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Coast Guard: Opportunities Remain to Improve Access to Housing
WASHINGTON, Sept. 18 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
Coast Guard: Opportunities Remain to Improve Access to Housing
*
#Highlights
Coast Guard personnel who work near vacation destinations or in remote areas experience challenges accessing private sector housing. Implementing our prior recommendations can better position the military services to manage military housing and support service members and their families.
#The Big Picture
Due to rising costs, Coast Guard service members, 40 percent of whom rotate to new duty stations annually, ... Show Full Article WASHINGTON, Sept. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Coast Guard: Opportunities Remain to Improve Access to Housing * #Highlights Coast Guard personnel who work near vacation destinations or in remote areas experience challenges accessing private sector housing. Implementing our prior recommendations can better position the military services to manage military housing and support service members and their families. #The Big Picture Due to rising costs, Coast Guard service members, 40 percent of whom rotate to new duty stations annually,and their families find it increasingly difficult to access adequate housing. The Department of Defense (DOD) and the Coast Guard (within the Department of Homeland Security) rely on the private sector to house the majority of service members; other service members may reside in government-owned housing. The basic allowance for housing (housing allowance) is often one of the largest components of cash compensation for military personnel.
Around 41 percent of Coast Guard units are in remote or high vacation rental areas, where there is limited housing supply and high cost-of-living relative to the housing allowance. Coast Guard service members and spouses in these areas report challenges with affordability and availability of private-sector housing, which 76 percent of Coast Guard service members rely upon. However, while the Coast Guard and DOD seek to ensure that all members and their families have access to adequate housing, they are not fully aware of the challenges experienced by some service members. As a result, it may be difficult for these service members and their families to find adequate housing, which can affect morale and retention.
#What GAO's Work Shows
Our prior work highlighted key challenges that the Coast Guard has faced in managing its housing program and DOD actions that affect the Coast Guard. These include Coast Guard and DOD data collection and monitoring processes that inform housing guidance, such as collecting service member feedback, calculating housing allowance rates, and assessing priority housing types and locations. As of July 2026, there were nine open GAO recommendations focused on improving access to affordable housing for DOD and Coast Guard service members and their families.
Location of Coast Guard Units and Classification as Remote or Majority Vacation Rental Areas, as of 2023
While the Coast Guard manages its housing program, DOD is responsible for calculating housing allowance rates for all eligible active-duty military service members, including the Coast Guard, by their pay grade, dependency status, and geographic location. These rates are based on rental costs data of "anchor points" or types of housing in approved market areas. However, DOD has not always used complete information to set housing allowances. DOD policy states that remote and isolated areas may pose particular challenges. Yet, DOD does not routinely assess or maintain comprehensive information on its housing supply or home affordability in relation to service members.
We previously reported on steps DOD could take to make improvements, as well as how military services, such as the Coast Guard, may pursue changes to the allowance boundaries. By implementing our recommendations, Coast Guard and DOD could improve the management of military service housing affordability, availability, and costs while better supporting service members and their families.
#Quality of Life Tradeoffs
Service members we spoke to across the armed forces, including the Coast Guard, cited key quality-of-life tradeoffs of living in remote and vacation destinations. These included increased commuting costs and distances, lower school quality, and limited access to health care services. Additionally, Coast Guard officials acknowledged that disparities in the housing allowance can exist, particularly in regions where multiple military housing areas cover large military service member populations, such as the San Francisco and Cape Cod areas.
While Coast Guard officials identified beneficial practices they developed to manage their housing programs, in 2024, we found that the Coast Guard could improve its collection and sharing of such practices. For example, Coast Guard officials said they could hold regular calls with housing field units. These actions can help mitigate the loss of knowledge on local housing issues as personnel change duty stations. Similarly, we found that coordination between DOD and local communities on issues like housing varies across military installations. In March 2026, DOD issued guidance for military departments to define related responsibilities and requirements.
#Service-Wide Survey
While the Coast Guard has collected some information on housing-related issues, such as analyses of housing market data, it had not conducted a service-wide feedback survey since 2012. In response to our 2024 recommendation, the Coast Guard developed the Nationwide Housing Satisfaction Survey. The goal of the survey is to enable the Coast Guard to make data-driven decisions and ensure that resources are allocated effectively to areas with the most pressing housing needs. The Coast Guard launched the annual survey in Fall 2025. However, the Coast Guard has yet to inform its housing policies with related current or complete information.
#Critical Housing Area Classification
Currently, DOD has limited information regarding which military housing areas, such as Coast Guard specific areas, have the most significant housing availability and affordability challenges, known as critical housing areas. Thus, there may be additional areas where service members are experiencing significant housing challenges that the Coast Guard and DOD are not aware of. In 2024, we recommended DOD develop a comprehensive list of critical housing areas and consider local characteristics, such as vacation rentals, in its analysis. DOD officials shared interim guidance on this in March 2026 and told us it plans to publish a list of such areas by May 2027.
In the absence of DOD information, the Coast Guard has taken some actions to designate critical housing areas. The Coast Guard considers this designation when it makes decisions to alter, acquire, or build new housing. As of 2026, the Coast Guard designated 46 areas affecting 400 out of 2,490 of the Coast Guard's family housing units across the United States.
#Statutory Housing Authorities
While the Coast Guard uses various statutory housing authorities to manage its housing program, DOD has additional authorities available to it that could potentially lower Coast Guard housing-related costs. For example, DOD has the authority to enter into multiyear utility service contracts. Coast Guard officials told us that having similar statutory authorities could be beneficial and may result in cost savings for the service. Other authorities, such as the use of public-private partnerships, would not be beneficial to the service and could result in large amounts of new direct spending, according to Coast Guard officials.
We recommended the Coast Guard assess the extent to which 10 DOD statutory housing authorities could be beneficial to the service. As of June 2026, Coast Guard had submitted one legislative proposal to obtain one of these authorities and plans three additional proposals by the end of 2026.
For more information, contact Triana McNeil at McNeilT@gao.gov.
***
Original text here: https://www.gao.gov/products/gao-26-109300
(TNSmrp)
* * *
Coast Guard: Opportunities Remain to Improve Access to Housing
*
#Highlights
Coast Guard personnel who work near vacation destinations or in remote areas experience challenges accessing private sector housing. Implementing our prior recommendations can better position the military services to manage military housing and support service members and their families.
#The Big Picture
Due to rising costs, Coast Guard service members, 40 percent of whom rotate to new duty stations annually, ... Show Full Article WASHINGTON, Sept. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Coast Guard: Opportunities Remain to Improve Access to Housing * #Highlights Coast Guard personnel who work near vacation destinations or in remote areas experience challenges accessing private sector housing. Implementing our prior recommendations can better position the military services to manage military housing and support service members and their families. #The Big Picture Due to rising costs, Coast Guard service members, 40 percent of whom rotate to new duty stations annually,and their families find it increasingly difficult to access adequate housing. The Department of Defense (DOD) and the Coast Guard (within the Department of Homeland Security) rely on the private sector to house the majority of service members; other service members may reside in government-owned housing. The basic allowance for housing (housing allowance) is often one of the largest components of cash compensation for military personnel.
Around 41 percent of Coast Guard units are in remote or high vacation rental areas, where there is limited housing supply and high cost-of-living relative to the housing allowance. Coast Guard service members and spouses in these areas report challenges with affordability and availability of private-sector housing, which 76 percent of Coast Guard service members rely upon. However, while the Coast Guard and DOD seek to ensure that all members and their families have access to adequate housing, they are not fully aware of the challenges experienced by some service members. As a result, it may be difficult for these service members and their families to find adequate housing, which can affect morale and retention.
#What GAO's Work Shows
Our prior work highlighted key challenges that the Coast Guard has faced in managing its housing program and DOD actions that affect the Coast Guard. These include Coast Guard and DOD data collection and monitoring processes that inform housing guidance, such as collecting service member feedback, calculating housing allowance rates, and assessing priority housing types and locations. As of July 2026, there were nine open GAO recommendations focused on improving access to affordable housing for DOD and Coast Guard service members and their families.
Location of Coast Guard Units and Classification as Remote or Majority Vacation Rental Areas, as of 2023
While the Coast Guard manages its housing program, DOD is responsible for calculating housing allowance rates for all eligible active-duty military service members, including the Coast Guard, by their pay grade, dependency status, and geographic location. These rates are based on rental costs data of "anchor points" or types of housing in approved market areas. However, DOD has not always used complete information to set housing allowances. DOD policy states that remote and isolated areas may pose particular challenges. Yet, DOD does not routinely assess or maintain comprehensive information on its housing supply or home affordability in relation to service members.
We previously reported on steps DOD could take to make improvements, as well as how military services, such as the Coast Guard, may pursue changes to the allowance boundaries. By implementing our recommendations, Coast Guard and DOD could improve the management of military service housing affordability, availability, and costs while better supporting service members and their families.
#Quality of Life Tradeoffs
Service members we spoke to across the armed forces, including the Coast Guard, cited key quality-of-life tradeoffs of living in remote and vacation destinations. These included increased commuting costs and distances, lower school quality, and limited access to health care services. Additionally, Coast Guard officials acknowledged that disparities in the housing allowance can exist, particularly in regions where multiple military housing areas cover large military service member populations, such as the San Francisco and Cape Cod areas.
While Coast Guard officials identified beneficial practices they developed to manage their housing programs, in 2024, we found that the Coast Guard could improve its collection and sharing of such practices. For example, Coast Guard officials said they could hold regular calls with housing field units. These actions can help mitigate the loss of knowledge on local housing issues as personnel change duty stations. Similarly, we found that coordination between DOD and local communities on issues like housing varies across military installations. In March 2026, DOD issued guidance for military departments to define related responsibilities and requirements.
#Service-Wide Survey
While the Coast Guard has collected some information on housing-related issues, such as analyses of housing market data, it had not conducted a service-wide feedback survey since 2012. In response to our 2024 recommendation, the Coast Guard developed the Nationwide Housing Satisfaction Survey. The goal of the survey is to enable the Coast Guard to make data-driven decisions and ensure that resources are allocated effectively to areas with the most pressing housing needs. The Coast Guard launched the annual survey in Fall 2025. However, the Coast Guard has yet to inform its housing policies with related current or complete information.
#Critical Housing Area Classification
Currently, DOD has limited information regarding which military housing areas, such as Coast Guard specific areas, have the most significant housing availability and affordability challenges, known as critical housing areas. Thus, there may be additional areas where service members are experiencing significant housing challenges that the Coast Guard and DOD are not aware of. In 2024, we recommended DOD develop a comprehensive list of critical housing areas and consider local characteristics, such as vacation rentals, in its analysis. DOD officials shared interim guidance on this in March 2026 and told us it plans to publish a list of such areas by May 2027.
In the absence of DOD information, the Coast Guard has taken some actions to designate critical housing areas. The Coast Guard considers this designation when it makes decisions to alter, acquire, or build new housing. As of 2026, the Coast Guard designated 46 areas affecting 400 out of 2,490 of the Coast Guard's family housing units across the United States.
#Statutory Housing Authorities
While the Coast Guard uses various statutory housing authorities to manage its housing program, DOD has additional authorities available to it that could potentially lower Coast Guard housing-related costs. For example, DOD has the authority to enter into multiyear utility service contracts. Coast Guard officials told us that having similar statutory authorities could be beneficial and may result in cost savings for the service. Other authorities, such as the use of public-private partnerships, would not be beneficial to the service and could result in large amounts of new direct spending, according to Coast Guard officials.
We recommended the Coast Guard assess the extent to which 10 DOD statutory housing authorities could be beneficial to the service. As of June 2026, Coast Guard had submitted one legislative proposal to obtain one of these authorities and plans three additional proposals by the end of 2026.
For more information, contact Triana McNeil at McNeilT@gao.gov.
***
Original text here: https://www.gao.gov/products/gao-26-109300
(TNSmrp)
Coast Guard: Actions to Address Sexual Misconduct Underway but Incomplete
WASHINGTON, Sept. 18 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
Coast Guard: Actions to Address Sexual Misconduct Underway but Incomplete
*
#Highlights
Sexual misconduct in the U.S. Coast Guard is a longstanding problem. Implementing our recommendations can help the Coast Guard instill a culture intolerant of sexual misconduct and communicate progress to Congress and the public.
#The Big Picture
Sexual misconduct has been a challenge within the U.S. Coast Guard for decades. For example, in a 2020 internal investigation called "Operation Fouled Anchor," ... Show Full Article WASHINGTON, Sept. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Coast Guard: Actions to Address Sexual Misconduct Underway but Incomplete * #Highlights Sexual misconduct in the U.S. Coast Guard is a longstanding problem. Implementing our recommendations can help the Coast Guard instill a culture intolerant of sexual misconduct and communicate progress to Congress and the public. #The Big Picture Sexual misconduct has been a challenge within the U.S. Coast Guard for decades. For example, in a 2020 internal investigation called "Operation Fouled Anchor,"the Coast Guard examined more than 100 allegations of sexual assault from 1990 to 2006 at the Coast Guard Academy. The investigation concluded that the academy often mishandled these cases and failed to take sufficient action to ensure a safe environment for cadets. Sexual misconduct negatively affects victims and cadet retention, and it disrupts mission readiness.
Cadets at Coast Guard Academy Practicing Drills
In June 2023, after media reporting on the mishandling of sexual assault cases, the Coast Guard committed to reforming its culture, including addressing sexual misconduct. It also committed to better communicate its progress on these efforts to Congress and the public.
A November 2023 Coast Guard report developed in response to Operation Fouled Anchor concluded that drastic improvement was needed to address harmful behaviors, including sexual misconduct. The report highlighted that about 18 percent of current Coast Guard women and 4 percent of men who responded to the Coast Guard's 2022 Workforce and Gender Relations survey reported having experienced sexual harassment.
#What GAO's Work Shows
The National Defense Authorization Act for Fiscal Year 2026 includes a provision for GAO to report on Coast Guard efforts to mitigate sexual misconduct in the service. Pub. L. No. 119-60, div. G, tit. LXXV, subtit. A, SS 7501, 139 Stat. 718, 1788-89 (2025). Our prior work has highlighted challenges that the Coast Guard has faced in addressing and reporting sexual misconduct. The Coast Guard has begun to implement our recommendations to address these concerns, but as of August 2026, its actions were incomplete.
#Implementing Reforms to Address Key Gaps
The Coast Guard has taken some actions to implement reforms, but gaps in key areas may affect the Coast Guard's ability to maintain progress and achieve lasting results. Specifically, we reported that in November 2023 the Coast Guard identified 33 actions to implement as part of its reform effort to address sexual misconduct. Subsequently, the Coast Guard identified 16 additional actions. These actions include revising policy and filling new positions to address sexual misconduct, among others. As of August 2026, the Coast Guard reported completing 36 of the 49 actions.
We found that the Coast Guard had not updated timelines or outlined clear next steps for implementing the incomplete reform actions. In addition, Coast Guard did not have a way to collect feedback from personnel to determine whether the reforms were working.
In light of these findings, we recommended in January 2026 that the Coast Guard develop an implementation plan for its reform effort, reconstitute its implementation team, and establish a two-way communications strategy with employees regarding the status and effects of its reform efforts, among other items. The Coast Guard is taking steps to implement these recommendations. For example, in June 2026 it developed a feedback tool to engage the workforce on reform efforts. The Coast Guard also provided an updated implementation plan in August 2026.
#Assessing the Effectiveness of the Reforms
The Coast Guard has not yet developed a performance plan to assess its progress over time-a deficiency we highlighted more than two years ago in our testimony before Congress in March 2024.
Since that time, the Coast Guard has begun to develop a tool to leverage relevant metrics from its current surveys and other reports to establish a baseline for assessing the cumulative impact of its reform actions. However, as of June 2026, the service has yet to develop goals and measures for its tool, and effort remains incomplete. Assessing the effectiveness of its actions would better ensure that the Coast Guard has the information it needs to evaluate whether the actions are helping personnel have an experience free from sexual misconduct.
#Improving Reporting to Congress
The service did not notify Congress of Operation Fouled Anchor until media reporting was imminent, potentially impairing congressional oversight. In April 2025 we reported that the Coast Guard's policy provides limited guidance on notifying Congress of its investigations into sexual misconduct.
Additionally, the Coast Guard is statutorily required to inform Congress annually about sexual misconduct. However, we reviewed the Coast Guard's report issued in 2022 under 14 U.S.C. SS 5112 and it did not include all statutorily required information and was nearly a year late. In our January 2026 report, we recommended the Coast Guard ensure that future reports address all required elements and issue on time. However, the Coast Guard issued its 2023, 2024, and 2025 reports late and still did not include all required information. Coast Guard officials stated that the 2025 report is complete. We found that required elements are still missing
As we also recommended, documenting its guidance for determining the investigations that warrant proactive congressional notification and issuing complete and on time reports would provide Congress with information it can use for oversight.
#Challenges and Opportunities
Addressing sexual misconduct in the Coast Guard requires a cultural transformation. Our previous work shows that fully implementing major transformations can take years and requires focused, full-time attention to ensure that initiatives are implemented in a coherent and integrated way. But gaps in leadership, monitoring, and employee engagement have hindered progress. Absent implementation of our recommendations related to sexual misconduct, the service risks not being able to make the types of long-term cultural and procedural changes that are necessary to address sexual misconduct. It also risks missed opportunities for the Coast Guard to assess the effectiveness of its reform efforts and accurately communicate results to Congress and the public.
Coast Guard Personnel on Patrol
For more information, contact Triana McNeil at McNeilT@gao.gov.
***
Original text here: https://www.gao.gov/products/gao-26-109302
(TNSmrp)
* * *
Coast Guard: Actions to Address Sexual Misconduct Underway but Incomplete
*
#Highlights
Sexual misconduct in the U.S. Coast Guard is a longstanding problem. Implementing our recommendations can help the Coast Guard instill a culture intolerant of sexual misconduct and communicate progress to Congress and the public.
#The Big Picture
Sexual misconduct has been a challenge within the U.S. Coast Guard for decades. For example, in a 2020 internal investigation called "Operation Fouled Anchor," ... Show Full Article WASHINGTON, Sept. 18 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Coast Guard: Actions to Address Sexual Misconduct Underway but Incomplete * #Highlights Sexual misconduct in the U.S. Coast Guard is a longstanding problem. Implementing our recommendations can help the Coast Guard instill a culture intolerant of sexual misconduct and communicate progress to Congress and the public. #The Big Picture Sexual misconduct has been a challenge within the U.S. Coast Guard for decades. For example, in a 2020 internal investigation called "Operation Fouled Anchor,"the Coast Guard examined more than 100 allegations of sexual assault from 1990 to 2006 at the Coast Guard Academy. The investigation concluded that the academy often mishandled these cases and failed to take sufficient action to ensure a safe environment for cadets. Sexual misconduct negatively affects victims and cadet retention, and it disrupts mission readiness.
Cadets at Coast Guard Academy Practicing Drills
In June 2023, after media reporting on the mishandling of sexual assault cases, the Coast Guard committed to reforming its culture, including addressing sexual misconduct. It also committed to better communicate its progress on these efforts to Congress and the public.
A November 2023 Coast Guard report developed in response to Operation Fouled Anchor concluded that drastic improvement was needed to address harmful behaviors, including sexual misconduct. The report highlighted that about 18 percent of current Coast Guard women and 4 percent of men who responded to the Coast Guard's 2022 Workforce and Gender Relations survey reported having experienced sexual harassment.
#What GAO's Work Shows
The National Defense Authorization Act for Fiscal Year 2026 includes a provision for GAO to report on Coast Guard efforts to mitigate sexual misconduct in the service. Pub. L. No. 119-60, div. G, tit. LXXV, subtit. A, SS 7501, 139 Stat. 718, 1788-89 (2025). Our prior work has highlighted challenges that the Coast Guard has faced in addressing and reporting sexual misconduct. The Coast Guard has begun to implement our recommendations to address these concerns, but as of August 2026, its actions were incomplete.
#Implementing Reforms to Address Key Gaps
The Coast Guard has taken some actions to implement reforms, but gaps in key areas may affect the Coast Guard's ability to maintain progress and achieve lasting results. Specifically, we reported that in November 2023 the Coast Guard identified 33 actions to implement as part of its reform effort to address sexual misconduct. Subsequently, the Coast Guard identified 16 additional actions. These actions include revising policy and filling new positions to address sexual misconduct, among others. As of August 2026, the Coast Guard reported completing 36 of the 49 actions.
We found that the Coast Guard had not updated timelines or outlined clear next steps for implementing the incomplete reform actions. In addition, Coast Guard did not have a way to collect feedback from personnel to determine whether the reforms were working.
In light of these findings, we recommended in January 2026 that the Coast Guard develop an implementation plan for its reform effort, reconstitute its implementation team, and establish a two-way communications strategy with employees regarding the status and effects of its reform efforts, among other items. The Coast Guard is taking steps to implement these recommendations. For example, in June 2026 it developed a feedback tool to engage the workforce on reform efforts. The Coast Guard also provided an updated implementation plan in August 2026.
#Assessing the Effectiveness of the Reforms
The Coast Guard has not yet developed a performance plan to assess its progress over time-a deficiency we highlighted more than two years ago in our testimony before Congress in March 2024.
Since that time, the Coast Guard has begun to develop a tool to leverage relevant metrics from its current surveys and other reports to establish a baseline for assessing the cumulative impact of its reform actions. However, as of June 2026, the service has yet to develop goals and measures for its tool, and effort remains incomplete. Assessing the effectiveness of its actions would better ensure that the Coast Guard has the information it needs to evaluate whether the actions are helping personnel have an experience free from sexual misconduct.
#Improving Reporting to Congress
The service did not notify Congress of Operation Fouled Anchor until media reporting was imminent, potentially impairing congressional oversight. In April 2025 we reported that the Coast Guard's policy provides limited guidance on notifying Congress of its investigations into sexual misconduct.
Additionally, the Coast Guard is statutorily required to inform Congress annually about sexual misconduct. However, we reviewed the Coast Guard's report issued in 2022 under 14 U.S.C. SS 5112 and it did not include all statutorily required information and was nearly a year late. In our January 2026 report, we recommended the Coast Guard ensure that future reports address all required elements and issue on time. However, the Coast Guard issued its 2023, 2024, and 2025 reports late and still did not include all required information. Coast Guard officials stated that the 2025 report is complete. We found that required elements are still missing
As we also recommended, documenting its guidance for determining the investigations that warrant proactive congressional notification and issuing complete and on time reports would provide Congress with information it can use for oversight.
#Challenges and Opportunities
Addressing sexual misconduct in the Coast Guard requires a cultural transformation. Our previous work shows that fully implementing major transformations can take years and requires focused, full-time attention to ensure that initiatives are implemented in a coherent and integrated way. But gaps in leadership, monitoring, and employee engagement have hindered progress. Absent implementation of our recommendations related to sexual misconduct, the service risks not being able to make the types of long-term cultural and procedural changes that are necessary to address sexual misconduct. It also risks missed opportunities for the Coast Guard to assess the effectiveness of its reform efforts and accurately communicate results to Congress and the public.
Coast Guard Personnel on Patrol
For more information, contact Triana McNeil at McNeilT@gao.gov.
***
Original text here: https://www.gao.gov/products/gao-26-109302
(TNSmrp)
DHS Grants: Approach to Terminations and Pauses Disrupted Some Program Activities
WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
DHS Grants: Approach to Terminations and Pauses Disrupted Some Program Activities
*
#Fast Facts
In early 2025, the President directed federal agencies to review and terminate grants for several reasons. In response, the Department of Homeland Security terminated 362 grants, deobligated about $1 billion, and added new requirements for grant recipients, among other things.
We found that DHS's approach to these actions made it difficult to execute grant programs. For example, some disaster ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * DHS Grants: Approach to Terminations and Pauses Disrupted Some Program Activities * #Fast Facts In early 2025, the President directed federal agencies to review and terminate grants for several reasons. In response, the Department of Homeland Security terminated 362 grants, deobligated about $1 billion, and added new requirements for grant recipients, among other things. We found that DHS's approach to these actions made it difficult to execute grant programs. For example, some disastermitigation projects were delayed by nearly a year.
DHS continues to take similar actions but hasn't incorporated lessons learned from this original approach into its recent efforts.
We recommended that DHS do so before taking future actions.
Sign in front of building that reads Homeland Security
#Highlights
#What GAO Found
In February 2025, the President issued an executive order that called for agencies to consult with the U.S. DOGE Service (also known as the Department of Government Efficiency) to review and terminate grants within 30 days of the executive order to reduce spending. Department of Homeland Security (DHS) officials told GAO that they followed directions from the Secretary of Homeland Security in 2025 to determine which grants to terminate.
DHS took several actions during fiscal year 2025 to implement the Secretary's grant review guidance. For example:
* DHS paused the disbursement of all obligated grant funding in February 2025.
* With approval from the Secretary, four DHS components terminated 362 grants and deobligated about $1 billion for those grants, as shown in the table below.
Deobligations for Grants DHS Terminated January 20, 2025 - September 30, 2025
Agency and component
Number of terminated grants
Total deobligations after termination (thousands of $)
Total for DHS
362
$1,001,777
Cybersecurity and Infrastructure Security Agency
1
$0
Federal Emergency Management Agency (FEMA)
215
$999,433
Science and Technology Directorate
35
$2
U.S. Citizenship and Immigration Services (USCIS)
111
$2,342
Source: DHS.gov, USASpending.gov, and DHS officials. | GAO-26-109097
DHS's approach led to it not achieving its fiscal year 2025 objectives and in some cases undermining statutory purposes for its grant programs. For instance, DHS did not fully achieve planned actions to reduce federal spending. In many cases, DHS or its components were forced to reverse their actions after delaying grants that would strengthen preparedness and resilience. For example, the Federal Emergency Management Agency (FEMA) reallocated funds away from certain states under a grant program that provides federal funds for terrorism prevention and response projects. FEMA then reinstated the funds after a court ordered it to.
DHS and its components-including FEMA, which is responsible for most of DHS's grant programs-continue to take similar actions to place conditions on or terminate grants. DHS now has the opportunity to take a measured approach to grant actions given that it no longer faces an executive order deadline. By developing a process to ensure that grant-making components, such as FEMA, consider lessons learned from prior challenges before taking future actions, DHS could be better positioned to achieve its objectives and ensure that statutory purposes for its grant programs are implemented as required.
#Why GAO Did This Study
In early 2025, the President directed the heads of federal agencies to implement a series of initiatives to reform government operations, including reviewing federal contracts and grants for termination or modification to reduce spending. To advance these initiatives, the President directed agencies to establish teams to work with DOGE.
GAO was asked to review DHS and DOGE efforts to terminate contracts and grant awards and make reductions to its workforce in 2025. This report, the second in a series, provides information on DHS actions to review and terminate grants from January through September 2025, and the number and value of grants terminated. The first report focused on DHS contract terminations.
GAO reviewed and analyzed documents such as executive orders directing federal agencies to review and terminate grants and DHS documents directing components on how to conduct these efforts. GAO also reviewed DHS data and publicly available award data on the grants DHS terminated during the period of our review, as well as relevant statutes and court filings. Further, GAO interviewed DHS officials and collected written responses about these efforts.
#Recommendations
GAO recommends that the Secretary of Homeland Security develop a process to ensure that grant-making components, such as FEMA, incorporate lessons learned from prior challenges in their grant actions before taking any future grant actions, such as terminations or funding pauses. DHS agreed with the recommendation.
#Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Homeland Security The Secretary of Homeland Security should develop a process to ensure that grant-making components, such as FEMA, incorporate lessons learned from prior challenges in their grant actions before taking any future grant actions, such as terminating or adding new conditions to grants. (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-26-109097
(TNSmrp)
* * *
DHS Grants: Approach to Terminations and Pauses Disrupted Some Program Activities
*
#Fast Facts
In early 2025, the President directed federal agencies to review and terminate grants for several reasons. In response, the Department of Homeland Security terminated 362 grants, deobligated about $1 billion, and added new requirements for grant recipients, among other things.
We found that DHS's approach to these actions made it difficult to execute grant programs. For example, some disaster ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * DHS Grants: Approach to Terminations and Pauses Disrupted Some Program Activities * #Fast Facts In early 2025, the President directed federal agencies to review and terminate grants for several reasons. In response, the Department of Homeland Security terminated 362 grants, deobligated about $1 billion, and added new requirements for grant recipients, among other things. We found that DHS's approach to these actions made it difficult to execute grant programs. For example, some disastermitigation projects were delayed by nearly a year.
DHS continues to take similar actions but hasn't incorporated lessons learned from this original approach into its recent efforts.
We recommended that DHS do so before taking future actions.
Sign in front of building that reads Homeland Security
#Highlights
#What GAO Found
In February 2025, the President issued an executive order that called for agencies to consult with the U.S. DOGE Service (also known as the Department of Government Efficiency) to review and terminate grants within 30 days of the executive order to reduce spending. Department of Homeland Security (DHS) officials told GAO that they followed directions from the Secretary of Homeland Security in 2025 to determine which grants to terminate.
DHS took several actions during fiscal year 2025 to implement the Secretary's grant review guidance. For example:
* DHS paused the disbursement of all obligated grant funding in February 2025.
* With approval from the Secretary, four DHS components terminated 362 grants and deobligated about $1 billion for those grants, as shown in the table below.
Deobligations for Grants DHS Terminated January 20, 2025 - September 30, 2025
Agency and component
Number of terminated grants
Total deobligations after termination (thousands of $)
Total for DHS
362
$1,001,777
Cybersecurity and Infrastructure Security Agency
1
$0
Federal Emergency Management Agency (FEMA)
215
$999,433
Science and Technology Directorate
35
$2
U.S. Citizenship and Immigration Services (USCIS)
111
$2,342
Source: DHS.gov, USASpending.gov, and DHS officials. | GAO-26-109097
DHS's approach led to it not achieving its fiscal year 2025 objectives and in some cases undermining statutory purposes for its grant programs. For instance, DHS did not fully achieve planned actions to reduce federal spending. In many cases, DHS or its components were forced to reverse their actions after delaying grants that would strengthen preparedness and resilience. For example, the Federal Emergency Management Agency (FEMA) reallocated funds away from certain states under a grant program that provides federal funds for terrorism prevention and response projects. FEMA then reinstated the funds after a court ordered it to.
DHS and its components-including FEMA, which is responsible for most of DHS's grant programs-continue to take similar actions to place conditions on or terminate grants. DHS now has the opportunity to take a measured approach to grant actions given that it no longer faces an executive order deadline. By developing a process to ensure that grant-making components, such as FEMA, consider lessons learned from prior challenges before taking future actions, DHS could be better positioned to achieve its objectives and ensure that statutory purposes for its grant programs are implemented as required.
#Why GAO Did This Study
In early 2025, the President directed the heads of federal agencies to implement a series of initiatives to reform government operations, including reviewing federal contracts and grants for termination or modification to reduce spending. To advance these initiatives, the President directed agencies to establish teams to work with DOGE.
GAO was asked to review DHS and DOGE efforts to terminate contracts and grant awards and make reductions to its workforce in 2025. This report, the second in a series, provides information on DHS actions to review and terminate grants from January through September 2025, and the number and value of grants terminated. The first report focused on DHS contract terminations.
GAO reviewed and analyzed documents such as executive orders directing federal agencies to review and terminate grants and DHS documents directing components on how to conduct these efforts. GAO also reviewed DHS data and publicly available award data on the grants DHS terminated during the period of our review, as well as relevant statutes and court filings. Further, GAO interviewed DHS officials and collected written responses about these efforts.
#Recommendations
GAO recommends that the Secretary of Homeland Security develop a process to ensure that grant-making components, such as FEMA, incorporate lessons learned from prior challenges in their grant actions before taking any future grant actions, such as terminations or funding pauses. DHS agreed with the recommendation.
#Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Homeland Security The Secretary of Homeland Security should develop a process to ensure that grant-making components, such as FEMA, incorporate lessons learned from prior challenges in their grant actions before taking any future grant actions, such as terminating or adding new conditions to grants. (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-26-109097
(TNSmrp)
Cybersecurity: HHS Should Strengthen Oversight and Enhance Security Controls for the 988 Suicide and Crisis Lifeline
WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
Cybersecurity: HHS Should Strengthen Oversight and Enhance Security Controls for the 988 Suicide and Crisis Lifeline
*
#Fast Facts
The Department of Health and Human Services' 988 Suicide and Crisis Lifeline is critical to the health and safety of millions of Americans. In 2022, the Lifeline faced a cybersecurity attack that led to a nationwide service disruption for several hours.
The Lifeline is managed by a network administrator, who oversees its nearly 220 crisis contact centers. ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Cybersecurity: HHS Should Strengthen Oversight and Enhance Security Controls for the 988 Suicide and Crisis Lifeline * #Fast Facts The Department of Health and Human Services' 988 Suicide and Crisis Lifeline is critical to the health and safety of millions of Americans. In 2022, the Lifeline faced a cybersecurity attack that led to a nationwide service disruption for several hours. The Lifeline is managed by a network administrator, who oversees its nearly 220 crisis contact centers.We found that the administrator and these centers haven't fully implemented cybersecurity controls that protect against service disruptions. HHS also hasn't fully implemented oversight of the Lifeline's cybersecurity.
We made 10 recommendations to strengthen the cybersecurity of the Lifeline.
A cellphone in a hand with the 988 Suicide and Crisis Lifeline number on top.
#Highlights
#What GAO Found
The 988 Suicide and Crisis Lifeline (988 Lifeline) is managed on behalf of the Department of Health and Human Services (HHS) by a network administrator who oversees the day-to-day operations and ensures that the nearly 220 local crisis contact centers are compliant with the organization's cybersecurity requirements.
HHS partially implemented oversight activities related to cybersecurity for the 988 Lifeline. Specifically, HHS defined oversight roles and responsibilities to monitor cybersecurity control implementation. However, HHS did not include all key HHS-defined cybersecurity control areas in the 988 Lifeline cooperative agreement with its network administrator or for the network agreement between the administrator and crisis contact centers. In addition, HHS established processes to monitor security control implementation but did not always adhere to them.
Inclusion of Department of Health and Human Services (HHS)-defined Cybersecurity Control Areas in 988 Lifeline Agreements
While the network administrator and crisis contact centers fully implemented selected continuous monitoring controls, they have not consistently implemented other selected cybersecurity controls identified in guidance from the National Institute of Standards and Technology. Specifically, the network administrator has not implemented identity and access controls related to updated password guidance and partially implemented controls related to contingency plans. In addition, the crisis contacts centers have partially implemented incident response and contingency planning controls. Without the full implementation of these controls, the 988 Lifeline faces increased risk of cybersecurity incidents, which could result in prolonged service disruptions and potentially prevent individuals in crisis access to timely mental health support.
#Why GAO Did This Study
HHS's Substance Abuse and Mental Health Services Administration launched the National Suicide Prevention Lifeline in 2005 to serve individuals in suicidal crisis or emotional distress. In 2022, it was renamed the 988 Suicide and Crisis Lifeline. The uninterrupted operation of the 988 Lifeline is critical to the health and safety of millions of Americans. These services were severely impacted in December 2022 by a cybersecurity attack that compromised critical 988 network infrastructure, leading to a nationwide service disruption lasting several hours. In addition, Congress passed the SUPPORT for Patients and Communities Reauthorization Act of 2025 that, among other things, includes a provision for GAO to report on the 988 Lifeline cybersecurity risks and vulnerabilities.
The objectives for this report were to determine (1) to what extent HHS has provided oversight of cybersecurity controls for the 988 Lifeline and (2) to what extent the 988 Lifeline network administrator and crisis contact centers have implemented selected cybersecurity controls.
To do so, GAO assessed cooperative and network agreements and related cybersecurity documentation and compared them to best practices and selected National Institute of Standards and Technology controls. GAO also interviewed HHS officials, the network administrator, and selected crisis contact centers.
#Recommendations
GAO is making 10 recommendations to HHS to update the cooperative and network agreements and to fully implement key cybersecurity controls. HHS concurred with the recommendations.
#Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to incorporate the seven missing cybersecurity control areas from HHS's CPG in the 988 Lifeline cooperative agreement. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to incorporate the three missing cybersecurity control areas from HHS's CPG in the 988 Lifeline network administrator's network agreement with the crisis contact centers. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to ensure full implementation of the 988 Lifeline network agreement compliance checklist process. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to implement the current NIST password guidance. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of incident response planning policies and monitor the implementation of such policies. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of incident response plans and monitor the implementation of such plans. (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.
Department of Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of incident response training and testing and monitor implementation of such training and testing. (Recommendation 7)
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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of contingency planning policies and monitor the implementation of such policies. (Recommendation 8)
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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to ensure that the network administrator includes key elements of a disaster recovery plan in the contingency plan. (Recommendation 9)
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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of contingency plan training and testing and monitor the implementation of such training and testing. (Recommendation 10)
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 10 Recommendations
***
Original text here: https://www.gao.gov/products/gao-26-108836
(TNSmrp)
* * *
Cybersecurity: HHS Should Strengthen Oversight and Enhance Security Controls for the 988 Suicide and Crisis Lifeline
*
#Fast Facts
The Department of Health and Human Services' 988 Suicide and Crisis Lifeline is critical to the health and safety of millions of Americans. In 2022, the Lifeline faced a cybersecurity attack that led to a nationwide service disruption for several hours.
The Lifeline is managed by a network administrator, who oversees its nearly 220 crisis contact centers. ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Cybersecurity: HHS Should Strengthen Oversight and Enhance Security Controls for the 988 Suicide and Crisis Lifeline * #Fast Facts The Department of Health and Human Services' 988 Suicide and Crisis Lifeline is critical to the health and safety of millions of Americans. In 2022, the Lifeline faced a cybersecurity attack that led to a nationwide service disruption for several hours. The Lifeline is managed by a network administrator, who oversees its nearly 220 crisis contact centers.We found that the administrator and these centers haven't fully implemented cybersecurity controls that protect against service disruptions. HHS also hasn't fully implemented oversight of the Lifeline's cybersecurity.
We made 10 recommendations to strengthen the cybersecurity of the Lifeline.
A cellphone in a hand with the 988 Suicide and Crisis Lifeline number on top.
#Highlights
#What GAO Found
The 988 Suicide and Crisis Lifeline (988 Lifeline) is managed on behalf of the Department of Health and Human Services (HHS) by a network administrator who oversees the day-to-day operations and ensures that the nearly 220 local crisis contact centers are compliant with the organization's cybersecurity requirements.
HHS partially implemented oversight activities related to cybersecurity for the 988 Lifeline. Specifically, HHS defined oversight roles and responsibilities to monitor cybersecurity control implementation. However, HHS did not include all key HHS-defined cybersecurity control areas in the 988 Lifeline cooperative agreement with its network administrator or for the network agreement between the administrator and crisis contact centers. In addition, HHS established processes to monitor security control implementation but did not always adhere to them.
Inclusion of Department of Health and Human Services (HHS)-defined Cybersecurity Control Areas in 988 Lifeline Agreements
While the network administrator and crisis contact centers fully implemented selected continuous monitoring controls, they have not consistently implemented other selected cybersecurity controls identified in guidance from the National Institute of Standards and Technology. Specifically, the network administrator has not implemented identity and access controls related to updated password guidance and partially implemented controls related to contingency plans. In addition, the crisis contacts centers have partially implemented incident response and contingency planning controls. Without the full implementation of these controls, the 988 Lifeline faces increased risk of cybersecurity incidents, which could result in prolonged service disruptions and potentially prevent individuals in crisis access to timely mental health support.
#Why GAO Did This Study
HHS's Substance Abuse and Mental Health Services Administration launched the National Suicide Prevention Lifeline in 2005 to serve individuals in suicidal crisis or emotional distress. In 2022, it was renamed the 988 Suicide and Crisis Lifeline. The uninterrupted operation of the 988 Lifeline is critical to the health and safety of millions of Americans. These services were severely impacted in December 2022 by a cybersecurity attack that compromised critical 988 network infrastructure, leading to a nationwide service disruption lasting several hours. In addition, Congress passed the SUPPORT for Patients and Communities Reauthorization Act of 2025 that, among other things, includes a provision for GAO to report on the 988 Lifeline cybersecurity risks and vulnerabilities.
The objectives for this report were to determine (1) to what extent HHS has provided oversight of cybersecurity controls for the 988 Lifeline and (2) to what extent the 988 Lifeline network administrator and crisis contact centers have implemented selected cybersecurity controls.
To do so, GAO assessed cooperative and network agreements and related cybersecurity documentation and compared them to best practices and selected National Institute of Standards and Technology controls. GAO also interviewed HHS officials, the network administrator, and selected crisis contact centers.
#Recommendations
GAO is making 10 recommendations to HHS to update the cooperative and network agreements and to fully implement key cybersecurity controls. HHS concurred with the recommendations.
#Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to incorporate the seven missing cybersecurity control areas from HHS's CPG in the 988 Lifeline cooperative agreement. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to incorporate the three missing cybersecurity control areas from HHS's CPG in the 988 Lifeline network administrator's network agreement with the crisis contact centers. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to ensure full implementation of the 988 Lifeline network agreement compliance checklist process. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to implement the current NIST password guidance. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of incident response planning policies and monitor the implementation of such policies. (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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of incident response plans and monitor the implementation of such plans. (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.
Department of Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of incident response training and testing and monitor implementation of such training and testing. (Recommendation 7)
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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of contingency planning policies and monitor the implementation of such policies. (Recommendation 8)
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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to ensure that the network administrator includes key elements of a disaster recovery plan in the contingency plan. (Recommendation 9)
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 Health and Human Services The Secretary of HHS should direct the Assistant Secretary for Mental Health and Substance Abuse to work with the network administrator to establish requirements for crisis contact centers' development of contingency plan training and testing and monitor the implementation of such training and testing. (Recommendation 10)
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 10 Recommendations
***
Original text here: https://www.gao.gov/products/gao-26-108836
(TNSmrp)
Whistleblower Protection: DHS Should Ensure Timely Resolution of Retaliation Complaints
WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
Whistleblower Protection: DHS Should Ensure Timely Resolution of Retaliation Complaints
*
#Fast Facts
Federal whistleblowers are critical to fighting fraud, waste, and abuse in the government. However, they risk retaliation, such as demotion and firing.
We examined how the Department of Homeland Security handles whistleblower retaliation complaints. We found that DHS's timeliness is a problem that could undermine whistleblowers' confidence in their protections.
DHS took more than 3 years ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Whistleblower Protection: DHS Should Ensure Timely Resolution of Retaliation Complaints * #Fast Facts Federal whistleblowers are critical to fighting fraud, waste, and abuse in the government. However, they risk retaliation, such as demotion and firing. We examined how the Department of Homeland Security handles whistleblower retaliation complaints. We found that DHS's timeliness is a problem that could undermine whistleblowers' confidence in their protections. DHS took more than 3 yearsto investigate the majority of retaliation cases. When cases are substantiated, the Secretary of DHS should decide whether and how to address them within 30 days. But cases awaited decisions for another 4 months to over 2 years.
We made recommendations to help.
Whistle on a computer keyboard.
#Highlights
#What GAO Found
The Department of Homeland Security (DHS) Office of Inspector General (OIG) has not ensured timely investigations of whistleblower retaliation complaints. OIG took over 3 years to investigate the majority (39 of 73) of the cases it opened and closed in fiscal years 2018 through 2025. OIG officials told GAO that case complexity and limited staff affected some case time frames, and that they have focused more on investigation quality and thoroughness than timeliness. While OIG policy requires timely review of whistleblower retaliation complaints, OIG has not defined this objective in specific, measurable terms; evaluated timeliness; or implemented other mechanisms to help enhance accountability and ensure more timely investigations. Improving timeliness could lessen the personal, financial, and professional hardships on complainants and help convey that protecting whistleblowers is a priority.
DHS OIG Time Frames for Closing Whistleblower Retaliation Investigations, Cases Opened and Closed, Fiscal Years 2018-2025
From fiscal years 2018 through 2025, OIG substantiated 11 of the 73 whistleblower retaliation cases noted above. The Secretary of Homeland Security did not decide whether to take corrective action for any of these cases within 30 days of receiving OIG's report, as required by law. As of May 2026, the Secretary decided to take corrective action for five cases and had not decided whether to take corrective action for the remaining six. These 11 cases had awaited the Secretary's decision for 4 months to over 2 years. DHS officials told GAO there is no process or designated official responsible for ensuring cases are reviewed in a timely manner. Until the Secretary decides on corrective action for the six pending cases and takes steps to ensure timely decisions on future substantiated cases, whistleblowers with substantiated cases will not receive timely restorative personnel actions. This could decrease confidence in DHS whistleblower protections and discourage other whistleblowers from coming forward.
#Why GAO Did This Study
Federal employees who report wrongdoing play a crucial role in improving government operations but risk retaliation, such as removal from their duties. Whistleblower retaliation can damage careers and have a chilling effect on others' willingness to report wrongdoing. Federal statutes protect whistleblowers, including DHS employees, from such retaliation. Within DHS, OIG is responsible for receiving and investigating retaliation complaints and the Secretary of Homeland Security is responsible for deciding whether to take corrective action on substantiated complaints.
GAO was asked to review OIG's processes for receiving and investigating whistleblower retaliation complaints. This report addresses the extent to which OIG has ensured timely investigations of retaliation complaints and DHS has made timely corrective action decisions in response to substantiated retaliation allegations, among other objectives.
To conduct this review, GAO analyzed OIG policies, procedures, reports to Congress, and retaliation complaint and investigations data from fiscal years 2018 through 2025. GAO also interviewed officials from DHS and OIG. To obtain whistleblower perspectives, GAO interviewed nongeneralizable samples of three whistleblower advocacy groups, selected based on their work in this area, and current and former DHS personnel with closed whistleblower retaliation complaints.
#Recommendations
GAO is making one recommendation to DHS OIG and two to DHS to improve the timeliness of whistleblower retaliation investigations and decisions about corrective actions. DHS OIG and DHS agreed with the recommendations.
#Recommendations for Executive Action
Agency Affected Recommendation Status
DHS Office of Inspector General The DHS Inspector General should ensure that WPD takes steps to complete whistleblower retaliation investigations in a more timely manner, including defining OIG's timeliness objective in specific, measurable terms; monitoring investigation timeliness; and evaluating results to identify opportunities for improvement. (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 Homeland Security The Secretary of Homeland Security should determine whether to take corrective action in response to six substantiated whistleblower retaliation cases awaiting a decision as of May 2026. (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 Homeland Security The Secretary of Homeland Security should develop clear procedures and assign a responsible official for ensuring timely decisions about corrective action in response to substantiated whistleblower retaliation complaints. (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.
***
Original text here: https://www.gao.gov/products/gao-26-108106
(TNSmrp)
* * *
Whistleblower Protection: DHS Should Ensure Timely Resolution of Retaliation Complaints
*
#Fast Facts
Federal whistleblowers are critical to fighting fraud, waste, and abuse in the government. However, they risk retaliation, such as demotion and firing.
We examined how the Department of Homeland Security handles whistleblower retaliation complaints. We found that DHS's timeliness is a problem that could undermine whistleblowers' confidence in their protections.
DHS took more than 3 years ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Whistleblower Protection: DHS Should Ensure Timely Resolution of Retaliation Complaints * #Fast Facts Federal whistleblowers are critical to fighting fraud, waste, and abuse in the government. However, they risk retaliation, such as demotion and firing. We examined how the Department of Homeland Security handles whistleblower retaliation complaints. We found that DHS's timeliness is a problem that could undermine whistleblowers' confidence in their protections. DHS took more than 3 yearsto investigate the majority of retaliation cases. When cases are substantiated, the Secretary of DHS should decide whether and how to address them within 30 days. But cases awaited decisions for another 4 months to over 2 years.
We made recommendations to help.
Whistle on a computer keyboard.
#Highlights
#What GAO Found
The Department of Homeland Security (DHS) Office of Inspector General (OIG) has not ensured timely investigations of whistleblower retaliation complaints. OIG took over 3 years to investigate the majority (39 of 73) of the cases it opened and closed in fiscal years 2018 through 2025. OIG officials told GAO that case complexity and limited staff affected some case time frames, and that they have focused more on investigation quality and thoroughness than timeliness. While OIG policy requires timely review of whistleblower retaliation complaints, OIG has not defined this objective in specific, measurable terms; evaluated timeliness; or implemented other mechanisms to help enhance accountability and ensure more timely investigations. Improving timeliness could lessen the personal, financial, and professional hardships on complainants and help convey that protecting whistleblowers is a priority.
DHS OIG Time Frames for Closing Whistleblower Retaliation Investigations, Cases Opened and Closed, Fiscal Years 2018-2025
From fiscal years 2018 through 2025, OIG substantiated 11 of the 73 whistleblower retaliation cases noted above. The Secretary of Homeland Security did not decide whether to take corrective action for any of these cases within 30 days of receiving OIG's report, as required by law. As of May 2026, the Secretary decided to take corrective action for five cases and had not decided whether to take corrective action for the remaining six. These 11 cases had awaited the Secretary's decision for 4 months to over 2 years. DHS officials told GAO there is no process or designated official responsible for ensuring cases are reviewed in a timely manner. Until the Secretary decides on corrective action for the six pending cases and takes steps to ensure timely decisions on future substantiated cases, whistleblowers with substantiated cases will not receive timely restorative personnel actions. This could decrease confidence in DHS whistleblower protections and discourage other whistleblowers from coming forward.
#Why GAO Did This Study
Federal employees who report wrongdoing play a crucial role in improving government operations but risk retaliation, such as removal from their duties. Whistleblower retaliation can damage careers and have a chilling effect on others' willingness to report wrongdoing. Federal statutes protect whistleblowers, including DHS employees, from such retaliation. Within DHS, OIG is responsible for receiving and investigating retaliation complaints and the Secretary of Homeland Security is responsible for deciding whether to take corrective action on substantiated complaints.
GAO was asked to review OIG's processes for receiving and investigating whistleblower retaliation complaints. This report addresses the extent to which OIG has ensured timely investigations of retaliation complaints and DHS has made timely corrective action decisions in response to substantiated retaliation allegations, among other objectives.
To conduct this review, GAO analyzed OIG policies, procedures, reports to Congress, and retaliation complaint and investigations data from fiscal years 2018 through 2025. GAO also interviewed officials from DHS and OIG. To obtain whistleblower perspectives, GAO interviewed nongeneralizable samples of three whistleblower advocacy groups, selected based on their work in this area, and current and former DHS personnel with closed whistleblower retaliation complaints.
#Recommendations
GAO is making one recommendation to DHS OIG and two to DHS to improve the timeliness of whistleblower retaliation investigations and decisions about corrective actions. DHS OIG and DHS agreed with the recommendations.
#Recommendations for Executive Action
Agency Affected Recommendation Status
DHS Office of Inspector General The DHS Inspector General should ensure that WPD takes steps to complete whistleblower retaliation investigations in a more timely manner, including defining OIG's timeliness objective in specific, measurable terms; monitoring investigation timeliness; and evaluating results to identify opportunities for improvement. (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 Homeland Security The Secretary of Homeland Security should determine whether to take corrective action in response to six substantiated whistleblower retaliation cases awaiting a decision as of May 2026. (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 Homeland Security The Secretary of Homeland Security should develop clear procedures and assign a responsible official for ensuring timely decisions about corrective action in response to substantiated whistleblower retaliation complaints. (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.
***
Original text here: https://www.gao.gov/products/gao-26-108106
(TNSmrp)
U.S. Postal Service: Cost-Cutting Initiatives and Other Factors Have Contributed to Declining Service Performance
WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
* * *
U.S. Postal Service: Cost-Cutting Initiatives and Other Factors Have Contributed to Declining Service Performance
*
#Fast Facts
Since USPS launched its strategic plan in 2021, it has worked to cut costs and improve service. To align with its cost-cutting initiatives, USPS has extended expected mail delivery times by 1 to 2 days. And it has decreased the amount of mail it expects to handle within the slower delivery times.
But USPS has largely failed to meet even these reduced service ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * U.S. Postal Service: Cost-Cutting Initiatives and Other Factors Have Contributed to Declining Service Performance * #Fast Facts Since USPS launched its strategic plan in 2021, it has worked to cut costs and improve service. To align with its cost-cutting initiatives, USPS has extended expected mail delivery times by 1 to 2 days. And it has decreased the amount of mail it expects to handle within the slower delivery times. But USPS has largely failed to meet even these reduced servicestandards. USPS's continuing poor financial condition and service performance issues indicate that its actions haven't been effective.
We recommended that USPS provide greater transparency to Congress, the public, and relevant stakeholders on how it will improve this situation.
U.S. Postal Service truck parked along a curb
#Highlights
#What GAO Found
In 2021, the U.S. Postal Service (USPS) published a 10-year strategic plan, which it has periodically updated, that aims to achieve financial sustainability and service excellence. Since that time, USPS has lengthened the expected delivery times of some First-Class Mail to align with strategic plan initiatives intended to cut costs.
* Effective October 2021, USPS added 1 to 2 days to its expected delivery times for certain products to accommodate its transportation change from air to ground.
* In April 2025, USPS further changed expected delivery times by eliminating end-of-day or afternoon collection at the over 24,000 post offices that are more than 50 miles from a Regional Processing and Delivery Center.
Additionally, USPS lowered its service performance targets-the percentage of mail it expects to meet service standards-in fiscal year 2021 and has not met most targets since then. While intended to achieve cost savings, USPS's strategic plan initiatives have slowed service for some mail and had a disproportionate impact on rural customers, according to oversight entities and industry stakeholders.
U.S. Postal Service's (USPS) Service Performance for Selected First-Class Mail Products, Fiscal Years 2021-2025
USPS has tried to address service performance in several ways, including using diagnostic tools and regular operational meetings. However, ongoing service performance issues indicate that USPS's actions have not been sufficient. Moreover, broader challenges-such as USPS's poor financial condition-may contribute to the difficulty in doing so. Given persistent concerns about service performance, it is important that USPS clearly communicate about its ongoing and planned actions to address this issue, even as it seeks to cut costs, as well as about the challenges it faces. The upcoming update to USPS's strategic plan, which is planned for 2027, presents an opportunity for USPS to communicate this information to Congress, the public, and relevant stakeholders.
#Why GAO Did This Study
USPS has long faced challenges meeting its mission in a financially self-sufficient manner. Under its current strategic plan, USPS has sought to improve its finances and service performance. Balancing service performance with financial viability poses a significant ongoing challenge for USPS.
GAO was asked to review USPS service performance issues. This report examines (1) changes USPS has made to service standards for market-dominant products and to related operations since 2021; (2) how the cost-cutting initiatives in USPS's strategic plan have affected service performance and customers; and (3) the extent to which USPS's actions have addressed service performance issues, and how USPS has communicated ongoing and planned actions to Congress and the public.
GAO reviewed USPS documents, including its annual reports to Congress for fiscal years 2020 through 2025. GAO also reviewed USPS Office of Inspector General reports, as well as Postal Regulatory Commission (PRC) reports and relevant advisory opinions. GAO selected First-Class Mail for this review, because it is one of the market-dominant products USPS uses to assess its service performance. GAO also interviewed USPS officials, PRC commissioners and staff, and five stakeholders that included commercial mailers and mailer organizations on topics related to USPS service performance.
#Recommendations
GAO recommends that USPS include details about its ongoing and planned actions to improve service performance in the next update of its strategic plan. USPS agreed with this recommendation.
#Recommendations for Executive Action
Agency Affected Recommendation Status
United States Postal Service The Postmaster General, in the next update of USPS's strategic plan, should include details about USPS's ongoing and planned actions to improve service performance, the expected impact of those actions on USPS's ability to meet its service performance targets, and any challenges USPS faces in improving service performance. (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-26-108527
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U.S. Postal Service: Cost-Cutting Initiatives and Other Factors Have Contributed to Declining Service Performance
*
#Fast Facts
Since USPS launched its strategic plan in 2021, it has worked to cut costs and improve service. To align with its cost-cutting initiatives, USPS has extended expected mail delivery times by 1 to 2 days. And it has decreased the amount of mail it expects to handle within the slower delivery times.
But USPS has largely failed to meet even these reduced service ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * U.S. Postal Service: Cost-Cutting Initiatives and Other Factors Have Contributed to Declining Service Performance * #Fast Facts Since USPS launched its strategic plan in 2021, it has worked to cut costs and improve service. To align with its cost-cutting initiatives, USPS has extended expected mail delivery times by 1 to 2 days. And it has decreased the amount of mail it expects to handle within the slower delivery times. But USPS has largely failed to meet even these reduced servicestandards. USPS's continuing poor financial condition and service performance issues indicate that its actions haven't been effective.
We recommended that USPS provide greater transparency to Congress, the public, and relevant stakeholders on how it will improve this situation.
U.S. Postal Service truck parked along a curb
#Highlights
#What GAO Found
In 2021, the U.S. Postal Service (USPS) published a 10-year strategic plan, which it has periodically updated, that aims to achieve financial sustainability and service excellence. Since that time, USPS has lengthened the expected delivery times of some First-Class Mail to align with strategic plan initiatives intended to cut costs.
* Effective October 2021, USPS added 1 to 2 days to its expected delivery times for certain products to accommodate its transportation change from air to ground.
* In April 2025, USPS further changed expected delivery times by eliminating end-of-day or afternoon collection at the over 24,000 post offices that are more than 50 miles from a Regional Processing and Delivery Center.
Additionally, USPS lowered its service performance targets-the percentage of mail it expects to meet service standards-in fiscal year 2021 and has not met most targets since then. While intended to achieve cost savings, USPS's strategic plan initiatives have slowed service for some mail and had a disproportionate impact on rural customers, according to oversight entities and industry stakeholders.
U.S. Postal Service's (USPS) Service Performance for Selected First-Class Mail Products, Fiscal Years 2021-2025
USPS has tried to address service performance in several ways, including using diagnostic tools and regular operational meetings. However, ongoing service performance issues indicate that USPS's actions have not been sufficient. Moreover, broader challenges-such as USPS's poor financial condition-may contribute to the difficulty in doing so. Given persistent concerns about service performance, it is important that USPS clearly communicate about its ongoing and planned actions to address this issue, even as it seeks to cut costs, as well as about the challenges it faces. The upcoming update to USPS's strategic plan, which is planned for 2027, presents an opportunity for USPS to communicate this information to Congress, the public, and relevant stakeholders.
#Why GAO Did This Study
USPS has long faced challenges meeting its mission in a financially self-sufficient manner. Under its current strategic plan, USPS has sought to improve its finances and service performance. Balancing service performance with financial viability poses a significant ongoing challenge for USPS.
GAO was asked to review USPS service performance issues. This report examines (1) changes USPS has made to service standards for market-dominant products and to related operations since 2021; (2) how the cost-cutting initiatives in USPS's strategic plan have affected service performance and customers; and (3) the extent to which USPS's actions have addressed service performance issues, and how USPS has communicated ongoing and planned actions to Congress and the public.
GAO reviewed USPS documents, including its annual reports to Congress for fiscal years 2020 through 2025. GAO also reviewed USPS Office of Inspector General reports, as well as Postal Regulatory Commission (PRC) reports and relevant advisory opinions. GAO selected First-Class Mail for this review, because it is one of the market-dominant products USPS uses to assess its service performance. GAO also interviewed USPS officials, PRC commissioners and staff, and five stakeholders that included commercial mailers and mailer organizations on topics related to USPS service performance.
#Recommendations
GAO recommends that USPS include details about its ongoing and planned actions to improve service performance in the next update of its strategic plan. USPS agreed with this recommendation.
#Recommendations for Executive Action
Agency Affected Recommendation Status
United States Postal Service The Postmaster General, in the next update of USPS's strategic plan, should include details about USPS's ongoing and planned actions to improve service performance, the expected impact of those actions on USPS's ability to meet its service performance targets, and any challenges USPS faces in improving service performance. (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-26-108527
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Economic Development Administration: Additional Collaboration with Other Agencies Could Reduce Risks Associated with Overlap
WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Economic Development Administration: Additional Collaboration with Other Agencies Could Reduce Risks Associated with Overlap
*
#Fast Facts
Regional and local communities use federal economic development programs to create job opportunities and promote economic growth.
Multiple federal agencies run 140 economic development programs. The Economic Development Administration is the only agency focusing solely on economic development. It must coordinate with other agencies on its activities.
Agency ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Economic Development Administration: Additional Collaboration with Other Agencies Could Reduce Risks Associated with Overlap * #Fast Facts Regional and local communities use federal economic development programs to create job opportunities and promote economic growth. Multiple federal agencies run 140 economic development programs. The Economic Development Administration is the only agency focusing solely on economic development. It must coordinate with other agencies on its activities. Agencycollaboration efforts, however, have stalled in recent years-even though collaboration could help the agency better manage resources and avoid duplicating efforts.
Our recommendations address this issue.
Two people in reflective vests, hard hats, and safety glasses are looking at computers.
#Highlights
#What GAO Found
Federal support for economic development is fragmented. GAO identified 140 federal economic development programs administered by 13 agencies. GAO surveyed these programs, 131 of which reported total obligations of about $60 billion in fiscal year 2024.
Further, these programs overlap. To assess overlap, GAO reviewed four selected Economic Development Administration (EDA) programs and 29 selected economic development programs administered by other federal agencies. All 29 programs overlapped with at least one of the EDA programs in at least one of three aspects-activities, beneficiaries, or purpose. Further, 20 programs overlapped with at least one of the EDA programs in all three aspects.
Selected EDA and Other Federal Economic Development Programs with Overlap in Activities, Beneficiaries, and Purpose, as of May 2026
Note: Using survey responses from federal officials, GAO compared the four selected EDA programs with 29 selected federal economic development grant programs to determine whether they reported funding one or more of the same activities, serving similar beneficiaries, or having similar purposes.
Overlap can create both benefits and challenges. For example, communities can use similar programs in different phases of projects but may find it difficult to navigate requirements across multiple agencies. Agencies can share expertise in overlapping programs but may find it challenging to avoid duplicative funding.
EDA's actions to manage the effects of overlap between programs have been limited. Of the 29 programs noted above, five reported collaborating with EDA in fiscal year 2024, the last full year at the time the survey was developed. In addition, EDA asks applicants to report funding from other federal agencies, but it does not verify the accuracy of this information prior to awarding funding.
The Public Works and Economic Development Act of 1965, as amended, requires EDA to coordinate with other federal agencies carrying out economic development activities. EDA officials said their current approaches meet this requirement. But most of EDA's efforts to collaborate with other agencies are inactive and EDA does not have plans to resume them. Coordinating with other agencies on programs that overlap with EDA programs would help EDA limit the risk of duplicating efforts and avoid wasting resources. Further, incorporating GAO's leading practices for interagency collaboration would help EDA better leverage the benefits of overlap, such as shared resources and information, with other agencies.
#Why GAO Did This Study
The federal government supports economic development grant programs to help regional and local communities improve job opportunities and promote economic growth. EDA is the only federal agency focused solely on economic development. The Senate Appropriations Committee report accompanying the Departments of Commerce and Justice, Science, and Related Agencies Appropriations Bill, 2024, includes a provision for GAO to evaluate potential overlap and duplication among EDA grants and other federal grant programs.
This report examines (1) fragmentation of federal economic development programs across agencies and overlap in activities and beneficiaries; (2) overlap and duplication among selected EDA grant programs and other selected federal grant programs; and (3) EDA actions to manage the effects of overlap among selected grant programs.
GAO identified federal economic development programs using assistance listing data from SAM.gov. GAO reviewed the four EDA programs that received the most funding in fiscal years 2023 and 2024 and selected and surveyed 30 other programs with similar purposes to the EDA programs. Among the 29 programs that responded, GAO evaluated overlap and duplication with the four EDA programs. GAO also interviewed organizations representing grantees and economic developers and officials from EDA and eight other agencies.
#Recommendations
GAO recommends that EDA resume and improve its interagency collaboration efforts to manage the risks and leverage the benefits of overlap with other federal economic development programs. EDA agreed with GAO's recommendation.
#Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Commerce The Secretary of Commerce should ensure that EDA resumes and improves its interagency collaboration efforts to manage the risks and leverage the benefits of overlap with other federal economic development programs, and these efforts should include incorporating leading practices to enhance interagency collaboration. (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-26-107826
(TNSmrp)
* * *
Economic Development Administration: Additional Collaboration with Other Agencies Could Reduce Risks Associated with Overlap
*
#Fast Facts
Regional and local communities use federal economic development programs to create job opportunities and promote economic growth.
Multiple federal agencies run 140 economic development programs. The Economic Development Administration is the only agency focusing solely on economic development. It must coordinate with other agencies on its activities.
Agency ... Show Full Article WASHINGTON, Sept. 17 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Economic Development Administration: Additional Collaboration with Other Agencies Could Reduce Risks Associated with Overlap * #Fast Facts Regional and local communities use federal economic development programs to create job opportunities and promote economic growth. Multiple federal agencies run 140 economic development programs. The Economic Development Administration is the only agency focusing solely on economic development. It must coordinate with other agencies on its activities. Agencycollaboration efforts, however, have stalled in recent years-even though collaboration could help the agency better manage resources and avoid duplicating efforts.
Our recommendations address this issue.
Two people in reflective vests, hard hats, and safety glasses are looking at computers.
#Highlights
#What GAO Found
Federal support for economic development is fragmented. GAO identified 140 federal economic development programs administered by 13 agencies. GAO surveyed these programs, 131 of which reported total obligations of about $60 billion in fiscal year 2024.
Further, these programs overlap. To assess overlap, GAO reviewed four selected Economic Development Administration (EDA) programs and 29 selected economic development programs administered by other federal agencies. All 29 programs overlapped with at least one of the EDA programs in at least one of three aspects-activities, beneficiaries, or purpose. Further, 20 programs overlapped with at least one of the EDA programs in all three aspects.
Selected EDA and Other Federal Economic Development Programs with Overlap in Activities, Beneficiaries, and Purpose, as of May 2026
Note: Using survey responses from federal officials, GAO compared the four selected EDA programs with 29 selected federal economic development grant programs to determine whether they reported funding one or more of the same activities, serving similar beneficiaries, or having similar purposes.
Overlap can create both benefits and challenges. For example, communities can use similar programs in different phases of projects but may find it difficult to navigate requirements across multiple agencies. Agencies can share expertise in overlapping programs but may find it challenging to avoid duplicative funding.
EDA's actions to manage the effects of overlap between programs have been limited. Of the 29 programs noted above, five reported collaborating with EDA in fiscal year 2024, the last full year at the time the survey was developed. In addition, EDA asks applicants to report funding from other federal agencies, but it does not verify the accuracy of this information prior to awarding funding.
The Public Works and Economic Development Act of 1965, as amended, requires EDA to coordinate with other federal agencies carrying out economic development activities. EDA officials said their current approaches meet this requirement. But most of EDA's efforts to collaborate with other agencies are inactive and EDA does not have plans to resume them. Coordinating with other agencies on programs that overlap with EDA programs would help EDA limit the risk of duplicating efforts and avoid wasting resources. Further, incorporating GAO's leading practices for interagency collaboration would help EDA better leverage the benefits of overlap, such as shared resources and information, with other agencies.
#Why GAO Did This Study
The federal government supports economic development grant programs to help regional and local communities improve job opportunities and promote economic growth. EDA is the only federal agency focused solely on economic development. The Senate Appropriations Committee report accompanying the Departments of Commerce and Justice, Science, and Related Agencies Appropriations Bill, 2024, includes a provision for GAO to evaluate potential overlap and duplication among EDA grants and other federal grant programs.
This report examines (1) fragmentation of federal economic development programs across agencies and overlap in activities and beneficiaries; (2) overlap and duplication among selected EDA grant programs and other selected federal grant programs; and (3) EDA actions to manage the effects of overlap among selected grant programs.
GAO identified federal economic development programs using assistance listing data from SAM.gov. GAO reviewed the four EDA programs that received the most funding in fiscal years 2023 and 2024 and selected and surveyed 30 other programs with similar purposes to the EDA programs. Among the 29 programs that responded, GAO evaluated overlap and duplication with the four EDA programs. GAO also interviewed organizations representing grantees and economic developers and officials from EDA and eight other agencies.
#Recommendations
GAO recommends that EDA resume and improve its interagency collaboration efforts to manage the risks and leverage the benefits of overlap with other federal economic development programs. EDA agreed with GAO's recommendation.
#Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Commerce The Secretary of Commerce should ensure that EDA resumes and improves its interagency collaboration efforts to manage the risks and leverage the benefits of overlap with other federal economic development programs, and these efforts should include incorporating leading practices to enhance interagency collaboration. (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-26-107826
(TNSmrp)