Correspondence issued by the Government Accountability Office with an abstract that begins "DOD's rationale for waiving WSARA's competitive prototyping requirement for CRH addresses one of the two bases provided in the statute; namely that the cost of producing competitive prototypes exceeds the expected life-cycle benefits (in constant dollars) of producing the prototypes. The CRH program's acquisition strategy, which anticipates integrating an existing, in-production and flight-proven aircraft with technologically mature subsystems, is consistent with this rationale. The Air Force believes that any technology risk reduction associated with, or potentially benefitting, the CRH program has already occurred during the efforts to develop these in-production aircraft. This includes any risk reduction that could be achieved through competitive prototyping. In granting the waiver, DOD also found reasonable the Air Force's conclusion that the estimated $725 million cost of conducting competitive prototyping exceeded the maximum expected life-cycle benefits of $12 million. However, the Air Force only evaluated one potential approach to implementing competitive prototyping, which involved funding two contractors for much of the program's system development. This resulted in a high cost estimate for competitive prototyping that is more than 10 times greater than the target unit cost of the helicopter. DOD's policy on economic …

Testimony issued by the Government Accountability Office with an abstract that begins ""

Correspondence issued by the Government Accountability Office with an abstract that begins "Spending reductions under sequestration affected DOD’s civilian workforce and many programs and functions, and required DOD to accept some risk in maintaining the readiness of military forces. However, DOD was able to mitigate some near-term effects of sequestration on its mission. Reduced spending levels required DOD to take actions such as furloughing most civilian employees for 6 days, cancelling or curtailing training for units that were not preparing to deploy by early in 2014, postponing some planned equipment maintenance at its depots and repairs or renovations of facilities, reducing some weapon system quantities or deferring modifications, and delaying system development and testing. DOD took various actions to plan for and implement sequestration, such as issuing guidance and establishing processes to identify priorities and evaluate alternatives for spending reductions. Generally, DOD’s approach to sequestration was a short-term response focused on addressing the immediate funding reductions for fiscal year 2013. DOD was able to reduce spending levels for the remainder of fiscal year 2013 without making permanent changes, such as adjusting the size of its forces or canceling weapon systems programs. By setting priorities for funding and using available prior …

Correspondence issued by the Government Accountability Office with an abstract that begins "Among other things, GAO's past work discusses FHA's financial condition and steps the agency has taken to improve its financial condition. As housing prices began to decline at the end of 2006 and conventional mortgage lenders tightened their underwriting standards, more homebuyers began taking advantage of FHA-insured loans, which tend to have less strict underwriting standards and require lower down payments, as compared with conventional loans. As a result, FHA's share of the market increased. In 2006, FHA insured approximately 4.5 percent of purchase mortgages. At its peak in 2009, it insured 32.6 percent of purchase mortgages. In 2011, its share of purchase mortgages fell to 26.5 percent."

Correspondence issued by the Government Accountability Office with an abstract that begins "The Air Force based its Guide on existing NASA policy and procedures with respect to payload risk classification and launch vehicle certification. Payloads are classified based in part on factors such as national significance, payload complexity and cost, and are assigned a risk tolerance level accordingly. The Air Force, NASA, and NRO are working to coordinate and share information to facilitate launch vehicle certification efforts; however, each agency will determine for itself when certification has been achieved. As a result, some duplication and overlap of efforts could occur. The Air Force has also added other prerequisites to certification for new entrants that are not captured within the Guide, such as an approved implementation plan and a cooperative research and development agreement. According to the Air Force, these agreements are legal mechanisms intended to enable data sharing between the Air Force and new entrants, while protecting the interests of both."

Correspondence issued by the Government Accountability Office with an abstract that begins "In summary, while USDA's organization and management structure for its food assistance procurement might suggest overlap, GAO found no duplication of Agricultural Marketing Service (AMS) and Farm Service Agency (FSA) efforts. For example, AMS and FSA follow similar contracting rules and regulations; however, AMS and FSA have different procurement processes and funding authorities and purchase different commodities."

Correspondence issued by the Government Accountability Office with an abstract that begins "The 14 agencies GAO reviewed have vehicle repair processes that generally allow field office staff, such as the vehicle operator or local fleet manager, to make vehicle maintenance and repair decisions. These processes neither mandate nor prohibit the use of remanufactured parts. The agencies we reviewed generally do not keep data on the extent to which remanufactured parts are used. Agency officials from the 14 agencies in our review said that they use remanufactured parts when warranted, and we observed the presence of remanufactured parts in the stock rooms during our visits to repair facilities. Deciding when to use remanufactured parts, according to agency officials and related guidance, depends on a number of factors including the cost, availability, and reliability of the part. According to agency officials, these factors are considered on a case-by-case basis for each repair to yield the best value for the federal government."

Testimony issued by the Government Accountability Office with an abstract that begins "In summary, GAO recognizes that some cost increases and schedule delays result from factors beyond VA's control; however, GAO's review of VA's largest projects indicated weaknesses in VA's construction management processes also contributed to cost increases and schedule delays. Given that VA is currently involved in 50 major medical-facility construction projects, including four large medical centers, VA should take further action to improve its management of costs, schedule, and scope of these projects."

Application materials submitted to the Texas Historical Commission requesting a historic marker for the Burton Public School, in Burton, Texas. The materials include the inscription text of the marker, original application, narrative, and photographs.

The National Museum of the Pacific War presents an interview with Jack Nuckols. Nuckols was drafted into the Army in September, 1944 and trained at Camp Hood. After training and transit, Nuckols landed on Okinawa on 10 April, 1945 with the 7th Infantry Division, 184th Infantry Regiment. He recalls several anecdotes from his combat experiences. After occupation duty in Korea, Nuckols returned to the US and was discharged in November 1946.

The National Museum of the Pacific War presents an interview with Robert Enright. Enright joined the Navy in 1943. In 1944, he served as a yeoman at Pearl Harbor. He recalls observing the work being done on USS Oklahoma (BB-37) and USS Arizona (BB-39). He volunteered for sea duty, and served with the 24th Transport Division aboard USS Callaway (APA-35), an attack transport manned by the US Coast Guard. Enright recalls supporting the invasions on Saipan, Leyte, and at Lingayen Gulf. He recalls the ship being hit by a kamikaze in January of 1945. Around April, Enright was transferred to USS Olmsted (APA-188), transporting troops and supplies in support of amphibious operations, noting the close calls by kamikaze aircraft at Okinawa. He returned to the US in May of 1945 and received his discharge.

The National Museum of the Pacific War presents an interview with August Hodde. Hodde joined the Navy in July 1943. He completed gunnery school, and served as a 40mm gun instructor through early 1944. Around November, Hodde served as a gunner’s mate aboard USS Hugh W Hadley (DD-774). At battle stations, he was gun captain on the portside twin 40mm. Beginning February of 1945, the Hadley escorted HMS Ranee (D03). Hodde describes their role during the Battle of Okinawa in April, helping protect against submarines and aircraft as the Japanese made final attempts to stop the invasion. He provides details of their 11 May attack by the Japanese, receiving bomb hits and downing numerous kamikazes. Hodde remained aboard as the torn Hadley was towed back to the US. He continued his service after the war, receiving his discharge in 1946.

The National Museum of the pacific War presents an interview with Ed Spradling. Spradling grauated from high school and went to work for North American Aviation, building B-24s in Grand Prairie, Texas. When he was old enough, he joined the Merchant Marine. After training, he joined a ship in April, 1945 in San Francisco. Spradling discusses life abord a liberty ship and some of his experiences, including a trip to Manila.

The National museum of the Pacific War presents an ortal interview with Glynn Hull. Hull grew up on a farm in Iowa during the Depression. Hull entered the Army Air Forces in January 1943. He trained as a navigator. He was then assigned to a B-17 in the 551st Bomb Squadron, 385th Bomb GRoup and went to England in 1944. Hull discusses a few missions and other experiences. On one mission, Hull had to bail out and became a prisoner of war. He shares several anecdotes and experiences about being a POW in Germany.

The National Museum of the Pacific War presents an interview with Harold Heist. Heist joined the Army Air Forces in January of 1943. He completed navigation school and received his wings and commission in July of 1944. He was assigned to the 15th Air Force, 376th Bomb Group, 514th Bomb Squadron, and served as a navigator aboard a B-24. He also navigated the position of a Victory Ship in a convoy for a 28-day trip across the Atlantic, working with the radio system, arriving in Oran, Africa in October of 1944. He met up with the 376th Bomb Group in Italy. He flew his first mission on 6 December 1944 over Hungary and completed a total of 47 missions. Heist provides details of his experiences through several of his missions over Germany and Italy. Their bomb group was known for their precision bombing, keeping enemy viaducts, roads and rail lines destroyed and useless. After the war, he served in the Reserves and then was released from active duty and assigned to the Voluntary Air Reserve Training Unit (VARTU). He retired in 1973 from the Air Force.