Testimony issued by the Government Accountability Office with an abstract that begins "In summary, GAO's 2013 annual report identifies 31 new areas where agencies may be able to achieve greater efficiency or effectiveness. Within these 31 areas, GAO identifies 81 actions that the executive branch or Congress could take to address the issues GAO identified. Although it may be appropriate for multiple agencies or entities to be involved in the same programmatic or policy area due to the nature or magnitude of the federal effort, GAO's report includes 17 areas of fragmentation, overlap, or duplication where multiple programs and activities may be creating inefficiencies. The report also identifies 14 additional areas where opportunities exist to achieve cost savings or enhance revenue collections."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) satellite control networks are fragmented and potentially duplicative. Over the past decade, DOD has increasingly deployed standalone satellite control operations networks, which are designed to operate a single satellite system, as opposed to shared systems that can operate multiple kinds of satellites. Dedicated networks can offer many benefits to programs, including possible lower risks and customization for a particular program's needs. However, they can also be more costly and have led to a fragmented, and potentially duplicative, approach which requires more infrastructure and personnel than shared operations. For example, one Air Force base has 10 satellite programs operated by 8 separate control centers. According to Air Force officials, DOD continues to acquire standalone networks and has not worked to move its current standalone operations towards a shared satellite control network, which could better leverage DOD investments."

A letter report issued by the Government Accountability Office with an abstract that begins "Costs substantially increased and schedules were delayed for Department of Veterans Affairs' (VA) largest medical-center construction projects in Denver, Colorado; Las Vegas, Nevada; New Orleans, Louisiana; and Orlando, Florida. As of November 2012, the cost increases for these projects ranged from 59 percent to 144 percent, with a total cost increase of nearly $1.5 billion and an average increase of approximately $366 million. The delays for these projects range from 14 to 74 months, resulting in an average delay of 35 months per project. In commenting on a draft of this report, VA contends that using the initial completion date from the construction contract would be more accurate than using the initial completion date provided to Congress; however, using this date would not account for how VA managed these projects prior to the award of the construction contract. Several factors, including changes to veterans' health care needs and site-acquisition issues contributed to increased costs and schedule delays at these sites."

A letter report issued by the Government Accountability Office with an abstract that begins "The 24 agencies participating in the Federal Data Center Consolidation Initiative (FDCCI) made progress towards the Office of Management and Budget's (OMB) goal to close 40 percent, or 1,253 of the 3,133 total federal data centers, by the end of 2015, but OMB has not measured agencies' progress against its other goal of $3 billion in cost savings by the end of 2015. Agencies closed 420 data centers by the end of December 2012, and have plans to close an additional 548 to reach 968 by December 2015--285 closures short of OMB's goal. OMB has not determined agencies' progress against its cost savings goal because, according to OMB staff, the agency has not determined a consistent and repeatable method for tracking cost savings. This lack of information makes it uncertain whether the $3 billion in savings is achievable by the end of 2015. Until OMB begins tracking and reporting on performance measures such as cost savings, it will be limited in its ability to oversee agencies' progress against key initiative goals. Additionally, extending the horizon for realizing planned cost savings could provide OMB and data center …

A letter report issued by the Government Accountability Office with an abstract that begins "State-run programs face several challenges that primarily relate to staffing, and include having constrained budgets, according to OSHA and state officials. States have difficulty filling vacant inspector positions, obtaining training for inspectors, and retaining qualified inspectors. Recruiting inspectors is difficult due to the shortage of qualified candidates, relatively low state salaries, and hiring freezes. Although OSHA has taken steps to make its courses more accessible to states, obtaining inspector training continues to be difficult. According to an agency official, OSHA's Training Institute faces several challenges in delivering training, including recruiting and retaining instructors, difficulty accommodating the demand for training, and limitations in taking some courses to the field due to the need for special equipment and facilities. These challenges are further exacerbated by states' lack of travel funds, which limit state inspectors' access to OSHA training. Retaining qualified inspectors is another challenge among states. Officials noted that, once state inspectors are trained, they often leave for higher paying positions in the private sector or federal government. GAO's survey of the 22 state-run programs that cover private and public sector workplaces showed that turnover was more prevalent …

Testimony issued by the Government Accountability Office with an abstract that begins "The U.S. Postal Service (USPS) continues to incur unsustainable operating deficits, has not made required payments of $11.1 billion to prefund retiree health benefits, and has reached its $15 billion borrowing limit. Thus far, USPS has been able to operate within these constraints, but now faces a critical shortage of liquidity that threatens its financial solvency and ability to finance needed capital investment. USPS had an almost 25 percent decline in total mail volume and net losses totaling $40 billion since fiscal year 2006. While USPS achieved about $15 billion in savings and reduced its workforce by about 168,000 over this period, its debt and unfunded benefit liabilities grew to $96 billion by the end of fiscal year 2012. USPS expects mail volume and revenue to continue decreasing as online bill communication and e-commerce expand."

Other written product issued by the Government Accountability Office with an abstract that begins "Fiscal sustainability presents a national challenge shared by all levels of government. Since 2007, GAO has published long-term fiscal simulations for the state and local government sector. These simulations have consistently shown that, like the federal government, the state and local sector faces persistent and long-term fiscal pressures and, absent any policy changes, would face an increasing gap between receipts and expenditures in future years."

A letter report issued by the Government Accountability Office with an abstract that begins "The Federal Aviation Administration (FAA) is pursuing key operational improvements to implement the Next Generation Air Transportation System (NextGen) in the "midterm," which is 2013 through 2018. These improvements focus on establishing Performance Based Navigation (PBN) procedures at key airports, but benefits could be limited in the midterm. PBN uses satellite-based guidance to improve air-traffic control routes (known as "procedures"). These procedures can deliver benefits to airlines, such as fuel savings and increased efficiency, particularly in congested airspace. To deliver benefits more quickly, FAA made trade-offs in selecting sites and in the scope of proposed improvements. For example, FAA is not implementing procedures that will trigger lengthy environmental reviews. These trade-offs, with which airlines and other stakeholders generally agree, will likely limit benefits from these PBN initiatives early in the midterm. FAA has also made some progress in other key operational improvement areas, such as upgrading traffic management systems and revising standards to improve aircraft flow in congested airspace. However, FAA has not fully integrated implementation of all of its operational improvement efforts at airports. Because of the interdependency of improvements, their limited integration could also …

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 "Explosive Ordnance Disposal (EOD) forces grew over the past 10 years to meet wartime and other needs, but the Department of Defense (DOD) does not have the data needed to develop a funding strategy to support future EOD force plans. To meet increased demands for EOD personnel, the services increased their EOD forces from about 3,600 personnel in 2002 to about 6,200 in 2012. Anticipating that the need for EOD will continue as forces withdraw from ongoing operations, the services intend to maintain their larger size. The Navy and Air Force have data on the baseline costs for some or all of their EOD activities, but the Army and Marine Corps do not have complete data on spending for EOD activities. Therefore, DOD does not have complete data on service spending on EOD activities needed to determine the costs of its current EOD capability and to provide a basis for future joint planning. Until all the services have complete information on spending, service and DOD leadership will be unable to effectively identify resource needs, weigh priorities, and assess budget trade-offs."

A letter report issued by the Government Accountability Office with an abstract that begins "The Internal Revenue Service’s (IRS) existing online services are limited when compared to many other government and private sector organizations. Static web pages make up the majority of www.IRS.gov; however, IRS highlights 18 basic interactive tools from its homepage. IRS does not offer dynamic account access to taxpayers. Other federal and state taxing authorities provide a broader range of online services to their customers, including interactive account access."

A letter report issued by the Government Accountability Office with an abstract that begins "DOD and the International Security Assistance Force (ISAF) have defined the mission and broad goals for Security Force Assistance (SFA) advisor teams; however, teams varied in the extent to which their approaches for developing their Afghan National Security Force (ANSF) units identified activities based on specific objectives or end states that were clearly linked with established goals. SFA guidance states that to be successful, advisors must have an end or goal in mind, and establish objectives that support higher-command plans. Theater commanders have outlined goals aimed at strengthening specific capabilities such as logistics, and it is largely left to the teams to then develop their approach for working with their counterparts. GAO found some advisor teams had developed structured advising approaches drawing from these goals, such as identifying monthly objectives and milestones for their team. Other teams GAO met with used less structured approaches, such as relying on interactions with ANSF counterparts to identify priorities and using this input to develop activities on an ad hoc basis, rather than as part of a longer-term, more structured approach to achieve broad goals. Officials from several teams stated …

A letter report issued by the Government Accountability Office with an abstract that begins "Officials from leading companies GAO spoke with reported saving 4-15 percent over prior year spending through strategically sourcing the full range of services they buy--a process that moves away from numerous individual purchases to an aggregate approach. The federal government and leading companies buy many of the same services, such as facilities management, engineering, and information technology. Companies' keen analysis of spending, coupled with central management and knowledge sharing about the services they buy, is key to their savings. Their analysis of spending patterns can be described as comprising two essential variables: the complexity of the service and the number of suppliers for that service. Knowing these variables for any given service, companies tailor their tactics to fit the situation; they do not treat all services the same. Company tactics fall into four basic categories: (1) Standardize requirements, (2) Understand cost drivers, (3) Leverage scale, and (4) Prequalify suppliers."

A letter report issued by the Government Accountability Office with an abstract that begins "The Navy made progress in the past year in establishing a sound VXX business case that reflects a rational balance between requirements, costs and schedule. In 2012, the Navy completed an updated Analysis of Alternatives (AOA) based on refined requirements and an acquisition approach that would leverage mature technologies from outside the program onto an in-production commercial or military airframe--allowing the program to begin in the engineering and manufacturing development phase of the Department of Defense's (DOD) acquisition process. The 2012 AOA reflected additional trade-offs made among cost, schedule, risk, and performance. Some key performance requirements changed from the terminated VH-71 program to the VXX."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Agriculture's (USDA) Agricultural Research Service (ARS) and the National Institute of Food and Agriculture (NIFA) generally focus on many of the same broad topics and rely on agency safeguards, as well as on the scientific community's professional norms, to prevent inadvertent duplication of research projects within and between the agencies. Shortcomings with certain agency safeguards, however, may increase the potential risk of project duplication within or between the two agencies. ARS and NIFA built in their own safeguards to help prevent project duplication, such as (1) panels of independent external scientists who review proposed projects and (2) agency requirements for staff to ensure that proposed work is relevant, including checking the Current Research Information System (CRIS)--USDA's primary system containing project-level information on its ongoing and completed research projects--for potentially duplicative research projects in both agencies. The agencies also rely on professional norms to safeguard against duplication, such as the peer review process used by scientific journals to limit the publication of unnecessarily duplicative research. Indeed, agency officials and stakeholders could not provide recent examples of duplication within or between the two agencies, and …

Testimony issued by the Government Accountability Office with an abstract that begins "Most of the Department of Defense's (DOD) major satellite programs are in mature phases of development, that is, the initial satellites have been designed, fabricated, and launched into orbit while additional satellites of the same design are being produced. For the portfolio of major satellite programs, new cost and schedule growth is not as widespread as it was in prior years, but DOD is still experiencing problems. For example, total program costs have increased approximately $180 million from a baseline of $4.1 billion for one of two satellite programs that are in the earlier phases of acquisition. Though satellite programs are not experiencing problems as widespread as in years past, ground control systems and user terminals in most of DOD's major space system acquisitions are not optimally aligned, leading to underutilized satellites and limited capability provided to the warfighter. For example, the development and fielding of user terminals for a Navy communications satellite program lag behind the launch of new satellites by more than a year. Additionally, the development of ground software needed to extract capabilities of new missile warning satellites is not expected to be complete until …

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 "Although states faced challenges and delays in the past, states have made significant progress implementing wireless Enhanced 911 (E911) since 2003. Wireless E911 deployment usually proceeds through two phases: Phase I provides general caller location information by identifying the cell tower or cell site that is receiving the wireless call; Phase II provides more precise caller-location information, usually within 50 to 300 meters. Currently, according to the National Emergency Number Association (NENA), nearly 98 percent of 911 call centers, known as Public Safety Answering Points (PSAPs), are capable of receiving Phase I location information, and 97 percent have implemented Phase II for at least one wireless carrier. This represents a significant improvement since 2003 when implementation of Phase I was 65 percent and Phase II was 18 percent. According to NENA's current data, 142 U.S. counties (representing roughly 3 percent of the U.S. population) do not have some level of wireless E911 service. The areas that lack wireless E911 are primarily rural and tribal areas that face special implementation challenges, according to federal and association officials."

Testimony issued by the Government Accountability Office with an abstract that begins "In July 2012, GAO reported that the Department of Justice's (DOJ) more than 200 grant programs overlapped across 10 key justice areas, and that this overlap contributed to the risk of unnecessarily duplicative grant awards for the same or similar purposes. GAO has recommended, among other steps, that DOJ conduct an assessment to better understand the extent of grant program overlap and determine if consolidation is possible. DOJ has begun taking related actions, but it is too early to assess their impact."

A letter report issued by the Government Accountability Office with an abstract that begins "While the primary responsibility for protecting the nation's communications networks belongs to private-sector owners and operators, federal agencies also play a role in support of their security, as well as that of critical components supporting the Internet. Specifically, private-sector entities are responsible for the operational security of the networks they own, but the Federal Communications Commission (FCC) and the Departments of Homeland Security (DHS), Defense, and Commerce have regulatory and support roles, as established in federal law and policy, and have taken a variety of related actions. For example, FCC has developed and maintained a system for reporting network outage information; DHS has multiple components focused on assessing risk and sharing threat information; Defense and DHS serve as co-chairs for a committee on national security and emergency preparedness for telecommunications functions; and Commerce has studied cyber risks facing the communications infrastructure and participates in standards development. However, DHS and its partners have not yet initiated the process for developing outcome-based performance measures related to the cyber protection of key parts of the communications infrastructure. Outcome-based metrics related to communications networks and critical components supporting the Internet …

A letter report issued by the Government Accountability Office with an abstract that begins "Five types of field-based information-sharing entities are supported, in part, by the federal government--Joint Terrorism Task Forces, Field Intelligence Groups, Regional Information Sharing Systems (RISS) centers, state and major urban area fusion centers, and High Intensity Drug Trafficking Area (HIDTA) Investigative Support Centers--and have distinct missions, roles, and responsibilities. However, GAO identified 91 instances of overlap in some analytical activities--such as producing intelligence reports--and 32 instances of overlap in investigative support activities, such as identifying links between criminal organizations. These entities conducted similar activities within the same mission area, such as counterterrorism, for similar customers, such as federal or state agencies. This can lead to benefits, such as the corroboration of information, but may also burden customers with redundant information. GAO also found that RISS centers and HIDTAs operate three different systems that duplicate the same function--identifying when different law enforcement entities may be conducting a similar enforcement action, such as a raid at the same location, to ensure officer safety--resulting in some inefficiencies. RISS and HIDTA have taken steps to connect two of the systems, but HIDTA does not have target time frames to connect …

Testimony issued by the Government Accountability Office with an abstract that begins "Compared to 2000, the proportion of polling places in 2008 without potential impediments increased and almost all polling places had an accessible voting system as states and localities made various efforts to help facilitate accessible voting. In 2008, based upon GAO's survey of polling places, GAO estimated that 27 percent of polling places had no potential impediments in the path from the parking to the voting area--up from16 percent in 2000; 45 percent had potential impediments but offered curbside voting; and the remaining 27 percent had potential impediments and did not offer curbside voting. All but one polling place GAO visited had an accessible voting system--typically, an electronic machine in a voting station--to facilitate private and independent voting for people with disabilities. However, 46 percent of polling places had an accessible voting system that could pose a challenge to certain voters with disabilities, such as voting stations that were not arranged to accommodate voters using wheelchairs. In GAO's 2008 state survey, 43 states reported that they set accessibility standards for polling places, up from 23 states in 2000. Further, 31 states reported that ensuring polling place accessibility was …

A letter report issued by the Government Accountability Office with an abstract that begins "Management-level representation of minorities and women in the financial services industry and among federal financial agencies and Federal Reserve Banks (Reserve Banks) has not changed substantially from 2007 through 2011. Industry representation of minorities in 2011 was higher in lower-level management positions--about 20 percent--compared to about 11 percent of senior-level manager positions. Industry representation of women at the overall management level remained at about 45 percent. Agency representation of minorities at the senior management level in 2011 ranged from 6 percent to 17 percent and from 0 percent to 44 percent at the Reserve Banks. Women's representation ranged from 31 to 47 percent at the agencies and from 15 to 58 percent at the Reserve Banks. Officials said the main challenge to improving diversity was identifying candidates, noting that minorities and women are often underrepresented in both internal and external candidate pools."

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