAO maintains that OMB should fully address the remaining recommendations. By implementing these recommendations, OMB could help improve the efficiency and effectiveness of federal agencies, programs, and activities, and address crosscutting challenges.
OMB provided updated information on some recommendations in September 2025, which GAO incorporated into the report, as appropriate.
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Original text here: https://www.gao.gov/products/gao-25-108008
Bureau of Prisons: Strategic Approach Needed to Prevent and Address Employee Misconduct
WASHINGTON, Sept. 29 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Bureau of Prisons: Strategic Approach Needed to Prevent and Address Employee Misconduct
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Highlights
What GAO Found
The Bureau of Prisons (BOP) has policies and procedures on employee misconduct but has not fully communicated them. In June 2024, BOP updated its Standards of Employee Conduct and provides ongoing training on these standards. However, BOP is not sharing and using feedback from employees on the training, which is inconsistent with leading practices. Doing so would better ... Show Full Article WASHINGTON, Sept. 29 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Bureau of Prisons: Strategic Approach Needed to Prevent and Address Employee Misconduct * Highlights What GAO Found The Bureau of Prisons (BOP) has policies and procedures on employee misconduct but has not fully communicated them. In June 2024, BOP updated its Standards of Employee Conduct and provides ongoing training on these standards. However, BOP is not sharing and using feedback from employees on the training, which is inconsistent with leading practices. Doing so would betterposition BOP to improve the training's design, delivery, and overall effectiveness in preventing employee misconduct.
Additionally, BOP uses orientation handbooks and signs posted in facilities to inform incarcerated individuals how to report certain employee misconduct. However, the handbooks and signs discuss sexual misconduct rather than a broader range of allegations, such as contraband and physical abuse. Developing a communication strategy to fully inform incarcerated individuals about employee misconduct offenses that affect their health and safety could increase awareness about the standards BOP is trying to uphold and help ensure facility safety and employee accountability.
Further, BOP has not fully incorporated data analysis and planning into how it manages employee misconduct. For example, BOP collects employee misconduct data but does not assess these data to identify trends in misconduct across more than 2 years. By developing and implementing an approach to routinely and fully assess employee misconduct data over more than 2 years, BOP could better focus its efforts to prevent and address misconduct.
BOP increased staff and took other steps to reduce its employee misconduct caseload, but about 37 percent of the 12,153 cases open as of February 2025 had been unresolved for 3 years or longer. BOP's approach to investigating and disciplining employee misconduct does not include establishing milestones or designating responsibilities to key officials. Implementing a comprehensive plan with these elements would help BOP allocate the resources necessary for investigating and disciplining employee misconduct cases, achieve desired results, and enhance safety and efficiency.
Length of Time Bureau of Prisons (BOP) Employee Misconduct Cases Had Been Open as of February 2025
Note: Includes cases reported from October 2013 through February 2025 that remained open as of February 27, 2025, when BOP retrieved the data from its system. While BOP's Office of Internal Affairs investigates most cases, a small number are investigated by the Department of Justice, Office of the Inspector General or another body, such as the Federal Bureau of Investigation.
Why GAO Did This Study
Each year, BOP receives and investigates thousands of employee misconduct allegations. These include sexual abuse of incarcerated individuals, unprofessional conduct, and failure to follow policy. The Department of Justice's (DOJ) Office of the Inspector General (OIG) reported that BOP's operational challenges have resulted in lengthy investigations and backlogged cases.
GAO was asked to review BOP's efforts to prevent and address employee misconduct. This report examines (1) the extent to which BOP has established and communicated policies and procedures on employee misconduct and (2) the extent to which BOP has incorporated data analysis and planning into misconduct management, among other issues.
GAO analyzed BOP policy and data from October 2013 through February 2025 and interviewed BOP officials. GAO also interviewed staff and incarcerated individuals from three BOP complexes, selected in part to represent a variety of locations.
Recommendations
GAO is making eight recommendations to BOP, including the following:
* Develop an approach for sharing and using employee feedback on relevant training.
* Develop a communication strategy to fully inform incarcerated individuals about employee misconduct offenses that affect their health and safety.
* Routinely and fully assess misconduct data to identify and address trends.
* Implement a comprehensive plan for investigating and disciplining employee misconduct cases.
Recommendations for Executive Action
Agency Affected Recommendation Status
Bureau of Prisons The Director of BOP should revise BOP's program statement on investigative policy to correctly cite Kalkines v. United States as the applicable legal decision for the administrative warning that OIA conveys before conducting compelled interviews. (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.
Bureau of Prisons The Director of BOP should develop and implement a communication strategy that fully informs incarcerated individuals about employee misconduct offenses that affect their health and safety. (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.
Bureau of Prisons The Director of BOP should (a) develop a routine and systematic approach for sharing employee feedback specific to the Standards of Employee Conduct training with regional and central offices and (b) use this feedback to help improve its design, delivery, and overall effectiveness. (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.
Bureau of Prisons The Director of BOP should develop and implement an approach to routinely and fully assess employee misconduct data, identify trends across more than 2 years and within and across facilities, and identify any challenge areas to help focus efforts to prevent and address employee misconduct. (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.
Bureau of Prisons The Director of BOP, after implementing routine assessments of employee misconduct data, should implement targeted approaches to address the identified trends and challenge areas in employee misconduct. (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.
Bureau of Prisons The Director of BOP should document and implement a comprehensive plan that establishes responsibilities, measurable goals, and milestones for investigating and disciplining employee misconduct cases to ensure accountability for meeting those goals. (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.
Bureau of Prisons The Director of BOP should (a) establish target time frames for each step in the employee disciplinary process and (b) designate responsibilities for developing and implementing a method of routinely evaluating the extent to which it is meeting targets. (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.
Bureau of Prisons The Director of BOP, after establishing target time frames for steps in the employee disciplinary process, should develop and implement an approach to identify and address any delays in the employee disciplinary process that hinder its ability to meet target time frames. (Recommendation 8)
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 8 Recommendations
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Original text here: https://www.gao.gov/products/gao-25-107339