GAO Reports
Here's a look at Government Accountability Office reports
Featured Stories
Environmental Liabilities: Naval Reactors' Disposition Partnership on Track to Save Billions
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Environmental Liabilities: Naval Reactors' Disposition Partnership on Track to Save Billions
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Fast Facts
The Department of Energy's Office of Naval Reactors manages 4 sites that conduct research and training to support the Navy's nuclear-powered fleet. The Office of Naval Reactors is responsible for cleanup of contaminated facilities and soil at these sites.
Our Q&A describes how the Office of Naval Reactors teamed up with DOE's environmental cleanup office-saving time and money by having
... Show Full Article
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Environmental Liabilities: Naval Reactors' Disposition Partnership on Track to Save Billions
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Fast Facts
The Department of Energy's Office of Naval Reactors manages 4 sites that conduct research and training to support the Navy's nuclear-powered fleet. The Office of Naval Reactors is responsible for cleanup of contaminated facilities and soil at these sites.
Our Q&A describes how the Office of Naval Reactors teamed up with DOE's environmental cleanup office-saving time and money by havingthe cleanup office manage work using its best practices and nationwide network of contractors.
This partnership is on track to save the Office of Naval Reactors billions and potentially finish planned cleanup decades faster than the office could on its own.
Demolition of a DOE Office of Naval Reactors Facility in Idaho
A facility being demolished using explosives.
Highlights
What GAO Found
The Department of Energy's (DOE) Office of Naval Reactors (Naval Reactors) is responsible for cleaning up contamination at four DOE-owned sites impacted by its operations: one each in Idaho and Pennsylvania, and two in New York. Cleanup involves decontamination and decommissioning of excess facilities-including naval nuclear propulsion prototypes-and remediation of contaminated soil. Estimated costs for these cleanup activities are reported as federal environmental liabilities.
Demolition of the Submarine First Generation Westinghouse (S1W) Nuclear Propulsion Prototype Facility at the DOE Office of Naval Reactors Site in Idaho
In 2019, Naval Reactors partnered with DOE's Office of Environmental Management (EM) to conduct large-scale decontamination and decommissioning on its behalf. Naval Reactors estimated its environmental liabilities for the inventory of work planned for completion under the partnership would be $5.8 billion in 2025 dollars. EM estimates it can complete the work for approximately $1 billion-a potential $4.8 billion in cost savings if all planned work is completed. Naval Reactors officials attribute the majority of these potential cost savings to EM's nationwide network of experienced contractors.
Naval Reactors and EM initially established a target date of 2050 to complete all work under the partnership but recently accelerated the target date to 2035. Naval Reactors planning documents indicate potential funding shortfalls for EM work under this accelerated timeline, which could present challenges to completing all planned work by 2035. However, EM work completed to date indicates the partnership is on track to save billions, even if all planned work is not completed. Naval Reactors officials said the agency is prioritizing its remaining decontamination and decommissioning work to address its most contaminated assets first, thereby limiting exposure risk to the public and the environment.
Why GAO Did This Study
Since 2017, the federal government's environmental liability has been on GAO's High Risk List of programs and operations that are vulnerable to waste, fraud, abuse, and mismanagement, or are in need of transformation. In fiscal year 2025, Naval Reactors had an estimated $6.5 billion in environmental liabilities for cleanup of contaminated facilities and the environment at the four DOE-owned sites.
Senate Report 118-188 includes a provision for GAO to evaluate Naval Reactors' plans for cleanup of legacy or excess contaminated facilities. This report focuses on Naval Reactors' cleanup at DOE-owned sites, including the impact on related environmental liabilities.
GAO assessed documents related to Naval Reactors' cleanup plans and cost estimates. GAO visited three of the four DOE-owned sites to better understand contamination and cleanup efforts at those locations. GAO also interviewed Naval Reactors headquarters officials responsible for developing and implementing the agency's decontamination and decommissioning strategy, as well as officials at each of the sites visited.
For more information, contact Nathan Anderson at andersonn@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108056
Department of Energy: Action Needed to Approve Advanced Test Reactor Spent Fuel Plan
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Department of Energy: Action Needed to Approve Advanced Test Reactor Spent Fuel Plan
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Fast Facts
Testing the fuel needed for nuclear-powered naval fleets is crucial for national security. The Department of Energy's Advanced Test Reactor is the only reactor that can test nuclear fuel. But the reactor is aging and testing can be delayed for repairs and maintenance.
Also, the facility that stores the reactor's spent fuel is expected to reach capacity by 2030. DOE hasn't approved a plan on
... Show Full Article
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Department of Energy: Action Needed to Approve Advanced Test Reactor Spent Fuel Plan
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Fast Facts
Testing the fuel needed for nuclear-powered naval fleets is crucial for national security. The Department of Energy's Advanced Test Reactor is the only reactor that can test nuclear fuel. But the reactor is aging and testing can be delayed for repairs and maintenance.
Also, the facility that stores the reactor's spent fuel is expected to reach capacity by 2030. DOE hasn't approved a plan onhow to store the spent fuel after 2030. Without a plan, testing will stop and the Navy's nuclear-powered fleets won't have vital test data to support its missions.
We recommended DOE complete a plan to ensure testing capabilities continue.
Idaho National Laboratory, Advanced Test Reactor Complex
A plot of land with several buildings, storage units, and silos.
Highlights
What GAO Found
The Department of Energy (DOE) faces two challenges affecting Advanced Test Reactor (ATR) operations in the near term. First, the National Nuclear Security Administration's (NNSA) Office of Naval Reactors (Naval Reactors) is finding it increasingly difficult to meet testing requirements due to the age of the ATR, according to Naval Reactors officials. Second, Idaho National Laboratory's spent fuel management facility that stores ATR spent fuel is nearing capacity. However, while DOE is working to fund the facility reconfiguration, DOE has not yet completed its evaluation of its Idaho Operations Office's plan to reconfigure the facility to store spent fuel beyond 2030 when the facility will reach capacity. If DOE continues to delay approval of a reconfiguration plan to enable continued storage of ATR spent fuel after 2030, it risks a suspension of ATR operations, which provides vital testing capability that supports the Navy's nuclear-powered fleet of submarines and aircraft carriers.
Apart from the fuel storage issue, between June 2019 to March 2022 DOE identified three project options-through its Thermal Test Reactor Capability (TTRC) project-to maintain, modify, or replace the ATR and ensure an enduring thermal test reactor capability to meet the Navy's and other users' requirements through the mid- 2080s. The options were to (1) maintain and repair the ATR through the mid-2080s, (2) modify the ATR to improve its performance, or (3) replace the ATR with a new test reactor. DOE's cost estimates for these project options ranged from $4.9 billion to $19.8 billion.
Department of Energy's Advanced Test Reactor Complex and Interior View of the Idaho National Laboratory Spent Fuel Management Facility
In December 2025, DOE Office of Nuclear Energy officials told GAO the agency had suspended the TTRC acquisition project. They said that the plan, for now, is to maintain the ATR and improve its reliability to ensure operations until at least the early 2050s. GAO found that this new approach, similar to but less expensive than the first of the project options it identified, would cost approximately $1.26 billion over 20 years. However, DOE officials noted uncertainties in their estimate that may lead to higher costs. For example, DOE's estimate to replace heat exchangers in the early 2040's is technically complex and its estimate is primarily based on engineering judgement rather than a detailed, bottom up, cost analysis. DOE officials said they would continue to refine their approach along with cost estimates to meet ATR user requirements.
Why GAO Did This Study
DOE's Advanced Test Reactor started operating in 1967 at the Idaho National Laboratory. It is the only U.S. test reactor capable of meeting nuclear fuel and structural material testing requirements for the joint U.S. Navy and NNSA Naval Nuclear Propulsion Program, which supports the Navy's nuclear-powered fleet of submarines and aircraft carriers. DOE and Naval Reactors identified an enduring mission need for a thermal test reactor capability through the mid-2080s, and began planning to address this need in 2019.
Senate Report 118-188 to accompany S. 4638, a bill for the National Defense Authorization Act for Fiscal Year 2025, includes a provision for GAO to review DOE's plans and estimated costs to continue operating or replace the ATR and report on any challenges associated with implementing these plans. This report examines (1) the status of ATR operations, (2) options DOE identified for ensuring an enduring thermal test reactor capability and associated costs, and (3) the status of DOE's plan for doing so. GAO reviewed ATR and TTRC project documents, toured the ATR, and interviewed DOE and Naval Reactors officials as well as other users of the ATR.
Recommendations
GAO is recommending that DOE complete its evaluation of the Idaho Operations Office's research and test reactor spent fuel storage facility reconfiguration plan to enable continued storage and management of ATR spent fuel after 2030 and without an interruption to ATR operations. DOE concurred with this recommendation and detailed action it has planned to address it.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Energy The Secretary of Energy should direct the Office of Nuclear Energy senior leadership, in coordination with the Office of Environmental Management, to complete its evaluation of the Idaho Operations Office's research and test reactor spent fuel storage facility reconfiguration plan to enable continued storage and management of ATR spent fuel after 2030 without an interruption to ATR operations. (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-26-107969
U.S. Ports of Entry: Update on CBP Public-Private Partnership Programs
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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U.S. Ports of Entry: Update on CBP Public-Private Partnership Programs
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Fast Facts
Over 1 million people and over 88,000 truck, rail, and sea containers entered the U.S. every day through 328 U.S. ports of entry in FY 2024.
U.S. Customs and Border Protection screens cargo and passengers at ports. To augment these services, CBP uses 2 public-private partnership programs. One allows partners, such as port authorities, to reimburse CBP for additional work outside regular hours. The other
... Show Full Article
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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U.S. Ports of Entry: Update on CBP Public-Private Partnership Programs
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Fast Facts
Over 1 million people and over 88,000 truck, rail, and sea containers entered the U.S. every day through 328 U.S. ports of entry in FY 2024.
U.S. Customs and Border Protection screens cargo and passengers at ports. To augment these services, CBP uses 2 public-private partnership programs. One allows partners, such as port authorities, to reimburse CBP for additional work outside regular hours. The otheraccepts donations for infrastructure improvements, which could speed up CBP's work.
Since our 2024 report, CBP added 241 reimbursement partnerships and 24 donation partnerships. This brings the total number of partnerships to 639 and 70, respectively, since FY 2013.
Tablets for Enhanced Passenger Screening Procured through a CBP Partnership, Minneapolis-St. Paul International Airport
An airport passenger screening area with a laptop computer on a desk and a tablet on a stand behind it.
Highlights
What GAO Found
Since GAO's January 2024 report, U.S. Customs and Border Protection (CBP) continued to expand its public-private partnership programs-the Reimbursable Services Program (RSP) and the Donations Acceptance Program (DAP). The RSP ensures partners, such as port authorities or local municipalities that own or manage ports, reimburse CBP for providing services that exceed CBP's normal operations. For example, RSP partners pay overtime for CBP personnel that provide services at ports of entry outside regular business hours. The DAP enables partners to donate property or provide funding for ports of entry infrastructure improvements.
GAO found that CBP selected an additional 241 RSP applications for partnerships from October 2023 through December 2025, bringing the total of RSP selections to 639 since fiscal year 2013. CBP and its partners executed 798 memorandums of understanding for these 639 RSP partnerships. The memorandums outline how agreements are to be implemented at one or more ports of entry. Most (82 percent) of the memorandums cover agreements at air ports of entry. RSP partners reimbursed CBP a total of $302.8 million for overtime services for calendar years 2014 through 2025, according to CBP data.
Number of Applications U.S. Customs and Border Protection (CBP) Selected for Its Reimbursable Services Program (RSP), Fiscal Year 2013 Through December 2025
GAO previously reported that the number of requests for RSP services and the number of applications that CBP receives were increasing due to a post-COVID-19 rebound and CBP's outreach, particularly to general aviation partners. Officials told GAO that CBP's stakeholder outreach has included communicating application requirements and time frames and encouraging potential applicants to apply in advance of when they will need services.
CBP also entered into 24 new donation acceptance partnerships from October 2023 through December 2025, bringing the total number of agreements to 70 since fiscal year 2015. Partners span a variety of sectors such as state and local governments, private companies, and airline companies. Correspondingly, donations served a variety of purposes such as expanding inspection facility infrastructure (e.g., adding inspection lanes and booths), providing biometric detection services, and providing luggage for canine training. As of December 2025, 49 of the 70 projects were at land ports of entry. CBP officials estimated that the total value of all donations received from September 2015 through December 2025 was $277.3 million.
Why GAO Did This Study
On a daily basis in fiscal year 2024, over 1,150,000 passengers and pedestrians and over 88,500 truck, rail, and sea containers carrying goods worth approximately $9.2 billion entered the United States through 328 U.S. land, sea, and air ports of entry, according to CBP. To help meet demand for CBP inspection services, since 2013, CBP has entered into public-private partnerships under the RSP and DAP.
Congress asked GAO to review the agreements, along with the funds and donations that CBP has received under the RSP and DAP. This report is part of a body of work in response to a statute dating back to 2018. In this report, GAO updates key information from its January 2024 report by examining the status of CBP public-private partnership program agreements, including the purposes for which CBP used the funds and donations from these agreements in fiscal years 2024 and 2025.
GAO collected and analyzed information on any new RSP agreements, DAP agreements, and memorandums of understanding for both programs for fiscal years 2024 and 2025. GAO also analyzed data on the use of the programs and interviewed CBP officials to identify any significant changes to how the programs are administered.
For more information, contact Heather MacLeod at MacLeodH@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108751
Mariner Training: Maritime Administration Should Share More Information About Financial Aid and Careers
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Mariner Training: Maritime Administration Should Share More Information About Financial Aid and Careers
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Fast Facts
The U.S. maritime industry contributes substantially to the nation's economy. Mariners include civilian sailors, engineers, officers, and other crew who work on U.S. commercial or cargo ships. They may also be called to support the military in national emergencies.
The Maritime Administration is responsible for ensuring that enough mariners are trained to work in the industry.
... Show Full Article
WASHINGTON, May 7 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Mariner Training: Maritime Administration Should Share More Information About Financial Aid and Careers
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Fast Facts
The U.S. maritime industry contributes substantially to the nation's economy. Mariners include civilian sailors, engineers, officers, and other crew who work on U.S. commercial or cargo ships. They may also be called to support the military in national emergencies.
The Maritime Administration is responsible for ensuring that enough mariners are trained to work in the industry.It shares information about its own financial aid program, but has done less outreach on aid programs available through other agencies. This means that students may be missing out on aid that they're eligible to receive.
Our recommendations address these issues.
A large cargo ship sailing towards land.
Highlights
What GAO Found
Mariner students typically take training courses to begin or advance their careers, and many such courses are approved by the U.S. Coast Guard (USCG) to meet requirements for credentials to work on vessels. Institutions offering USCG-approved courses include one national and six state maritime academies, colleges and universities, and other training institutions such as ones affiliated with maritime unions. Of non-academy institutions, the Maritime Administration (MARAD) has designated 47 as part of the Centers of Excellence program for domestic maritime workforce training. The eligibility of training institutions for federal financial aid varies. For example, maritime academies are eligible for aid from MARAD and the Departments of Education and Veterans Affairs (VA). In contrast, most other training institutions do not have the approvals required for mariner students to use available aid. Of the 197 non-academy institutions that offered USCG-approved courses as of August 2025, GAO's analysis found that less than 20 percent of them were approved to accept aid through the Departments of Education, VA, or Labor.
Figure: Example of Mariner Career Pathway with Deck Roles
MARAD has taken limited steps to help address challenges that mariner training institutions face in being able to accept federal financial aid. Survey respondents from 26 Center of Excellence institutions that offer mariner training said they face challenges such as navigating separate approval processes for Education, VA, and Labor. MARAD has identified strategies to address some of the challenges but has taken limited steps to implement them due to staff resource constraints. By leveraging existing resources, such as the U.S. Committee on the Marine Transportation System (CMTS), a federal interagency coordinating committee, MARAD could work with other agencies to help address challenges, such as sharing expertise from VA and Labor on aid approval processes.
MARAD has shared information about its financial aid, and its strategies call for publicizing other agencies' financial aid. However, MARAD has taken limited steps to implement these strategies. GAO's review of MARAD websites found links to other agencies' websites with little context on their financial aid, such as type of aid offered. Respondents from 11 of 26 surveyed institutions reported that MARAD had not communicated with them in the past 3 years on aid available to students, and respondents from another 11 institutions reported they did not know if MARAD had offered such communication. While MARAD has limited resources, additional targeted action to promote financial aid, such as using social media, could help MARAD reach more students. In addition, promoting available financial aid would better position MARAD to support its mission of growing the maritime workforce to promote national and economic security.
Why GAO Did This Study
The maritime industry relies on mariners to work on vessels carrying goods and passengers domestically and internationally. However, industry stakeholders have raised concerns about a mariner shortage. To work in the industry, mariners often take courses through a training institution. MARAD and the Departments of Education, VA, and Labor administer federal financial aid that students could use for mariner training.
The National Defense Authorization Act for Fiscal Year 2024 contains a provision for GAO to review issues related to federal financial aid for mariner training. This report addresses: 1) use of aid available for mariner training through MARAD, Education, VA, and Labor; 2) challenges mariner training institutions face related to this aid and MARAD's steps to address those challenges; and 3) MARAD's communication about aid available for mariner training. GAO reviewed MARAD documents and analyzed data from federal agencies and selected training institutions on financial aid for mariner training for fiscal years 2024 and 2025. GAO interviewed officials from MARAD, Education, VA, Labor, USCG, and four maritime unions. GAO also obtained information from a selection of mariner training institutions, including through a survey of 47 institutions in the Centers of Excellence program; 46 institutions responded.
Recommendations
GAO is making four recommendations to MARAD, including that it leverage the CTMS to identify options to help mariner training institutions address challenges in accessing federal aid programs and that it identify and use targeted actions to share more information about other federal agencies' financial aid. MARAD agreed with the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Maritime Administration The Administrator of the Maritime Administration should leverage the CMTS to identify options to help institutions that offer mariner training address challenges in accessing federal aid programs, including institutions with USCG-approved courses. (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.
Maritime Administration The Administrator of the Maritime Administration should request that CMTS include information about federal financial aid for mariner training in the Federal Funding Handbook. (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.
Maritime Administration The Administrator of the Maritime Administration should identify and use targeted approaches to help raise awareness of the available federal financial aid for mariner training provided through the Departments of Education, Labor, and Veterans Affairs. (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.
Maritime Administration The Administrator of the Maritime Administration should identify and use targeted approaches, such as social media efforts, to help raise awareness of maritime careers, including raising awareness on the various types of mariner occupations and training pathways. (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-26-108184
High-Tech Medical Equipment: VA Has Opportunities to Improve Its Acquisition of Maintenance Services
WASHINGTON, May 6 (TNSLrpt) -- The Government Accountability Office issued the following report:
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High-Tech Medical Equipment: VA Has Opportunities to Improve Its Acquisition of Maintenance Services
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Fast Facts
The Department of Veterans Affairs spends hundreds of millions of dollars annually to buy and maintain high-tech medical equipment like MRI machines.
Because caring for this equipment requires specialized training, the VA often buys maintenance services directly from manufacturers. It can use agency-wide contracts to do so, which reduces red tape and helps the VA get the best
... Show Full Article
WASHINGTON, May 6 (TNSLrpt) -- The Government Accountability Office issued the following report:
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High-Tech Medical Equipment: VA Has Opportunities to Improve Its Acquisition of Maintenance Services
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Fast Facts
The Department of Veterans Affairs spends hundreds of millions of dollars annually to buy and maintain high-tech medical equipment like MRI machines.
Because caring for this equipment requires specialized training, the VA often buys maintenance services directly from manufacturers. It can use agency-wide contracts to do so, which reduces red tape and helps the VA get the bestavailable price.
But some officials didn't use these contracts because of poor guidance and resources. This resulted in spending unnecessary time awarding new contracts that didn't get VA a better price.
Our recommendations address these issues and more.
Mobile Magnetic Resonance Machine Imaging Equipment
An MRI machine, which looks like a medical exam table positioned at the opening of a large plastic cylinder with a hole large enough for the exam table to enter.
Highlights
What GAO Found
The Department of Veterans Affairs (VA) spends hundreds of millions of dollars annually to buy and maintain high-tech medical equipment (HTME)-such as magnetic resonance imaging equipment-to deliver health care to veterans. To maintain this equipment, and help ensure its safe use, medical centers can purchase maintenance services-often from equipment manufacturers-using agencywide or stand-alone contracts. Agencywide contracts help VA leverage its buying power to obtain quality medical equipment at the best prices possible.
VA's approach to buying HTME, uses agencywide contracts that generally support equipment maintenance. But not all regional contracting officials use these contracts when buying maintenance services and some unknowingly duplicated other officials' work by awarding their own contracts for the services.
Example of High-Tech Medical Equipment
GAO found VA procurement guidance contained inconsistent information about whether the agency-wide contracts for HTME are mandatory when purchasing maintenance services. Additionally, regional contracting officials found the national contracting office resources for purchasing maintenance services to be unclear. Clarifying these resources and guidance on whether agencywide HTME contracts are mandatory and how to appropriately use them would reduce administrative burden and could save the government time and money.
Selected medical centers generally reported satisfaction with maintenance services, and equipment was maintained per policy. These centers generally obtained similar prices as the agencywide contracts for selected equipment. However, GAO also found instances where regional contracting officials were not efficiently purchasing maintenance services. For example, in a few instances, officials did not clearly document the services purchased or verify that the prices paid matched the prices offered through the agencywide contracts. In one case, officials paid a higher price than the agencywide contract offered for the same service. Regional contracting officials responsible for purchasing maintenance attributed these instances in part to difficulty using resources for VA's agencywide HTME contracts, and said they plan to seek a refund for the overpayment.
Why GAO Did This Study
In fiscal year 2024, VA obligated over $608 million for the purchase of HTME and related services, including maintenance. Since 2019, VA Acquisition Management has been on GAO's High-Risk list, partially due to challenges with VA's acquisition approach.
GAO was asked to review how VA uses contracts to maintain HTME and whether its approach provides the needed flexibility to meet the agency's mission. This report examines the extent to which (1) VA's acquisition approach for purchasing HTME supports HTME maintenance and (2) the selected medical centers' approaches to maintenance result in satisfactory and cost-effective maintenance, among other objectives.
GAO analyzed VA's HTME strategic sourcing contracts and data for federal procurement, contract performance, and equipment maintenance from fiscal years 2022 through 2024. GAO selected a nongeneralizable sample of eight medical centers and 16 maintenance orders and contracts based on diverse geographic regions, medical center characteristics, and contracting approaches. GAO conducted site visits and interviewed relevant regional and national contracting officials.
Recommendations
GAO is making three recommendations to VA, including that VA clarify guidance and resources for using agencywide contracts to purchase HTME maintenance services. VA agreed with the recommendations and has plans to review and update its guidance and resources.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure the Associate Executive Director of the National Acquisition Center evaluates how best to purchase maintenance services for radiation therapy equipment, including considering whether to modify the HTME base contracts to include these services. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that the Veterans Health Administration Heads of Contracting Activity determine whether HTME base contracts are designated as mandatory for purchasing HTME maintenance services and reflect this decision across agency procurement guidance to contracting officials, including updating expired HTME guidance. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure the Associate Executive Director of the National Acquisition Center provides guidance and training to Veterans Health Administration contracting officials to facilitate effective use of the HTME base contracts, including updating its resources and identifying relevant information that regional officials should use when comparing prices and explaining how to use the center's HTME resources. (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-26-107792
Veteran Affairs: Acquisition Reorganization Should Reflect Leading Practices
WASHINGTON, May 6 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Veteran Affairs: Acquisition Reorganization Should Reflect Leading Practices
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Fast Facts
The Department of Veterans Affairs spends tens of billions of dollars each year on goods and services it needs to carry out its mission. For years, we've reported that VA has had difficulties managing these acquisitions.
Now, VA is reorganizing-including some offices with responsibility for acquisitions.
We recommended that VA follow some of our leading practices for agency reform as it reorganizes,
... Show Full Article
WASHINGTON, May 6 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Veteran Affairs: Acquisition Reorganization Should Reflect Leading Practices
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Fast Facts
The Department of Veterans Affairs spends tens of billions of dollars each year on goods and services it needs to carry out its mission. For years, we've reported that VA has had difficulties managing these acquisitions.
Now, VA is reorganizing-including some offices with responsibility for acquisitions.
We recommended that VA follow some of our leading practices for agency reform as it reorganizes,such as setting goals and involving key stakeholders. Doing so would increase the likelihood of a successful reorganization.
The Department of Veterans Affairs headquarters.
Highlights
What GAO Found
The Department of Veterans Affairs (VA) has long encountered challenges in executing and managing its acquisitions. For example, a 2015 independent review identified VA's supply chain management as unduly complex and duplicative. VA acquisition management has been on GAO's High Risk List since 2019 because of challenges such as inconsistent leadership and lack of strategic planning. While subsequent high-risk updates have noted meaningful progress, GAO continues to find persistent challenges with VA's acquisition.
VA's current acquisition workforce is large and decentralized. While most contracting officials are in VA's operating administrations, primarily the Veterans Health Administration, others are located in offices across the department. The Office of Acquisition, Logistics, and Construction oversees four department-level contracting organizations, but acquisition is dispersed among multiple levels across the agency. As of November 2025, VA's acquisition workforce consisted of 2,658 contracting officials, spread across numerous organizations.
Number of Full-Time Equivalent (FTE) Veterans Affairs Contracting Officials (as of November 2025)
VA and its administrations have taken steps in recent years to reorganize some aspects of its acquisition function. However, these efforts were relatively modest and did not collectively address the persistent fundamental challenges GAO has found in the past, such as managing its acquisition workforce and supply chain.
Between April and November 2025, VA has reduced its contracting staff by approximately 15 percent and taken some initial steps toward reorganization. For example, in November 2025, VA announced that it plans to realign all procurement offices under a centralized structure at the department-level. However, as of February 2026, VA had yet to develop a full, broader plan that addresses all elements for the reorganization of its acquisition function, which remain under review, according to officials.
Major reforms can be challenging and applying selected leading practices for agency reform would improve VA's chances of success in its reorganization effort. GAO identified the following five leading practices that could help VA ensure the reorganization's success: establishing goals and outcomes, involving key stakeholders and employees in developing reforms, managing and monitoring progress, conducting strategic workforce planning, and strengthening employee engagement during proposed reforms. Applying our leading practices for agency reform in planning, executing, and monitoring outcomes would allow VA to more effectively purchase the goods and services needed care to the nation's veterans.
Why GAO Did This Study
VA manages one of the largest acquisition enterprises in the federal government-obligating tens of billions annually on health care, IT, construction, and benefits delivery. VA acquisition management has been on GAO's High-Risk List since 2019 due to management challenges in the areas of developing adequate strategies and policies, managing its supply chain, managing its acquisition workforce, and providing consistent leadership and execution of acquisition management priorities.
GAO was asked to examine VA's acquisition organizational structure as the agency begins reorganizing. This report discusses acquisition management challenges that GAO has identified from previous work and identifies selected leading practices for agency reform to consider as VA reorganizes its acquisition function.
For this report, GAO reviewed VA documentation and interviewed acquisition officials.
Recommendations
The Secretary of Veterans Affairs should ensure that the Principal Executive Director for the Office of Acquisition, Logistics, and Construction, as the Chief Acquisition Officer, applies selected leading practices for agency reform including establishing goals and outcomes, involving key stakeholders and employees, managing and monitoring progress, conducting strategic workforce planning, and strengthening employee engagement, when reorganizing the department's acquisition function.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The Secretary of Veterans Affairs should ensure that the Principal Executive Director for the Office of Acquisition, Logistics, and Construction, as the Chief Acquisition Officer, applies selected leading practices for agency reform including establishing goals and outcomes, involving key stakeholders and employees, managing and monitoring progress, conducting strategic workforce planning, and strengthening employee engagement, when reorganizing the department's acquisition function. (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-26-108474
Compacts of Free Association: Education and Health Remain Priorities, but Implementation and Oversight Are Delayed
WASHINGTON, May 5 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Compacts of Free Association: Education and Health Remain Priorities, but Implementation and Oversight Are Delayed
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Fast Facts
Micronesia, the Marshall Islands, and Palau are 3 countries in the Indo-Pacific that receive U.S. assistance under special agreements known as compacts of free association.
All 3 countries intend to use most funding from the compacts for education and health priorities, such as maintaining schools and medical facilities.
However, their use of funding has been
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WASHINGTON, May 5 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Compacts of Free Association: Education and Health Remain Priorities, but Implementation and Oversight Are Delayed
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Fast Facts
Micronesia, the Marshall Islands, and Palau are 3 countries in the Indo-Pacific that receive U.S. assistance under special agreements known as compacts of free association.
All 3 countries intend to use most funding from the compacts for education and health priorities, such as maintaining schools and medical facilities.
However, their use of funding has beenslowed by various factors, such as construction labor shortages driven by population loss. In addition, the countries' and U.S. efforts to oversee the compact funding have been delayed.
Completed School Buildings in Kwajalein Atoll, Republic of the Marshall Islands-Built with Compact Funding from Prior Years
Multiple buildings with outdoor hallways.
Highlights
What GAO Found
Economic conditions in the Freely Associated States (FAS)-the Federated States of Micronesia (FSM), Republic of the Marshall Islands (RMI), and Republic of Palau-include population loss and economic decline. FSM's population decreased by 26 percent between the 2010 and 2023 censuses, and RMI lost 20 percent of its population from 2011 to 2021. U.S. and FAS officials said high levels of out-migration have exacerbated skilled labor shortages and rising costs for government services. Though Palau's population has remained relatively stable, a sharp drop in tourism during the COVID-19 pandemic drove a decline in its gross domestic product from 2019 through 2022.
The three countries plan to use compact funding to prioritize education and health. Their allocations of compact grants for fiscal year (FY) 2025 largely support personnel salaries in the education and health sectors, and the countries plan to use compact infrastructure funds for projects that include schools and hospitals. However, FAS officials told GAO that project implementation has encountered obstacles such as delayed compact funds disbursement, rising construction costs, and labor shortages.
Examples of Compact-Funded Projects in the Marshall Islands, May 2025
The FAS have not yet met certain oversight requirements established by the amended compacts, while U.S. oversight efforts are underway with some delays. Most documents that FSM, RMI, and Palau are required to submit were not submitted on time, and some remain outstanding. For example, since FY 2019, all three countries' required single audit reports-critical to U.S. compact oversight efforts-have been late. FAS officials said they are taking steps to improve the reports' timeliness, such as by increasing financial accounting capacity. U.S. agencies have begun to implement oversight efforts. For example, the U.S.-FSM and U.S.-RMI joint management and accountability committees met in August 2025. However, delayed U.S. appointments to these committees affected members' ability to discuss all planned issues. Also, the Interagency Group on the Freely Associated States submitted its FY 2024 report on its activities and recommendations for compact implementation to Congress 10 months late. State Department officials told GAO that plans to establish and staff a unit to support FAS relations and compact implementation by March 2029 had been paused due to the federal government's hiring freeze and operational constraints.
Why GAO Did This Study
The U.S. has provided economic assistance through compacts of free association to FSM and RMI since 1986 and to Palau since 1994. This assistance-including grants overseen by the U.S. Department of the Interior as well as programs and services provided by various U.S. agencies-is intended to promote the economic advancement and self-sufficiency of the FAS. The compacts also provide the U.S. with military access in these strategically located countries in the Pacific.
In 2023, the U.S. signed amended compacts with FSM, RMI, and Palau, extending economic assistance for another 20 years. The compacts provide for, among other things, grant assistance and trust fund contributions for the FSM, RMI, and Palau that total to more than $6 billion collectively through 2043.
The Compact of Free Association Amendments Act of 2024 included a provision for GAO to review U.S. assistance provided under the amended 2023 compacts. This report (1) describes economic conditions and associated risks in each of the FAS, (2) describes funding provided under the amended compacts as well as planned uses of the funding, and (3) examines the extent to which the FAS and U.S. agencies have met selected oversight requirements established by the compacts. GAO reviewed relevant documents and data. GAO also observed projects funded by compact assistance and interviewed FAS and U.S. government officials in the three countries in 2025.
For more information, contact Latesha Love Grayer at lovegrayerl@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-107778
