Report that discusses the issues surrounding whether or not the U.S. should grant Russia permanent normal trade relations (PNTR) following its accession into the World Trade Organization (WTO).

Report concerning Congressional attention on the domestic sex trafficking of children.

Report discussing the Presidential Records Act (PRA) and examines policy options related to the capture, maintenance, and use of presidential records.

A letter report issued by the Government Accountability Office with an abstract that begins "While FDA has taken several important steps toward modernizing its IT environment, much remains to be done. FDA reported spending about $400 million for IT investments in fiscal year 2011; however, the agency currently lacks a comprehensive IT inventory that identifies and provides key information about the systems it uses and is developing. Office of Management and Budget (OMB) and GAO guidance call for federal agencies to maintain such an inventory in order to monitor and manage their IT investments. This inventory should include information on each system, such as costs, functionality or purpose, and status. However, FDA does not have such a comprehensive list of its systems. Instead, the agency points to budget documents required by OMB, which included information on 44 IT investments for fiscal year 2011. The agency also provided a partial list of 21 mission-critical systems and modernization initiatives. Nonetheless, agency officials acknowledged that these documents do not identify all FDA’s systems or the complete costs, purpose, or status of each system. Until the agency has a complete and comprehensive inventory, it will lack critical information needed to effectively assess its IT …

A letter report issued by the Government Accountability Office with an abstract that begins ""

A letter report issued by the Government Accountability Office with an abstract that begins "The Centers for Medicare and Medicaid Services (CMS) implemented its Fraud Prevention System (FPS) in July 2011, as required by the Small Business Jobs Act, and the system is being used by CMS and its program integrity contractors who conduct investigations of potentially fraudulent claims. Specifically, FPS analyzes Medicare claims data using models of fraudulent behavior, which results in automatic alerts on specific claims and providers, which are then prioritized for program integrity analysts to review and investigate as appropriate. However, while the system draws on a host of existing Medicare data sources and has been integrated with existing systems that process claims, it has not yet been integrated with the agency's payment-processing system to allow for the prevention of payments until suspect claims can be determined to be valid. Program officials stated that this functionality has been delayed due to the time required to develop system requirements; they estimated that it will be implemented by January 2013 but had not yet developed reliable schedules for completing this activity."

A letter report issued by the Government Accountability Office with an abstract that begins "The Air Force plans to upgrade and extend the service life of 300 F-16 aircraft and the Navy 150 F/A-18 aircraft, at a combined cost estimated at almost $5 billion in fiscal year 2013 dollars."

A letter report issued by the Government Accountability Office with an abstract that begins ""

A letter report issued by the Government Accountability Office with an abstract that begins "The development of IAE has occurred in two stages using different acquisition strategies. In 2001, GSA began establishing a portfolio of standardized government-wide data systems through an acquisition strategy known as “adopt, adapt, acquire.” GSA adopted or adapted existing agency-specific systems for government-wide use, or if no viable system met an identified need, GSA acquired a new system. These efforts resulted in a portfolio of nine data systems. In 2008, GSA began consolidating its portfolio of systems into one integrated system called the System for Award Management (SAM). In developing the system, GSA hoped to eliminate redundancy, reduce costs, and improve efficiency. Unlike the existing systems that were each designed, developed, and operated by a single contractor, IAE relies on multiple vendors to perform these same tasks for SAM. The intent of this approach is to enhance competition and innovation and for the government to own the software associated with the system. SAM will be developed in phases. In each phase, capabilities from selected IAE systems will be added to SAM and those legacy systems will be shut down."

A letter report issued by the Government Accountability Office with an abstract that begins "The Transportation Security Administration (TSA) receives thousands of air passenger screening complaints through five mechanisms, but does not have an agencywide policy or consistent processes to guide receipt and use of such information. For example, from October 2009 through June 2012, TSA received more than 39,000 screening complaints through its TSA Contact Center (TCC). However, the data from the five mechanisms do not reflect the full nature and extent of complaints because local TSA staff have discretion in implementing TSA's complaint processes, including how they receive and document complaints. For example, comment cards are used at four of the six airports GAO contacted, but TSA does not have a policy requiring that complaints submitted using the cards be tracked or reported centrally. A consistent policy to guide all TSA efforts to receive and document complaints would improve TSA's oversight of these activities and help ensure consistent implementation. TSA also uses TCC data to inform the public about air passenger screening complaints, monitor operational effectiveness of airport security checkpoints, and make changes as needed. However, TSA does not use data from its other four mechanisms, in part …

A letter report issued by the Government Accountability Office with an abstract that begins "From the time it became operational in November 2010, through March 31, 2012, the Center for Medicare and Medicaid Innovation (Innovation Center) has focused on implementing 17 new models to test different approaches for delivering or paying for health care in Medicare and Medicaid. The center is still relatively early in the process of implementing these models. Eleven of the models were selected by the Innovation Center under the provision in the Patient Protection and Affordable Care Act (PPACA) that established the center, while the remaining 6 were specifically required by other PPACA provisions. The Innovation Center projects that a total of $3.7 billion will be required to fund testing and evaluation of the 17 models, with the expected funding for individual models ranging from $30 million to $931 million. As of March 2012, the center's 184 staff were organized into four groups responsible for coordinating the implementation of different models and another five groups responsible for key functions that support model implementation. Officials said that, among other things, the center's initial hiring of staff reflected the need for leadership and for specific types of expertise, …

A letter report issued by the Government Accountability Office with an abstract that begins "From October 2009 through March 2012, the number of full-time equivalent (FTE) employees funded by the American Recovery and Reinvestment Act of 2009 (Recovery Act) and working on Department of Energy's (DOE) Office of Environmental Management (EM) cleanup projects peaked at about 11,000 FTEs in the quarter ending September 2010, according to data on the federal government's Recovery Act website. By the second quarter of fiscal year 2012, as projects were completed, FTEs had decreased to about 1,400 FTEs; 12 of 17 sites reported no Recovery Act FTEs; and about $5.6 billion of a total $6 billion in Recovery Act funds had been spent. According to EM data, as of April 30, 2012, 78 of the 112 Recovery Act-funded cleanup projects were complete, and 72 of the 78 projects met DOE's performance standard of completing project work scope without exceeding the cost target by more than 10 percent."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Justice (DOJ) has a number of initiatives to support body armor use by state and local law enforcement, including funding, research, standards development, and testing programs. Two Bureau of Justice Assistance (BJA) grant programs provide funding to state and local law enforcement to facilitate their body armor purchases. The Bulletproof Vest Partnership (BVP) program offers 2-year grants on a reimbursable basis. The Edward Byrne Memorial Justice Assistance Grant (JAG) program provides 4-year grant money up front that can be used to fund body armor procurement along with other criminal justice activities. Since the BVP program’s inception in 1999, it has reimbursed grantees about $247 million for their purchases of nearly 1 million vests. The JAG program has provided nearly $4 billion from fiscal years 2006 through 2011, but BJA does not know how much of this amount grantees have spent on body armor because it is not required to track expenditures for specific purposes. BJA reports that from fiscal years 2006 through 2011, 357 grantees intended to use JAG funds for ballistic-resistant vest procurement, but it does not track how many grantees intended …

A letter report issued by the Government Accountability Office with an abstract that begins "The National Highway Traffic Safety Administration (NHTSA) collects limited information on crashes involving vehicles carrying unsecured loads but plans to make changes to collect better information. Currently, NHTSA collects some data in the Fatality Analysis Reporting System and the National Automotive Sampling System General Estimates System. However, the systems do not currently have a data category to distinguish between debris resulting from natural sources (such as a tree branch) and debris resulting from human error (such as an unsecured load). As a result, NHTSA cannot currently identify how many crashes involve vehicles carrying unsecured loads. NHTSA intends to make changes to both its systems to better identify crashes involving unsecured loads. These changes will go into effect in 2013. However, NHTSA may still face challenges collecting this data because 1) law enforcement officials face difficulties in determining whether a crash involved an unsecured load and 2) states do not collect uniform data on unsecured loads in their police crash reports. NHTSA officials stated that they would likely recommend changes to the Model Minimum Uniform Crash Criteria (MMUCC)—voluntary guidelines intended to create uniform data in police crash …

A letter report issued by the Government Accountability Office with an abstract that begins "Officials in each of the four states GAO contacted identified the need for more safeguards and public awareness activities to help prevent elder financial exploitation. They also noted that it is difficult to prevent exploitation by individuals such as financial services providers, power of attorney agents, guardians, and paid in-home caregivers. Although states have primary responsibility for combating elder financial exploitation, the federal government could disseminate information on model power of attorney legislation, for example, to help states better safeguard against power of attorney abuse--one type of federal activity authorized under the Older Americans Act of 1965. In addition, experts and state and local officials told GAO that many older adults need more information about what constitutes elder financial exploitation in order to report and avoid it. The seven federal agencies GAO reviewed have undertaken activities to increase public awareness of elder financial exploitation. While some experts observed that a nationwide approach to educating the public is needed, federal public awareness activities are not currently conducted as part of a broader coordinated approach, which GAO believes could help ensure the effective use of federal resources. The …

A letter report issued by the Government Accountability Office with an abstract that begins "The Office of the Secretary of Defense (OSD) has not developed or implemented a plan to guide joint bases in achieving cost savings and efficiencies. The Department of Defense (DOD) originally estimated saving $2.3 billion from joint basing over 20 years, but in the absence of a plan to drive savings, that estimate has fallen by almost 90 percent. OSD also does not yet have a fully developed method for accurately collecting information on costs, savings, and efficiencies achieved specifically from joint basing. GAO previously reported that organizational transformations such as merging components and transforming organizational cultures should be driven by top leadership, have implementation goals and a timeline to show progress, and include a communication strategy. Although the joint bases anecdotally reported achieving some savings and efficiencies, without an implementation plan to drive savings and a means to collect reliable information on the specific costs, estimated savings, and efficiencies from joint basing, DOD will not be able to facilitate achievement of the goals of cost savings and efficiencies, track the extent to which these goals have been achieved, or evaluate the continuation or expansion of …

A letter report issued by the Government Accountability Office with an abstract that begins "From 2008 to 2011, more than half of states reported maintaining or decreasing their average Medicaid application processing times--the average number of calendar days between the receipt of a new application and the final determination of eligibility. The average processing times reported by 39 states ranged from 11 to 45 calendar days. For the same time period, however, GAO was unable to assess whether states processed applications at a rate that kept pace with the number of new applications received each month, because most states provided incomplete or inconsistent data."

A letter report issued by the Government Accountability Office with an abstract that begins "Many State Partnership Program stakeholders, including State Partnership Program Coordinators, Bilateral Affairs Officers, and combatant command officials, cited benefits to the program, but the program lacks a comprehensive oversight framework that includes clear program goals, objectives, and metrics to measure progress against those goals, which limits the Department of Defense’s (DOD) and Congress’ ability to assess whether the program is an effective and efficient use of resources. The benefits described by all stakeholders focused on the program’s contributions to meeting their specific missions, such as building security relationships, providing experience to guardsmen, and supporting combatant commands’ missions. Goals, objectives, and metrics to measure progress are necessary for management oversight, and National Guard Bureau officials told GAO that they recognize the need to update the program’s goals and develop metrics and have initiated efforts in these areas. Officials expect completion of these efforts in summer 2012. Until program goals and metrics are implemented, DOD cannot fully assess or adequately oversee the program."

A letter report issued by the Government Accountability Office with an abstract that begins "Little is known about the extent of transit agencies' compliance with the Americans with Disabilities Act (ADA) paratransit service requirements. FTA does receive some assurance that agencies are complying with federal statutes and regulations, including ADA paratransit requirements, because transit agencies that receive FTA funding are required to self-certify and assure that they are complying with the Department of Transportation's ADA regulations. Additionally, FTA conducts specialized ADA paratransit compliance reviews that examine multiple aspects of an agency's paratransit services; however, few transit agencies are selected for review each year. FTA generally relies on complaints, media reports, experience with an agency, and other information to select agencies for review, but does not have documented criteria for selecting agencies. This informal selection process does not align with federal guidance on internal controls related to communication, documentation, and monitoring. Lastly, according to FTA officials, all finalized ADA paratransit compliance review reports are to be available on FTA's website, but GAO identified nine final review reports--conducted from 2004 to 2010--that have not been posted to FTA's website."

A letter report issued by the Government Accountability Office with an abstract that begins ""

A letter report issued by the Government Accountability Office with an abstract that begins "The amount of spent fuel stored on-site at commercial nuclear reactors will continue to accumulate—increasing by about 2,000 metric tons per year and likely more than doubling to about 140,000 metric tons—before it can be moved off-site, because storage or disposal facilities may take decades to develop. In examining centralized storage or permanent disposal options, GAO found that new facilities may take from 15 to 40 years before they are ready to begin accepting spent fuel. Once an off-site facility is available, it will take several more decades to ship spent fuel to that facility. This situation will be challenging because by about 2040 most currently operating reactors will have ceased operations, and options for managing spent fuel, if needed to meet transportation, storage, or disposal requirements, may be limited."

A letter report issued by the Government Accountability Office with an abstract that begins "Since GAO’s 2007 review, the Army has taken steps to improve its use of reset in targeting equipment shortages. In 2007, GAO noted that the Army’s reset implementation strategy did not specifically target shortages of equipment on hand among units preparing for deployment to Iraq and Afghanistan in order to mitigate operational risk. GAO recommended that the Army act to ensure that its reset priorities address equipment shortages in the near term to ensure that the needs of deploying units could be met. The Department of Defense (DOD) did not concur, and stated that there was no need to reassess its approaches to equipment reset. However, in 2008, the Army issued its Depot Maintenance Enterprise Strategic Plan, noted that filling materiel shortages within warfighting units is a key challenge facing the depot maintenance enterprise, and called for changes in programs and policies to address materiel shortages within warfighting units. Further, recognizing that retrograde operations—the return of equipment from theater to the United States—are essential to facilitating depot level reset and redistribution of equipment, the Army in 2010 developed the retrograde, reset, and redistribution (R3) initiative to …

A letter report issued by the Government Accountability Office with an abstract that begins "In fiscal year 2011, the competition rate for DOD’s non-R&D services was almost twice the competition rate as that of products, and almost 20 percent higher than that of R&D services."

A letter report issued by the Government Accountability Office with an abstract that begins "Following the decision to disband the National Polar-orbiting Operational Environmental Satellite System (NPOESS) program in 2010, both the National Oceanic and Atmospheric Administration (NOAA) and the Department of Defense (DOD) made initial progress in transferring key management responsibilities to their separate program offices. Specifically, NOAA established a Joint Polar Satellite System (JPSS) program office, documented its requirements, and transferred existing contracts for earth-observing sensors to the new program. DOD established its Defense Weather Satellite System program office and modified contracts accordingly. However, recent events have resulted in major program changes at both agencies. NOAA plans to revise its program requirements to remove key elements, including sensors and ground-based data processing systems, to keep the program within budget. Further, in early 2012, DOD decided to terminate its program and reassess its requirements."