GAO Reports
Here's a look at Government Accountability Office reports
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Weapon Systems Acquisition: Beyond Business as Usual--Using Leading Practices to Curb Waste and Save Billions
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Weapon Systems Acquisition: Beyond Business as Usual--Using Leading Practices to Curb Waste and Save Billions
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Fast Facts
Since 1990, DOD's costliest weapon programs have consistently exceeded cost estimates and delivery schedules-wasting billions of dollars and decades of time.
DOD pours money into efforts that fall behind while global tech accelerates. These decisions are compounded by DOD's budget process, which requires securing long-term weapon program funding early, even before
... Show Full Article
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Weapon Systems Acquisition: Beyond Business as Usual--Using Leading Practices to Curb Waste and Save Billions
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Fast Facts
Since 1990, DOD's costliest weapon programs have consistently exceeded cost estimates and delivery schedules-wasting billions of dollars and decades of time.
DOD pours money into efforts that fall behind while global tech accelerates. These decisions are compounded by DOD's budget process, which requires securing long-term weapon program funding early, even beforethey know what the military needs.
In contrast, leading companies develop cost and schedule goals that change with clients' capability needs-and they finish weapons fast. This helps them stay on budget.
But DOD hasn't fully adopted these practices. We recommended they do so.
Person in military uniform on a laptop
Highlights
What GAO Found
In weapon systems acquisition, waste is not merely about individual overpriced parts; it is the systemic loss of billions of dollars and decades of time. Since 1990, the Department of Defense's (DOD) costliest weapon programs have wasted billions while often failing to deliver a usable capability to the field. For example, the Army's Integrated Visual Augmentation program-intended to provide augmented-reality headgear for soldiers for close combat-has yet to deliver operational capability after three different acquisition efforts over the last 8 years. Though the program produced nearly 10,000 units of the first two versions, they do not meet soldiers' needs and will go into storage, with some potentially used for testing, rather than into the field.
Thousands of Integrated Visual Augmentation System Headsets Head for Storage
GAO's decades-long body of work on DOD acquisition consistently shows that waste in these programs occurs when they are structured to "fail slow" as DOD pours time and money into efforts that stagnate while global technology accelerates. DOD is incentivized to award massive development contracts and obligate funds quickly to ensure the budget is not "lost" to another program. Success is often measured by money spent, not capability delivered. As a result, the expected time frame for major programs to deliver an initial capability now exceeds 12 years. Every month of delay in a weapon system acquisition program causes a warfighter to rely on aging, less-capable equipment for longer.
In contrast, leading commercial companies iteratively develop business cases to respond to users' needs and finish fast, helping them stay on budget. They reassess business cases regularly to avert problems sooner. They also ramp up investments as products demonstrate progress. (See GAO-25-107130.)
However, DOD has yet to fully adopt these leading practices because acquisition policies do not treat iterative development as a founding principle for all weapon system acquisitions programs. As noted in its November 2025 policy memorandum aimed at revamping the defense acquisition system, DOD now plans to maximize acquisition flexibility, among other changes. GAO will continue to assess DOD's efforts.
Why GAO Did This Study
DOD plans to invest over $2.4 trillion to develop and acquire its costliest weapon systems. The need for smart spending and increased urgency and innovation for these acquisitions are national imperatives to help DOD maintain a competitive edge over adversaries. But DOD continues to struggle with delivering timely, cost-effective solutions to the warfighter, and slow, linear development approaches persist.
GAO has reported for decades on the persistent issues that plague these weapon programs and on leading practices that commercial companies use to avoid these issues.
GAO was asked to discuss issues related to waste in DOD weapon systems acquisition. This report, which GAO prepared for a subcommittee roundtable, addresses (1) the wasteful DOD practices that lead to undesirable weapon system acquisition program outcomes and (2) leading commercial practices that, if thoughtfully applied, could reduce waste and improve outcomes.
GAO based this report predominantly on prior work, including recent reports on leading practices for product development and prior GAO reports on weapon systems acquisitions.
Recommendations
Over the years, GAO has made hundreds of recommendations to DOD to help improve outcomes in its weapon system programs. DOD has yet to implement many of these recommendations. GAO will continue to monitor DOD's progress in addressing the recommendations.
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Original text here: https://www.gao.gov/products/gao-26-109135
Medicare Hospice: Action Needed to Pay More Efficiently for Routine Home Care
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Medicare Hospice: Action Needed to Pay More Efficiently for Routine Home Care
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Fast Facts
Medicare covers hospice care-through nurse, aide, and social worker home visits-for terminally ill beneficiaries. Medicare spent $27.5 billion on hospice in 2024.
Medicare pays for similar care through its home health benefit for beneficiaries who aren't in hospice. But Medicare pays daily rates for hospice care (regardless of the number of visits) and it pays per-visit rates for certain other home
... Show Full Article
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Medicare Hospice: Action Needed to Pay More Efficiently for Routine Home Care
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Fast Facts
Medicare covers hospice care-through nurse, aide, and social worker home visits-for terminally ill beneficiaries. Medicare spent $27.5 billion on hospice in 2024.
Medicare pays for similar care through its home health benefit for beneficiaries who aren't in hospice. But Medicare pays daily rates for hospice care (regardless of the number of visits) and it pays per-visit rates for certain other homehealth care.
If Medicare paid per-visit payment rates for hospice care, it would have paid $7.6 billion less for a group of beneficiaries receiving hospice care in 2024.
We recommended that Congress consider directing Medicare to revise its payments.
A woman holding the hand of an older man who is receiving supplemental oxygen from a medical device while in bed.
Highlights
What GAO Found
The routine home care that makes up the bulk of Medicare hospice care for its beneficiaries is primarily delivered through visits made by nurses, aides and social workers. GAO found that in 2024 for selected beneficiaries and hospices, low-visit hospices-the 20 percent of hospices that delivered the fewest visits per week per beneficiary-averaged about half as many visits per week as high-visit hospices-the 20 percent that delivered the most visits per week. Low-visit hospices delivered a total of 2.5 visits per week on average, compared to a total of 5.5 visits per week on average for high-visit hospices.
Because Medicare's hospice daily payment rates are the same regardless of the number of visits delivered, Medicare effectively paid low-visit hospices twice as much per visit as high-visit hospices, on average. Also, Medicare effectively paid more per visit under hospice payment rates than it would have under rates for comparable home health visits. (See figure.) (GAO adjusted home health rates to account for, among other things, differences between services covered under the payment rates for each program.) Hospice routine home care visits and home health visits are comparable because they involve similar services provided by the same types of health care professionals. GAO's analysis of claims from 2022 through 2024 showed that Medicare paid about $16.7 billion for the hospice routine home care but estimated Medicare would have paid about $9.1 billion if the care had been reimbursed under the home health per-visit payment rates for comparable services-a $7.6 billion difference.
Average Per-Visit Hospice Payment and Home Health Per-Visit Rates for Low- and High-Visit Hospices for Selected Beneficiaries Discharged from Hospice in 2024
Note: GAO made several adjustments to account for differences between hospice payment rates and home health per-visit payment rates, including services that are covered by hospice, but not home health.
Though GAO found Medicare spending for routine home care is higher than what it would be under home health per-visit rates, Centers for Medicare & Medicaid Services (CMS) officials said the statute requires daily hospice payment rates and does not provide flexibility for further refinements to the payment structure beyond those made in 2016 and 2020. Officials also said CMS will continue to monitor hospice utilization to determine if there is a need for further refinements consistent with their statutory authority. Any excess hospice spending may have negative implications for the sustainability of the Medicare program and is inconsistent with Medicare's responsibility to be an efficient purchaser of health care services.
Why GAO Did This Study
Medicare beneficiaries who are terminally ill may be able to enroll in Medicare's hospice benefit, and the number who have done so has increased. Medicare's spending on hospice care nearly doubled from $15.5 billion in fiscal year 2015 to $27.5 billion in fiscal year 2024.
For routine home care provided through its hospice benefit, Medicare generally pays a set amount per day regardless of the number and type of visits delivered. A daily rate may create financial incentives for hospices to provide a limited number of visits, which could affect the quality of hospice care.
GAO was asked to review Medicare hospice services and payments for those services. In this report, GAO (1) describes the frequency of hospice routine home care visits provided by selected hospices; and (2) examines how estimated per-visit payment rates for hospice routine home care compare across selected hospices as well as to home health per-visit payment rates.
GAO analyzed Medicare claims for routine home care from 2022 through 2024 for a selection of 1,225,049 beneficiaries discharged from hospice in 2024 and a selection of 4,340 hospices that served more than 30 beneficiaries. GAO also reviewed documents and interviewed researchers and national organizations and CMS officials on hospice payment reform.
Recommendations
GAO recommends that Congress consider directing the Secretary of the Department of Health and Human Services (HHS) to revise the hospice payment system for routine home care services to better promote payment efficiency and realize savings for the Medicare program. HHS provided technical comments, which we incorporated as appropriate.
Matter for Congressional Consideration
Matter Status Comments
Congress should consider directing the Secretary of the Department of Health and Human Services to revise the hospice payment system for routine home care services to better promote payment efficiency and realize savings for the Medicare program. (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.
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Original text here: https://www.gao.gov/products/gao-26-107585
Immigration Detention: Waste and Performance Issues at Camp East Montana Provide Valuable Lessons for Future Facilities
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Immigration Detention: Waste and Performance Issues at Camp East Montana Provide Valuable Lessons for Future Facilities
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Fast Facts
ICE has increased its enforcement efforts and expanded detention capacity since January 2025.
The Army and ICE opened ICE's largest facility-Camp East Montana-quickly, which led to several issues. The contract requires ICE to pay the full cost of meals and operational services for 5,000 people, even when the facility's population is far lower. For example,
... Show Full Article
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Immigration Detention: Waste and Performance Issues at Camp East Montana Provide Valuable Lessons for Future Facilities
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Fast Facts
ICE has increased its enforcement efforts and expanded detention capacity since January 2025.
The Army and ICE opened ICE's largest facility-Camp East Montana-quickly, which led to several issues. The contract requires ICE to pay the full cost of meals and operational services for 5,000 people, even when the facility's population is far lower. For example,the facility held about 1,600 detained non-citizens at the end of February 2026. This resulted in millions of dollars of waste.
The facility also did not meet key detention standards, risking the safety and security of detained noncitizens and staff.
Our recommendations address these issues.
Aerial photo of Camp East Montana
Aerial view of a cluster of long, rectangular buildings in a dry environment.
Highlights
What GAO Found
In August 2025, U.S. Immigration and Customs Enforcement (ICE)'s largest immigration detention facility to date (known as Camp East Montana) opened on U.S. Army Fort Bliss in El Paso, Texas. GAO found that the Army-which awarded and administered the $1.3 billion facility contract-and ICE expedited the award and construction schedule for the facility. This negatively affected their planning and acquisition. Army and ICE officials indicated that the expedited time frames directed by senior leadership dictated several decisions related to their acquisition approach, such as using a contracting vehicle not previously used for detention services. They also selected a contractor that did not have prior experience providing detention services. The Army transferred contract administration responsibilities to ICE in October 2025.
U.S. Immigration and Customs Enforcement's Camp East Montana
GAO found that the Army did not incorporate flexibilities in the contract to account for occupancy levels below the maximum, resulting in millions of dollars in waste. For example, the Army paid the full cost for meals and services from August 1 to August 15, 2025, when there were no detained noncitizens at the facility. GAO also found that ICE could save tens of millions of dollars through September 2026 by incorporating cost saving measures in the contract, such as tiered pricing for meals. In April 2026, ICE terminated the contract for convenience and chose a new contractor to operate the facility. However, ICE had not yet incorporated these cost saving measures into the new contract and continued to pay for meals that it did not need.
GAO also identified serious performance and oversight challenges at Camp East Montana. The facility opened without meeting key detention standards. For example, the facility initially did not have perimeter security cameras, outdoor recreation space, or space for attorney and family visitation. ICE did not identify these issues because it did not inspect the facility prior to housing detained noncitizens there, as required by ICE policy. After the facility opened, ICE reported additional problems, including gaps in medical services, the loss of a loaded firearm, and unsanitary conditions, among other issues. These issues posed serious risks to the safety and security of both detained noncitizens and staff in the facility.
Why GAO Did This Study
ICE increased its enforcement efforts and expanded its detention capacity in response to a January 2025 Executive Order. ICE's average daily population of detained noncitizens increased 71 percent from January 20, 2025 to April 1, 2026, according to ICE data.
This report provides observations from our ongoing review of ICE's expansion of immigration detention operations and focuses on (1) how the Army and ICE planned for and acquired Camp East Montana and (2) oversight of the facility. We are issuing this report given the need for ICE to take immediate corrective actions to save taxpayer dollars and improve detention operations.
To conduct this audit, GAO visited Camp East Montana and observed facility operations in September 2025. GAO reviewed relevant statutes and regulations, agency policies, contract documentation, and Army and ICE reports on Camp East Montana operations. GAO also analyzed facility population data and invoices to calculate waste and potential cost savings. GAO interviewed Army and ICE officials and contractors to discuss operations and oversight.
Recommendations
GAO is making four recommendations, including that ICE incorporate cost saving measures in detention facility contracts, such as tiered pricing for food and other services to account for fluctuations in population; and that ICE develop controls to ensure that new facilities are inspected as required and meet applicable detention standards prior to housing detained noncitizens. DHS and DOD concurred with the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
United States Immigration and Customs Enforcement The Director of ICE should take action to incorporate cost savings measures, such as tiered pricing for meals and other operations and services, into its detention facility contracts, including the contract for Camp East Montana, to account for fluctuations in population. (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 Immigration and Customs Enforcement The Director of ICE should develop controls to ensure that new facilities are inspected as required and meet applicable detention standards prior to housing detained noncitizens. (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 Army The Secretary of the Army should assess the acquisition of Camp East Montana and identify any lessons learned to inform future acquisitions in support of ICE's detention efforts. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Homeland Security The Secretary of Homeland Security should assess the acquisition of Camp East Montana and identify any lessons learned to inform future acquisitions in support of ICE's detention efforts. (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-26-108886
Federal Workforce: Executive Actions Reshaped Probationary Employment Rules and Reduced Staff Levels at Selected Agencies
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Federal Workforce: Executive Actions Reshaped Probationary Employment Rules and Reduced Staff Levels at Selected Agencies
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Fast Facts
In January 2025, the Office of Personnel Management directed agencies to determine if they should retain employees in probationary periods. These include new hires and recently appointed managers.
In April 2025, agencies could consider factors beyond these employees' performance and conduct when deciding to terminate them-e.g. whether their continued employment
... Show Full Article
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Federal Workforce: Executive Actions Reshaped Probationary Employment Rules and Reduced Staff Levels at Selected Agencies
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Fast Facts
In January 2025, the Office of Personnel Management directed agencies to determine if they should retain employees in probationary periods. These include new hires and recently appointed managers.
In April 2025, agencies could consider factors beyond these employees' performance and conduct when deciding to terminate them-e.g. whether their continued employmentwould advance organizational goals.
We looked at 2025 workforce data for 11 agencies and 12 subcomponents with missions that affect the health and safety of Americans. Probationary employees at most of these agencies separated at a higher rate than other employees.
A person wearing a button-down shirt stands in an office, holding a cardboard box filled with various office supplies and a small plant.
Highlights
What GAO Found
Since January 2025, in response to presidential directives and accompanying Office of Personnel Management (OPM) guidance, many federal agencies have taken steps to reduce their probationary and trial employee staffing levels. These are employees who have not yet completed the service requirements necessary to finalize their appointments, either after being newly hired or after being appointed as a supervisor or manager. Probationary periods are generally 1 or 2 years during which probationary and trial employees have limited job protections.
An executive order and OPM guidance directed agencies to identify their probationary employees and determine who should be retained. When making termination decisions about probationary employees, federal agencies could now consider-in addition to employee performance and conduct-whether the individual's continued employment would advance organizational goals. In December 2025, OPM proposed a rule that would make it the adjudicator of all appeals, replacing the U.S. Merit Systems Protection Board. This proposed probationary and trial period appeals regulation provides for appeals of such terminations to claims alleging discrimination based on partisan politics, marital status, or the agency's failure to follow termination procedures. According to OPM, until a final rule is issued, there is no right to appeal.
GAO's analysis of OPM's Federal Workforce Data (FWD) found that, in 2025, probationary employees separated from 11 selected agencies at a slightly higher rate (19 percent) compared to all employees who separated from these agencies (15 percent). Over two-thirds of these separating probationary employees did so voluntarily (see figure) as did all employees who separated from these agencies.
Number and Percent of Personnel Actions by Type of Separation for Probationary Employees at Selected Agencies, 2025
Across most selected agencies in 2025, a greater proportion of probationary employees separated compared to all employees who separated. At the Department of Energy, for instance, about 34 percent of probationary employees separated, compared with 19 percent of all employees. The Department of Defense recorded the largest number of probationary separations-about 20,000 employees-but separation rates for probationary employees and the overall Defense workforce were nearly identical, at about 14 percent.
Why GAO Did This Study
Since January 2025, several executive orders directed changes to the federal workforce including probationary employees. As a result, federal agencies, including those with health and safety missions, took steps to reduce their probationary and trial employee staffing levels.
GAO was asked to examine workforce changes affecting federal probationary and trial employees at agencies that focus on health or safety. This report describes (1) regulations and policies related to probationary and trial periods for federal employees, including updates since January 2025; and (2) trends in these employee separations at selected agencies from January through December 2025.
GAO analyzed workforce data on OPM's FWD website from the following selection of 11 agencies, including 12 subcomponents, with health or safety missions: the Departments of Agriculture and Forest Service; Commerce and National Oceanic and Atmospheric Administration; Defense; Energy; Health and Human Services, Centers for Disease Control and Prevention, Food and Drug Administration, and National Institutes of Health; Homeland Security, Federal Emergency Management Agency, and Transportation Security Administration; the Interior, Bureau of Land Management, and National Park Service; Transportation and Federal Aviation Administration; Veterans Affairs, Veterans Health Administration, and Veterans Benefits Administration; the Environmental Protection Agency; and the Nuclear Regulatory Commission.
For more information, contact Dawn G. Locke at locked@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108557
DHS Annual Assessment: Dynamic Environment Affects Efforts to Manage Acquisition Risks
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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DHS Annual Assessment: Dynamic Environment Affects Efforts to Manage Acquisition Risks
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Fast Facts
The Department of Homeland Security plans to spend at least $55 billion on programs to develop and buy ships, technology systems, and more for national security.
Under current legislation, DHS expects to receive at least $14 billion in additional funding, with most of that money going toward Coast Guard and Customs and Border Protection programs. At the same time, some DHS programs faced
... Show Full Article
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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DHS Annual Assessment: Dynamic Environment Affects Efforts to Manage Acquisition Risks
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Fast Facts
The Department of Homeland Security plans to spend at least $55 billion on programs to develop and buy ships, technology systems, and more for national security.
Under current legislation, DHS expects to receive at least $14 billion in additional funding, with most of that money going toward Coast Guard and Customs and Border Protection programs. At the same time, some DHS programs facedstaffing and oversight changes.
For example, some programs lost as much as 20% of their staff, which puts program goals at risk. And in October 2025, DHS dissolved a key acquisition oversight office.
We have ongoing work in these areas.
Coast Guard ship at sea with snow-topped mountain behind it.
Highlights
What GAO Found
The U.S. Department of Homeland Security (DHS) and its components spend billions annually on programs to acquire systems and capabilities that support national security. In fiscal year (FY) 2025, GAO reviewed 27 DHS major acquisition programs-generally, those with total costs over $300 million. To support timely delivery of capabilities and minimize cost growth, DHS policy requires programs to get DHS approval for their baseline cost, schedule, and performance goals. Of the 27 programs reviewed, 19 had received this approval while the other 8 had not yet reached the stage where this was required.
As of September 30, 2025, 15 of the 19 programs had revised their baseline goals since initially setting them, some of them multiple times. Most programs with revised baselines delayed their plans to deliver full capabilities. Baselined costs collectively increased a projected $11.4 billion, or 26 percent, since they were first set. Of those 19 programs, 18 were meeting their most recent baseline goals. One program-the Coast Guard's Offshore Patrol Cutter-has ongoing efforts to revise its baseline to reflect recent schedule delays and cost increases.
DHS's programs face a continually changing environment, which affects their ability to manage cost and schedule risks. For example:
* Staff. Uncertainties around staff could risk programs' ability to achieve future milestones. Specifically, in FY 2025, eight programs experienced at least a 20 percent or more reduction in staff, resulting in lost subject matter expertise and technical skills.
* Acquisition oversight. In October 2025, DHS decided to dissolve the office responsible for department-level oversight of major acquisition programs. DHS officials stated some of the oversight responsibilities had been moved to other parts of DHS. However, as of January 2026, DHS officials were unsure what level of oversight DHS would continue to provide. In May 2026, at least one part of that office was reconstituted, according to DHS officials.
* Funding. Twelve of the 27 programs expect to receive at least $14 billion in funding from the 2025 Budget Reconciliation Act.
GAO will continue to monitor DHS's updated acquisition oversight structure as well as DHS's portfolio of major acquisition programs.
Why GAO Did This Study
DHS plans to invest over $55 billion to acquire systems for its current portfolio of major acquisition programs-over $11 billion more than DHS had initially planned.
The Explanatory Statement accompanying a bill for the DHS Appropriations Act, 2015 includes a provision for GAO to review DHS's major acquisitions on an ongoing basis. This report assesses (1) how DHS major acquisition programs have performed since establishing their baseline cost, schedule, and performance goals; and (2) the status of DHS's acquisition portfolio, including any cost and schedule risks.
GAO selected 27 of DHS's largest acquisition programs to determine program status as of the end of FY 2025. Of these, GAO identified 19 with DHS-approved acquisition baselines for further analysis. GAO reviewed key documents; collected cost, schedule, and performance information; and interviewed DHS officials.
For more information, contact Travis J. Masters at masterst@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108118
Disaster Contracting: Actions Needed to Encourage Advance Contract Use and Improve Information Sharing and Oversight
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Disaster Contracting: Actions Needed to Encourage Advance Contract Use and Improve Information Sharing and Oversight
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Fast Facts
The Federal Emergency Management Agency, the Army Corps of Engineers, states, localities, and Tribes can award contracts in advance of a disaster to support quick response and recovery actions. For instance, having contracts for debris removal in place before a disaster can help communities quickly start cleaning up after a disaster occurs.
However, we found
... Show Full Article
WASHINGTON, June 9 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Disaster Contracting: Actions Needed to Encourage Advance Contract Use and Improve Information Sharing and Oversight
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Fast Facts
The Federal Emergency Management Agency, the Army Corps of Engineers, states, localities, and Tribes can award contracts in advance of a disaster to support quick response and recovery actions. For instance, having contracts for debris removal in place before a disaster can help communities quickly start cleaning up after a disaster occurs.
However, we foundconfusion among FEMA's offices about roles and responsibilities for encouraging state, local, and tribal governments to award advance contracts. This could result in these governments not being fully prepared for future disasters.
Our 6 recommendations address this issue and more.
Debris from Hurricane Helene in North Carolina in March 2025
A pile of debris and mud surrounded by several trees.
Highlights
What GAO Found
When communities are hit by a major disaster-such as a flood, hurricane, or wildfire-a key first step is removing large quantities of debris so that they can begin to recover. The Federal Emergency Management Agency (FEMA), a component within the Department of Homeland Security (DHS), and the U.S. Army Corps of Engineers can help them respond quickly by awarding contracts before disasters strike. Tribes, states, and localities may also award their own advance contracts for debris removal. GAO found that six of 16 selected governments had awarded advance contracts for debris removal and identified benefits of having them, such as speed of debris removal.
GAO also found confusion among FEMA's procurement training group and its regional offices about roles and responsibilities for encouraging governments to award advance debris removal contracts. Clarifying roles and responsibilities would improve information sharing to encourage advance contract use.
Uncleared Fire Debris in Pacific Palisades, California (May 2025)
GAO found that the Army Corps's processes for reporting debris removal data to those affected by the Los Angeles wildfires (January 2025) and Hurricane Helene in North Carolina (September 2024) differed. In Los Angeles, the Army Corps publicly shared an online interactive map with real-time debris removal data within about 6 weeks after the wildfires began. In contrast, it did not share county-specific infographics for those in North Carolina affected by the hurricane until 4 months after the disaster. Because the Army Corps has not completed an analysis of the reasons for the differences in data sharing, it may miss opportunities to improve its approach to providing timely and consistent data, including real-time debris removal data, during future disasters.
FEMA put controls in place to mitigate the risks of fraud, waste, and abuse in its debris removal program. For example, it requires that grant applicants ensure that debris removal quantities are accurate to avoid incurring unnecessary costs. But, FEMA is not well positioned to obtain and evaluate information about new or evolving fraud, waste, and abuse risks in its debris removal program because its efforts do not align with fraud risk management leading practices. Conducting regular risk assessments and developing a process to address risks would help FEMA more strategically manage risks across its entire debris removal program.
Why GAO Did This Study
FEMA and the Army Corps spend billions of dollars annually to respond to major disasters. Using advance contracts can help quickly start the recovery because contractors may be able to start work soon after a disaster.
The Disaster Contract Improvement Act includes a provision for GAO to review several areas related to debris removal. This report, among other objectives, examines (1) selected governments' perspectives on the use of advance contracts for debris removal, and the extent to which FEMA encouraged the use of advance contracts; and the extent to which (2) the Army Corps developed processes for reporting advance contract debris removal efforts during the responses to two disasters, and (3) FEMA mitigated risks in its debris removal program.
To conduct this review, GAO reviewed FEMA and Army Corps policies, data, and other documents and conducted site visits to observe ongoing debris removal in Los Angeles and North Carolina. GAO also interviewed FEMA and Army Corps officials, and officials from 16 governments, selected based on obligation amounts and geographic variation, among other factors.
Recommendations
GAO is making six recommendations, including that FEMA defines roles and responsibilities in encouraging advance contract use, that the Army Corps analyzes differences in information sharing in its recent disaster responses, and that FEMA develops a process to identify and address risks of fraud, waste, and abuse. DHS and the Army concurred with our recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Federal Emergency Management Agency The FEMA Administrator should define the Procurement Disaster Assistance Team's and Regional Offices' roles and responsibilities in encouraging state, local, and tribal governments to award advance contracts for debris removal, including how they should coordinate and share information. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Federal Emergency Management Agency The FEMA Administrator should ensure that the Procurement Disaster Assistance Team updates its training materials to include quality information, such as other governments' success stories using advance contracts. (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.
Corps of Engineers The Assistant Secretary of the Army for Civil Works should ensure that the Chief of Engineers and the Commanding General of the U.S. Army Corps of Engineers conduct an analysis of the information sharing practices for debris removal missions, including the differences between the Hurricane Helene and Los Angeles wildfires, and identify any lessons learned for responding to future disasters. (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 FEMA Administrator should take steps, such as providing training on how to use checklists, to ensure Consolidated Resource Center officials are aware of cost eligibility policy requirements for reviewing grants involving noncompetitive and time-and-material contracts. (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.
Federal Emergency Management Agency The FEMA Administrator should conduct regular assessments to identify risks of fraud, waste, and abuse in FEMA's debris removal program. (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.
Federal Emergency Management Agency The FEMA Administrator should ensure that the PA program develops a process for addressing fraud, waste, and abuse risks identified in regular risk assessments of its debris removal program, including evaluating and revising its controls for these risks and, if necessary, instituting additional controls. (Recommendation 6)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 6 Recommendations
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Original text here: https://www.gao.gov/products/gao-26-108121
Federal Real Property: GSA Should Improve and Streamline Its Real Property Inventory
WASHINGTON, June 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Federal Real Property: GSA Should Improve and Streamline Its Real Property Inventory
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Fast Facts
The General Services Administration maintains an inventory of federal real property assets, including buildings. Data in the inventory is submitted to GSA by the agency responsible for the asset.
GSA has developed new guidance and tools to help agencies add accurate and complete data. But private sector and government stakeholders still limit their use of the inventory due to issues with
... Show Full Article
WASHINGTON, June 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
Federal Real Property: GSA Should Improve and Streamline Its Real Property Inventory
*
Fast Facts
The General Services Administration maintains an inventory of federal real property assets, including buildings. Data in the inventory is submitted to GSA by the agency responsible for the asset.
GSA has developed new guidance and tools to help agencies add accurate and complete data. But private sector and government stakeholders still limit their use of the inventory due to issues withthe reliability, presentation, and timeliness of the data.
Lack of reliable data is one reason management of federal real property has been on our High Risk list for over 20 years. We made 3 recommendations to improve the inventory's accuracy and usefulness.
A light-colored stone building facade with a sculpture of an eagle above the words General Services Administration
Highlights
What GAO Found
The General Services Administration (GSA) maintains an inventory of the federal government's real property assets in a database called the Federal Real Property Profile (FRPP) Management System. Over time, data elements have been added to the FRPP for various reasons, including in response to laws. GSA has taken steps to improve FRPP data's completeness and accuracy, such as updating guidance for agencies that submit data to FRPP. GAO assessed the accuracy of location data for fiscal year 2024 and found the data were generally accurate at the country and state level-data that GSA validates. However, the data were less accurate at a more granular level. In particular, about 20 percent of buildings listed in the FRPP had latitude and longitude coordinates that did not match their reported zip codes. As a result, FRPP's building location data is less useful than it could be in providing accurate information on federal property.
Examples of Significant Mismatches Between the Federal Real Property Profile's Latitude and Longitude Data and Zip Code Data for Two Buildings
Officials from all five selected agencies and all nine federal real property stakeholders GAO interviewed said they make limited use of the FRPP.
* Officials from three agencies said they use the data for illustrative purposes, such as making comparisons with other agencies. Officials from all five agencies said they relied on their agencies' own more comprehensive systems to manage their real property.
* Real property stakeholders said they use other data to inform their decisions and cited concerns about FRPP's data reliability, presentation, and timeliness. Six noted that the FRPP is difficult to use, with five tying this to the size and formatting of the FRPP.
GSA officials said they have not identified which of the FRPP's more than 100 data fields are most useful to agencies and stakeholders because they typically add or remove elements in response to requirements from Congress or the administration. Internal control standards note the importance of communicating useful information and the need to develop a plan to respond to change (such as changes in user needs) within available resources. Developing a plan to streamline and improve the FRPP would help GSA provide a more useful and cost effective FRPP product that could better support the real property data needs of the administration, Congress, and other stakeholders.
Why GAO Did This Study
Congress and the administration have directed agencies to identify and dispose of underused real property, and reliable data can help inform efforts to more efficiently use federal space. GAO has previously identified problems with the reliability of FRPP location data, most recently in 2020. GAO was asked to study the reliability of FRPP data and its usefulness for different purposes and audiences. This report assesses (1) the steps GSA has taken to improve the accuracy and completeness of FRPP and the extent to which selected data elements for buildings are complete and accurate, and (2) the extent to which selected agencies and stakeholders use FRPP data.
GAO reviewed federal laws, documents, and data, including GSA's FRPP data for fiscal years 2023 and 2024. GAO interviewed officials at GSA and from a non-generalizable sample of five federal agencies (military and civilian) selected based on their number of federal buildings. GAO also interviewed a non-generalizable sample of nine real property stakeholders selected based on GAO's prior work, GAO's research, and stakeholder recommendations. GAO also compared GSA's efforts to provide FRPP data against OMB guidance and Standards for Internal Control in the Federal Government.
Recommendations
GAO is making three recommendations, including that GSA (1) improve the accuracy of FRPP building location data and (2) develop a plan to streamline and improve the FRPP in line with user needs. GSA concurred with our recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
General Services Administration The GSA Administrator, in coordination with the Director of the OMB, the FRPC, and reporting agencies, should improve the accuracy of building location data in the FRPP. For example, GSA could revise its Validation and Verification process or tools to ensure that different location data points such as geocoordinates and zip codes are in alignment. (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.
General Services Administration The GSA Administrator should develop a plan that outlines the steps, resources, and any legislative changes needed to streamline and improve the FRPP as well as a proposal for any legislative changes needed. The plan should be based on user needs and include input on the data elements' usefulness from Congress, the FRPC, and other real property industry stakeholders. For example, GSA could solicit input on the usefulness of geocoordinates and street addresses. (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.
General Services Administration The GSA Administrator should implement this plan and communicate any changes to Congress, the FRPC, and real property industry stakeholders. As part of its communication, the agency should consult with Congress about any legislative changes needed to streamline and improve the FRPP. (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-26-107968
Spectrum Management: DOD and the National Telecommunications and Information Administration Should Improve External Collaboration
WASHINGTON, June 5 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Spectrum Management: DOD and the National Telecommunications and Information Administration Should Improve External Collaboration
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Fast Facts
DOD uses radio-frequency spectrum for communications, radar, and weapons systems. Spectrum is a limited resource and demand is growing.
DOD and the National Telecommunications and Information Administration conduct studies on how to share DOD's assigned spectrum with commercial users, like mobile phone networks. During these studies, they ask the
... Show Full Article
WASHINGTON, June 5 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Spectrum Management: DOD and the National Telecommunications and Information Administration Should Improve External Collaboration
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Fast Facts
DOD uses radio-frequency spectrum for communications, radar, and weapons systems. Spectrum is a limited resource and demand is growing.
DOD and the National Telecommunications and Information Administration conduct studies on how to share DOD's assigned spectrum with commercial users, like mobile phone networks. During these studies, they ask theprivate sector for input.
But in a recent study, DOD didn't clearly communicate to private sector participants how their input would be evaluated or used in decision-making. Setting clear expectations for participants could help reduce uncertainty and build trust.
Our recommendations address such issues.
Low-cost Unmanned Combat Attack System (LUCAS) drones on the tarmac
Low-cost Unmanned Combat Attack System (LUCAS) drones on the tarmac
Highlights
What GAO Found
The electromagnetic spectrum is a critical resource for many uses including national defense and commercial wireless services. Since more than one user operating on the same frequency can disrupt transmissions, the Department of Defense (DOD) must coordinate its spectrum use. It does so with other federal agencies and nonfederal entities, such as private sector companies and other organizations. This coordination occurs through a National Telecommunications and Information Administration (NTIA) committee. In doing so, DOD generally follows leading collaboration practices. For instance, DOD policy and practices provide for defined roles, established processes, and regular communication, which are each leading collaboration practices. Agency officials and private-sector stakeholders said DOD secures the frequency assignments it needs while addressing potential interference and other concerns with other users.
Selected Spectrum Uses of the Department of Defense
DOD and NTIA conduct spectrum repurposing studies to determine if continuous portions of the spectrum-called bands-can be designated for different categories of use (e.g., radar, mobile phone networks, GPS, or users [i.e., federal or nonfederal users]). DOD and NTIA followed most collaboration leading practices in conducting two such studies recently but did not consistently provide transparency to stakeholders or establish documented processes for the studies. For a major 2023 study for sharing spectrum bands DOD currently uses for radar, DOD collaborated with federal and nonfederal stakeholders. However, DOD did not clearly communicate to nonfederal stakeholders whether and how their input would be evaluated or used in decision-making. According to some stakeholders, this lack of transparency led to uncertainty about the value of their participation in the study. For a separate 2024 spectrum-sharing report, DOD and NTIA did not develop documented plans or establish formal processes to guide their work. Improved NTIA and DOD transparency, documentation of policies, and clearer expectations for collaboration could help reduce uncertainty and build trust. Considering that spectrum sharing and repurposing collaborations can potentially last years, these changes would also support more informed decision-making by nonfederal stakeholders about whether to invest time and resources in participating. Without addressing these uncertainties, nonfederal stakeholders may decide not to participate in future DOD- and NTIA- led studies, even though their input is valuable in determining how to repurpose spectrum effectively.
Why GAO Did This Study
In recent years, private-sector demand for spectrum has increased, creating debate over whether some DOD frequency assignments could be repurposed for nonfederal use. DOD coordinates with NTIA, which manages federal agencies' spectrum use, in the processes to obtain frequency assignments and study the feasibility of repurposing spectrum.
GAO was asked to review DOD's use of spectrum and its collaboration with NTIA and other stakeholders. Among other objectives, this report evaluates (1) the extent to which DOD's processes for obtaining frequency assignments follow leading practices for collaboration; and (2) the extent to which DOD's and NTIA's processes for developing spectrum repurposing studies follow leading collaboration and information-sharing practices, among other objectives.
GAO reviewed DOD and NTIA documentation and interviewed officials from DOD components, NTIA, and federal and nonfederal stakeholders. GAO also compared DOD and NTIA practices with leading collaboration and other leading management practices.
Recommendations
GAO is recommending that DOD develop a policy explaining how DOD will evaluate input from stakeholders when collaborating on spectrum repurposing studies and that DOD and NTIA develop policy requiring documented approaches to guide such studies in the future. DOD agreed with its recommendations, and NTIA agreed with its recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the DOD CIO develops a policy that requires each of its spectrum repurposing studies to have a documented approach shared with relevant stakeholders that explains how DOD considers and evaluates input from external stakeholders when developing the studies. (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 DOD CIO develops a policy for future spectrum repurposing studies to require a documented approach to conducting each study, including, for example, the processes used to develop the study and how responsibilities would be assigned within and between agencies. This documentation should be developed in consultation with NTIA and other federal participants, 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.
National Telecommunications and Information Administration The NTIA Administrator should develop a policy for future spectrum repurposing studies to require a documented approach to conducting each study, including, for example, the processes used to develop the study and how responsibilities would be assigned within and between agencies. This documentation should be developed in consultation with DOD and other federal participants, as appropriate. (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-26-107873
