GAO Reports
GAO Reports
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Federal Real Property: GSA Should Improve and Streamline Its Real Property Inventory
WASHINGTON, June 8 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Federal Real Property: GSA Should Improve and Streamline Its Real Property Inventory
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Fast Facts
The General Services Administration maintains an inventory of federal real property assets, including buildings. Data in the inventory is submitted to GSA by the agency responsible for the asset.
GSA has developed new guidance and tools to help agencies add accurate and complete data. But private sector and government stakeholders still limit their use of the inventory due to issues with ... Show Full Article WASHINGTON, June 8 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Federal Real Property: GSA Should Improve and Streamline Its Real Property Inventory * Fast Facts The General Services Administration maintains an inventory of federal real property assets, including buildings. Data in the inventory is submitted to GSA by the agency responsible for the asset. GSA has developed new guidance and tools to help agencies add accurate and complete data. But private sector and government stakeholders still limit their use of the inventory due to issues withthe reliability, presentation, and timeliness of the data.
Lack of reliable data is one reason management of federal real property has been on our High Risk list for over 20 years. We made 3 recommendations to improve the inventory's accuracy and usefulness.
A light-colored stone building facade with a sculpture of an eagle above the words General Services Administration
Highlights
What GAO Found
The General Services Administration (GSA) maintains an inventory of the federal government's real property assets in a database called the Federal Real Property Profile (FRPP) Management System. Over time, data elements have been added to the FRPP for various reasons, including in response to laws. GSA has taken steps to improve FRPP data's completeness and accuracy, such as updating guidance for agencies that submit data to FRPP. GAO assessed the accuracy of location data for fiscal year 2024 and found the data were generally accurate at the country and state level-data that GSA validates. However, the data were less accurate at a more granular level. In particular, about 20 percent of buildings listed in the FRPP had latitude and longitude coordinates that did not match their reported zip codes. As a result, FRPP's building location data is less useful than it could be in providing accurate information on federal property.
Examples of Significant Mismatches Between the Federal Real Property Profile's Latitude and Longitude Data and Zip Code Data for Two Buildings
Officials from all five selected agencies and all nine federal real property stakeholders GAO interviewed said they make limited use of the FRPP.
* Officials from three agencies said they use the data for illustrative purposes, such as making comparisons with other agencies. Officials from all five agencies said they relied on their agencies' own more comprehensive systems to manage their real property.
* Real property stakeholders said they use other data to inform their decisions and cited concerns about FRPP's data reliability, presentation, and timeliness. Six noted that the FRPP is difficult to use, with five tying this to the size and formatting of the FRPP.
GSA officials said they have not identified which of the FRPP's more than 100 data fields are most useful to agencies and stakeholders because they typically add or remove elements in response to requirements from Congress or the administration. Internal control standards note the importance of communicating useful information and the need to develop a plan to respond to change (such as changes in user needs) within available resources. Developing a plan to streamline and improve the FRPP would help GSA provide a more useful and cost effective FRPP product that could better support the real property data needs of the administration, Congress, and other stakeholders.
Why GAO Did This Study
Congress and the administration have directed agencies to identify and dispose of underused real property, and reliable data can help inform efforts to more efficiently use federal space. GAO has previously identified problems with the reliability of FRPP location data, most recently in 2020. GAO was asked to study the reliability of FRPP data and its usefulness for different purposes and audiences. This report assesses (1) the steps GSA has taken to improve the accuracy and completeness of FRPP and the extent to which selected data elements for buildings are complete and accurate, and (2) the extent to which selected agencies and stakeholders use FRPP data.
GAO reviewed federal laws, documents, and data, including GSA's FRPP data for fiscal years 2023 and 2024. GAO interviewed officials at GSA and from a non-generalizable sample of five federal agencies (military and civilian) selected based on their number of federal buildings. GAO also interviewed a non-generalizable sample of nine real property stakeholders selected based on GAO's prior work, GAO's research, and stakeholder recommendations. GAO also compared GSA's efforts to provide FRPP data against OMB guidance and Standards for Internal Control in the Federal Government.
Recommendations
GAO is making three recommendations, including that GSA (1) improve the accuracy of FRPP building location data and (2) develop a plan to streamline and improve the FRPP in line with user needs. GSA concurred with our recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
General Services Administration The GSA Administrator, in coordination with the Director of the OMB, the FRPC, and reporting agencies, should improve the accuracy of building location data in the FRPP. For example, GSA could revise its Validation and Verification process or tools to ensure that different location data points such as geocoordinates and zip codes are in alignment. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
General Services Administration The GSA Administrator should develop a plan that outlines the steps, resources, and any legislative changes needed to streamline and improve the FRPP as well as a proposal for any legislative changes needed. The plan should be based on user needs and include input on the data elements' usefulness from Congress, the FRPC, and other real property industry stakeholders. For example, GSA could solicit input on the usefulness of geocoordinates and street addresses. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
General Services Administration The GSA Administrator should implement this plan and communicate any changes to Congress, the FRPC, and real property industry stakeholders. As part of its communication, the agency should consult with Congress about any legislative changes needed to streamline and improve the FRPP. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-107968
Spectrum Management: DOD and the National Telecommunications and Information Administration Should Improve External Collaboration
WASHINGTON, June 5 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Spectrum Management: DOD and the National Telecommunications and Information Administration Should Improve External Collaboration
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Fast Facts
DOD uses radio-frequency spectrum for communications, radar, and weapons systems. Spectrum is a limited resource and demand is growing.
DOD and the National Telecommunications and Information Administration conduct studies on how to share DOD's assigned spectrum with commercial users, like mobile phone networks. During these studies, they ask the ... Show Full Article WASHINGTON, June 5 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Spectrum Management: DOD and the National Telecommunications and Information Administration Should Improve External Collaboration * Fast Facts DOD uses radio-frequency spectrum for communications, radar, and weapons systems. Spectrum is a limited resource and demand is growing. DOD and the National Telecommunications and Information Administration conduct studies on how to share DOD's assigned spectrum with commercial users, like mobile phone networks. During these studies, they ask theprivate sector for input.
But in a recent study, DOD didn't clearly communicate to private sector participants how their input would be evaluated or used in decision-making. Setting clear expectations for participants could help reduce uncertainty and build trust.
Our recommendations address such issues.
Low-cost Unmanned Combat Attack System (LUCAS) drones on the tarmac
Low-cost Unmanned Combat Attack System (LUCAS) drones on the tarmac
Highlights
What GAO Found
The electromagnetic spectrum is a critical resource for many uses including national defense and commercial wireless services. Since more than one user operating on the same frequency can disrupt transmissions, the Department of Defense (DOD) must coordinate its spectrum use. It does so with other federal agencies and nonfederal entities, such as private sector companies and other organizations. This coordination occurs through a National Telecommunications and Information Administration (NTIA) committee. In doing so, DOD generally follows leading collaboration practices. For instance, DOD policy and practices provide for defined roles, established processes, and regular communication, which are each leading collaboration practices. Agency officials and private-sector stakeholders said DOD secures the frequency assignments it needs while addressing potential interference and other concerns with other users.
Selected Spectrum Uses of the Department of Defense
DOD and NTIA conduct spectrum repurposing studies to determine if continuous portions of the spectrum-called bands-can be designated for different categories of use (e.g., radar, mobile phone networks, GPS, or users [i.e., federal or nonfederal users]). DOD and NTIA followed most collaboration leading practices in conducting two such studies recently but did not consistently provide transparency to stakeholders or establish documented processes for the studies. For a major 2023 study for sharing spectrum bands DOD currently uses for radar, DOD collaborated with federal and nonfederal stakeholders. However, DOD did not clearly communicate to nonfederal stakeholders whether and how their input would be evaluated or used in decision-making. According to some stakeholders, this lack of transparency led to uncertainty about the value of their participation in the study. For a separate 2024 spectrum-sharing report, DOD and NTIA did not develop documented plans or establish formal processes to guide their work. Improved NTIA and DOD transparency, documentation of policies, and clearer expectations for collaboration could help reduce uncertainty and build trust. Considering that spectrum sharing and repurposing collaborations can potentially last years, these changes would also support more informed decision-making by nonfederal stakeholders about whether to invest time and resources in participating. Without addressing these uncertainties, nonfederal stakeholders may decide not to participate in future DOD- and NTIA- led studies, even though their input is valuable in determining how to repurpose spectrum effectively.
Why GAO Did This Study
In recent years, private-sector demand for spectrum has increased, creating debate over whether some DOD frequency assignments could be repurposed for nonfederal use. DOD coordinates with NTIA, which manages federal agencies' spectrum use, in the processes to obtain frequency assignments and study the feasibility of repurposing spectrum.
GAO was asked to review DOD's use of spectrum and its collaboration with NTIA and other stakeholders. Among other objectives, this report evaluates (1) the extent to which DOD's processes for obtaining frequency assignments follow leading practices for collaboration; and (2) the extent to which DOD's and NTIA's processes for developing spectrum repurposing studies follow leading collaboration and information-sharing practices, among other objectives.
GAO reviewed DOD and NTIA documentation and interviewed officials from DOD components, NTIA, and federal and nonfederal stakeholders. GAO also compared DOD and NTIA practices with leading collaboration and other leading management practices.
Recommendations
GAO is recommending that DOD develop a policy explaining how DOD will evaluate input from stakeholders when collaborating on spectrum repurposing studies and that DOD and NTIA develop policy requiring documented approaches to guide such studies in the future. DOD agreed with its recommendations, and NTIA agreed with its recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the DOD CIO develops a policy that requires each of its spectrum repurposing studies to have a documented approach shared with relevant stakeholders that explains how DOD considers and evaluates input from external stakeholders when developing the studies. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Secretary of Defense should ensure that the DOD CIO develops a policy for future spectrum repurposing studies to require a documented approach to conducting each study, including, for example, the processes used to develop the study and how responsibilities would be assigned within and between agencies. This documentation should be developed in consultation with NTIA and other federal participants, as appropriate. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
National Telecommunications and Information Administration The NTIA Administrator should develop a policy for future spectrum repurposing studies to require a documented approach to conducting each study, including, for example, the processes used to develop the study and how responsibilities would be assigned within and between agencies. This documentation should be developed in consultation with DOD and other federal participants, as appropriate. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
***
Original text here: https://www.gao.gov/products/gao-26-107873
Veterans Affairs: Improved Oversight Could Strengthen Processes for Estimating Health Care Funding
WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Veterans Affairs: Improved Oversight Could Strengthen Processes for Estimating Health Care Funding
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Fast Facts
The Department of Veterans Affairs serves about 9.1 million veterans each year through its medical facilities and community health care providers. In FY 2025, VA estimated its medical care costs would be $149.5 billion. However, the department underestimated how much it needed and later asked Congress for an additional $6 billion.
Since the VA has also underestimated its funding ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Veterans Affairs: Improved Oversight Could Strengthen Processes for Estimating Health Care Funding * Fast Facts The Department of Veterans Affairs serves about 9.1 million veterans each year through its medical facilities and community health care providers. In FY 2025, VA estimated its medical care costs would be $149.5 billion. However, the department underestimated how much it needed and later asked Congress for an additional $6 billion. Since the VA has also underestimated its fundingneeds for health care services in prior years, Congress has raised questions about how it develops its budget estimates.
We found ways the VA could improve its budget estimates and recommended that it do so.
A veteran is examined by a doctor.
Highlights
What GAO Found
To support its health care budget projection each year, the Veterans Health Administration (VHA) contracts with an actuarial consultant to assist VHA with the annual Enrollee Health Care Projection Model update. The model produces three basic outputs: enrollment, utilization, and unit cost. Each output is subject to several complex adjustments to account for the characteristics of VHA health care and the veterans who access VHA's health care services.
Basic Outputs of VHA's Enrollee Health Care Projection Model
GAO found VHA's processes for developing the model's estimates align with most but not all relevant standards. For example, VHA's Office of Enrollment and Forecasting (E&F) does not have a formalized process requiring VHA's actuarial consultant to incorporate newly emerging data into the model after initial model delivery. According to VHA officials, incorporating newly emerging data after the delivery of its initial model scenario is not required because it depends on factors such as data availability, the timing of the President's budget, and requests from the VHA Office of Finance. However, incorporating newly emerging data, when possible, could ensure that VHA's health care cost estimates reflect the most current data, improve the accuracy and completeness of the model estimates, and potentially support a more informed budget request.
VHA uses performance measures to assess its actuarial consultant, but VHA's standard operating procedure does not specify what E&F staff should be doing to ensure that the consultant adequately performs the tasks outlined in the performance work statement. According to VHA documents, VHA conducts a monthly review of the actuarial consultant's invoices to ensure it is producing the deliverables laid out in the contract. However, because the invoices only indicate when the work was done, this review does not allow VHA to assess the quality of the consultant's work. By not including specific oversight tasks in its standard operating procedures, such as establishing a formalized process for assessing the quality of specific tasks in the performance work statement, VHA may miss opportunities to improve the accuracy of its budgetary support provided by its actuarial consultant.
Why GAO Did This Study
VHA, within the Department of Veterans Affairs, serves about 9.1 million enrollees. In its budget request, VHA estimated the fiscal year 2025 medical care total obligational level to be $149.5 billion. Determining needed funding to ensure veterans have access to quality health care involves accurately projecting potential costs.
VHA and its actuarial consultant use a model to project cost estimates for health care services. These estimates are used to inform VA's budget projection included in the President's budget request. For fiscal year 2025, VA requested $6 billion in additional funding, beyond the level included in the President's budget. Given this and that VHA has underestimated its funding needs for health care services in prior years, Congress has raised questions about VHA's process for developing its budget estimates.
In this report, GAO (1) describes VHA's current process for updating the actuarial model used to estimate its health care funding needs; (2) examines the extent to which VHA's processes for developing VA's health care model estimates align with relevant professional standards; and (3) examines VHA's oversight of the performance of its actuarial consultant.
GAO reviewed documents from VHA and its actuarial consultant on the processes used to develop health care model estimates, as well as documents for assessing contractor performance. GAO also interviewed VHA officials and VHA's actuarial consultant.
Recommendations
GAO is making five recommendations on VA's development and oversight of its budget estimate. VA did not provide comments on the report.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Veterans Affairs The VA Undersecretary for Health should establish formalized processes for communicating to its actuarial consultant during the annual model update process information on the data quality, including any limitations, of VA direct care data used in the actuarial modeling that informs VA's health care budget projection. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The VA Undersecretary for Health should identify an approach to help ensure that there is a formalized process for incorporating newly emerging data, when possible, in the model after initial model delivery and prior to submitting the health care budget projection for the President's budget request. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Veterans Affairs The VA Undersecretary for Health should identify an approach to help ensure that information on the extent to which the EHCPM estimates can vary are documented and reported, such as in the annual risk assessment report and take action to implement that approach. (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 Veterans Affairs The VA Undersecretary for Health should update its standard operating procedure for assessing its actuarial consultant's performance to include a formalized process for assessing the quality of the consultant's deliverables to ensure the consultant complies with the work laid out in the performance work statement. (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 Veterans Affairs The VA Undersecretary for Health should ensure it has a formalized process, such as a Memorandum of Agreement, for meeting its goal for VA's Office of Actuarial Services to be involved in VHA's development of model estimates for health care. (Recommendation 5)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
See All 5 Recommendations
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Original text here: https://www.gao.gov/products/gao-26-107950
Defense Health Care: Actions Needed to Assess Civilian Partnerships' Contributions to Readiness
WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Defense Health Care: Actions Needed to Assess Civilian Partnerships' Contributions to Readiness
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Fast Facts
The U.S. military must be ready to provide lifesaving medical care on the battlefield. The Department of Defense calls this "clinical readiness." DOD partners with civilian medical facilities like trauma centers to help its medical personnel maintain clinical readiness skills off the battlefield.
The partnerships enable medical personnel to perform patient care work at the facilities. ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Defense Health Care: Actions Needed to Assess Civilian Partnerships' Contributions to Readiness * Fast Facts The U.S. military must be ready to provide lifesaving medical care on the battlefield. The Department of Defense calls this "clinical readiness." DOD partners with civilian medical facilities like trauma centers to help its medical personnel maintain clinical readiness skills off the battlefield. The partnerships enable medical personnel to perform patient care work at the facilities.But DOD doesn't collect enough data on the work performed, making it hard to tell if personnel are getting the experience they need. DOD also doesn't know how many partnerships it has and hasn't identified ways to save costs.
Our recommendations address this.
Close up of a person's torso and arms wearing camouflage holding a stethoscope. An American flag is in the background.
Highlights
What GAO Found
The Department of Defense's (DOD) decisions to partner with civilian medical facilities to train military medical personnel for the battlefield are influenced by various factors that can support or hinder the use of partnerships, according to officials. One type of partnership that DOD can establish through an external resource sharing agreement allows active-duty providers to provide medical care to beneficiaries in civilian medical facilities within DOD's network. Using these partnerships can reduce costs by avoiding certain professional fees and by keeping patient care within the network. However, DOD has not fully explored the benefits of increasing the use of these partnerships. Developing strategies to identify opportunities for using such agreements could ultimately help reduce costs, increase clinical readiness, and improve access to care.
Factors Influencing DOD's Decision to Use Civilian Medical Partnerships
The Defense Health Agency (DHA)-the combat support agency responsible for providing the necessary clinical workload to meet the military departments' medical readiness requirements-does not know the total number of partnerships department-wide. DHA has taken some steps to inventory partnerships with civilian entities consistent with DOD policy to do so. However, these steps have been ad hoc and have not resulted in a complete or updated inventory. Without a standardized process for collecting information on partnerships for such an inventory, DHA has limited visibility of partnerships with civilian entities that can be used to provide additional readiness opportunities for its military medical personnel.
DOD also has not fully assessed the contributions of partnerships to clinical readiness. The military departments have implemented some efforts to collect clinical activity data to assess the clinical readiness opportunities provided by partnerships they established. However, each military department maintains partnerships that have not been fully assessed. Similarly, DHA does not have complete data needed to fully assess partnerships department-wide because it has not issued guidance for collecting complete clinical activity data. Without such guidance, DOD risks having less information to evaluate partnership performance and trading off opportunities to send personnel to a partnership for skills sustainment in lieu of them working in a DOD medical facility to provide beneficiary care.
Why GAO Did This Study
DOD has had a longstanding concern that some military medical personnel may not be prepared to provide lifesaving medical care on the battlefield. To address this issue, DOD has, among other things, established partnerships with civilian trauma centers and other medical facilities to provide opportunities for training its military medical personnel.
Committee reports accompanying bills for the National Defense Authorization Act for Fiscal Year 2024 include provisions for GAO to assess DOD's partnerships. This report examines (1) the factors influencing DOD's decisions to use a partnership and efforts to reduce health care costs; (2) DHA's inventory of partnerships; and (3) DOD's assessment of partnership contributions to the readiness of its medical personnel.
GAO reviewed DOD guidance and documentation and analyzed timecard and readiness data, where available, from fiscal year 2020 through fiscal year 2024. GAO also interviewed DOD officials, including officials from seven medical facilities selected based on military department affiliation and size, as well as officials from civilian partners.
Recommendations
GAO is making nine recommendations, including that DOD develop strategies to identify opportunities for reducing costs while increasing readiness through partnerships established by external resource sharing agreements; develop processes to inventory partnerships; and fully assess the readiness contributions of its partnerships. DOD concurred with seven recommendations and partially concurred with two recommendations. GAO believes all recommendations are sound and should be fully addressed.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the Director of DHA develops and implements department-wide strategies to identify opportunities for reducing health care costs while increasing readiness through use of partnerships established by external resource sharing agreements. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Secretary of Defense should ensure that the Director of DHA, in coordination with the Secretaries of the military departments, develop a standardized process for routinely and accurately inventorying its partnerships, including identifying types of partnerships that should be included in its inventory. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Army The Secretary of the Army should establish a standardized process for routinely and accurately inventorying its partnerships. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Navy The Secretary of the Navy should establish a standardized process for routinely and accurately inventorying its partnerships. (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 the Air Force The Secretary of the Air Force should establish a standardized process for routinely and accurately inventorying its partnerships. (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 the Army The Secretary of the Army should establish processes to fully assess the readiness contributions of its military-civilian partnerships. (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 the Navy The Secretary of the Navy should establish processes to fully assess the readiness contributions of its military-civilian partnerships. (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 the Air Force The Secretary of the Air Force should establish processes to fully assess the readiness contributions of its military-civilian partnerships. (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 Defense The Secretary of Defense should ensure that the Director of DHA issues guidance for collecting complete clinical activity data from military-civilian partnerships for all personnel in specialties with clinical readiness metrics. (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.
See All 9 Recommendations
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Original text here: https://www.gao.gov/products/gao-26-107677
Animal Transport: Congress Should Consider Modernizing the Law to Better Protect Livestock
WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Animal Transport: Congress Should Consider Modernizing the Law to Better Protect Livestock
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Fast Facts
Each year, trucks transport hundreds of millions of livestock. If not managed properly, these trips can lead to animal illness, injury, or even death.
Federal law prohibits transporting livestock for more than 28 consecutive hours without breaks to protect the animals' health and welfare.
Our Q&A report noted that the law doesn't:
Address other important factors, such as animals' ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Animal Transport: Congress Should Consider Modernizing the Law to Better Protect Livestock * Fast Facts Each year, trucks transport hundreds of millions of livestock. If not managed properly, these trips can lead to animal illness, injury, or even death. Federal law prohibits transporting livestock for more than 28 consecutive hours without breaks to protect the animals' health and welfare. Our Q&A report noted that the law doesn't: Address other important factors, such as animals'fitness to travel
Empower federal agencies to monitor compliance with the law
Set meaningful penalties for violations
As a result, it's unclear whether the law is effectively preventing cruelty.
We recommended Congress consider addressing this.
A large livestock-carrying truck on a country road.
Highlights
What GAO Found
Transport of livestock animals can extend over thousands of miles. If not managed properly, this can lead to injury, illness, or death. The Twenty-Eight Hour law is the primary federal law addressing the interstate transport of livestock animals. Historically, the law's purpose has been to prevent cruelty to animals during transport by limiting the duration of confinement to 28 hours without humanely unloading them for feed, water, and rest. However, the law does not address other factors GAO identified that could help prevent such cruelty, including the animals' fitness for transport and unsanitary vehicles and equipment. Industry and other stakeholders have noted that addressing these factors provides multiple economic, safety, and health benefits, such as preventing the spread of disease.
Truck Transporting Sheep on a U.S. Highway
The U.S. Department of Agriculture (USDA) has taken limited action to monitor interstate transport of livestock animals for potential violations because, according to officials, they do not have regulatory authority. The Department of Transportation (DOT) has not taken any such action because it does not have a role in or authority for ensuring welfare of livestock animals during transport, according to DOT officials. From 2013 through 2025, USDA referred one case involving a potential violation of the Twenty-Eight Hour law to the Department of Justice (DOJ) for enforcement, but no enforcement action was taken in that case. In general, the penalties and enforcement mechanisms are inadequate to incentivize enforcement, according to DOJ officials and other stakeholders GAO interviewed.
By amending the law or passing new legislation to (1) address factors beyond the duration of travel, (2) authorize federal agencies to monitor transport of livestock animals, and (3) enhance the penalties and authorize administrative enforcement actions, Congress would improve federal agencies' ability to prevent cruelty to livestock animals during interstate transport. Congress would also be better positioned to hold agencies accountable for ensuring compliance.
Why GAO Did This Study
Hundreds of millions of livestock animals, such as cattle, goats, horses, mules, pigs, and sheep, are transported each year for various purposes, primarily by truck. Some of these trips may span many hours.
GAO was asked to assess federal agencies' efforts to oversee the interstate transport of livestock animals. This report reviews the extent to which the Twenty-Eight Hour law addresses factors that could help prevent cruelty to livestock animals, and federal agency actions to monitor compliance with and enforce the law.
GAO reviewed relevant federal laws, regulations, and guidance; conducted site visits to two USDA-approved Feed, Water, and Rest stations; analyzed USDA data on potential violations of the law and assessed the reliability of these data; obtained and analyzed documents, when provided, and views from officials at USDA, DOJ, and DOT, and 17 nonfederal stakeholders, including industry and animal health and welfare groups.
Recommendations
GAO recommends that Congress consider amending the law or passing new legislation to address factors that could help prevent cruelty to livestock animals during transport, such as those GAO identified; authorize federal agencies to monitor interstate transport of livestock animals and specify their roles and responsibilities; and enhance the penalties and authorize federal agencies to take administrative enforcement actions.
GAO provided a draft of this report to DOJ, DOT, and USDA. DOJ and DOT provided technical comments, which GAO incorporated, as appropriate. USDA did not provide comments on the report.
Matter for Congressional Consideration
Matter Status Comments
Congress should consider amending the Twenty-Eight Hour law or passing new legislation to address factors that could help prevent cruelty to livestock animals during interstate transport, such as those we identified. (Matter for Consideration 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Congress should consider amending the Twenty-Eight Hour law to authorize federal agencies to monitor interstate transport of livestock animals and specify their roles and responsibilities. (Matter for Consideration 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.
Congress should consider amending the Twenty-Eight Hour law to enhance the penalties and specifically authorize federal agencies to take administrative enforcement actions. (Matter for Consideration 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-26-108123
Forest Service: Opportunities Exist to Improve Timber Sale Management
WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Forest Service: Opportunities Exist to Improve Timber Sale Management
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Fast Facts
The Forest Service sells timber that can be used to build homes and make paper products, among other things. A 2025 presidential directive called for increased timber production.
The agency fell short of meeting its sales targets by an average of 10% in FYs 2014-2024. It met its target in FY 2025. But continuing to do so may be difficult as it faces staffing shortages, wildfires, and more.
Agency officials ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Forest Service: Opportunities Exist to Improve Timber Sale Management * Fast Facts The Forest Service sells timber that can be used to build homes and make paper products, among other things. A 2025 presidential directive called for increased timber production. The agency fell short of meeting its sales targets by an average of 10% in FYs 2014-2024. It met its target in FY 2025. But continuing to do so may be difficult as it faces staffing shortages, wildfires, and more. Agency officialsand others said timber sale management could be improved. This could include making a long-term staffing plan and improving communication with timber companies, the public, and others about sales.
Our recommendations address these issues.
Forest Service Staff Marking Trees for Timber Harvesting in the Payette National Forest, Idaho
Three people wearing backpacks and hard hats mark trees in the woods with red spray paint.
Highlights
What GAO Found
As GAO reported in December 2024, the Forest Service did not meet its annual targets for amount of timber sold in fiscal years 2014 through 2023, averaging about 90 percent of its targets during this time frame. During interviews with GAO for this review, agency officials identified factors that limited their ability to attain these targets, including staffing and legal challenges. For example, officials said staff capacity limited their ability to complete work needed to manage timber sales. Officials said staff reductions in 2025 further strained their capacity. The agency's workforce decreased by about 20 percent in response to a February 2025 executive order for large-scale workforce reductions. Given these reductions, officials said increasing timber sales in response to a March 2025 executive order on expanding timber production would be challenging.
Timber Harvest Operations (left) and a Forest Service Official at the Site of a Timber Sale (right)
Agency officials and stakeholders identified opportunities to improve the Forest Service's management of timber sales, such as the following:
* Expanding practices to more effectively use staff and conduct strategic workforce planning. Officials and several stakeholders said that increasing the use of partners and contractors and newer tools and technologies could help the agency address its staffing challenges. Officials and industry, conservation, and nonfederal government stakeholders also said the Forest Service needs more staff and staff with the right expertise to manage timber sales. The agency has not assessed how recent and ongoing changes to its workforce and organizational structure will affect its capacity. By conducting strategic workforce planning, the Forest Service could better understand how to recruit and retain the critical staff it needs to effectively manage timber sales.
* Improving communication. Officials and several stakeholders said that improving the frequency and consistency of communication with stakeholders and the public could improve the Forest Service's management of planned timber sales. For example, an industry stakeholder said the agency could provide more current, comprehensive information on timber sales on its website. By more frequently and consistently communicating information about planned timber sales to stakeholders and the public, the Forest Service could better manage its timber sales.
Why GAO Did This Study
The U.S. Forest Service sells billions of board feet of timber each year as part of its mission to manage the National Forest System for multiple uses and to provide sustained yields of various resources, including timber. Some congressional members, industry and conservation groups, and others have raised concerns, including about the amount of timber sold or negative effects of timber sales on wildlife habitat and recreation.
A congressional committee report includes a provision for GAO to review Forest Service timber harvest levels. GAO was also asked by multiple congressional requesters to review this topic. This report, the second in a two-part series, (1) describes factors Forest Service officials identify as limiting the agency's ability to meet its targets for annual timber sales and (2) examines agency officials' and stakeholders' views on how to improve management of Forest Service timber sales.
GAO reviewed relevant agency documents and data; conducted in-person site visits to seven national forests in three regions, selected based on variation in volume of timber sold and geography; and interviewed officials from Forest Service headquarters, officials from all nine regions, and nonfederal stakeholders, such as industry and conservation groups.
Recommendations
GAO is making four recommendations, including that the Forest Service conduct strategic workforce planning and take steps to improve communication with stakeholders and the public. The Forest Service's audit liaison stated in an email that the agency agreed with GAO's findings and recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Forest Service The Chief of the Forest Service should conduct strategic workforce planning related to managing timber sales and develop tailored strategies to address any skills and knowledge gaps. (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.
Forest Service The Chief of the Forest Service should take steps to more frequently and consistently communicate information related to timber sales to industry, other stakeholders, and the public. (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.
Forest Service The Chief of the Forest Service should develop additional performance goals to better measure the effects of timber sales on the agency's multiple-use mission. (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.
Forest Service The Chief of the Forest Service should assess the agency's current operating environment and opportunities to improve timber sales management and take steps to comprehensively implement and institutionalize the opportunities as appropriate, such as by creating a guidebook for agency staff. (Recommendation 4)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-107993
Amateur Athlete Safety: Certification Related to the Independence of the U.S. Center for SafeSport for Fiscal Year 2025
WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Amateur Athlete Safety: Certification Related to the Independence of the U.S. Center for SafeSport for Fiscal Year 2025
*
Fast Facts
The U.S. Center for SafeSport is responsible for protecting amateur athletes from emotional, physical, and sexual misconduct and abuse in the U.S. Olympic and Paralympic communities.
Congress requires that the Center be independent from the U.S. Olympic Committee in several ways. For example, former employees of the U.S. Olympic Committee must observe a ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Amateur Athlete Safety: Certification Related to the Independence of the U.S. Center for SafeSport for Fiscal Year 2025 * Fast Facts The U.S. Center for SafeSport is responsible for protecting amateur athletes from emotional, physical, and sexual misconduct and abuse in the U.S. Olympic and Paralympic communities. Congress requires that the Center be independent from the U.S. Olympic Committee in several ways. For example, former employees of the U.S. Olympic Committee must observe a2-year "cooling-off period" before working or volunteering at the Center. The Olympic Committee also can't interfere with or influence the Center's investigations.
For fiscal year 2025, we did not find any violations of these requirements.
A person at a race starting line about to run.
Highlights
What GAO Found
The U.S. Center for SafeSport (the Center) is a nonprofit organization that plays a key role in ensuring the safety of amateur athletes. The Center has jurisdiction over the U.S. Olympic and Paralympic Committee (the Corporation) and its affiliated organizations (known as national governing bodies) with regard to safeguarding amateur athletes against abuse in sports.
The Empowering Olympic, Paralympic, and Amateur Athletes Act of 2020 (the Act) contains several provisions related to the independence of the Center from the Corporation. Based on certification provisions in the Act and GAO's methodology, GAO certifies that the Center was independent from the Corporation during fiscal year 2025 (January 1, 2025, to December 31, 2025).
GAO found no evidence that a former employee or board member of the Corporation worked for the Center during its fiscal year 2025 in violation of the cooling-off period in the Act. Further, for the Center's fiscal year 2025, GAO found no evidence of a conflict of interest, as defined by the Act, between the Center's executives or attorneys and the Corporation. According to the Act, an executive or attorney for the Center shall be considered to have an inappropriate conflict of interest if the executive or attorney also represents the Corporation. In addition, GAO's review of the Center's investigative process found no evidence of interference or influence by the Corporation.
Why GAO Did This Study
The Act includes a provision for GAO to annually "make available to the public a certification relating to the Center's independence from the Corporation," including findings on whether
* a violation of the prohibition on employment (2-year cooling-off period) of former employees or board members of the Corporation has occurred during the year preceding the certification;
* an executive or attorney for the Center has had an inappropriate conflict of interest during that year; and
* the Corporation has interfered in, or attempted to influence the outcome of, an investigation by the Center.
GAO reviewed information provided by the Center about its employees and individuals who worked or volunteered for the Center at any point during its fiscal year 2025. This includes reviewing conflict-of-interest verification forms that the Center requires of all such individuals. GAO cross-checked the information provided by the Center with information received from the Corporation about its employees, such as information about attorneys employed, hired, or retained. GAO reviewed the Center's written responses to questions. GAO also reviewed documents such as the Center's employee handbook, standard operating procedures, and the SafeSport Code, which establishes acceptable standards of conduct for all individuals who participate in U.S. Olympic and Paralympic events and training.
For more information, please contact Kathryn A. Larin at larink@gao.gov.
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Original text here: https://www.gao.gov/products/gao-26-108864
2030 Census: Census Bureau Needs Additional Data to Inform Design Decisions
WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
2030 Census: Census Bureau Needs Additional Data to Inform Design Decisions
*
Fast Facts
The U.S. Census Bureau is sending workers door-to-door as part of the 2026 Census Test. During these tests, workers evaluate methods, technology, and procedures for the 2030 Census.
The Bureau plans to test new ways to collect data, such as using U.S. Postal Service staff to count people in person. But after a Department of Commerce review, the Bureau reduced the scope of the 2026 test. The test plans ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * 2030 Census: Census Bureau Needs Additional Data to Inform Design Decisions * Fast Facts The U.S. Census Bureau is sending workers door-to-door as part of the 2026 Census Test. During these tests, workers evaluate methods, technology, and procedures for the 2030 Census. The Bureau plans to test new ways to collect data, such as using U.S. Postal Service staff to count people in person. But after a Department of Commerce review, the Bureau reduced the scope of the 2026 test. The test plansnow include fewer sites and fewer data collection innovations.
These changes increase the risk that the Bureau will make final design decisions for the 2030 Census without accurate information. We recommended the Bureau address this and more.
A smartphone displaying information on the 2030 Census in front of a large Census Bureau logo graphic.
Highlights
What GAO Found
The U.S. Census Bureau's 2026 Census Test will not produce data on the viability of certain proposed 2030 Census design features as originally envisioned. The Bureau reduced the scope of the 2026 test in two ways. First, it reduced the number of test locations from six to two. Second, it reduced or eliminated 10 of 19 operational activities that the Bureau originally had planned to test for viability. These activities include, for example, changing how the Bureau uses administrative data to enumerate certain households and providing an internet self-response option for residents of university halls. As a result of the Department of Commerce's review of the 2026 Test, the Bureau determined that the 2026 Test would focus on two key priorities, according to agency officials: (1) piloting in-field enumeration by U.S. Postal Service (USPS) staff, and (2) enhancements and innovations to field infrastructure, staffing, and training.
GAO's prior work identified evidence-based policymaking practices, including that agencies should build a portfolio of high-quality, credible sources of evidence to support decision-making. As a result of the narrowed scope and other changes to the 2026 Test, there is a risk that the Bureau will not collect information on the efficacy of certain design features before it finalizes the Census design. Consequently, the Bureau could experience cost and quality challenges in managing the 2030 Census. Not having evidence to inform decisions may also harm congressional and public confidence in the Census.
The figure below displays the four canceled 2026 Test sites and two remaining sites-Huntsville, Alabama, and Spartanburg, South Carolina. The Bureau scaled down the 2026 Test in part to focus on piloting the use of USPS staff for in-field enumeration at the two remaining locations. The Bureau also changed the questionnaire to ask more questions, including on citizenship status, from respondents. In addition, the Bureau previously called for Spanish and Chinese language versions of the questionnaire but approved an English-only language version.
Four Original Sites Eliminated from 2026 Census Test
The Bureau has agency-wide skills gaps that could affect mission-critical areas such as modern IT engineering and cybersecurity, but has not completed an agency-wide workforce assessment that would be needed to identify and address any additional gaps. A key principle for effective strategic workforce planning is to develop strategies that are tailored to address gaps in number, deployment, and alignment of human capital approaches for enabling and sustaining the contributions of all critical skills and competencies. Given the statutory deadline for tabulating census results, the Bureau must have sufficient staff with the right skill sets in place to manage an effective enumeration. As of February 2026, though, Bureau officials said the agency-wide workforce assessment is paused until the Bureau establishes roles for employees participating in the assessment, which may be delayed until the agency completes a broader reorganization effort (slated for fiscal year 2027). Such a timeline would create challenges to addressing skills gaps in time to effectively manage the 2030 Census. Moreover, without better understanding its workforce needs, whether through an agencywide workforce assessment or other means, the Bureau may not be addressing existing skills gaps through actions it is currently taking.
Why GAO Did This Study
The Constitution mandates the recurring conduct of a census for purposes of apportioning political representation among the states, which is carried out by the Bureau and provides vital data for the nation. GAO was asked to report on a range of topics related to preparations for the 2030 Census. The Bureau is implementing the 2026 Test as the first of two major field tests planned to help the agency examine new methods, processes, and approaches to the census. The stated purpose of the 2026 Test is to assess the viability of new or revised design elements for the 2030 Census.
This is the first of a series of products reporting on the status of preparations, planning decisions, and testing for the 2030 Census, as well as emerging challenges that could affect the Bureau's approach for the 2030 Census.
GAO reviewed operational and staffing plans for the 2026 Test and 2030 Census, and data on Bureau-wide personnel actions for 2025. GAO also interviewed Bureau officials and sought a rationale from Commerce regarding changes made to the focus of the 2026 Test. As of May 2026, Commerce has yet to respond.
Recommendations
GAO recommends that the Secretary of Commerce instruct the Director of the U.S. Census Bureau to (1) research and test the operational activities and design features removed from the 2026 Census Test prior to finalizing its design of the 2030 Census, and (2) determine decennial census workforce needs so that the Bureau may address skills gaps in time to effectively manage the 2030 Census. Commerce agreed with both recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Commerce The Secretary of Commerce should instruct the Director of the U.S. Census Bureau to research and test the operational activities and design features removed from the 2026 Census Test prior to finalizing its design of the 2030 Census. (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 Commerce The Secretary of Commerce should instruct the Director of the U.S. Census Bureau to determine decennial workforce needs so the Bureau may address skills gaps in time to effectively manage the 2030 Census. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-108848
Information Technology: Census Bureau Needs to Better Manage Schedule for Modernization Program
WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report:* * *
Information Technology: Census Bureau Needs to Better Manage Schedule for Modernization Program
*
Fast Facts
As the 2030 Census approaches, the Census Bureau is working on a large-scale effort to modernize essential IT data storage and processing systems.
It has begun implementing leading practices that can help with this effort-such as managing risks and estimating costs. However, we found that the Census Bureau's schedule for this project is unreliable. Specifically, it is not comprehensive, ... Show Full Article WASHINGTON, June 4 (TNSLrpt) -- The Government Accountability Office issued the following report: * * * Information Technology: Census Bureau Needs to Better Manage Schedule for Modernization Program * Fast Facts As the 2030 Census approaches, the Census Bureau is working on a large-scale effort to modernize essential IT data storage and processing systems. It has begun implementing leading practices that can help with this effort-such as managing risks and estimating costs. However, we found that the Census Bureau's schedule for this project is unreliable. Specifically, it is not comprehensive,well-constructed, credible, or updated regularly.
We made recommendations to help ensure that these IT systems are ready for the 2030 Census.
The U.S. Census Bureau website on an electronic device.
Highlights
What GAO Found
The Census Bureau fully implemented leading practices for risk management for its enterprise-wide data storage and processing modernization program (known as the Enterprise Data Lake). It also substantially implemented leading practices for managing requirements and cost estimating. However, the Bureau partially implemented leading practices for developing and maintaining the schedule for the program, as shown in the table.
Extent to Which the Census Bureau Implemented Leading Practices for Managing the Enterprise Data Lake Program
Management Area
Overall Assessment
Assessment by Leading Practice
Risk Management
Fully implemented
Requirements Management
* Substantially implemented
*
Cost Estimation
* Substantially implemented
* *
Schedule
* Partially implemented
*
Source: GAO analysis of Census Bureau data. | GAO-26-107629
The program's management of risk and requirements improves its ability to mitigate risks and deliver on the program. However, the program's requirements management plan was not in alignment with its process for managing low-level requirements. Thus, the program may have difficulty ensuring that low-level requirements are documented consistently. Documenting requirements can ensure that there is consistency between the requirements and the solution, which increases the likelihood that the solution will meet user needs.
Additionally, the program fully met two of the four characteristics of a high-quality, reliable cost estimate (well documented and accurate), and substantially met the remaining two characteristics (comprehensive and credible). As a result, GAO found that the program's cost estimate was reliable. However, the program's schedule estimate was unreliable. The program did not substantially meet any of the four characteristics of a reliable schedule: comprehensive, well-constructed, credible, and controlled. Without fully implementing leading practices for a reliable schedule, the Bureau faces schedule uncertainty that may result in unreliable completion dates, time extension requests, and delays in the program.
The Bureau partially implemented leading practices for managing selected interdependencies among its four IT modernization programs. For example, to manage stakeholder interdependencies among the programs, it is holding regular meetings with stakeholders to discuss program status, risks, and issues. However, the Bureau does not have a process to ensure that changes to survey onboarding dates are incorporated, if applicable, into the schedules for the related IT modernization programs. Without a documented process for managing interdependent schedule changes, the Bureau may not identify schedule disconnects early enough to allow program management sufficient time to make decisions. Potential schedule disconnects may also hinder the ability to predict the consequences of managerial action or inaction on events and increase the risk that the Bureau is unable to deliver a set of integrated systems for future surveys, such as the 2030 Census.
Why GAO Did This Study
The U.S. Census Bureau's IT systems are essential to collecting and providing data about the nation's people and economy. Prior to the 2020 Census, the Bureau, a component of the Department of Commerce, faced challenges in modernizing and consolidating its IT systems. For future surveys, including the 2030 Census, the Bureau has embarked on four modernization programs to collect, store, process, and disseminate data.
GAO was asked to review the Bureau's implementation of key modernization programs. This report (1) evaluates the extent to which the Bureau is implementing leading practices in managing risks, requirements, cost estimates, and schedule for a selected enterprise-wide IT program; and (2) determines the extent to which the Bureau is managing selected interdependencies among the enterprise-wide IT programs.
GAO selected the data storage and processing program due to its critical role to the agency's mission, and the maturity of its cost and schedule documentation. GAO assessed the program's management of risks, requirements, cost, and schedule against leading practices. In addition, GAO reviewed prior GAO reports and Bureau documentation related to interdependencies among the four IT modernization programs and interviewed Bureau officials.
Recommendations
GAO is making three recommendations to the Department of Commerce related to the Bureau managing requirements, developing a reliable schedule, and managing schedule interdependencies between the enterprise-wide IT programs. Commerce concurred with the recommendations and stated it would prepare a formal action plan.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Commerce The Secretary of Commerce should direct the Director of the Census Bureau to ensure that the requirements management plan for the EDL program is updated to ensure that it accurately reflects the process used to ensure that requirements are fully traceable to the developed solutions. (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 Commerce The Secretary of Commerce should direct the Director of the Census Bureau to ensure that the EDL program develops a reliable schedule using the best practices described in GAO's Schedule Assessment Guide. (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 Commerce The Secretary of Commerce should direct the Director of the Census Bureau to define and document a process to ensure that the modernization programs regularly communicate about changes to the survey onboarding schedule and update relevant schedules for those changes. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-26-107629