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Navy And Coast Guard Shipbuilding: A Disciplined, Strategy-Driven Approach Is Needed to Achieve Ambitious Goals
WASHINGTON, April 22 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Navy And Coast Guard Shipbuilding: A Disciplined, Strategy-Driven Approach Is Needed to Achieve Ambitious Goals
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Fast Facts
We testified before Congress on Navy and Coast Guard shipbuilding challenges.
Our testimony is largely based on:
Shipbuilding and Repair: Navy Needs a Strategic Approach for Private Sector Industrial Base Investments
Offshore Patrol Cutter: Coast Guard Should Gain Key Knowledge Before Buying More Ships
Navy Shipbuilding: Increased Use of Leading Design Practices ... Show Full Article WASHINGTON, April 22 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Navy And Coast Guard Shipbuilding: A Disciplined, Strategy-Driven Approach Is Needed to Achieve Ambitious Goals * Fast Facts We testified before Congress on Navy and Coast Guard shipbuilding challenges. Our testimony is largely based on: Shipbuilding and Repair: Navy Needs a Strategic Approach for Private Sector Industrial Base Investments Offshore Patrol Cutter: Coast Guard Should Gain Key Knowledge Before Buying More Ships Navy Shipbuilding: Increased Use of Leading Design PracticesCould Improve Timeliness of Deliveries
Additionally, we shared preliminary observations from our ongoing work about the timeliness and cost of Navy and Coast Guard shipbuilding efforts, and the shipbuilding trades workforce. Further, we reviewed Department of Defense and Navy investments in strengthening the submarine-building industry and recommended that DOD address issues we found.
We also reported on the Navy and Coast Guard's progress in addressing our prior shipbuilding recommendations.
The U.S. Capitol building with the text, GAO Testimony to Congress.
Highlights
What GAO Found
Navy and Coast Guard shipbuilding programs have consistently fallen short of expectations over the last 2 decades. Collectively, they are billions of dollars over cost and years behind schedule. For example, the Navy's Constellation class frigate program was overcome by issues. As a result, the Navy announced a strategic shift away from the program in 2025-having previously exercised contract options valued at over $3 billion dollars. Similarly, the Coast Guard paused work on two ships and terminated two other ships in its Offshore Patrol Cutter program after a more than 5-year delay in delivering the lead ship.
Constellation Class Frigate and Offshore Patrol Cutter
Proposed solutions by federal officials have included reorganizing how shipbuilding programs are managed, increasing shipbuilder workforce wages, and finalizing ship designs before beginning construction, among others. While there is no singular solution, implementing leading practices and GAO's prior recommendations could help ensure smoother sailing.
For example, ensuring that new ship design efforts, such as the Navy's planned new attack submarine program, fully leverage ship design practices used by leading companies will be critical to long-term success. This would include practices like iterative design based on user feedback, completing ship design before beginning construction, and using digital tools. (See GAO-24-105503.)
Additionally, the shipbuilding industrial base-the private companies that build or supply the parts for ships-has not met the government's submarine construction goals in recent years. GAO's analysis of the Department of Defense's (DOD) efforts to invest in the submarine industrial base to improve its capacity found shortcomings. For example, DOD does not know how much funding it expects to need-beyond the more than $10 billion DOD already invested-to solve submarine industrial base challenges such as ensuring needed parts get delivered on time. Without this understanding, decision-makers may not have the information needed to balance funding for the submarine industrial base with other shipbuilding priorities. Further, DOD has not taken key steps to ensure oversight for some of its costliest submarine industrial base investments. Without improvements, such as documented project monitoring, DOD cannot ensure those taxpayer dollars are helping achieve its goals as cost effectively as possible. These findings can provide lessons learned for the Navy, Coast Guard, and other federal agencies in their efforts to build up the maritime industrial base.
Why GAO Did This Study
The U.S. is in a period of heightened emphasis on improving shipbuilding to tackle pressing national security demands. The Navy and Coast Guard spend billions to procure ships each year and have ambitious plans to build new ships. GAO has reported for decades on the persistent issues that plague these shipbuilding programs and has made more than 100 recommendations to address them.
This statement addresses (1) the state of Navy and Coast Guard shipbuilding; (2) key challenges the Navy and Coast Guard need to address to achieve their ambitious shipbuilding goals; and (3) DOD's efforts to support the submarine industrial base and the lessons that can be derived for future maritime industrial base investments.
This statement is based on prior and ongoing GAO work. In addition, GAO is issuing the results of its analysis of DOD's management of submarine industrial base investments in this testimony statement. To perform this work, GAO analyzed relevant Navy and Coast Guard documentation and interviewed knowledgeable officials.
Recommendations
GAO is making two new recommendations to DOD to assess the full scope of investments needed to expand the submarine industrial base in support of the Navy's construction goals and to improve oversight of these investments. DOD agreed with our recommendations.
Additionally, since 2016, GAO has made 92 recommendations to the Navy and 45 to the Coast guard to help improve their shipbuilding programs. Of these, many have yet to be addressed. GAO will continue to monitor each agency's progress in addressing the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the Submarine Direct Reporting Portfolio Manager assesses the full cost and schedule of investments expected to be needed to expand the submarine industrial base to a state that it can support the Navy's submarine construction goal of producing one Columbia and two Virginia class submarines annually. (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 Submarine Direct Reporting Portfolio Manager and the Under Secretary of Defense for Acquisition and Sustainment consistently document and implement oversight processes for all submarine industrial base investments. (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-26-109068
Multimodal Freight Office: DOT Should Report to Congress on Progress Toward Meeting Statutory Requirements
WASHINGTON, April 20 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Multimodal Freight Office: DOT Should Report to Congress on Progress Toward Meeting Statutory Requirements
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Fast Facts
Reliable, timely freight transportation is vital to the U.S. economy. In 2024, 20 billion tons of freight moved over a large, interconnected network of roads, rail, waterways, pipelines, and airways.
A 2021 law created an office in the Department of Transportation to help improve freight mobility. Among other things, the law required the office to update the National ... Show Full Article WASHINGTON, April 20 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Multimodal Freight Office: DOT Should Report to Congress on Progress Toward Meeting Statutory Requirements * Fast Facts Reliable, timely freight transportation is vital to the U.S. economy. In 2024, 20 billion tons of freight moved over a large, interconnected network of roads, rail, waterways, pipelines, and airways. A 2021 law created an office in the Department of Transportation to help improve freight mobility. Among other things, the law required the office to update the NationalFreight Strategic Plan-which it's doing. But DOT hasn't reported on the office's activities to Congress since 2023.
We recommended DOT do so to ensure Congress has the information it needs to make decisions about the office.
Freight Containers That Can Be Used on Multiple Modes of Transportation
Freight container being loaded onto a train car
Highlights
What GAO Found
The Infrastructure Investment and Jobs Act of 2021 (IIJA) required the U.S. Department of Transportation (DOT) to establish the Office of Multimodal Freight Infrastructure and Policy (Multimodal Freight Office, or Office). Its responsibilities include coordinating with other agencies, states, and the private sector; assisting cities and states to improve freight mobility; and carrying out the goals of the national multimodal freight policy.
The IIJA directs the Multimodal Freight Office to administer certain policies and programs, such as developing and managing the National Freight Strategic Plan and the National Multimodal Freight Network, which connects highways, railroads, and maritime routes. DOT has taken steps toward meeting almost all of its statutory requirements. For example, DOT plans to release an updated National Freight Strategic Plan in 2026 and is updating the National Multimodal Freight Network.
U.S. National Multimodal Freight Network
DOT has not completed one of the office's statutory requirements-periodically reporting to Congress on the activities of the Multimodal Freight Office. Officials stated that the Office had not done so because it had limited staff and was focused on other activities. While the Office briefed congressional staff in 2023, without periodic reporting, Congress has limited visibility into the activities the Office has conducted since then. Having recent information is important as Congress considers how the Office could support federal surface transportation programs, and any potential legislation related to the upcoming reauthorization.
To prevent potential duplication when forming the Multimodal Freight Office, DOT formed a task force in 2023 to review multimodal freight responsibilities across the department. The task force established complementary roles between the office and other DOT administrations, according to DOT officials. DOT officials and transportation industry associations GAO met with said they found the Office helpful as a single point of contact able to respond to freight-related incidents and could help address freight issues, such as the nationwide shortage of truck parking for commercial drivers.
Why GAO Did This Study
The U.S. freight transportation network is vital to the nation, moving over 20 billion tons of freight in 2024 over an extensive, interconnected network. DOT is responsible for ensuring the safe, efficient, and reliable movement of freight over this network. The IIJA included a provision for GAO to review the activities of the Multimodal Freight Office.
This report examines (1) the progress DOT has made in meeting its statutory requirements related to the Multimodal Freight Office and (2) how DOT identified and managed any areas of duplication and improved efficiency for freight issues across the department when establishing the Multimodal Freight Office.
GAO interviewed DOT officials on steps taken toward meeting the statutory requirements. GAO analyzed internal DOT documents on the agency's activities to manage any duplication and improve efficiency in multimodal freight efforts when establishing the Multimodal Freight Office. GAO also interviewed DOT operating administration officials; four stakeholders from the trucking, railroad, air, and maritime freight transportation industries; and one state transportation association on their views on activities of the office. GAO selected these stakeholders, as they represent the major modes of freight transportation in the U.S., per DOT's draft National Multimodal Freight Network.
Recommendations
GAO is making one recommendation for DOT to report to Congress with updates on the activities of the Multimodal Freight Office. DOT agreed with the recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Transportation The Secretary of Transportation should report to Congress on the activities of the Multimodal Freight Office since September 2023, including updates of descriptions of the programs and activities administered or overseen by the Office, such as freight-related grants, and current and future staffing levels. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-108554
Congressional Review Act: Agencies and Congress Could Improve Implementation of 60-Day Delay for Major Rules
WASHINGTON, April 16 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Congressional Review Act: Agencies and Congress Could Improve Implementation of 60-Day Delay for Major Rules
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Fast Facts
The Congressional Review Act requires a 60-day delay before most major rules can take effect-to help ensure that Congress can review them first. The 60 days begin when the rule is published or when Congress receives a printed report from the agency that issued it, whichever is later.
We found that from January 2021 to January 2025, agencies provided less than the ... Show Full Article WASHINGTON, April 16 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Congressional Review Act: Agencies and Congress Could Improve Implementation of 60-Day Delay for Major Rules * Fast Facts The Congressional Review Act requires a 60-day delay before most major rules can take effect-to help ensure that Congress can review them first. The 60 days begin when the rule is published or when Congress receives a printed report from the agency that issued it, whichever is later. We found that from January 2021 to January 2025, agencies provided less than therequired 60-day delay for about a quarter of the major rules they issued.
Officials from the 4 agencies in our review said it was hard to set dates for rules because they were uncertain about what counts as the date Congress receives them.
Our recommendations address this.
U.S. Capitol building under a bright blue sky.
Highlights
What GAO Found
For about a quarter of the major rules issued from January 21, 2021, to January 20, 2025 (119 of 462 rules), agencies published effective dates inconsistent with the Congressional Review Act's (CRA) 60-day waiting period. The waiting period begins when the Federal Register has published the rule or the House and the Senate have received paper copies, whichever is later, and does not apply under certain exceptions, such as when agencies claim good cause.
Example of 60-Day Delay for a Major Rule
The CRA requires rules to be received by Congress but does not further define what constitutes receipt by Congress or establish what must occur for the House and the Senate to receive a rule. Officials from all four agencies described challenges with understanding what counts as the date Congress receives copies of rules. Amending the CRA to be more precise about the date of receipt, such as by specifying that receipt occurs when agencies deliver rules to an identified office or location, would help allay the confusion agencies face. Doing so would promote the CRA's goal of ensuring a specific minimum delay in the effective dates of major rules.
Department of Energy (DOE) officials told GAO that they set effective dates for some major rules at 75 days from the date of publication in the Federal Register, instead of 60 days, which allows Congress additional time to process and receive the rules. However, no department policy formalizes this practice. GAO found that both DOE and the Department of the Treasury could have increased the number of major rules with effective dates consistent with the CRA by routinely allowing this additional time.
The Department of Health and Human Services (HHS), unlike the other selected agencies, sometimes uses a different date to start the clock on the 60-day delay period. HHS officials told GAO that for some rules, they set the effective date 60 days from the date the Federal Register displays a version of the rule for public inspection, instead of using the date of official publication, as the CRA requires. HHS officials stated they did so because these rules are long and complex and can take weeks to process for publication. As a result, Congress had less time to consider these rules before they were put into effect.
Why GAO Did This Study
Under the CRA, rules that are likely to have large economic impacts (major rules) are subject to a 60-day waiting period before they can take effect. In previous reports, GAO found that agencies frequently set effective dates (i.e., the dates when rules are to take effect) earlier than allowed by the CRA.
GAO was asked to examine agencies' implementation of the CRA's 60-day delay for major rules. This report examines, among other issues, (1) the number of major rules issued from January 21, 2021, to January 20, 2025, with stated effective dates inconsistent with the CRA; and (2) challenges selected agencies experienced in setting dates consistent with the CRA.
GAO identified rules with stated effective dates inconsistent with the CRA using its major rule reports, the Federal Register, and the Congressional Record. GAO selected four agencies with the largest number of rules that were inconsistent with the CRA-the Department of Agriculture, DOE, HHS, and Treasury. GAO reviewed documentation and interviewed agency officials on their policies and challenges they may have experienced.
Recommendations
GAO recommends that Congress consider amending the CRA to specify when rules count as received. GAO also recommends that Treasury and DOE amend their policies to increase the time between the Federal Register publication date and the stated effective date of major rules and that HHS take steps to ensure its published effective dates for major rules are consistent with the CRA. DOE did not provide comments. Treasury and HHS agreed that congressional action is needed and stated they intend to take actions consistent with our recommendations.
Matter for Congressional Consideration
Matter Status Comments
Congress should consider amending the Congressional Review Act to specify when a rule is considered received by Congress for the purposes of section 801(a)(3)(A)(i), such as by stating that rules are considered received when they are delivered to a specific office or central delivery location for each House of Congress. (Matter for Consideration 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Health and Human Services The Secretary of Health and Human Services should take steps to ensure the published effective date of rules is consistent with the CRA and other applicable statutory deadlines, in lieu of basing the effective date of the rule on the public inspection date. (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 Energy The Secretary of Energy should adopt a department-wide policy that, when feasible, major rules should be made effective at least 75 days after the date of publication in the Federal Register. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Treasury The Secretary of the Treasury should adopt a department-wide policy that, when feasible, major rules should be made effective at least 75 days after the date of publication in the Federal Register. (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.
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Original text here: https://www.gao.gov/products/gao-26-107825
VA Health Care: Efforts to Assess Mental Health Support for Veteran Caregiver Program Need Strengthening
WASHINGTON, April 16 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
VA Health Care: Efforts to Assess Mental Health Support for Veteran Caregiver Program Need Strengthening
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Fast Facts
Veterans with serious injuries or other impairments often rely on caregivers for around-the-clock care. The Department of Veterans Affairs operates a program to support caregivers' mental health. Caregiving can be very stressful and demanding-and can cause anxiety or depression.
VA advertises its Caregiver Support Program but hasn't fully assessed how effective its outreach ... Show Full Article WASHINGTON, April 16 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * VA Health Care: Efforts to Assess Mental Health Support for Veteran Caregiver Program Need Strengthening * Fast Facts Veterans with serious injuries or other impairments often rely on caregivers for around-the-clock care. The Department of Veterans Affairs operates a program to support caregivers' mental health. Caregiving can be very stressful and demanding-and can cause anxiety or depression. VA advertises its Caregiver Support Program but hasn't fully assessed how effective its outreachis. VA also tracks how many caregivers use virtual therapy but hasn't set goals or collected data for other services. We recommended that VA set goals, collect related data, and more to better understand whether its efforts are supporting caregivers.
A woman interacts with a man in a wheelchair.
Highlights
What GAO Found
The Veterans Health Administration's (VHA) Caregiver Support Program offers mental health support, among other benefits, to eligible caregivers who provide around the clock care for veterans with serious injuries. This includes support groups and respite care. In fiscal year 2025, VHA data show the program served about 98,000 caregivers. In addition, VHA obligated $2.6 billion to implement the program, according to officials. VHA officials told GAO the program has grown significantly since fiscal year 2021 due in part to expanded eligibility criteria that allowed more caregivers to participate as of October 1, 2020.
Caregivers Participating in Veterans Health Administration Caregiver Support Program, Fiscal Years 2021 Through 2025
VHA advertises the Caregiver Support Program through various methods, such as email updates and brochures at Department of Veterans Affairs (VA) medical centers. Some caregivers GAO interviewed said they learned about the program through these methods. However, they wished they had learned about it sooner. They also felt other caregivers did not know about the mental health support available to them through the program.
VHA established four goals to assess whether its outreach efforts are effective at increasing caregivers' awareness of the program. One goal is to increase program enrollment by 15 percent each fiscal year. However, the other three goals, such as increasing subscribers to its email updates, do not have quantitative targets and time frames. Setting targets and time frames for these goals would better enable VHA to measure its progress in increasing awareness of the program among caregivers who are not enrolled, help the agency assess how well its outreach efforts are working, and make any needed adjustments.
VHA has also taken steps to assess how the program supports caregivers by establishing a goal to increase telehealth appointments by 10 percent in fiscal year 2025. VHA collects data on these appointments, which increased by 50 percent from fiscal year 2024 to 2025. However, the agency has not established goals and collected related data for other program services, such as other types of mental health treatment. Setting goals and collecting more complete information would better position VA to assess program performance. VHA could make any needed adjustments to further support caregivers' wellbeing, allowing it to better support veterans.
Why GAO Did This Study
Several factors, including the demands of their care duties, can affect caregivers' mental health and wellbeing. Research suggests that such caregiving can be linked to high levels of stress and burden and can result in depression or anxiety.
The Senator Elizabeth Dole 21st Century Veterans Healthcare and Benefits Improvements Act includes a provision for GAO to review mental health support provided by the VHA Caregiver Support Program. This report examines VHA's efforts to make caregivers aware of the mental health support available to them and VHA's efforts to assess program performance, among other objectives.
GAO reviewed VHA documentation and data for fiscal years 2021 through 2025. GAO also interviewed VHA officials, program staff and selected caregivers at four VA medical centers, and representatives from four organizations serving veterans and caregivers. GAO selected the medical centers based on program size, geography, and rurality. GAO selected organizations that focus on caregivers and have national reach. GAO also conducted a literature search and review of relevant research.
Recommendations
GAO is making two recommendations to VA to implement key performance management practices for the Caregiver Support Program, including setting quantitative targets and time frames for outreach goals, and setting goals and collecting relevant data to assess services the program offers to support caregivers' mental health. VA concurred with the recommendations and identified steps VHA plans to take to implement them.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The Secretary of the Department of Veterans Affairs should ensure the Under Secretary for Health implements key performance management practices to increase the awareness of the Caregiver Support Program by (1) establishing quantitative targets and time frames for all of its program goals, such as increasing the number of program inquiries, and (2) using these data to assess program performance and make adjustments as appropriate. (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 the Department of Veterans Affairs should ensure the Under Secretary for Health implements key performance management practices to assess the mental health support offered by the Caregiver Support Program by (1) establishing goals with quantitative targets and time frames for all of the mental health support offered through the program, including referrals for mental health care provided at VA medical facilities; (2) collecting performance information to measure progress towards meeting these goals, and (3) using these data to assess program performance and make adjustments as appropriate. (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-26-108070
Fiscal Year 2027 Budget Request: U.S. Government Accountability Office
WASHINGTON, April 15 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Fiscal Year 2027 Budget Request: U.S. Government Accountability Office
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Fast Facts
In fiscal year 2025, GAO's work yielded $62.7 billion in financial benefits for the federal government.
In this testimony before the Senate Subcommittee on Legislative Branch Appropriations, Acting U.S. Comptroller General Orice Williams Brown discusses GAO's FY 2027 budget request.
Our budget request will enable GAO to continue to meet key areas of importance to Congress and the nation including fraud ... Show Full Article WASHINGTON, April 15 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Fiscal Year 2027 Budget Request: U.S. Government Accountability Office * Fast Facts In fiscal year 2025, GAO's work yielded $62.7 billion in financial benefits for the federal government. In this testimony before the Senate Subcommittee on Legislative Branch Appropriations, Acting U.S. Comptroller General Orice Williams Brown discusses GAO's FY 2027 budget request. Our budget request will enable GAO to continue to meet key areas of importance to Congress and the nation including fraudprevention, national security, science and technology, cybersecurity, and health care costs. These resources will also support GAO's IT evolution and critical building maintenance needs.
The U.S. Capitol and the words GAO Testimony to Congress.
Highlights
What GAO Found
GAO's work continues to make an impact. Executive branch agencies use GAO's work to improve their operations, performance, and efficiency, and Congress uses it to inform key legislative decisions. For example, consistent with GAO's recommendation to Congress, the Ending Improper Payments to Deceased People Act requires the Social Security Administration to permanently share its Death Master File with the Department of the Treasury to help prevent payments to deceased individuals. This will save millions of dollars each year.
To meet congressional demand for GAO's work, GAO is requesting $860 million in appropriated dollars for fiscal year (FY) 2027. This is a 5.9 percent increase over the FY 2026 enacted level. GAO's FY 2027 budget request also uses $50 million in offsetting receipts, for $910 million in total budget authority for the fiscal year. The FY 2027 budget request will support 3,210 full-time equivalents, a reduction of 4.2 percent compared to FY 2026 and 10.2 percent since the end of FY 2024.
With these resources, GAO will continue to focus on the priority needs of the Congress, including five key areas of importance: advancing efforts to address fraud, waste, and abuse in federal programs; evaluating national security activities; assessing the impacts of emerging science and technology issues; assessing efforts to address evolving cybersecurity threats; and analyzing health care spending.
GAO also plans to make targeted, critical investments in its information technology systems, advanced analytic capabilities, and cybersecurity. To help drive efficiency, an important focus will be increasing the use of emerging technologies, including artificial intelligence.
Why GAO Did This Study
GAO's mission is to support Congress in meeting its constitutional responsibilities and to help improve the performance and ensure the accountability of the federal government for the benefit of the American people. GAO's work spans the full breadth and scope of the federal government's responsibilities.
Congress relies on GAO's nonpartisan, objective, and high-quality work to help inform congressional deliberations as well as oversight of the executive branch. GAO routinely conducts work for the Chairs or Ranking Members of over 90 percent of all standing committees.
Since 2002, GAO's work has resulted in over $1.51 trillion in financial benefits and almost 30,800 program and operational benefits that helped create or change laws, improve public safety and other services, and promote better management throughout the government.
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Original text here: https://www.gao.gov/products/gao-26-900719
Combating Fraud: Challenges in Managing Fraud Risks in Federally Funded, State-Administered Programs
WASHINGTON, April 15 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Combating Fraud: Challenges in Managing Fraud Risks in Federally Funded, State-Administered Programs
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Fast Facts
We testified on managing fraud risks in federally funded, state-administered programs before the House Committee on Oversight and Government Reform, Subcommittee on Government Operations.
It is based primarily on the following reports:
Fraud Risk in Federal Programs: Continuing Threat from Organized Groups Since COVID-19
COVID-19 Relief: Consequences of Fraud and Lessons ... Show Full Article WASHINGTON, April 15 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Combating Fraud: Challenges in Managing Fraud Risks in Federally Funded, State-Administered Programs * Fast Facts We testified on managing fraud risks in federally funded, state-administered programs before the House Committee on Oversight and Government Reform, Subcommittee on Government Operations. It is based primarily on the following reports: Fraud Risk in Federal Programs: Continuing Threat from Organized Groups Since COVID-19 COVID-19 Relief: Consequences of Fraud and Lessonsfor Prevention
COVID-19: Insights and Actions for Fraud Prevention
We've previously made over 200 recommendations to better manage fraud risks, but many still need to be addressed.
The U.S. Capitol building with the words GAO Testimony to Congress.
Highlights
What GAO Found
All federal programs and operations are at risk of fraud, regardless of whether they provide financial or nonfinancial benefits or delivery takes place at the federal, state, or local level. Understanding the scope of the problem is critical to combating fraud. In 2024, GAO estimated total direct annual financial losses to the government from fraud at between $233 billion and $521 billion, based on fiscal year 2018 through 2022 data. The estimate captures losses that occur at the state, local, tribal, or other government level if those losses included a federal investigative, administrative, or related action. State agencies administer federal programs, making payment, eligibility, and other decisions. In fiscal year 2025, the federal government provided an estimated $1.2 trillion to state and local governments in federal grants. The programs vary in size, but some, such as Medicaid, involve millions of beneficiaries. Decentralized program delivery such as through distributed payment and eligibility decisions can heighten the risk of fraud.
GAO has previously reported that federal and state program managers' efforts to manage fraud risks have been challenged by weak control environments, data and system limitations, and limited capacity to manage risks. For example, one state agency administering a federally funded program reported it is restricted by state and federal laws from sharing information with other programs in the state, such as information on individuals and their use of state services. This hindered the agency's ability to prevent and detect fraud within and across programs.
Federal programs, including those administered at the state level, are inherently subject to fraud risks from various entities and individuals (see fig.).
Types of Organized Fraud Groups Targeting Government Programs
Decentralized program delivery-where federal funds are distributed to grantees, subrecipients, contractors, and subcontractors-creates vulnerabilities to different types of fraud. For example, inspectors general previously reported that the Temporary Assistance for Needy Families block grant to states faced an increased risk of fraud because of limited visibility and control over expenditures at the award recipient and subrecipient levels. Other GAO reporting has shown that, given the opportunity, organized criminal organizations, businesses, and individuals from all walks of life have sought to defraud federal programs. Certain risk factors-such as program design, culture, and personal motivation-can also increase the risk that fraudsters will target a program.
Why GAO Did This Study
The U.S. federal government is one of the world's largest and most complex entities, spending trillions of dollars across a broad array of programs and operations, with a substantial percentage of this spending administered by the states. The size, scope, and complexity of the federal government create inherent risks that need to be recognized and managed properly.
Fraud is one such risk that must be managed to ensure that program delivery and taxpayer dollars are safeguarded. Every dollar or resource diverted to fraudsters hinders the federal government's ability to achieve its goals. Financial losses also place an increased burden on the government's financial outlook. Fraud also erodes public trust in government and hinders agencies' efforts to execute their missions.
This statement focuses on fraud in federally funded, state-administered programs by (1) outlining the scope of the problem and fraud risk landscape, (2) examining challenges facing federal and state agencies in combating fraud, and (3) examining fraud threats the government faces and why it is difficult to combat them. This statement is based on a body of work of selected reports that GAO issued between 2010 and 2026.
Recommendations
GAO is not making recommendations at this time. As of April 2026, GAO has made 215 recommendations to federal agencies and programs to better manage fraud risks, of which about 40 percent remain open.
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Original text here: https://www.gao.gov/products/gao-26-109093
Combating Fraud: Challenges in Managing Fraud Risks in Federally Funded, State-Administered Programs
WASHINGTON, April 15 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Combating Fraud: Challenges in Managing Fraud Risks in Federally Funded, State-Administered Programs
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Fast Facts
We testified on managing fraud risks in federally funded, state-administered programs before the House Committee on Oversight and Government Reform, Subcommittee on Government Operations.
It is based primarily on the following reports:
Fraud Risk in Federal Programs: Continuing Threat from Organized Groups Since COVID-19
COVID-19 Relief: Consequences of Fraud and Lessons ... Show Full Article WASHINGTON, April 15 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Combating Fraud: Challenges in Managing Fraud Risks in Federally Funded, State-Administered Programs * Fast Facts We testified on managing fraud risks in federally funded, state-administered programs before the House Committee on Oversight and Government Reform, Subcommittee on Government Operations. It is based primarily on the following reports: Fraud Risk in Federal Programs: Continuing Threat from Organized Groups Since COVID-19 COVID-19 Relief: Consequences of Fraud and Lessonsfor Prevention
COVID-19: Insights and Actions for Fraud Prevention
We've previously made over 200 recommendations to better manage fraud risks, but many still need to be addressed.
The U.S. Capitol building with the words GAO Testimony to Congress.
Highlights
What GAO Found
All federal programs and operations are at risk of fraud, regardless of whether they provide financial or nonfinancial benefits or delivery takes place at the federal, state, or local level. Understanding the scope of the problem is critical to combating fraud. In 2024, GAO estimated total direct annual financial losses to the government from fraud at between $233 billion and $521 billion, based on fiscal year 2018 through 2022 data. The estimate captures losses that occur at the state, local, tribal, or other government level if those losses included a federal investigative, administrative, or related action. State agencies administer federal programs, making payment, eligibility, and other decisions. In fiscal year 2025, the federal government provided an estimated $1.2 trillion to state and local governments in federal grants. The programs vary in size, but some, such as Medicaid, involve millions of beneficiaries. Decentralized program delivery such as through distributed payment and eligibility decisions can heighten the risk of fraud.
GAO has previously reported that federal and state program managers' efforts to manage fraud risks have been challenged by weak control environments, data and system limitations, and limited capacity to manage risks. For example, one state agency administering a federally funded program reported it is restricted by state and federal laws from sharing information with other programs in the state, such as information on individuals and their use of state services. This hindered the agency's ability to prevent and detect fraud within and across programs.
Federal programs, including those administered at the state level, are inherently subject to fraud risks from various entities and individuals (see fig.).
Types of Organized Fraud Groups Targeting Government Programs
Decentralized program delivery-where federal funds are distributed to grantees, subrecipients, contractors, and subcontractors-creates vulnerabilities to different types of fraud. For example, inspectors general previously reported that the Temporary Assistance for Needy Families block grant to states faced an increased risk of fraud because of limited visibility and control over expenditures at the award recipient and subrecipient levels. Other GAO reporting has shown that, given the opportunity, organized criminal organizations, businesses, and individuals from all walks of life have sought to defraud federal programs. Certain risk factors-such as program design, culture, and personal motivation-can also increase the risk that fraudsters will target a program.
Why GAO Did This Study
The U.S. federal government is one of the world's largest and most complex entities, spending trillions of dollars across a broad array of programs and operations, with a substantial percentage of this spending administered by the states. The size, scope, and complexity of the federal government create inherent risks that need to be recognized and managed properly.
Fraud is one such risk that must be managed to ensure that program delivery and taxpayer dollars are safeguarded. Every dollar or resource diverted to fraudsters hinders the federal government's ability to achieve its goals. Financial losses also place an increased burden on the government's financial outlook. Fraud also erodes public trust in government and hinders agencies' efforts to execute their missions.
This statement focuses on fraud in federally funded, state-administered programs by (1) outlining the scope of the problem and fraud risk landscape, (2) examining challenges facing federal and state agencies in combating fraud, and (3) examining fraud threats the government faces and why it is difficult to combat them. This statement is based on a body of work of selected reports that GAO issued between 2010 and 2026.
Recommendations
GAO is not making recommendations at this time. As of April 2026, GAO has made 215 recommendations to federal agencies and programs to better manage fraud risks, of which about 40 percent remain open.
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Original text here: https://www.gao.gov/products/gao-26-109093
DOD Financial Management: Navy Needs to Fully Address Strategic Planning and Systems Migration Leading Practices
WASHINGTON, April 14 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
DOD Financial Management: Navy Needs to Fully Address Strategic Planning and Systems Migration Leading Practices
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Fast Facts
The Navy has spent billions of dollars on obsolete IT systems. Modernizing its financial management systems is critical to DOD's goal of getting a "clean" audit opinion-i.e., when financial statements are presented fairly and consistent with accounting principles.
The Navy has made progress, but hasn't fully followed leading strategic and system migration planning ... Show Full Article WASHINGTON, April 14 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * DOD Financial Management: Navy Needs to Fully Address Strategic Planning and Systems Migration Leading Practices * Fast Facts The Navy has spent billions of dollars on obsolete IT systems. Modernizing its financial management systems is critical to DOD's goal of getting a "clean" audit opinion-i.e., when financial statements are presented fairly and consistent with accounting principles. The Navy has made progress, but hasn't fully followed leading strategic and system migration planningpractices. For example, it didn't have a complete approach for executives to monitor issues that contribute to delays-which could make it harder to modernize systems on time.
Our recommendations address this and more.
An aircraft carrier in the ocean with jets overhead and other ships nearby
Highlights
What GAO Found
In response to its December 2020 acknowledgment that it had wasted billions of dollars sustaining redundant and obsolete IT systems, the Department of the Navy initiated an effort to modernize, consolidate, and retire its systems. The Navy reports that this initiative has resulted in terminating at least 11 legacy systems and saved more than $100 million. In addition, the Navy announced in January 2026 that it had completed its effort to migrate remaining Navy commands to Navy Enterprise Resource Planning, its financial system of record.
Fully adhering to leading practices for strategic and migration planning could strengthen the Navy's systems modernization. Regarding strategic planning, the Navy met two of three leading practices and partially met one. For example, the Navy demonstrated that the portion of its Navy Financial Management Strategy associated with financial management systems aligned with relevant Navy and DOD-level strategic plans. However, the Navy did not fully implement performance measurement approaches for seven of the nine fiscal year 2025 metrics that it identified for this portion of its financial management strategy.
GAO's Assessment of Navy Financial Management Systems Modernization Strategic Planning
Leading practices
GAO assessment
Align with the overall strategic plan
*
Identify results-oriented goals and performance metrics
*
Identify and implement performance measurement approaches
*
* Met = The Navy addressed all elements of the corresponding leading practice.
* Partially met = The Navy addressed some, but not all, elements of the corresponding leading practice.
Source: GAO analysis of Navy documentation. | GAO-26-107119
Regarding migration planning, the Navy met one and partially met three of four leading practices. For example, the Navy's executive management uses Systems Consolidation Action Plans to obtain status reports and monitor system consolidations. Navy actions to fully comply with the remaining migration leading practices could further reduce modernization risks.
GAO's Assessment of Navy Financial Management Systems Modernization Migration Planning
Leading practices
GAO assessment
Develop an enterprise roadmap
*
Provide a mechanism for executive management to monitor the migration effort
*
Schedule periodic reviews
*
Establish a tracking system for executive management to manage progress, issues, and other action items
*
* Met = The Navy addressed all elements of the corresponding leading practice.
* Partially met = The Navy addressed some, but not all, elements of the corresponding leading practice.
Source: GAO analysis of Navy documentation. | GAO-26-107119
In reviewing the extent to which the Navy established a tracking system to manage progress, issues, and action items, GAO identified at least 111 changes to Navy consolidation plans, including at least 49 system schedule delays. These slippages may limit the Navy's ability to fully support DOD's auditability goals.
Why GAO Did This Study
The Department of Defense (DOD) remains the only major federal agency to not achieve an unmodified (clean) audit opinion. Modernizing and consolidating the Department of the Navy's financial management systems is critical to its ability to support DOD's goal of a clean opinion by the end of 2028. Attaining that goal would enable informed department officials to be accountable stewards of scarce federal resources needed for readiness and the warfighter.
This report was developed in connection with GAO's audit of the U.S. government's consolidated financial statements. It examines the extent to which the Navy's consolidation and modernization of its financial management systems (1) are consistent with strategic planning leading practices and (2) align with migration planning leading practices.
GAO compared key Navy strategic planning documentation and associated evidence to leading practices in strategic planning. In addition, GAO compared Navy transition plans to migration planning leading practices and agency guidance. GAO also interviewed key Navy program officials.
Recommendations
GAO is making five recommendations to the Navy: four on strategic and migration planning and one on the magnitude of schedule delays and their impact on the critical path to achieving a clean opinion. The Navy concurred with one recommendation; partially concurred with two; and did not concur with two. As discussed in the report, GAO maintains that all five recommendations are warranted.
For more information, Vijay A. D'Souza at dsouzav@gao.gov or Asif Khan at khana@gao.gov.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of the Navy The Secretary of the Navy should direct the Office of the Assistant Secretary of the Navy (Financial Management and Comptroller) and other Navy entities, as appropriate, to ensure that it identifies and follows through on an approach to collect actual performance results for its financial systems goals. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Navy The Secretary of the Navy should direct the Office of the Assistant Secretary of the Navy (Financial Management and Comptroller) and other Navy entities, as appropriate, to ensure that the Navy develops an enterprise roadmap to guide its audit-relevant financial system migration efforts and ensure that it develops and uses an enterprise roadmap that fully addresses leading practices. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Navy The Secretary of the Navy should direct the Office of the Assistant Secretary of the Navy (Financial Management and Comptroller) and other Navy entities, as appropriate, to ensure that the Navy prioritizes its efforts to more closely monitor its audit-relevant system migrations by resuming more frequent Systems Consolidation Action Plan updates and ensuring these updates are provided to senior leadership and stakeholders. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Navy The Secretary of the Navy should direct the Office of the Assistant Secretary of the Navy (Financial Management and Comptroller) and other Navy entities, as appropriate, to ensure that the Navy develops and follows through with a process to track and manage issues and other action items associated with its audit-relevant system migration efforts. This process should include a mechanism to monitor identified issues and action items, evaluate the results, and remediate identified deficiencies on a timely basis. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Navy The Secretary of the Navy should direct the Office of the Assistant Secretary of the Navy (Financial Management and Comptroller) and other Navy entities, as appropriate, to ensure that the Navy takes steps to identify the magnitude of schedule delays to audit-relevant systems and their impact to systems that are on the critical path for achieving a clean audit opinion by the end of 2028. (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-26-107119
Airport Financial Reporting: FAA Should Implement Controls to Improve Data Quality
WASHINGTON, April 14 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Airport Financial Reporting: FAA Should Implement Controls to Improve Data Quality
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Fast Facts
Every year, about 500 airports must report data to the Federal Aviation Administration about how they collect and spend funds. Stakeholders, such as industry associations and researchers, use this data to analyze things like airports' financial performance.
We found that most of these airports submitted data to FAA. However, it's hard for FAA to track whether the airports did so on time. ... Show Full Article WASHINGTON, April 14 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Airport Financial Reporting: FAA Should Implement Controls to Improve Data Quality * Fast Facts Every year, about 500 airports must report data to the Federal Aviation Administration about how they collect and spend funds. Stakeholders, such as industry associations and researchers, use this data to analyze things like airports' financial performance. We found that most of these airports submitted data to FAA. However, it's hard for FAA to track whether the airports did so on time.The data in these reports also have anomalies and potential errors.
We made 3 recommendations, including that FAA improve the quality of the data on its website.
A flying airplane viewed from the window of an airport seating area.
Highlights
What GAO Found
The Federal Aviation Administration (FAA) created the Certification Activity Tracking System (CATS) website for officials at commercial service airports to file and certify their annual financial data, such as operating expenses and revenues. This database is the only centralized source of airport financial data. FAA, industry stakeholders, and researchers have used the data for multiple purposes. For example, a researcher used CATS data on airport revenues and expenses to develop policy options for Congress to improve airport financing.
Most airports required to submit data to CATS did so, but the extent of the timeliness and accuracy of CATS data is unknown. Airports that receive certain federal grants, provide commercial service, and had at least 2,500 passenger boardings in the prior year are required to submit data. Most of these airports did so for fiscal year 2023 (the most recent data available at the time of GAO's review), but some of the smallest airports did not, for reasons that included staff turnover. Limitations in CATS make it difficult for FAA to track whether airports meet reporting deadlines. Moreover, airports must report data within a certain period after the end of their fiscal year, which varies by airport. As a result, CATS users must wait almost a year to obtain data for a particular fiscal year. Further, CATS data have anomalies and potential errors, such as data from airports that were not required to file, which can affect totals for a given year.
Airport Financial Reports Submitted to FAA by Airport Category, Fiscal Year 2023
Note: While 506 airports were required to submit data, FAA allowed two airport sponsors to consolidate multiple airports into a single submission, resulting in 446 expected airport submissions.
FAA has taken some steps to improve CATS data quality, such as performing occasional data checks. However, FAA does not have sufficient data controls to ensure the quality of CATS data. For example, FAA does not have a procedure to consistently identify airports newly required to submit data due to increased passenger boardings. FAA officials told GAO they planned to update the CATS website, which could add this and other functions, but that the update had been delayed. Implementing data controls would result in better quality data to inform policy and other decisions. Additionally, FAA has not communicated specific data limitations to users. For example, information about the number of airports that submitted their financial data for a particular fiscal year could help users understand the completeness of the data and qualify the data for their purposes.
Why GAO Did This Study
Each year, approximately 500 commercial service airports must submit their financial data to FAA, within the Department of Transportation. These reporting requirements were enacted in 1994 to enable FAA to evaluate airports' compliance with revenue-use requirements and inform the public on how airports collect and spend funds, according to FAA. These airports are generally publicly owned and rely on a mix of revenue sources, such as airline payments, parking revenue, and federal grants.
The FAA Reauthorization Act of 2024 includes a provision for GAO to review airport financial reporting. This report examines (1) how FAA and stakeholders have used CATS data; (2) the extent to which CATS data are complete, timely, and accurate; and (3) the extent to which FAA has taken actions to improve CATS data quality and communicated any data limitations to users.
GAO reviewed CATS data for fiscal years 2019 through 2023; FAA guidance; and publications that cited CATS, identified through a literature search. GAO interviewed officials from FAA headquarters and nine regions; 12 industry stakeholders and researchers; and officials from 10 airports, selected at random but to reflect a range of sizes and regions. GAO also compared CATS data quality policies with federal data standards.
Recommendations
GAO is making three recommendations to FAA, including that FAA implement controls to improve the quality of CATS data and disclose known limitations of the data on the CATS website. The Department of Transportation concurred with the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Federal Aviation Administration The Administrator of FAA, either through a CATS update or other means, should implement controls to improve the quality of CATS data, such as identifying airports required to submit data, tracking submission history, and identifying errors and anomalies. (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 clearly define the roles and responsibilities between headquarters and regional office staff in ensuring airports' compliance with CATS requirements, including clarifying the staff responsible for following up with airports to submit data. (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 disclose on the CATS website the known limitations of CATS data, such as the number of airports that have submitted financial information out of the total that were required to do so and the fact that airport sponsors may update their data over time. (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.
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Original text here: https://www.gao.gov/products/gao-26-107938