GAO Reports
Here's a look at Government Accountability Office reports
Featured Stories
Countering China: Agencies Provided Over $1 Billion but Have Not Assessed Overall Results of Projects
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Countering China: Agencies Provided Over $1 Billion but Have Not Assessed Overall Results of Projects
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Fast Facts
China and the U.S. are competing for global economic and geopolitical influence-from mining critical minerals to developing military technology.
Since 2020, Congress has directed the State Department and USAID to spend at least $1.6 billion on projects to counter Chinese influence worldwide.
State and USAID funded about 470 projects-valued at nearly $1.2 billion-from FYs
... Show Full Article
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
Countering China: Agencies Provided Over $1 Billion but Have Not Assessed Overall Results of Projects
*
Fast Facts
China and the U.S. are competing for global economic and geopolitical influence-from mining critical minerals to developing military technology.
Since 2020, Congress has directed the State Department and USAID to spend at least $1.6 billion on projects to counter Chinese influence worldwide.
State and USAID funded about 470 projects-valued at nearly $1.2 billion-from FYs2020-2023. But they haven't assessed the overall results of these projects. Doing so could help ensure funds go to projects that most effectively counter Chinese influence.
Our recommendations address this and more.
The U.S. flag and Chinese flag lie on top of a computer circuit board.
Highlights
What GAO Found
Since fiscal year 2020, the Department of State and the U.S. Agency for International Development (USAID) have used an interagency proposal process to allocate funding for countering Chinese influence projects. An interagency working group has overseen the process and drafted annual guidance for bureaus and posts around the world to submit proposals for funding. The guidance specifies that proposals should address specific lines of effort, which include issue areas such as economic coercion and military exports. However, the proposal process does not require bureaus and posts to seek input from key stakeholders with issue area or regional expertise. Providing documented input on proposals could help the working group better assess the feasibility of proposed projects and ensure approved proposals are designed to effectively address priorities for countering Chinese influence.
Examples of Fiscal Year 2024 Countering Chinese Influence Lines of Effort
State and USAID reported funding an estimated 470 projects valued at about $1.2 billion from fiscal years 2020 to 2023, but working group officials do not have readily available and reliable data on the types and status of these projects. In response to GAO's request, officials stated they had to ask the bureaus and overseas posts managing the projects to compile data from various sources, resulting in incomplete data and errors. For example, of the estimated 470 projects, officials did not provide data on time frames for 129 and lines of effort for 38. Officials also lacked data on the specific projects funded from nearly a third of the approved proposals. As a result, working group officials lack critical information to track how funds were used and determine whether the funding ultimately supports the activities described in approved proposals.
The working group has not assessed the results of efforts to counter Chinese influence across the portfolio of projects. Although State and USAID began developing a framework to do so in 2023, the agencies were still in the early stages of developing it when a January 2025 executive order paused obligations of foreign assistance funds. As of March 2026, officials said that State is uncertain about whether it would resume developing the framework. Without a process for assessing results across the portfolio of funded projects, working group officials and other stakeholders lack evidence to determine the effectiveness of projects, which could help inform future funding decisions.
Why GAO Did This Study
The People's Republic of China and the U.S. are engaged in economic and geopolitical competition spanning trade, security, and the development of advanced technology. Since fiscal year 2020, Congress has directed expenditure of at least $1.6 billion from specified appropriations accounts to counter Chinese influence. State and USAID administered this funding.
The Senate report accompanying legislation that became the Department of State, Foreign Operations, and Related Programs Appropriations Act, 2024, includes a provision for GAO to review this funding. This report examines (1) State and USAID's decision-making processes for the use of the funds, (2) the extent State and USAID maintained reliable data on the use of the funds, and (3) State and USAID's efforts to assess results of projects countering Chinese influence.
GAO reviewed agency documents, interviewed agency officials, and analyzed State and USAID project data from fiscal years 2020-2023, which are the latest data available on funded projects.
Recommendations
GAO is making five recommendations, including that State require documented input from key participants on proposals for projects to counter Chinese influence, collect and periodically update complete data on funded projects, and develop a process for assessing results across the portfolio of funded projects. State concurred with the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of State The Secretary of State should ensure that the Office of China Coordination, in coordination with the Office of Foreign Assistance Oversight, releases the Countering PRC Influence Fund annual guidance earlier in the proposal process to provide agency units more time to develop proposals and subsequently obligate funds. (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 State The Secretary of State should ensure that the Office of China Coordination, in coordination with the Office of Foreign Assistance Oversight, updates the annual guidance for the proposal process for the Countering PRC Influence Fund to require regional and functional bureaus to obtain and document input from relevant regional and issue area experts on all proposals related to their respective regions or areas. (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 State The Secretary of State should ensure that the Office of China Coordination, in coordination with the Office of Foreign Assistance Oversight, updates the annual guidance for the proposal process for the Countering PRC Influence Fund to require Regional China Officers to review and document input on all proposals submitted by operating units within their region, including projects originating with or managed by functional bureaus. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of State The Secretary of State should ensure that the Office of China Coordination, in coordination with the Office of Foreign Assistance Oversight, consistently collects and periodically updates complete data on projects funded from the Countering PRC Influence Fund at a sufficient level of detail, such as the award number; the bureau, office, or post that has managed the project; targeted region and country; start and end dates; obligated funding; and the line of effort the project has supported. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of State The Secretary of State should ensure that the Office of China Coordination, in coordination with the Office of Foreign Assistance Oversight, develops a process for assessing the results of the portfolio of Countering PRC Influence Fund projects across lines of effort, appropriation accounts, and regions in countering Chinese influence. (Recommendation 5)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 5 Recommendations
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Original text here: https://www.gao.gov/products/gao-26-107822
Federal Reserve Lending Programs: Main Street Program Continues to Hold Outstanding Loans Beyond Initial Maturity Dates
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Federal Reserve Lending Programs: Main Street Program Continues to Hold Outstanding Loans Beyond Initial Maturity Dates
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Fast Facts
The Federal Reserve authorized 13 emergency lending programs in response to COVID-19, including the Main Street Lending Program. This program made 1,830 loans-a total of $16.6 billion-to small and midsized businesses and nonprofits. These loans were supposed to be paid back by early January 2026.
Of the 1,830 loans made through this program:
70% were
... Show Full Article
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Federal Reserve Lending Programs: Main Street Program Continues to Hold Outstanding Loans Beyond Initial Maturity Dates
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Fast Facts
The Federal Reserve authorized 13 emergency lending programs in response to COVID-19, including the Main Street Lending Program. This program made 1,830 loans-a total of $16.6 billion-to small and midsized businesses and nonprofits. These loans were supposed to be paid back by early January 2026.
Of the 1,830 loans made through this program:
70% werefully repaid
16% either resulted in losses or were sold to lenders at a loss
The rest, worth $2 billion in total, remained outstanding. These borrowers were unable to make their final payments-generally due to the timing of payments and increases in variable interest rates.
One person's hands hold a calculator, while another's hold a bill and a pen. A notice of a past due payment is on the table next to them.
Highlights
What GAO Found
In response to the COVID-19 pandemic, the Board of Governors of the Federal Reserve System authorized 13 emergency lending programs-with lending facilities to implement the programs-to ensure the flow of credit across the economy. To improve oversight of these programs, the Federal Reserve evaluated program internal processes and controls and identified 20 opportunities to enhance internal controls. GAO found that Federal Reserve Banks, which manage the facilities, have implemented processes to address all 20 opportunities. In addition, the Federal Reserve has completed its review of all 20 opportunities. GAO also found that the Federal Reserve's plans for ongoing monitoring of the facilities are generally aligned with federal internal control standards.
The five facilities under the Main Street Lending Program targeted small and midsize businesses and nonprofits. Of the 1,830 loans made through this program, 70 percent (1,277 loans) were fully repaid as of January 5, 2026, while 30 percent had experienced or were at risk of loss. Nearly 14 percent (251 loans) remained outstanding even though they should have closed by January 5, 2026. The other 16 percent resulted in losses to the program-$1.3 billion in charged-off loan amounts and $1.4 billion in authorized loan amounts sold back to their lenders at a net loss.
Main Street Lending Program Loan Status as of January 5, 2026
Loans to larger borrowers and those made by larger lenders had higher payoff rates and lower default rates. For example, loans to the largest businesses in the program (those with more than $42.1 million in revenue) had the highest percentage of repaid loans and the lowest percentage of impaired loans by number. Additionally, about 87 percent of loans made by the largest lenders (with revenue greater than $250 billion at program intake) were fully repaid, outperforming loans made by lenders of other sizes. Loan outcomes also varied by sector.
About 70 percent of borrowers with loans outstanding through their scheduled maturity date were unable to make the loan's final balloon payment (remaining principal) on time, leaving nearly $2 billion in authorized loan amounts at risk of non-repayment. Elevated interest rates through the duration of the program and the timing of principal payment milestones generally were associated with a decreased likelihood of full loan repayment and increased likelihood of loan impairment. The Federal Reserve Bank of Boston has approved some loan modifications, and officials explained that they will continue to provide borrowers with the opportunity to modify their loans and make payments toward their remaining balance.
Why GAO Did This Study
As of January 2026, three of the Federal Reserve's emergency lending facilities, all part of the Main Street Lending Program, continued to hold outstanding loans. As of that date, these facilities had approximately $672 million in outstanding loans. The three facilities were among the nine that received funds appropriated through the CARES Act (section 4003). The Federal Reserve plans to monitor and report on the status of the facilities until they no longer hold outstanding assets or loans.
The CARES Act includes a provision for GAO to annually report on section 4003 loans, loan guarantees, and investments. This report examines (1) the Federal Reserve's oversight and monitoring of the CARES Act facilities and (2) the status and performance of Main Street Lending Program loans, including factors associated with losses.
GAO conducted loan-level analysis of Main Street Lending Program loan performance covering July 2020 through January 2026, reviewed Federal Reserve documentation, and interviewed Federal Reserve officials.
For more information, contact Michael E. Clements at ClementsM@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108011
Federal Agency Workforce Changes: Update for July 2025 to January 2026
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Federal Agency Workforce Changes: Update for July 2025 to January 2026
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Fast Facts
Executive orders in 2025 aimed to reduce the federal workforce and restrict hiring in many areas. This is our second report on these workforce changes.
The number of federal employees declined across all major agencies in 2025. Nearly 378,000 employees separated during this time and about 127,000 were hired. Most agencies had workforce declines greater than 10%, and multiple agencies had declines exceeding
... Show Full Article
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Federal Agency Workforce Changes: Update for July 2025 to January 2026
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Fast Facts
Executive orders in 2025 aimed to reduce the federal workforce and restrict hiring in many areas. This is our second report on these workforce changes.
The number of federal employees declined across all major agencies in 2025. Nearly 378,000 employees separated during this time and about 127,000 were hired. Most agencies had workforce declines greater than 10%, and multiple agencies had declines exceeding30%.
A website launched by the Office of Personnel Management in 2026 now provides monthly updates of agency workforce data and offers users a tool to create customized reports.
A person reading a resume, sitting across a desk from someone holding a clipboard.
Highlights
What GAO Found
Over the course of 2025, federal agencies took steps to reduce the size of their workforces in response to presidential directives. These steps included offering incentives for employees to voluntarily resign or retire, implementing reductions in force, and restricting hiring for most positions.
Data reported by 22 major federal agencies showed that nearly 378,000 employees separated from these agencies during 2025. About 65 percent of those separations came in the second half of the year as employees who had taken a deferred resignation offer departed their agencies. By contrast, these agencies reported they hired a total of about 127,000 employees, including temporary employees, during the year.
As a result of these actions and other factors, the total workforce across these agencies declined by nearly 256,000 employees-or more than 11 percent-from December 2024 to January 2026.
Figure: Total Civilian Workforce at 22 Chief Financial Officers Act Agencies
The relative size of the declines varied across agencies-from about 1 percent at the Department of Homeland Security to over 45 percent at the Department of Education. However, 18 of the 22 agencies had declines greater than 10 percent.
The Office of Personnel Management (OPM) has broad responsibilities for collecting and sharing federal workforce data and has continued to update the website it launched in January 2026 to make such data available in various ways. For example, in May 2026, OPM added a tool to the website that allows users to create customized tables using data available through the site.
Why GAO Did This Study
GAO was asked to provide updates with quarterly data on workforce changes at the federal Chief Financial Officers (CFO) Act agencies.
This report builds on GAO's February 2026 update (see GAO-26-108719 ), and (1) provides information on workforce changes at CFO Act agencies during 2025, including more detailed data from the second half of the year; and (2) describes OPM's continued efforts to update how it makes federal workforce data available.
To address these objectives, GAO collected data from CFO Act agencies on workforce changes during 2025, and information from OPM on updates to how it collects and presents agency workforce data. The Small Business Administration and U.S. Agency for International Development did not provide requested data.
For more information, contact Dawn G. Locke at LockeD@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108583
Low-Earth Orbit: NASA Faces Impending Decisions for Replacing International Space Station with Commercial Stations
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Low-Earth Orbit: NASA Faces Impending Decisions for Replacing International Space Station with Commercial Stations
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Fast Facts
When your car gets old, you have to decide whether to spend money repairing it or replacing it. Similarly, the International Space Station is nearing 30 years old, and NASA is facing decisions about what to do next.
To that end, NASA is working with 6 commercial companies on developing space stations that NASA and other customers could use in low-Earth orbit.
... Show Full Article
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Low-Earth Orbit: NASA Faces Impending Decisions for Replacing International Space Station with Commercial Stations
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Fast Facts
When your car gets old, you have to decide whether to spend money repairing it or replacing it. Similarly, the International Space Station is nearing 30 years old, and NASA is facing decisions about what to do next.
To that end, NASA is working with 6 commercial companies on developing space stations that NASA and other customers could use in low-Earth orbit.
NASA needs to decide by next year whether a commercial station will be ready to replace the ISS before its planned retirement in 2030, or whether it should make other plans like extending the ISS's life.
We recommended that NASA document the factors it'll use to make this decision.
The deorbit vehicle, which will help retire the space station, is docked to the ISS in this artist's rendering.
A photorealistic picture of large equipment docked to the International Space Station, on the black background of space
Highlights
What GAO Found
Facing the retirement of the International Space Station (ISS), the National Aeronautics and Space Administration (NASA) is planning to replace it with one or more commercially owned and operated space stations. NASA's goal is to transition from the ISS, a government-owned platform, to commercial space stations to ensure the U.S. maintains a continuous presence in low-Earth orbit (LEO).
NASA is working with six U.S. companies to develop and certify commercial space stations that NASA and other customers could use in LEO. NASA has been working with the companies to mature their initial space station designs.
NASA's Commercial Providers' Space Station Concepts
As of May 2026, NASA has not yet finalized the acquisition approach for this transition. Under the current approach, NASA plans to award one or more Space Act Agreements in 2026 to build stations. Subsequently, NASA anticipates that it will award a contract for certifying that the commercial space stations are safe for NASA crew and for buying mission services.
Timeline of Key Events in the Transition from Using the ISS to Commercial Stations in Low Earth Orbit
In March 2026, NASA also introduced an alternative approach that would include the use of a government-owned core module for a station onto which commercial companies could then attach their modules. As of May 2026, NASA officials were evaluating options for how to proceed.
NASA faces several risks that could lead to a gap in human presence in LEO. For example, there would be a gap if the commercial stations are not available before NASA retires the ISS. NASA historical data suggest that developing the commercial stations might take longer than currently planned.
NASA also faces an overall risk of a potential gap in LEO. However, it has not yet assessed the likelihood or duration of a gap since undergoing several changes such as revising its acquisition approach. Assessing the likelihood of a potential gap would help NASA make more informed decisions on how to mitigate this risk.
NASA is approaching a critical juncture when it must assess readiness and decide whether to pursue the retirement of the ISS and transition to the use of commercial space stations. If the commercial space stations are not assessed to be ready in time, NASA may need to consider other options, such as extending ISS operations beyond 2030, which would have budget implications.
According to NASA officials, the assessment will need to occur in 2027 based on several factors. These factors include sufficient time for NASA to secure funding for additional transportation vehicles to support ongoing ISS operations. Documenting the assessment process and factors-such as key assumptions, risks, and uncertainties-would better position officials to make this decision and improve the transparency of NASA's assessment.
Why GAO Did This Study
For 25 years, crews aboard the ISS contributed to scientific research and technology development not possible on Earth. U.S. policy calls for an uninterrupted capability for human space flight and operations in LEO to ensure continued U.S. participation and leadership in space. To continue to meet the policy, NASA plans to buy services from companies developing commercially owned and operated space stations. NASA's ultimate goal is to be one of many customers buying these services. NASA created the Commercial LEO Development Program to work with companies to develop and certify space stations for its crews and to stimulate and foster the development of a commercial space economy in LEO.
GAO was asked to review NASA's plans for transitioning from the ISS to commercial space stations and plans to retire the ISS. This report identifies upcoming key decision points for NASA leadership related to the transition and examines the implications of a potential gap in human presence in LEO.
To do this work, GAO reviewed NASA, commercial space station development, and ISS documentation and interviewed relevant officials.
Recommendations
GAO recommends that NASA 1) assess the likelihood and duration of a gap in continuous capability or human presence in LEO; and 2) document the assessment process and factors it will use to decide whether NASA will retire the ISS as planned or extend its operations beyond 2030.
Recommendations for Executive Action
Agency Affected Recommendation Status
National Aeronautics and Space Administration The NASA Administrator, in coordination with the Space Operations Mission Directorate, should use its risk management process to assess the likelihood and duration of a gap in continuous capability or human presence in LEO, including plans to mitigate the likelihood of a gap, if necessary. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
National Aeronautics and Space Administration The NASA Administrator, in coordination with the Space Operations Mission Directorate, should document the assessment process that NASA will use to make an informed decision on NASA's readiness to retire and deorbit the ISS as planned in 2030. This includes documenting the factors that will be used to make the decision such as the key assumptions, risks, and uncertainties. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-26-107805
Military Child Care: DOD Should Communicate More Clearly with Providers in the Fee Assistance Program
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Military Child Care: DOD Should Communicate More Clearly with Providers in the Fee Assistance Program
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Fast Facts
Many service members need child care to work but may be unable to get it on base. DOD's fee assistance program helps military families get child care from eligible providers in their communities.
We looked at eligibility challenges for participating providers-some of which may lead to unnecessary disruptions in military families' child care.
For example, the letters that
... Show Full Article
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Military Child Care: DOD Should Communicate More Clearly with Providers in the Fee Assistance Program
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Fast Facts
Many service members need child care to work but may be unable to get it on base. DOD's fee assistance program helps military families get child care from eligible providers in their communities.
We looked at eligibility challenges for participating providers-some of which may lead to unnecessary disruptions in military families' child care.
For example, the letters thatDOD gives to providers who are suspended from the program can be unclear. Child care providers with a relatively minor problem, such as a late inspection report, may not know that they can follow up with DOD to resolve it.
Our recommendation addresses this issue.
Children and teachers in a daycare sitting in a circle on the floor.
Highlights
What GAO Found
Use of the Department of Defense (DOD) child care fee assistance program grew across the military services between fiscal year (FY) 2019 and FY 2024. Both the number of community-based providers and the number of children participating increased, according to GAO's analysis of military service data. Most of this growth occurred after FY 2021 with military service officials citing additional program spending and efforts to expand the program to more states. GAO's analysis of program data also indicated that DOD granted numerous exceptions to children to allow them to attend providers that do not meet some program requirements, such as obtaining national accreditation. From FY 2019 through FY 2024, the proportion of such providers ranged from about one-quarter to two-thirds of the providers across the military services. Military service officials said that they grant children exceptions to attend these providers on a case-by-case basis, for example, when no participating providers are near the family's home.
Selected child care providers GAO interviewed said that participating in the fee assistance program could be challenging. Challenges included meeting initial eligibility requirements, keeping up with administrative tasks to remain eligible, and understanding information from DOD about certain eligibility-related decisions. Selected child care providers and national accreditation organizations GAO interviewed said that achieving national accreditation or state quality ratings can be costly and time consuming for providers. Providers also said that ensuring families correctly complete and submit their required paperwork can sometimes be difficult. In addition, one provider with over 1,500 participating centers nationwide said their centers sometimes received unclear information from DOD in ineligibility letters sent to providers facing probation, suspension, or termination. While some reasons for ineligibility involve health or safety, in other cases the reason is relatively minor, such as a late state inspection report. GAO reviewed letter templates from the military services and found that they did not state that providers could request additional information about the decision or an additional review. DOD's forthcoming Business Rule Guidance for the military services does not require this notification. Without including this information, providers with relatively minor issues may not be aware that they can follow up to resolve the issue. As a result, child care for military families may be unnecessarily disrupted, potentially harming DOD's mission readiness.
Challenges Community-Based Child Care Providers Face
Why GAO Did This Study
Many military service members need child care to perform their jobs, and DOD considers child care essential to overall mission readiness, efficiency, and retention. When U.S. on-base child care is not available, DOD's fee assistance program provides subsidies for families to use at eligible civilian child care providers in their community.
H.R. Rep. No. 118-529 (2024), includes a provision for GAO to review the DOD child care fee assistance program. This report addresses what available data show about recent participation trends in the DOD fee assistance program, and the challenges providers face participating in the program, among other objectives.
GAO analyzed DOD and military service data on program participation from FY 2019 through FY 2024 (the most recent available), and reviewed DOD program documents. GAO interviewed DOD and military service officials and staff from DOD's program administrators. GAO also interviewed three participating providers and four national child care organizations about the program. GAO selected the national child care organizations based on DOD information and the participating child care providers based on recommendations from the national child care organizations.
Recommendations
GAO recommends that DOD provide additional information to fee assistance providers regarding eligibility-related decisions. DOD agreed with the recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the Office of the Deputy Assistant Secretary of Defense for Military Community & Family Policy directs the Military Services to clearly inform child care providers that are placed on probation, suspended, or terminated from the fee assistance program about the option they have to request additional information about the decision or an additional review. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-26-107827
Military Child Care: Services' Use of Worker Recruitment and Retention Incentives
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Military Child Care: Services' Use of Worker Recruitment and Retention Incentives
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Fast Facts
DOD operates the largest U.S. employer-sponsored child care program. But recruiting and retaining child care workers has been difficult, contributing to lengthy waitlists for military families.
In this Q&A, we looked at what's being done to address these workforce issues. We found child care workers were offered various benefits and incentives, including:
Recruitment bonuses
Discounts for
... Show Full Article
WASHINGTON, June 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Military Child Care: Services' Use of Worker Recruitment and Retention Incentives
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Fast Facts
DOD operates the largest U.S. employer-sponsored child care program. But recruiting and retaining child care workers has been difficult, contributing to lengthy waitlists for military families.
In this Q&A, we looked at what's being done to address these workforce issues. We found child care workers were offered various benefits and incentives, including:
Recruitment bonuses
Discounts forworkers to enroll their children in centers
Skills-based training and professional development, such as mentoring
Each military service can offer and combine these and other incentives based on their specific needs.
An adult woman at a table with young children playing with colorful blocks.
Highlights
What GAO Found
The military services may offer monetary incentives to help recruit and retain child care workers on an ongoing basis. In 2024, the Air Force, Army, and Marine Corps collectively provided 4,955 recruitment bonuses and retention allowances to child care workers who are paid using nonappropriated funds (i.e., child care fees), according to the military services. Most of these incentives (about 4,000) were provided by the Air Force. The three military services provided more retention allowances than recruitment bonuses, and none provided relocation bonuses. GAO did not include Navy data in the analysis. In July 2025, Navy officials explained they track recruitment bonuses and retention allowances together with performance awards, and could not readily separate them. As a result, GAO determined that these data were not reliable for the purpose of quantifying the types of incentives the Navy provided to child care workers.
Number of Recruitment, Relocation, and Retention Incentives the Air Force, Army, and Marine Corps Provided to Child Care Workers, 2024
Military service
Number of recruitment bonuses provided
Number of retention allowances provided
Number of relocation bonuses provided
Total number of incentives provided
Number of child care workers
Air Force a
429
3,645
0
4,074
4,820
Army
56
399
0
455
7,419
Marine Corps
20
406
0
426
2,307
Total
505
4,450
0
4,955
14,546
Source: GAO analysis of summary data from the Air Force, Army, and Marine Corps. | GAO-26-107831
Note: The information in this table covers all child care workers employed by the three military services at any point during 2024.
a The Air Force oversees the Space Force's child care program. Air Force officials said the Air Force employs 354 child care workers who work at Space Force child development centers and are included in the Air Force data. They also said the Space Force does not have its own child care workforce.
In 2024, the Air Force, Army, and Marine Corps collectively provided the most recruitment and retention incentives to child care workers in California, Florida, Colorado, Texas, and Virginia, based on GAO's analysis of the services' data.
In addition, the military services provide benefits and workplace initiatives to recruit and retain child care workers. Benefits include child care fee discounts, such as a 100 percent fee discount for the first child enrolled at a DOD child development center. Military services' workplace initiatives include those that help develop child care workers' skills and improve the classroom environment. For example, the Army's classroom assessment system aims to create a positive learning environment and enhance learning by focusing on child and teacher interactions and providing feedback to workers. This system has helped improve workers' classroom management, which has helped with retention, according to Army officials. Military service officials said they have the flexibility to combine recruitment and retention incentives, benefits, and workplace initiatives differently to meet the needs of each military service. For example, Army and Marine Corps officials said that workers have different needs and preferences, and recruitment and retention needs vary across installations.
Why GAO Did This Study
The Department of Defense (DOD) operates the largest employer-sponsored child care program in the United States. DOD employs about 19,000 child care workers who are paid using nonappropriated funds. These workers care for nearly 172,000 children of service members and DOD civilian employees (as of fiscal year 2024). The military services face challenges recruiting and retaining child care workers, contributing to lengthy waitlists and wait times for child care. GAO previously reported on these challenges in 2024 (GAO-24-106524). To help mitigate these challenges, the military services may offer incentives to child care workers including recruitment bonuses and retention allowances.
House Report 118-529 accompanying H.R. 8070, the Servicemember Quality of Life Improvement and National Defense Authorization Act for Fiscal Year 2025, includes a provision for GAO to review recruitment and retention incentives for nonappropriated fund child care workers in DOD child development centers.
This report describes (1) the number of recruitment and retention incentives the military services provided to these workers in 2024, (2) the states in which they provided the most incentives in 2024, and (3) the benefits and workplace initiatives the services use to recruit and retain these child care workers.
GAO reviewed relevant DOD and military service documents about recruitment and retention incentives, benefits, and workplace initiatives. GAO also analyzed Air Force, Army, and Marine Corps data on recruitment and retention incentives provided to child care workers in 2024 (the most recent available data at the time of this review). GAO interviewed DOD and military service officials about challenges recruiting and retaining child care workers and about how they implemented incentives.
For more information, contact Kathryn A. Larin at larink@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-107831
Drug-Free Communities Support Program: Actions Needed to Enhance Performance Data and Oversight
WASHINGTON, June 16 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Drug-Free Communities Support Program: Actions Needed to Enhance Performance Data and Oversight
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Fast Facts
The Office of National Drug Control Policy's Drug-Free Communities Support Program provides grants to community-based coalitions focused on drug use prevention for youth under 18.
This office has consistently claimed, since 2023, that this program is reducing substance use among youth. However, we found that the program doesn't have enough performance data to make such a claim.
... Show Full Article
WASHINGTON, June 16 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Drug-Free Communities Support Program: Actions Needed to Enhance Performance Data and Oversight
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Fast Facts
The Office of National Drug Control Policy's Drug-Free Communities Support Program provides grants to community-based coalitions focused on drug use prevention for youth under 18.
This office has consistently claimed, since 2023, that this program is reducing substance use among youth. However, we found that the program doesn't have enough performance data to make such a claim.
Without adequate data, the office can't accurately determine if the Drug-Free Community Support Program is achieving its goals.
Our recommendations address this issue and more.
Selected statements from ONDCP's National Cross-Site Evaluation Report.
Highlights
What GAO Found
The Office of National Drug Control Policy's (ONDCP) Drug-Free Communities (DFC) Support Program provides grants for community-based coalitions focused on drug use prevention efforts for youth 18 and under. In the 2025 evaluation report, it is claimed that the DFC program is meeting its strategic goal of reducing substance use among youth. However, that report states that it is not possible to establish a causal relationship between substance use changes in communities and the DFC program.
Selected statements on the Effectiveness of the Drug-Free Communities Support Program from the June 2025 National Cross-Site Evaluation Report
GAO found significant limitations in the program data-inconsistencies and unclear data sources. By law, coalitions have certain flexibility in how they collect data. Moreover, ONDCP's cross-site evaluations have not transparently described its methodologies. Including the complete methodology would allow one to better understand and assess the results of the evaluation. Researchers have long reported on thechallenges for documenting causality for community-based programs. However, available data provides insights on coalitions' efforts to reduce substance use among youth.
ONDCP has taken some steps to effectively administer the DFC program, including working to ensure new coalitions meet program requirements and have access to mandatory training. In addition, ONDCP has established an internal controls framework to help ensure grantee compliance. However, ONDCP has not consistently enforced compliance with the statutory requirement that DFC coalitions maintain the involvement of all community sectors. Establishing and maintaining community drug prevention partnerships is a critical factor to the success of the DFC program. Further, ONDCP lacks transparency in its budget process. Enhanced budget disclosures would allow appropriators and program decision-makers to develop a more comprehensive understanding of the DFC program's financial position.
Why GAO Did This Study
The U.S. faces multiple challenges related to illicit drugs and declared the opioid epidemic as a national public health emergency since 2017. The Centers for Disease Control and Prevention data indicated 1,413 drug overdose deaths occurred among those age 18 and under in 2023. The DFC program focuses on preventing and reducing youth substance use. In 2020, GAO designated drug misuse a high-risk issue and added it to the 2021 High-Risk Series.
The SUPPORT Act includes a provision for GAO to review ONDCP's programs and operations, including the DFC program, every 4 years. This report examines the extent to which (1) the DFC program has met key program goals; and (2) ONDCP has effectively managed the DFC program.
For this report, GAO conducted a survey and site visits selected by geography and size, and analyzed annual evaluations of the DFC program, management protocols, and budget data for fiscal years 2018 through 2025. GAO also interviewed agency officials and contractors responsible for program evaluations.
Recommendations
GAO is making six recommendations to ONDCP to develop a strategy to identify relevant data to better understand program impact, explore ways to standardize coalition data collection, document and report the methodology in its annual evaluations, enforce the community sectors involvement requirement, and increase transparency in its budget process. ONDCP concurred with each of the recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Office of National Drug Control Policy The Director of ONDCP, in consultation with the Director of the Centers for Disease Control and Prevention [or another federal statistical agency], should develop a strategy to identify relevant data to help better understand the DFC program's impact. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Office of National Drug Control Policy The Director of ONDCP, in consultation with the Director of the Centers for Disease Control and Prevention [or another federal statistical agency], should explore ways to standardize its data collection methodology for its four core measures to help improve the quality of program performance data submitted to the DFC program. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Office of National Drug Control Policy The Director of ONDCP should ensure that its annual evaluation reports of the DFC program include complete documentation of the methodology used to develop the report's findings and conclusions. (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.
Office of National Drug Control Policy The Director of ONDCP should establish clearly defined performance goals and measures for the DFC program's strategic goal of collaboration among communities to prevent and reduce substance use among youth. (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.
Office of National Drug Control Policy The Director of ONDCP should establish and implement enforcement procedures for DFC coalitions that do not maintain all 12 sectors in accordance with statutory requirements, and work with the coalitions to reestablish these sectors in a timely manner. (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.
Office of National Drug Control Policy The Director of ONDCP should provide Congress with information on the carryover balance available for the DFC program's administrative expenses-including how any carryover funds are expected to be expended on current or future projects and activities. (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-26-106949
