A letter report issued by the Government Accountability Office with an abstract that begins "In 2007, following reports of poor case management for outpatients at Walter Reed Army Medical Center, the Departments of Defense (DOD) and Veterans Affairs (VA) jointly developed the Federal Recovery Coordination Program (FRCP) to coordinate the clinical and nonclinical services needed by severely wounded, ill, and injured servicemembers and veterans. The FRCP, which continues to expand, is administered by VA, and the care coordinators, called Federal Recovery Coordinators (FRC), are VA employees. This report examines (1) whether servicemembers and veterans who need FRCP services are being identified and enrolled in the program, (2) staffing challenges confronting the FRCP, and (3) challenges facing the FRCP in its efforts to coordinate care for enrollees. GAO reviewed FRCP policies and procedures and conducted over 170 interviews of FRCP officials, FRCs, headquarters officials and staff of DOD and VA case management programs, and staff at medical facilities where FRCs are located."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Energy's (DOE) Office of Environmental Management (EM) is responsible for storing and managing a total of about 13,000 metric tons of nuclear waste--spent nuclear fuel and high-level waste--at five DOE sites in Colorado, Idaho, New York, South Carolina, and Washington. Also, a joint DOE-Navy program stores spent nuclear fuel from warships at DOE's Idaho site. DOE and the Navy intended to permanently dispose of this nuclear waste at a repository planned for Yucca Mountain in Nevada. However, that plan is now in question because of actions taken to terminate the site. This report assesses (1) agreements DOE and the Navy have with states at the five sites and the effects a termination of the Yucca Mountain repository would have on their ability to fulfill these agreements; (2) the effects a termination would have on DOE's and the Navy's operations and costs for storing the waste; and (3) DOE's and the Navy's plans to mitigate these potential effects. GAO reviewed state agreements and DOE plans, visited waste facilities, and interviewed federal and state officials."

A letter report issued by the Government Accountability Office with an abstract that begins "For most individuals with end-stage renal disease (ESRD), Medicare purchases a bundle of dialysis-related services using a single payment. In 2014, the Centers for Medicare & Medicaid Services (CMS) plans to include in this bundled payment "oral-only" ESRD drugs used to treat mineral and bone disorder. Currently, Medicare generally pays for these drugs only if the beneficiary has Part D prescription drug coverage. This report (1) describes the rationales for including oral-only ESRD drugs in the bundled payment, (2) examines dialysis organizations' recent experience providing oral-only ESRD drugs and their future ability to provide these drugs, (3) examines the data sources that CMS could use to account for oral-only ESRD drugs in the bundled payment, and (4) examines CMS's ability to monitor treatment of mineral and bone disorder. GAO interviewed CMS officials, experts in mineral and bone disorder, and representatives of 4 large and 16 small dialysis organizations. GAO also reviewed ESRD payment regulations, related reports, clinical guidelines, and state pharmacy licensure requirements in 10 selected states."

A letter report issued by the Government Accountability Office with an abstract that begins "Providing drinking water and wastewater services are two key functions needed to support an urban lifestyle. To provide these services, energy is needed to extract, use, and treat water and wastewater. As the demand for water increases, the energy demands associated with providing water services are similarly expected to grow. GAO was asked to describe what is known about (1) the energy needed for the urban water lifecycle and (2) technologies and approaches that could lessen the energy needed for the lifecycle and barriers that exist to their adoption. To address these issues, GAO reviewed scientific studies, government-sponsored research, and other reports and interviewed specialists from a variety of organizations, including drinking water and wastewater utilities; federal, state, and local government offices responsible for water or energy; and relevant nonprofit groups, about the energy needed to move, use, and treat water. GAO also selected three cities--Memphis, Tennessee; San Diego, California; and Washington, D.C.--as illustrative case studies to help understand the energy demands of the lifecycle in different areas of the country. GAO is not making any recommendations in this report. A draft was provided to the …

A letter report issued by the Government Accountability Office with an abstract that begins "Reliance on a global supply chain introduces multiple risks to federal information systems. These risks include threats posed by actors—such as foreign intelligence services or counterfeiters—who may exploit vulnerabilities in the supply chain and thus compromise the confidentiality, integrity, or availability of an end system and the information it contains. This in turn can adversely affect an agency’s ability to effectively carry out its mission. Each of the key threats could create an unacceptable risk to federal agencies."

A letter report issued by the Government Accountability Office with an abstract that begins "CMS developed and implemented the Five-Star System largely during an 8-month period in 2008 with input from long-term care stakeholders, CMS’s Five-Star System contractor, and members of a technical expert panel—a panel composed of nine individuals that CMS identified as experts in long-term care research. CMS made numerous methodological decisions during the development of the Five-Star System, including three key methodological decisions. GAO defines key methodological decisions as those that at least six technical expert panel members—of the nine that GAO contacted—recalled as eliciting the most intense review and discussion during the development of the Five-Star System. One key methodological decision was how to combine the component ratings to create an overall rating. The other two key methodological decisions pertained to how to create ratings that account for variation in the type of care provided across nursing homes."