GAO Reports
GAO Reports
Here's a look at Government Accountability Office reports
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Federal Data: Congressional Action Needed to Improve Interoperability of Award and Payment Eligibility Data
WASHINGTON, June 16 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Federal Data: Congressional Action Needed to Improve Interoperability of Award and Payment Eligibility Data
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Fast Facts
To help prevent payment errors and fraud, agencies can use over 100 federal data sources to verify recipients' eligibility.
We reviewed 9 of these sources and found data quality issues and flaws in their data management practices. Further, no governance body or rules exist to help ensure such data is interoperable-i.e., that it can be shared efficiently among systems. ... Show Full Article WASHINGTON, June 16 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Federal Data: Congressional Action Needed to Improve Interoperability of Award and Payment Eligibility Data * Fast Facts To help prevent payment errors and fraud, agencies can use over 100 federal data sources to verify recipients' eligibility. We reviewed 9 of these sources and found data quality issues and flaws in their data management practices. Further, no governance body or rules exist to help ensure such data is interoperable-i.e., that it can be shared efficiently among systems.
Without data improvements, it will be harder to use artificial intelligence and other tools to help find and prevent errors.
We recommended that Congress consider assigning an agency to implement data standards and interoperability requirements for eligibility data sources.
A man wearing headphones works at a computer keyboard in front of three monitors displaying computer code and other data.
Highlights
What GAO Found
Agencies can use more than 100 federal data sources-or a combination of them-to verify if recipients meet the eligibility criteria for federal programs throughout the award life cycle (which includes pre-award screening, post-award monitoring, and payment validation). As of September 2025, these included 28 data sources in the Do Not Pay working system (DNP) or designated for inclusion in DNP. However, weaknesses in data interoperability may hinder agencies' ability to efficiently determine award and payment eligibility.
Data interoperability is the ability to share and disseminate standardized data in a way that is efficient, consistent, and accessible across different systems and users, for which high-quality data are essential. Without it, the risk of improper awards or payments increases, and the potential use of artificial intelligence and advanced analytics to assist agencies in making eligibility determinations is limited.
GAO found that, for more than 30 years, several laws and guidance have established general requirements related to data interoperability but have not established specific requirements for enforcing interoperability, such as for recipient eligibility data, throughout the federal government. Many of the data sources GAO identified, including those in DNP, were created to comply with legal requirements or to manage specific federal programs-not to support eligibility determinations for other agencies.
GAO also found a variety of obstacles and challenges that can affect the interoperability of the nine selected data sources that agencies may use for eligibility determinations (see figure).
Summary Comparison of Key Elements GAO Assessed to Eligibility Data Interoperability Needs and Observations
GAO also found that insufficient or improperly documented validation rules contributed to data quality issues. All nine selected data sources had data quality issues (e.g., missing, invalid, and duplicate data), and seven data sources had inconsistences between them, such as overlap in mutually exclusive data. These data quality issues undermine data reliability and interoperability for agencies seeking to make eligibility determinations.
To determine the extent to which eligibility and award data could be linked to help agencies identify whether potentially ineligible entities had received federal awards, GAO partially linked two data sources-System for Award Management (SAM) entity information and SAM Exclusion records-with USAspending.gov awards based on the unique entity identifiers (UEI). Most USAspending.gov award recipient UEIs could be linked to SAM entity information. However, most SAM Exclusion records, which identify parties excluded from receiving federal benefits and awards, such as contracts, did not have a UEI because this data source does not always require them. For the SAM Exclusion records with a UEI, GAO identified 2,074 awards to recipients that were listed in the data source at the time of the transaction. However, these matches by themselves do not indicate that the awards were improper or involved fraud, waste, or abuse. Making this determination requires specific evaluation of each case.
The inability to fully analyze SAM Exclusions and USAspending.gov data is an example of government-wide issues with data matching for recipient eligibility determinations. While analysis based on unique identifiers can support eligibility determinations, such identifiers might not always be required or available. Improved data interoperability-including standardized data elements and increased interoperability of data elements, such as names and addresses across data sources and agencies-could enable more comprehensive and efficient data matching. This would improve the government's ability to identify potentially ineligible recipients.
In addition, several federal agencies and cross-agency groups support best practices for data management and interoperability. However, there is no data governance agency designated to establish and enforce mandatory data interoperability requirements to support recipient eligibility determinations. This has led to fragmented and inconsistent data management efforts that rely on agencies' voluntary adoption.
Congress could help improve government-wide data interoperability for recipient eligibility data by assigning a single agency a lead role in establishing and implementing data interoperability requirements for recipient eligibility data sources. Based on its role supporting agencies in their efforts to prevent and detect improper payments and operating systems that collect, validate, and use financial, award, spending, and payment data, the Department of the Treasury could be assigned the explicit authority to establish and implement mandatory government-wide data standards and interoperability requirements for recipient eligibility data sources. Treasury could then work with the Chief Data Officer (CDO) Council and the Office of Management and Budget (OMB) to implement the requirements. Not having a data governance agency will contribute to unreliable reporting and inefficiencies as agencies attempt to determine recipient eligibility, and it will limit the government's ability to leverage artificial intelligence and advanced analytics to identify and prevent improper awards and payments.
Why GAO Did This Study
Government agencies are responsible for ensuring that data, including those needed to determine whether entities are eligible to receive federal awards and funds, are interoperable and reliable. Having interoperable data among agencies and data sources is crucial to improving the federal government's efforts to detect and prevent improper payments. The Payment Integrity Information Act of 2019 requires executive agencies to take actions to reduce improper payments, such as using DNP to ensure that they make awards and payments only to eligible recipients.
GAO was asked to review how the government can better leverage USAspending.gov and other data sources to help enhance monitoring of federal spending and potential fraud, waste, and abuse. This report describes (1) federal data sources agencies may use to verify award recipient's eligibility, (2) the extent to which selected eligibility data sources are interoperable, and (3) the extent to which eligibility data can be matched with USAspending.gov post-award information to analyze potentially ineligible recipients.
To conduct this review, GAO
* reviewed laws, regulations, OMB guidance, and relevant federal agencies' websites and documentation to identify federal data sources that agencies can use to determine award recipients' eligibility;
* reviewed laws, regulations, policies, and OMB guidance related to data interoperability to identify requirements;
* judgmentally selected nine eligibility data sources that were publicly available, in DNP or designated for inclusion in DNP, and included information about entities;
* reviewed agencies' data dictionaries and documentation of validation processes about the selected eligibility data sources for consistency with interoperability practices GAO identified;
* tested data for fiscal years 2023 and 2024 for data quality issues, such as missing and invalid values, consistency, and comparability based on specifications established by the data owners and GAO's professional judgment;
* interviewed officials at Treasury, the General Services Administration, and the Department of Health and Human Services' Office of Inspector General because they own the selected data sources; and
* linked SAM data sources with USAspending.gov award information using UEI.
Recommendations
GAO recommends that Congress consider assigning a single agency, such as Treasury, explicit authority to lead, in coordination with the CDO Council and in consultation with the OMB-and others, as needed-the development and implementation of government-wide data standards and interoperability requirements for recipient eligibility data sources. These sources include relevant financial, award, spending, and payment data needed to support eligibility determinations throughout the award life cycle. In its comments, the Bureau of the Fiscal Service agreed with the findings of GAO's report and stated that, to be successful in setting government-wide data standards, Treasury would require clear authority to lead standardization related to eligibility data that are designated for use in DNP. OMB did not provide comments.
Matter for Congressional Consideration
Matter Status Comments
Congress should consider assigning Treasury explicit authority to lead, in coordination with the CDO Council and in consultation with OMB-and others, as needed-the development and implementation of government-wide data standards and interoperability requirements, including data definitions, dictionaries, validation rules, and disclosures, for recipient eligibility data sources, including relevant financial, award, spending, and payment data needed to support eligibility determinations throughout the award life cycle. (Matter for Consideration 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-107466
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:* * *
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: * * * Drug-Free Communities Support Program: Actions Needed to Enhance Performance Data and Oversight * 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
Service Member Reemployment Rights: Enhanced Education and Additional Training Could Improve Investigations
WASHINGTON, June 16 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Service Member Reemployment Rights: Enhanced Education and Additional Training Could Improve Investigations
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Fast Facts
Service members can risk losing their civilian jobs when they are called to serve. The Uniformed Services Employment and Reemployment Rights Act of 1994 includes employment protections for these service members.
A service member can file a complaint with the Department of Labor's Veterans' Employment and Training Service (VETS) if they believe their employer has violated ... Show Full Article WASHINGTON, June 16 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Service Member Reemployment Rights: Enhanced Education and Additional Training Could Improve Investigations * Fast Facts Service members can risk losing their civilian jobs when they are called to serve. The Uniformed Services Employment and Reemployment Rights Act of 1994 includes employment protections for these service members. A service member can file a complaint with the Department of Labor's Veterans' Employment and Training Service (VETS) if they believe their employer has violatedtheir rights under this act. This Q&A report looks at how VETS investigates and resolves these complaints.
We found that staff investigating these complaints need more training to help them do their jobs effectively. We recommended that VETS address this issue and more.
A soldier lacing up his boots.
Highlights
What GAO Found
The Department of Labor's (DOL) Veterans' Employment and Training Service (VETS) closed 5,433 Uniformed Services Employment and Reemployment Rights Act (USERRA) complaints from fiscal year 2021 through fiscal year 2025, according to GAO's analysis of USERRA complaint data. The number of complaints increased each year, reaching its highest level in fiscal year 2025 (1,380 complaints), the same year VETS experienced a 23 percent reduction in its complaint investigation staffing levels. During this period, VETS closed USERRA complaints within 90 days on average, the general time frame specified in statute. Most complaints were closed for administrative reasons, including a service member choosing not to pursue the complaint, or were not substantiated by the evidence.
Uniformed Services Employment and Reemployment Rights Act (USERRA) Complaints by Closure Types, Fiscal Years 2021-2025
VETS investigations staff expressed concern about the amount of time spent on complaints ineligible for USERRA coverage. VETS investigations staff also spent time on complaints that were not substantiated, which includes cases where an investigator determined an employer would have taken the same action (e.g., denied a promotion) against a service member regardless of uniformed service or protected activity. From fiscal year 2021 through fiscal year 2025, "not eligible" and "not substantiated" complaints represented about 10 percent (540 of 5,433 complaints) and about 30 percent (1,632 of 5,433 complaints) of total closed complaints, respectively. VETS provides numerous resources on its website to help educate service members, but investigations staff said the resources are inadequate because they are optional. Also, GAO found that navigating the large number of resources could be challenging for some service members. DOL's Fiscal Year 2026-2030 Strategic Plan includes a strategy for VETS to educate service members and others on their employment rights. By reviewing existing resources and identifying and implementing options to streamline or modify them, VETS could help service members better understand their eligibility under USERRA before submitting complaints and the standards required to demonstrate that an adverse employer action constitutes a violation.
VETS's national office provides standardized training to new investigators, and regional offices provide additional training. VETS staff from two of the three selected regions GAO interviewed said they developed region-specific training because the recurring training from VETS's national office does not meet their needs. These region-specific training activities have differed in focus and frequency. Assessing investigator training needs and addressing identified gaps would help VETS better identify and deliver training to its staff to support them in investigating USERRA complaints to better protect service members' employment rights.
Why GAO Did This Study
U.S. military readiness depends on service members who are prepared to serve when called. USERRA seeks to protect the civilian careers of service members by ensuring that they are not disadvantaged in their employment because of their military obligations. Under USERRA, service members are entitled to be reemployed in the civilian jobs they left to serve in the uniformed service. However, some service members have faced challenges retaining or resuming their civilian employment.
The Senator Elizabeth Dole 21st Century Veterans Healthcare and Benefits Improvement Act includes a provision for GAO to review VETS's processing of service members' complaints alleging their USERRA rights have been violated. This report examines, among other things, trends in USERRA complaint investigations data from fiscal year 2021 through fiscal year 2025 and challenges in the investigation process. GAO reviewed VETS documentation and USERRA complaint data, and interviewed VETS national office officials and staff from three regions selected based on factors such as workload and number of staff.
Recommendations
GAO recommends that the Secretary of Labor ensure that VETS identifies and implements options to streamline or modify resources to help service members better understand their eligibility under USERRA before filing a complaint and assesses investigator training needs and takes steps to address them. VETS concurred with GAO's recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Labor The Secretary of Labor should ensure that VETS reviews its existing resources on USERRA and identifies and implements options to streamline or modify them to help individuals better understand their potential eligibility under USERRA before filing a complaint as well as the evidence needed to show that an employer action constitutes a USERRA violation. (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 Labor The Secretary of Labor should ensure that VETS's national office assesses investigator training needs and takes steps to address those needs, including soliciting input from investigators. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-108197
Robotic Autonomous Systems: Navy Needs to Address Leadership and Organizational Challenges to Meet Urgent Needs
WASHINGTON, June 15 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Robotic Autonomous Systems: Navy Needs to Address Leadership and Organizational Challenges to Meet Urgent Needs
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Highlights
What GAO Found
Recent conflicts in Ukraine and the Middle East prove that robotic and autonomous systems (RAS) are disrupting naval warfare and challenging traditional naval superiority. To provide more adaptable, dispersed operations, the Navy intends to shift away from its World War II-era operating model, which was based on closely knit battle groups comprised ... Show Full Article WASHINGTON, June 15 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Robotic Autonomous Systems: Navy Needs to Address Leadership and Organizational Challenges to Meet Urgent Needs * Highlights What GAO Found Recent conflicts in Ukraine and the Middle East prove that robotic and autonomous systems (RAS) are disrupting naval warfare and challenging traditional naval superiority. To provide more adaptable, dispersed operations, the Navy intends to shift away from its World War II-era operating model, which was based on closely knit battle groups comprisedof several traditional platforms, such as planes, ships and submarines.
According to Navy strategic documents, a hybrid fleet is necessary to enable this shift and would incorporate smaller, more numerous, and distributed capabilities-including RAS capabilities-as a complement to larger, more individually powerful, traditional capabilities. In this context, RAS capabilities could allow naval forces to take on greater operational risk while maintaining a tactical and strategic advantage. The Navy plans to spend billions of dollars on researching and developing enabling technologies for RAS.
In March 2025, GAO found that the Navy had not taken steps to address key challenges to developing RAS capabilities quickly despite critical needs for RAS implementation. For example:
* Inconsistent leadership and priorities impeded RAS investments. Inconsistent senior leadership and shifting priorities impeded the Navy's progress establishing an organizational structure for RAS and making efficient investments to achieve goals.
* Domain- and platform-centric approaches impeded progress of RAS. Without consistent leadership to advocate for RAS investments, the Navy's organizational structure and processes for requirements, resourcing, and acquisition generally remained siloed by domain and focused on traditional platform approaches. Under this approach, RAS compete for resources with traditional ships, submarines, and aircraft carriers-many of which are priority major weapons acquisition programs-leaving little funding available to develop and field RAS.
Navy's Existing Domain- and Platform-centric Approach and Challenges to Developing RAS Capabilities.
* Iterative approaches could accelerate RAS development. Commercial companies are driving a rapid pace of RAS development that greatly outpaces development timelines of traditional Navy platforms. In 2021, Navy leadership published the Unmanned Campaign Framework to address organizational barriers and adapt its development processes to expedite development of RAS capabilities. The Framework identified a desired shift to development processes to expedite development that could help the Navy promote iterative development approaches in line with leading practices. However, as of March 2025, the Navy had yet to implement these changes.
* Portfolio management and formalized stakeholder roles could improve coordination. To better position itself to get RAS capabilities to the warfighter with speed, GAO found the Navy needs to optimize investments in RAS and enabling technologies by managing RAS capabilities as a portfolio. Navy officials also told us a lack of formalized RAS stakeholder responsibilities continued to create inefficiencies and confusion.
Without rapid action from the Navy's most senior leaders to address these challenges, the Navy risks not meeting the fleet's urgent needs.
Why GAO Did This Study
A House Report accompanying a bill for the National Defense Authorization Act for Fiscal Year 2022 includes a provision for GAO to review the Navy's efforts to develop technologies for autonomous surface vessels and autonomous undersea vessels. In response to this provision, GAO provided information in a classified report. This Snapshot summarizes GAO's findings and recommendations from the March 2025 classified report and omits classified information related to the Navy's strategic plans, RAS, and enabling technologies.
Recommendations
GAO made three recommendations to the Secretary of the Navy and the Chief of Naval Operations:
* Determine how to organize RAS capabilities as a portfolio in a way to provide consistent leadership and meet the Navy's objectives across warfighting domains;
* Develop and implement a plan to facilitate capability-centric approaches and iterative development approaches after establishing an organizational structure of the RAS portfolio; and
* Clearly identify and define the roles and responsibilities of key stakeholders for RAS and develop a stakeholder management plan.
GAO also included a matter for congressional consideration to help the Navy take actions related to a key stakeholder for acquiring autonomy.
In March 2025, the Navy orally concurred with GAO's recommendations. The Navy has taken some steps that could help address the recommendations. Fully addressing them would help the Navy meet urgent needs.
Matter for Congressional Consideration
Matter Status Comments
Congress should consider amending the provision of the William M. (Mac) Thornberry National Defense Authorization Act for Fiscal Year 2021 to allow the Navy to designate the role of the Acquisition Executive Agent for Autonomy to appropriate leadership with authority that matches the responsibilities of the position, without restriction to a Program Executive Office.
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of the Navy The Secretary of the Navy and the Chief of Naval Operations should determine how to organize RAS capabilities as a portfolio in a way to provide consistent leadership and meet the Navy's objectives across warfighting domains.
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Navy The Secretary of the Navy and the Chief of Naval Operations should develop and implement a plan to facilitate capability-centric approaches and iterative development approaches after establishing an organizational structure of the RAS portfolio.
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Navy The Secretary of the Navy and the Chief of Naval Operations should clearly identify and define the roles and responsibilities of key stakeholders for RAS and develop a stakeholder management plan.
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-26-109014
VA Menopause Care: Actions Needed to Help Ensure Quality Care and Patient Education
WASHINGTON, June 12 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
VA Menopause Care: Actions Needed to Help Ensure Quality Care and Patient Education
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Fast Facts
Nearly half of women veterans who receive VA health care are at an age when menopause-the permanent end of menstruation-is most likely to occur. VA offers care for menopause symptoms, like hot flashes and issues with memory, mood, and sleep.
VA is developing recommendations for providing menopause care, as well as measures to assess how clinicians adhere to them. But the recommendations aren't ... Show Full Article WASHINGTON, June 12 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * VA Menopause Care: Actions Needed to Help Ensure Quality Care and Patient Education * Fast Facts Nearly half of women veterans who receive VA health care are at an age when menopause-the permanent end of menstruation-is most likely to occur. VA offers care for menopause symptoms, like hot flashes and issues with memory, mood, and sleep. VA is developing recommendations for providing menopause care, as well as measures to assess how clinicians adhere to them. But the recommendations aren'tcomplete, and VA couldn't confirm that they plan to monitor clinicians' adherence to them.
Also, VA has menopause educational materials for patients. But 60% of women veterans we surveyed had never seen them.
Our recommendations help address these issues.
A physician consulting with a patient
Highlights
What GAO Found
The Department of Veterans Affairs' (VA) Veterans Health Administration (VHA) offers menopause care-treatments to manage symptoms of menopause-at its medical facilities through a wide array of treatment options, including medications and medical services. Primary care and gynecology providers are the key clinicians for veterans seeking to address menopause symptoms and can refer to other specialists such as mental health and physical therapy as needed.
Common Menopause Symptoms
To assist those providing menopause care, VHA is developing a clinical practice guideline. It is intended to provide evidence-based recommendations for providers on how to assess, diagnose, and treat menopause. However, the guideline was not complete at the time of GAO's review. As part of the guideline development process, VHA plans to identify related performance measures. However, officials from the Office of Women's Health, the sponsoring office for the guideline, could not confirm whether or how they plan to monitor the performance measures. Officials said it is difficult to make plans for monitoring before the recommendations and measures have been identified. Using performance measures to monitor implementation of the guideline's recommendations could help VHA better achieve the objective of providing equitable, high-quality, and comprehensive health care services at all VHA facilities.
VHA has developed patient education about menopause care, which include brochures and a website to help educate women veterans on menopause care. However, this information may not be reaching many women veterans. More than half (60 percent) of the 348 women veterans who responded to GAO's questionnaire reported that they had not encountered any VHA menopause resources. VHA facility officials reported challenges finding time to discuss menopause education and print brochures. VHA does not have a strategy to ensure that menopause education is regularly communicated to veterans. This information would help women become more knowledgeable about the changes occurring in their bodies and would help them be more empowered to approach their providers about their symptoms. Furthermore, this could help VHA better meet its goal of providing women veterans with comprehensive health care.
Why GAO Did This Study
Almost half of women veterans served by VHA are aged 45-64, the age range most likely to experience menopause, or the permanent cessation of menstruation. According to VHA research, veterans may experience worse menopause symptoms compared to non-veterans due to aspects of their service.
GAO was asked to review VA's provision of menopause care. This report examines how VHA offers menopause care and educates veterans about menopause, among other topics.
GAO analyzed VHA data on menopause care from fiscal years 2019 through 2024. GAO interviewed VHA officials with roles related to menopause care and officials from six VHA medical facilities, selected to represent variation in geographic area, among other criteria. GAO also administered an online questionnaire and conducted discussion groups with women veterans about their experiences with VHA menopause care. Their responses are not generalizable to all women veterans but provide perspectives about VHA's menopause education efforts and care offerings.
Recommendations
GAO is making two recommendations to VA: (1) use identified performance measures to monitor implementation of menopause guideline recommendations, and (2) develop and implement a strategy to ensure women veterans approaching and experiencing menopause are provided education on menopause. VA did not provide comments on the report.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The Undersecretary for Health should use the performance measures related to its clinical practice guideline for menopause to monitor implementation of the guideline recommendations across VHA medical facilities. (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 Undersecretary for Health should develop and implement a strategy to better ensure women approaching and experiencing menopause are provided educational information on menopause and VHA's menopause care. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-107853
Freedom of Information Act: National Guard Bureau Should Verify Data and Address Reported Challenges
WASHINGTON, June 11 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Freedom of Information Act: National Guard Bureau Should Verify Data and Address Reported Challenges
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Fast Facts
The Freedom of Information Act (FOIA) enables the public to request access to government records. The National Guard Bureau collects and tracks FOIA data from all three National Guard components-the bureau, the Army National Guard, and the Air National Guard.
But we found issues with the bureau's process for doing so. For instance, it doesn't have a way to verify the accuracy ... Show Full Article WASHINGTON, June 11 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Freedom of Information Act: National Guard Bureau Should Verify Data and Address Reported Challenges * Fast Facts The Freedom of Information Act (FOIA) enables the public to request access to government records. The National Guard Bureau collects and tracks FOIA data from all three National Guard components-the bureau, the Army National Guard, and the Air National Guard. But we found issues with the bureau's process for doing so. For instance, it doesn't have a way to verify the accuracyof the FOIA data. It also hasn't addressed challenges that affect the timely processing of FOIA requests, such as insufficient staffing and inconsistent communication.
Our 6 recommendations address these issues.
A piece of paper with the words The Freedom of Information Act. A clipboard with the word FOIA. A pen in the background.
Highlights
What GAO Found
The National Guard Bureau (NGB) collects and tracks Freedom of Information Act (FOIA) data from all three National Guard components-NGB, Army National Guard, and Air National Guard. NGB reports FOIA data to the Department of Defense (DOD). NGB officials stated they provide Army National Guard and Air National Guard FOIA data to the Army and the Air Force, respectively. The National Guard tracks data on FOIA requests received, processed, and backlogged through various systems (see figure).
Freedom of Information Act Tracking Systems
GAO found discrepancies in the accuracy of reported data that officials responsible for reporting National Guard FOIA data were unable to explain. Specifically, GAO found that the numbers of FOIA requests received, processed, and backlogged by the Army National Guard differed between Army National Guard and NGB data for fiscal years 2016 through 2024, in part because there is no single, standardized process across the National Guard components for verifying the accuracy of FOIA data. Moreover, FOIA managers that improperly log FOIA requests and the absence of tools to verify data entries have affected the accuracy of reported data. Without a standardized process to verify the accuracy of National Guard FOIA data, such as the number of FOIA requests received and processed or the extent of backlogs, NGB may continue to inaccurately report FOIA data and hinder transparency for Congress and the public.
National Guard FOIA officials identified challenges with insufficient staffing and inconsistent communication that have affected the timely processing of FOIA requests. However, NGB has not fully addressed these challenges. For example,
* NGB has not analyzed its headquarters workforce needs to know how many full-time equivalent staff are currently needed to process FOIA requests in a timely manner and address backlogs.
* NGB has not developed a plan to improve communication between NGB and officials responsible for processing FOIA requests in the field through a shared online environment.
Addressing data discrepancies and identified challenges can help DOD and the NGB report data more accurately and process FOIA requests more efficiently.
Why GAO Did This Study
FOIA enables the public to request access to government records and information from any federal executive branch agency. Each year, hundreds of thousands of FOIA requests are filed. For example, NGB continues to face challenges processing such requests within the 20-day time frame that FOIA requires.
House Report 118-529 includes a provision for GAO to review the National Guard's FOIA program. This report evaluates the extent to which (1) NGB and DOD have taken steps to ensure the accuracy of reported FOIA data, including request backlogs; and (2) NGB has identified and addressed challenges associated with the processing of FOIA requests.
GAO reviewed NGB and DOD policies on FOIA processing. It also analyzed National Guard FOIA data for fiscal years 2016 through 2024 and distributed a survey to Army and Air National Guard FOIA officials asking about policies and factors that affect timely processing of requests, among other issues. GAO also interviewed NGB and military service officials.
Recommendations
GAO is making six recommendations, including that NGB develop a process to verify FOIA data accuracy, determine appropriate staffing levels needed to ensure the timely processing of FOIA requests, and develop a plan to improve communication between NGB and National Guard FOIA officials in the field. DOD concurred with GAO's recommendations and outlined actions it plans to take toward their implementation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure the Chief of the National Guard Bureau, in coordination with the Department of the Army and the Department of the Air Force, develops a process for relevant FOIA offices to more closely examine and verify National Guard FOIA data, such as FOIA requests received, processed, and backlogged. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Secretary of Defense should ensure the Chief of the National Guard Bureau analyzes NGB headquarters' FOIA workforce needs using verified FOIA data and determine the staffing level needed to timely process FOIA requests and address backlogs, if present. (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 Defense The Secretary of Defense should ensure that the Chief of the National Guard Bureau finalize and implement a plan, including a timeline, to establish a shared online environment to improve communication between National Guard Bureau and National Guard FOIA officials in the field includes available tools and resources applicable to processing FOIA requests, and that these tools and resources are made available to National Guard FOIA personnel. (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 Defense The Secretary of Defense should ensure that the DOD Chief FOIA Officer and the Chief of the National Guard Bureau, in collaboration with the Department of the Army and the Department of the Air Force, clarify the roles and responsibilities of each component in developing and standardizing training to Army National Guard FOIA managers and Air National Guard FOIA monitors. (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 Defense The Secretary of Defense should ensure that the Chief of the National Guard Bureau, in collaboration with the Department of the Army and the Department of the Air Force, clarifies roles and responsibilities of each component in providing training for FOIA managers and monitors. (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.
Department of Defense The Secretary of Defense should ensure the Chief of the National Guard Bureau finalizes and distributes to National Guard FOIA officials a FOIA program manual for National Guard Bureau FOIA policies and processes, such as guidance on exemptions and redactions. (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-26-108472
Behavioral Health: HHS and DOJ Offer Grants to Help Human Trafficking Survivors
WASHINGTON, June 11 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Behavioral Health: HHS and DOJ Offer Grants to Help Human Trafficking Survivors
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Fast Facts
Given the trauma that survivors of human trafficking have experienced, they may need behavioral health services, such as therapy or substance use disorder treatment.
The Department of Health and Human Services and the Department of Justice fund grant programs that help provide minors and adults access to such services. Both departments follow leading practices in administering their survivor ... Show Full Article WASHINGTON, June 11 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Behavioral Health: HHS and DOJ Offer Grants to Help Human Trafficking Survivors * Fast Facts Given the trauma that survivors of human trafficking have experienced, they may need behavioral health services, such as therapy or substance use disorder treatment. The Department of Health and Human Services and the Department of Justice fund grant programs that help provide minors and adults access to such services. Both departments follow leading practices in administering their survivorassistance programs.
However, DOJ didn't set measurable near-term goals for what it expects its adult program to achieve. Doing so would help it determine how well the program is working.
We recommended DOJ set measurable goals for this program.
A sign in a restroom that asks if you are a trafficking victim and demonstrates the universal hand signal for those seeking help.
Highlights
What GAO Found
Given the trauma survivors of human trafficking have experienced, they may need behavioral health services, including mental health care services, such as therapy, or substance use disorder treatment. The Department of Health and Human Services (HHS) and the Department of Justice (DOJ) fund grant programs that help provide access to such services. In fiscal year 2025, HHS awarded approximately $7.5 million for two key trafficking survivor services programs and DOJ awarded approximately $45 million for two key programs. The programs assisted approximately 2,600 survivors and 11,300 survivors in that year, respectively, helping them access services.
GAO's review of HHS's two key grant programs found that the agency followed leading practices in assessing how programs perform. HHS did this by, for instance, setting long-term and measurable near-term goals with targets and time frames that communicated what the agency expected the programs to achieve. For example, to assess its long-term goal to provide services for survivors, HHS set a near-term goal for a grantee to deliver services to 50 survivors in a given fiscal year. DOJ also followed leading practices for its minor survivor assistance program, but did not do so for its adult program. Specifically, DOJ did not set measurable near-term goals for what it expects its adult program to achieve. By setting such near-term goals with targets and time frames, DOJ would be better positioned to assess the effectiveness of its adult program and the progress it makes toward supporting the needs of adult human trafficking survivors.
GAO's analysis of literature and interviews with selected HHS and DOJ grantees and selected stakeholders identified factors that can affect human trafficking survivors' access to behavioral health services. Such factors included shortages of providers specializing in treating survivors of human trafficking. These are longstanding and complex issues, some of which are beyond federal control. HHS and DOJ officials said they are aware of the factors and have taken actions-such as increasing human trafficking training for behavioral health providers-to help improve survivors' access to services.
Factors That Can Affect Access to Behavioral Health Services for Survivors of Human Trafficking
Why GAO Did This Study
Human trafficking is a crime that involves compelling or coercing a person to provide labor or engage in commercial sex acts. In 2024, the National Human Trafficking Hotline identified nearly 12,000 human trafficking cases in the United States.
The Trafficking Victims Prevention and Protection Reauthorization Act of 2022 includes a provision for GAO to study the accessibility of behavioral health services for survivors of human trafficking in the United States. This report (1) describes the key HHS and DOJ programs that fund behavioral health services for trafficking survivors, (2) evaluates how HHS and DOJ assessed the performance of key programs, and (3) describes factors that can affect survivors' access to services and federal efforts to improve access.
GAO reviewed HHS and DOJ documentation and interviewed agency officials. GAO selected four key programs whose grantees reported providing the largest amount of behavioral health services in recent years and interviewed 15 grantees selected to obtain variation in the amount of services provided and location. GAO analyzed fiscal year 2025 grantee performance data for the four programs, the most recent available. GAO evaluated HHS and DOJ steps for assessing the performance of the programs. GAO also conducted a literature search and interviewed six selected stakeholders, including representatives from survivor organizations and a researcher.
Recommendations
GAO recommends that the DOJ sets measurable near-term goals with targets and time frames for its adult survivor assistance program. DOJ concurred with this recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Justice The Attorney General should ensure that the Office for Victims of Crime sets measurable near-term goals with targets and time frames for the Services for Victims of Human Trafficking program. (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-26-107901
Aerial Refueling Tankers: Air Force Needs More Focused Metrics and a Risk-Based Mitigation Plan to Improve Sustainment
WASHINGTON, June 10 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Aerial Refueling Tankers: Air Force Needs More Focused Metrics and a Risk-Based Mitigation Plan to Improve Sustainment
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Fast Facts
The Air Force's aerial refueling tanker fleet can refuel aircraft while in flight during military operations. The critical fleet has consistently fallen below availability and capability standards in recent years.
But these standards don't tell the whole story. Tankers that can be used for aeromedical evacuations and cargo transport missions may be declared ... Show Full Article WASHINGTON, June 10 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Aerial Refueling Tankers: Air Force Needs More Focused Metrics and a Risk-Based Mitigation Plan to Improve Sustainment * Fast Facts The Air Force's aerial refueling tanker fleet can refuel aircraft while in flight during military operations. The critical fleet has consistently fallen below availability and capability standards in recent years. But these standards don't tell the whole story. Tankers that can be used for aeromedical evacuations and cargo transport missions may be declared"mission capable" even if they can't do refueling.
Also, Air Force officials found multiple risks to keeping the tankers in working order, such as frequent part failures and inadequate supply chains for timely replacements.
Our recommendations address these issues.
The Air Force's Aerial Refueling Tankers, KC-135 Stratotanker and KC-46A Pegasus, in Flight
Two airplanes fly near each other in an almost cloudless blue sky. One has a tube for refueling sticking out near the tail.
Highlights
What GAO Found
The Air Force's metrics for aircraft availability and mission capability do not provide a complete picture of the KC-135 and KC-46A tanker fleet's ability to meet its primary refueling mission. The tanker fleet did not meet the Air Force's availability and capability standards from fiscal year 2019 through fiscal year 2025, but these metrics do not specifically account for the aircraft's ability to meet the primary refueling mission. The Air Force also calculates a "fully mission capable" (FMC) rate to measure the fleet's ability to meet all its missions, which decreased substantially during that 7-year period. According to Air Force officials, while FMC is a clear indicator of an aircraft's ability to meet its primary refueling mission, it excludes non-FMC aircraft that may be able to meet the refueling mission but not other missions. Without metrics and standards focused on the aerial refueling mission specifically, the Air Force risks not having a clear understanding of the fleet's ability to meet key operational requirements.
Air Force officials identified sustainment risks for the KC-135 and KC-46A fleets, but the Air Force has not comprehensively assessed these risks or developed a plan to mitigate them. The sustainment risks included shortages of critical parts and skilled maintainers and infrastructure limitations. The Air Force has taken some actions to address these risks, including identifying alternative sources for parts and upgrading infrastructure. However, conducting a comprehensive assessment of risks associated with sustaining the fleet and developing a mitigation plan to address these risks based on their likelihood or impact would help the Air Force target scarce resources to areas of greatest risk and enhance the health of the aerial refueling tanker fleet.
Aerial Refueling Tanker Sustainment Risks
Why GAO Did This Study
The Air Force's aerial refueling tanker fleet-capable of transferring fuel from airborne tankers to aircraft while in flight-is the largest in the world and plays a critical role in air mobility operations.
House Report 118-529, accompanying a bill for the National Defense Authorization Act for Fiscal Year 2025, included a provision for GAO to assess the Air Force's refueling capabilities and sustainment of the aerial refueling fleet. Among other objectives, this GAO report addresses the extent to which the fleet meets the Air Force's current and future needs, and the extent to which the Air Force has assessed risks and developed mitigation plans associated with sustaining the KC-135 and KC-46A aerial refueling aircraft.
GAO reviewed Air Force data on the composition and performance of the aerial refueling fleet, reviewed agency documentation, contacted 16 units across 11 bases, and interviewed relevant Department of Defense and Air Force officials. This is a public version of a sensitive report GAO issued in May 2026. This version omits information DOD deemed to be Controlled Unclassified Information.
Recommendations
GAO made four recommendations, including that the Air Force use metrics and standards that specifically assess the aerial refueling tanker fleet's ability to meet its primary refueling mission; conduct a comprehensive assessment of sustainment risks associated with the aerial refueling tanker fleet; and develop a mitigation plan based on the results of that assessment. The Air Force concurred with GAO's recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of the Air Force The Secretary of the Air Force should direct the use of metrics and standards that specifically assess the aerial refueling capability of its tanker fleet. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should require the Air Mobility Command, in coordination with its subordinate organizations and relevant program offices, to regularly report on the metrics and standards adopted to assess the aerial refueling capability of its tanker fleet. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should direct a service-wide comprehensive assessment of risks associated with sustainment of its aerial refueling tanker fleet, including their likelihood and impact. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should direct the development of a mitigation plan based on the results of a risk assessment associated with sustainment of its aerial refueling tanker fleet. (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-26-109154