Testimony issued by the Government Accountability Office with an abstract that begins "The U.S. Agency for International Development (USAID) has experienced systemic challenges that have hindered its ability to manage and oversee contracts and assistance instruments in Afghanistan. Key challenges include gaps in planning for the use of contractors and assistance recipients and having visibility into their numbers. For example, GAO reported in April 2010 that, absent strategic planning for its use of contractors, individual offices within USAID often made case-by-case decisions on using contractors to support contract or grant administration and risks, such as possible conflicts of interest, were not always addressed. While having reliable data on contractors and assistance recipients is a starting point for informing agency decisions and ensuring proper management, GAO has also reported on limitations in USAID’s visibility into the number and value of contracts and assistance instruments in Afghanistan, as well as the number of personnel working under them. USAID, along with other agencies, has not implemented GAO’s recommendation to address such limitations. USAID, however, has taken other actions to mitigate risks associated with awarding contracts and assistance instruments in Afghanistan. In June 2011, GAO reported on USAID’s vendor vetting program, then in its …

Testimony issued by the Government Accountability Office with an abstract that begins "GAO’s work to date work indicates the United States provides less indemnification for third party losses than China, France, and Russia, according to studies. These countries put no limit on the amount of government indemnification coverage currently available through the Commercial Space Launch Act Amendments of 1988 (CSLA) which is about $2.7 billion per launch. These commitments to pay have never been tested because there has never been a third party claim that exceeded the launch company’s insurance and thus reached the level of government indemnification."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) made a number of changes to improve the utility of the fiscal year 2010 inventory, such as centrally preparing contract data to provide greater consistency among DOD components and increasing the level of detail on the services provided. DOD, however, continued to rely primarily on the Federal Procurement Data System-Next Generation (FPDS-NG) for the inventory for most defense components other than the Army. As such, DOD acknowledged a number of factors that limited the utility, accuracy, and completeness of the inventory data. For example, FPDS-NG does not identify more than one type of service purchased for each contract action, provide the number of contractor full-time equivalent personnel, or identify the requiring activity. As before, the Army used its Contractor Manpower Reporting Application to compile its fiscal year 2010 inventory. This system collects data reported by contractors on services performed at the contract line item level, including information on labor hours and the function and mission performed. DOD officials noted that the Army’s current process complies with legislative requirements. In January 2011, GAO recommended that DOD develop a plan with time frames …

Testimony issued by the Government Accountability Office with an abstract that begins "From 2008 to 2010, GAO produced a body of work on disaster recovery, including reviews of the Federal Emergency Management Agency’s (FEMA) Long-Term Community Recovery efforts, recovery lessons based on past experiences at home and abroad, the use of Community Development Block Grants and Public Assistance grants and the operation of the Office of the Federal Coordinator for Gulf Coast Rebuilding (OFC). Among other things, this work highlighted themes that are important to successful disaster recovery efforts. Three of these key themes are: (1) the need for clearly defined recovery roles and responsibilities; (2) the importance of effective coordination and collaboration among recovery stakeholders; and (3) the value of periodic evaluation of, and reporting on, recovery progress."

Correspondence issued by the Government Accountability Office with an abstract that begins "To implement the 2010 National Drug Control Strategy, ONDCP obtained input from drug control stakeholders to help ensure that they shared responsibility for implementation, established a new process to determine progress made, and reported that most action items in the Strategy were on track or complete as of November 2011. ONDCP officials stated that they developed the 2010 Strategy’s seven objectives—for example, Strengthen Efforts to Prevent Drug Use in Our Communities—and 106 action items under these objectives through a consultative process with federal, state, and local drug control agencies and other stakeholders. Officials from the four agencies we spoke with as of April 2012 stated that ONDCP sought input from them to develop the Strategy and that as a result, existing agency priorities and activities are reflected in the Strategy. ONDCP officials stated that this alignment helps facilitate Strategy implementation. In August 2010, ONDCP initiated a process to track progress made on Strategy action items. As part of this process, ONDCP requested that each agency develop and submit (1) a plan for implementing each action item for which it has lead responsibility and (2) status updates on implementation …

Correspondence issued by the Government Accountability Office with an abstract that begins "In 2010, 31,880—or 10 percent—of all FECA beneficiaries were long-term, full-time beneficiaries and 10,873 of those—or 34 percent—were at full retirement age, as defined under the Social Security Act. Of the $1.9 billion total in cash benefits paid to FECA beneficiaries, over half (58 percent) went to long-term, full-time beneficiaries. Of that half, long-term, full-time beneficiaries at or above full Social Security retirement age received 21 percent. This analysis covered all FECA beneficiaries, including USPS and non-USPS employees."

Testimony issued by the Government Accountability Office with an abstract that begins "We found that the Federal Real Property Council (FRPC) has not followed sound data collection practices in designing and maintaining the Federal Real Property Profile (FRPP) database, raising concerns that the database is not a useful tool for describing the nature, use, and extent of excess and underutilized federal real property. The FRPC has not ensured that key data elements—including buildings’ utilization, condition, annual operating costs, mission dependency, and value—are defined and reported consistently and accurately. For example, we documented buildings reported to the FRPP as underutilized even though they were fully occupied and we also documented others that were vacant but reported as utilized. We also saw severely dilapidated buildings that were reported as being in excellent condition. In fact, at 23 of the 26 locations visited, we identified inconsistencies and inaccuracies related to these data elements. As a result, FRPC cannot ensure that FRPP data are sufficiently reliable to support sound management and decision making about excess and underutilized property. In addition to problems with data consistency, we found problems with collaboration and reporting issues, among others."

A letter report issued by the Government Accountability Office with an abstract that begins "Although the Department of Defense (DOD) has conducted some analysis to support two recent global posture decisions, the full cost implications of these decisions are unknown."

Testimony issued by the Government Accountability Office with an abstract that begins "Based on an initial evaluation of the California High Speed Rail Authority's (Authority) cost estimates, GAO found that they exhibit certain strengths and weaknesses when compared to best practices in GAO's Cost Guide. Adherence with the Cost Guide reduces the risk of cost overruns and missed deadlines. GAO's preliminary evaluation indicates that the cost estimates are comprehensive in that they include major components of construction and operating costs. However, they are not based on a complete set of assumptions, such as how the Authority expects to adapt existing high-speed rail technology to the project in California. The cost estimates are accurate in that they are based on the most recent project scope, include an inflation adjustment, and contain few mathematical errors. And while the cost estimates' methodologies are generally documented, in some cases GAO was unable to trace the final cost estimate back to its source documentation and could not verify how certain cost components, such as stations and trains, were calculated. Finally, the Authority evaluated the credibility of its estimates by performing both a sensitivity analysis (assessing changes in key cost inputs) and an independent cost estimate, …

A letter report issued by the Government Accountability Office with an abstract that begins "The process to complete highway projects is complicated and lengthy due to multiple factors. Specifically, highway projects can involve many stakeholders, including agencies at all levels of government, nongovernmental organizations, and the public. These stakeholders perform a number of tasks—for major highway projects, as many as 200 steps from planning to construction—but their level of involvement varies. For example, resource agencies like the U.S. Army Corps of Engineers or the U.S. Fish and Wildlife Service generally only become involved in a highway project if it affects the environmental or cultural resources that agency is tasked with protecting. Additional factors can lengthen project time frames, including the availability of funding, changes in a state’s transportation priorities, public opposition, or litigation."

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

Correspondence issued by the Government Accountability Office with an abstract that begins "Each of the seven Coast Guard AMS Plans that we reviewed has incorporated key recovery and salvage response planning elements as called for by legislation and Coast Guard guidance. Using a template provided by Coast Guard headquarters to help guide AMS Plan development, each AMS Plan included an applicable section addressing procedures to facilitate recovery of the MTS following a TSI. While some variation exists regarding the level of detail provided and the inclusion of additional recovery-related appendices, each of the seven plans identified key recovery components and applicable operational processes as called for by Coast Guard guidance documents. These components include procedures for establishing a Marine Transportation System Recovery Unit (MTSRU) to work with stakeholders and provide guidance to the Incident Command; procedures for gathering and updating Essential Elements of Information (EEIs) to provide status updates on key port assets and operations; and identification of general recovery priorities to help guide decision making. In addition, each AMS Plan also included a Salvage Response Plan to provide a coordination framework for salvage activities and identify available equipment and other resources that may be necessary to support the clearing …

A letter report issued by the Government Accountability Office with an abstract that begins "From 1994 through 2011, the multifamily loan activities of Fannie Mae and Freddie Mac (the enterprises) generally increased. In this period, Fannie Mae held a lower percentage of multifamily loans in its portfolio than Freddie Mac. While the enterprises’ multifamily business operations generally were profitable, both enterprises reported losses in 2008 and 2009."

Correspondence 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 Departments of Health and Human Services (HHS), Veterans Affairs (VA), and Defense (DOD) administer programs that include preventive health activities such as health screenings and education campaigns, but the departments reported that they do not track department-wide spending on these activities. Departments reported that determining such spending is challenging because these activities can be integrated with other health activities. For fiscal year 2011, the departments provided to GAO a mix of information related to spending for preventive health activities, and noted limitations. These limitations included incomplete estimates, estimates that included activities that were prevention-related but not specifically for clinical preventive services or community-oriented preventive health activities, and estimates that represented funding--not spending--information. Funding estimates represent amounts available to the departments at a particular time, but not necessarily actual spending. For fiscal year 2011, HHS combined estimates of spending for prevention for one agency with estimates of funding for nine other HHS agencies for a total of about $24 billion; however, the estimate did not include the Centers for Medicare & Medicaid Services, which oversees health coverage programs for over 100 million individuals. VA and DOD …

A letter report issued by the Government Accountability Office with an abstract that begins "Since implementation of the Screening Partnership Program (SPP) in 2004, 29 airports have applied to the program, citing various advantages and relatively few disadvantages. Of the 25 approved, 16 are participating in the program, 6 are currently in the contractor procurement process, and the remainder withdrew from participation because their commercial airline services were discontinued. In 2011, the Transportation Security Administration (TSA) denied applications for 6 airports because, according to TSA officials, the airports did not demonstrate that participation in the program would "provide a clear and substantial advantage to TSA security operations." After enactment of the Federal Aviation Administration Modernization and Reform Act of 2012 (FAA Modernization Act) in February 2012, TSA revised its SPP application, removing the "clear and substantial advantage" question. Four of the 6 airports that had been denied in 2011 later reapplied and were approved. In GAO's survey and in interviews with airport operators (of SPP and non-SPP airports) and aviation stakeholders, improved customer service and increased staffing flexibilities were most commonly cited as advantages or potential advantages of the SPP. Individual Federal Security Directors we interviewed cited reduced involvement in …

A letter report issued by the Government Accountability Office with an abstract that begins "Nationwide, states have used Temporary Assistance for Needy Families (TANF) block grant funds not only to provide cash assistance, but also to provide noncash services, such as job preparation and work supports for low-income families and aid for at-risk children. Among our 10 selected states, job preparation and work activities included help with the job search process, skills training, and subsidized employment. California generally provides such services to families receiving cash assistance while the other nine states extend some of them to other low-income families. Florida and Utah provide such services in coordination with the Workforce Investment Act one-stop center system. Work supports among these states mainly include child care subsidies for low-income working families. Services for at-risk children include child welfare activities, such as child abuse hotlines, investigative and legal services, child protection, and preventive services. TANF has allowed states to make funding decisions based on state priorities, particularly as cash assistance caseload declines freed up funds for non-cash services. However, according to officials in three states GAO reviewed, state decisions to fund a broad array of services can create tensions and tradeoffs between meeting …

A letter report issued by the Government Accountability Office with an abstract that begins "The U.S. Merchant Marine Academy (Academy) has made progress in improving its internal control since GAO’s August 2009 report, but has not yet fully addressed one key recommendation related to fundamental weaknesses in its overall internal control system. GAO found that while the Academy had appointed an Internal Control Officer responsible for coordinating reviews of internal controls, it had not yet established a comprehensive risk-based internal control system to ensure effective and efficient operations, reliable financial reporting, and compliance with laws and regulations, including a monitoring system to help ensure that control deficiencies are proactively identified and promptly corrected. Maritime Administration (MARAD) officials stated that their strategy had been to focus on the deficiencies that could be readily resolved. As of September 30, 2011, Academy and MARAD officials had addressed 32 of the other 46 prior recommendations regarding control activity deficiencies."

Testimony issued by the Government Accountability Office with an abstract that begins "In summary, we identified over 200 organizations that market financial and estate planning services to help pension claimants with excess assets qualify for pension benefits. These organizations consist primarily of financial planners and attorneys who offer products such as annuities and trusts. All 19 organizations our investigative staff contacted said a claimant can qualify for pension benefits by transferring assets before applying, which is permitted under the program. Two organization representatives said they helped pension claimants with substantial assets, including millionaires, obtain VA’s approval for benefits. Some products and services provided, such as deferred annuities, may not be suitable for the elderly because they may not have access to their funds within their expected lifetime without facing high withdrawal fees. Also, such asset transfers may result in ineligibility for Medicaid coverage for long-term care for a period of time. The majority of the 19 organizations contacted charged fees, ranging from a few hundred dollars for benefits counseling to $10,000 for establishment of a trust. In our report we asked Congress to consider establishing a look-back and penalty period for pension claimants who transfer assets prior to applying for …