A letter report issued by the Government Accountability Office with an abstract that begins "Available measures and awardee data provide some evidence that Hospital Preparedness Program (HPP) awardees have generally made progress in carrying out activities to achieve medical preparedness goals; however, the Department of Health and Human Services (HHS) Office of the Assistant Secretary for Preparedness and Response (ASPR) lacked a comprehensive performance management system to fully assess awardee progress. According to prior GAO work and the GPRA Modernization Act of 2010 (GPRAMA), successful performance measurement systems should include a select set of performance measures tied to realistically achievable targets with clearly defined milestones. GAO's analysis of ASPR data showed general progress. For example, the percentage of all 62 awardees' participating hospitals with medical evacuation and shelter-in-place plans increased from 79.9 percent to 88.3 percent from fiscal year 2007 to fiscal year 2011. However, while ASPR collected data on a range of activities, it did not have consistent performance measures and targets in place across this entire period. Beginning with fiscal year 2012, ASPR developed new provisional performance measures for the eight new capabilities that awardees are to use for HPP planning for the next 5 years and set …

A letter report issued by the Government Accountability Office with an abstract that begins "Since 2009, the Environmental Protection Agency (EPA) has made progress implementing its new approach to managing toxic chemicals under its existing Toxic Substances Control Act (TSCA) authority; particularly by increasing efforts to obtain chemical toxicity and exposure data and initiating chemical risk assessments--which EPA uses, along with other information, to decide what regulatory or other actions, if any, are warranted. The results of EPA's data collection activities, in most cases, have yet to be realized, and it may take several years before EPA obtains much of the data it is seeking. Also, EPA has not pursued some opportunities to obtain chemical data that companies submit to foreign governments or to obtain data from chemical processors that prepare chemical substances after their manufacture for distribution in commerce--some of which could help support the agency's risk assessment activities. Of the 83 chemicals EPA has prioritized for risk assessment, it initiated 7 assessments in 2012 and plans to start 18 additional assessments in 2013 and 2014. However, it may take several years to complete these initial risk assessments and, at the agency's current pace, over a decade to complete …

A letter report issued by the Government Accountability Office with an abstract that begins "From 2000 to 2010, the number of patent infringement lawsuits in the federal courts fluctuated slightly, and from 2010 to 2011, the number of such lawsuits increased by about a third. Some stakeholders GAO interviewed said that the increase in 2011 was most likely influenced by the anticipation of changes in the 2011 Leahy-Smith America Invents Act (AIA), which made several significant changes to the U.S. patent system, including limiting the number of defendants in a lawsuit, causing some plaintiffs that would have previously filed a single lawsuit with multiple defendants to break the lawsuit into multiple lawsuits. In addition, GAO's detailed analysis of a representative sample of 500 lawsuits from 2007 to 2011 shows that the number of overall defendants in patent infringement lawsuits increased by about 129 percent over this period. These data also show that companies that make products brought most of the lawsuits and that nonpracticing entities (NPE) brought about a fifth of all lawsuits. GAO's analysis of these data also found that lawsuits involving software-related patents accounted for about 89 percent of the increase in defendants over this period."

Testimony issued by the Government Accountability Office with an abstract that begins "GAO's 2013 annual report identifies 31 new areas where agencies may be able to achieve greater efficiency or effectiveness. Seventeen areas involve fragmentation, overlap, or duplication. For example, GAO reported that the Department of Defense could realize up to $82 million in cost savings and ensure equivalent levels of performance and protection by taking action to address its fragmented approach to developing and acquiring combat uniforms. Additionally, GAO reported that a total of 31 federal departments and agencies collect, maintain, and use geospatial information. Better planning and implementation could help reduce duplicative investments and save of millions of dollars."

A letter report issued by the Government Accountability Office with an abstract that begins "Student veterans face many challenges pursuing higher education, and problems with the Department of Veterans Affairs' (VA) administration of the Post-9/11 GI Bill create financial challenges that also affect veterans' academic success. Veterans already cope with challenges transitioning into college as nontraditional students (older or with family obligations) while they are readjusting to civilian life and potentially managing disabilities. However, veterans and school officials told GAO that delays in VA benefit payments create financial challenges for veterans that threaten their ability to pursue higher education. In fiscal year 2012, VA's average processing times for new Post-9/11 GI Bill applications (31 days) and benefit payments claims (17 days) were over a third higher than its performance targets. Processing times during the fall of 2012 were at times even longer. These delays led many veterans GAO spoke with to take on personal debt to cover their housing expenses or consider dropping out of school. VA has taken steps to reduce processing delays, and GAO previously made recommendations to address these issues. However, VA provides limited information about benefit processing timelines and payment policies to student veterans prior to …

A letter report issued by the Government Accountability Office with an abstract that begins "The Littoral Combat Ship (LCS) seaframe program continues to face challenges stemming from concurrent design, production, and testing activities. The Navy has taken steps to resolve problems with the lead ships, and the shipyards are beginning to realize benefits from facility improvements and experience. However, testing remains to be completed and the Navy is currently studying potentially significant design changes, such as increasing the commonality of systems between the two ship variants and changing ship capabilities. Changes at this point can compromise the positive impacts of shipyard learning, increase costs, and prolong schedules. The mission module program also has concurrency issues, and testing to date has shown considerable limitations in capabilities. The Navy is pursuing an incremental approach to fielding mission packages, but it has yet to finalize the requirements for each increment and does not plan to achieve the minimum performance requirements for the mine countermeasures and surface warfare packages until the final increments are fielded in 2017 and 2019, respectively."

A letter report issued by the Government Accountability Office with an abstract that begins "GAO found that for the 2008 to 2010 time frame covered by this review, the participating judges' share of normal cost was, on average, about 41 percent of the Judicial Survivors' Annuities System (JSAS) total normal costs, and the federal government's share of normal cost was about 59 percent of JSAS total normal costs. The federal government's share of JSAS normal costs increased over the years included in GAO's review, from approximately 53 percent in plan year 2008, to 61 percent in plan year 2009, and to approximately 64 percent in plan year 2010. The increase was a result of (1) less favorable actual economic and demographic outcomes over this period than predicted by the actuarial assumptions and (2) changes in actuarial assumptions regarding future economic and demographic outcomes."

A letter report issued by the Government Accountability Office with an abstract that begins "Over the past several decades, the Army and Marine Corps have increased their use of simulation-based training--simulators and computer-based simulations. Historically, the aviation communities in both services have used simulators to train servicemembers in tasks such as takeoffs, and emergency procedures that could not be taught safely live. In contrast, the services' ground communities used limited simulations prior to 2000. However, advances in technology, and emerging conditions in Iraq and Afghanistan have led to increased use of simulation-based training in the ground forces. For example, in response to increases in vehicle rollovers, both services began using simulators to train servicemembers to safely evacuate vehicles. The services are also collaborating in the development of some simulation-based training devices. For instance, according to Marine Corps officials, the service reused 87 percent of the Army's Homestation Instrumentation Training System's components in its own training system, achieving about $11 million in cost avoidance and saving an estimated 7 years in fielding time. The services are also taking steps to better integrate live and simulation-based training, developing technical capabilities to connect previously incompatible simulation-based training devices. The Army's capability is now …

A letter report issued by the Government Accountability Office with an abstract that begins "Labor costs are included in the prices contractors negotiate with the Department of Defense (DOD), and include pension costs as these are a normal element of employee compensation. Contractors make two sets of calculations for their defined benefit pension plans, following two sets of standards: (1) Cost Accounting Standards (CAS), which determine how pension costs are allocated to government contracts; and (2) Employee Retirement Income Security Act of 1974 (ERISA), which establishes the minimum contribution required to fund plans. In 2008, revised ERISA rules altered the minimum funding requirements, causing CAS costs and ERISA contributions to diverge further apart. ERISA contributions have therefore greatly exceeded CAS pension costs reflected in contract prices. In December 2011, almost 4 years after ERISA changes took effect, the CAS Board, which is part of the Office of Management and Budget (OMB), made changes to CAS that harmonized them to ERISA in order to gradually reduce the difference between the two calculation methods."

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

Testimony issued by the Government Accountability Office with an abstract that begins "States, in consultation with the Environmental Protection Agency (EPA), participate in the cleanup of hazardous waste sites in several ways. Under the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) of 1980, sites that meet certain risk thresholds are eligible for placement on the National Priorities List (NPL)--a list that includes some of the nation's most contaminated sites. In this context, states may notify EPA of potential hazardous waste sites, evaluate the health and environmental risks at sites being considered for the NPL, or oversee cleanups of NPL sites. In some cases, EPA may elect to defer sites that are eligible for the NPL to other federal or state cleanup programs. As GAO reported in April 2013, EPA had deferred to states the oversight of the cleanup of 47 percent of sites eligible for the NPL. GAO recommended that EPA provide guidance on the most common type of deferral to states, and EPA agreed with GAO's recommendation. In addition, 47 states have their own versions of the Superfund program."

A letter report issued by the Government Accountability Office with an abstract that begins "The U.S. Department of Agriculture (USDA) has not thoroughly evaluated the performance of each of the pilot projects over time even though the agency stated it would do so when it announced the pilot projects. For example, in 2011, USDA completed a report evaluating the pilot project at 20 young chicken plants concluding that an inspection system based on the pilot project would ensure equivalent, if not better, levels of food safety and quality than currently provided at plants not in the pilot project. However, among the limitations of its evaluation was the use of snapshots of data for two 2-year periods instead of data for the duration of the pilot project, which has been ongoing for more than a decade. In addition, USDA did not complete an evaluation on or prepare a report evaluating the pilot project at 5 young turkey plants and has no plans to do so because of the small sample size. Nevertheless, in publishing a proposed rule that includes an optional new poultry (chicken and turkey) inspection system, USDA stated that the new system was based on its experience with the …

A letter report issued by the Government Accountability Office with an abstract that begins "During the 3-year period from fiscal year 2009 through 2011, the U.S. Department of Agriculture (USDA) Office of Inspector General's (OIG) total budgetary resources decreased by about 8 percent. In contrast, the total budgetary resources for all other cabinet-level OIGs increased by approximately 6 percent over the 3-year period. The USDA OIG's authorized full-time equivalent staff (FTE) increased by 11 percent, from 550 to 608, while all other cabinet-level OIGs had a combined increase in authorized FTEs of about 14 percent during the same 3-year period."

A letter report issued by the Government Accountability Office with an abstract that begins "Officials GAO interviewed inside and outside of the Internal Revenue Service (IRS) generally agreed on the potential major benefits of the Compliance Assurance Process (CAP) to taxpayers and IRS as reflected in its goals. These goals include saving IRS time and resources to use for other audits while ensuring compliance, and reducing taxpayer burden while increasing certainty on tax amounts now owed."

A letter report issued by the Government Accountability Office with an abstract that begins "The Federal Aviation Administration (FAA) has made some progress in addressing key challenges as it begins the gradual transition to the Next Generation Air Transportation System (NextGen). It has filled key leadership positions and developed tools to manage interdependent NextGen programs. FAA is working to address other identified challenges, including incentivizing aircraft operators to equip with NextGen technologies, identifying workforce roles under NextGen, and realigning and consolidating facilities. However, FAA has yet to make some decisions needed to move forward with these efforts. For example, FAA is evaluating realignment options to help realize efficiencies but has not yet identified which facilities will be consolidated or realigned."

A letter report issued by the Government Accountability Office with an abstract that begins "Minority AIDS Initiative (MAI) grantees reported providing services similar to the medical services, support services, and HIV testing and prevention services provided with core HIV/AIDS funding, which is provided by the Health Resources and Services Administration (HRSA) and the Centers for Disease Control and Prevention (CDC) to grantees. In addition, MAI grantees faced administrative challenges managing HIV/AIDS funding that was fragmented across several grants. Various agencies within the Department of Health and Human Services (HHS) awarded MAI grants to grantees. The agencies included CDC, HRSA, the Substance Abuse and Mental Health Services Administration, and seven other offices within HHS. The MAI grantees in GAO's sample reported providing mostly support services with their MAI grants, similar to the types of support services grantees provided with core HIV/AIDS funding from CDC and HRSA. These support services included community outreach and education, and staff or provider training. Twenty percent of the grantees also reported providing medical services to their clients. According to the limited data HHS agencies and offices maintain on the demographics of the population served with MAI grants, the majority of recipients of MAI services were from …

Correspondence issued by the Government Accountability Office with an abstract that begins "We compared FEMA's training of reservists with the training provided to reservists at the SBA, the Forest Service, and the Coast Guard--agencies with a disaster mission--and found similarities and differences; and, moreover, FEMA had not examined other agencies' training programs to identify useful practices. All four training programs shared some similar attributes with regard to training requirements, funding sources, training delivery, and training evaluation. For example, FEMA and two of the comparison agencies have a credentialing program used to document reservist qualifications. Differences included the timing of when training is delivered and the use of job aids to reinforce reservists' understanding of material covered in training courses. Regarding timing, SBA, the Forest Service, and the Coast Guard each train their reservists in advance of deploying these individuals to a disaster. However, factors such as the way in which FEMA funds its disaster program have limited the agency's ability to train its reservists in advance of deployments to disasters. FEMA plans to begin allowing up to 2 weeks of reservist training outside of deployments under the new reservist program during fiscal year 2013. Differences we identified in training practices …

A letter report issued by the Government Accountability Office with an abstract that begins "During fiscal years 2006 through 2012, the Department of Veterans Affairs (VA) had higher than estimated resources available for facility maintenance and improvement--referred to as non-recurring maintenance (NRM); these resources accounted for the $4.9 billion in VA's NRM spending that exceeded budget estimates. The additional resources came from two sources. First, VA spent less than it estimated on non-NRM, facility-related activities such as administrative functions, utilities, and rent, which allowed VA to spend over $2.5 billion more than originally estimated. Lower spending for administrative functions, utilities, and rent accounted for most of the resources estimated but not spent on non-NRM activities. Given that VA has consistently overestimated the costs of such activities in recent years, VA's budget estimates for its non-NRM activities may not be reliable. Second, more than $2.3 billion of the higher than estimated spending on NRM can be attributed to VA having higher than estimated budget resources available. In some years VA received higher appropriations from Congress than requested and supplemental appropriations for NRM--such as those included in the American Recovery and Reinvestment Act of 2009. The additional budget resources VA used for …

Testimony issued by the Government Accountability Office with an abstract that begins "GAO has issued a number of key reports on the federal government's efforts to efficiently acquire and operate information technology (IT) investments and found that if major initiatives are fully implemented, billions of dollars in savings could be realized. In particular, GAO has made recommendations regarding the Office of Management and Budget's (OMB) public website, known as the IT Dashboard, which provides detailed information on federal agencies' major IT investments; agencies' efforts to perform analyses on existing IT investments; and agencies' progress toward consolidating data centers."

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 "Since 2011, the Army has conducted five Network Integration Evaluations (NIE), which have provided extensive information and insights into current network capabilities and potential solutions to fill network capability gaps. According to senior Department of Defense (DOD) test officials, the NIE objective to test and evaluate network components together in a combined event is sound, as is the opportunity to reduce overall test and evaluation costs by combining test events. Further, the NIEs offer the opportunity for a more comprehensive evaluation of the broader network instead of piecemeal evaluation of individual network components. However, the Army is not taking full advantage of the potential knowledge that could be gained from the NIEs, and some resulting Army decisions are at odds with knowledge accumulated during the NIEs. For example, despite poor results in developmental testing, the Army moved forward to operational testing for several systems during the NIEs and they demonstrated similarly poor results. Yet the Army plans to buy and field several of these systems. Doing so increases the risk of poor performance in the field and the need to correct and modify deployed equipment. On …

A letter report issued by the Government Accountability Office with an abstract that begins "Manufacturers and commercial licensees have taken a variety of actions to improve receiver performance. For some services, industry associations-- comprised of manufacturers, commercial licensees, and others--have developed voluntary standards that are often used to design and procure receivers, such as those in cell phones and televisions, and to help improve receiver performance. Stakeholders also reported privately negotiating to resolve interference problems and sharing of information as having helped improve receiver performance."