A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Defense's (DOD) assessment of potential governance options for its Military Health System (MHS) did not provide complete information on the options' total cost impact and their strengths and weaknesses. As part of DOD's assessment, it identified 13 potential governance options for the MHS and included a limited analysis of the options' estimated costs savings and their strengths and weaknesses. All of the options would create a shared services concept to consolidate common services, such as medical logistics, acquisition, and facility planning, under the control of a single entity. DOD selected an option that would create a defense health agency to, among other things, assume the responsibility for creating and managing shared services, and leave the longstanding military chain of command intact with the services in control of the military hospitals. The National Defense Authorization Act (Act) for Fiscal Year 2012 required DOD to submit a report to congressional committees that would, among other things, estimate the cost savings and analyze the strengths and weaknesses of each option. Using key principles derived from federal guidance, including cost estimating and economic analysis documents, GAO determined …

A letter report issued by the Government Accountability Office with an abstract that begins "The Federal Emergency Management Agency (FEMA) is taking steps to integrate its workforce planning and training efforts across the agency consistent with critical success factors for strategic human capital management such as initiating working groups to coordinate related activities, but its efforts are in the early stages. Until recently FEMA’s efforts related to workforce planning have been independently conducted by various offices across the agency. In January 2012, FEMA human capital officials reported that they began integrating agencywide workforce planning initiatives underway by other program offices, such as FEMA’s Qualification System, which was developed to establish qualification requirements for FEMA’s workforce for deployment purposes, among other things. Additionally, FEMA’s Human Capital Office plans to release a directive that, according to officials, will address the need for integrating the agency’s training efforts consistent with critical success factors for strategic human capital management. Having integrated workforce planning and training could help FEMA ensure that it has the properly sized and skilled workforce to effectively meet its mission. However, the effectiveness of these integration efforts is dependent upon FEMA following through with its plans and it is, therefore, too …

A letter report issued by the Government Accountability Office with an abstract that begins "The estimated cost to construct the CMRR has greatly increased since NNSA’s initial plans, and the project’s schedule has been significantly delayed. According to its most recent estimates prepared in April 2010, NNSA determined that the CMRR will cost between $3.7 billion and $5.8 billion—nearly a six-fold increase from the initial estimate. Construction has also been repeatedly delayed and, in February 2012 after GAO provided its draft report to NNSA for comment, NNSA decided to defer CMRR construction by at least an additional 5 years, bringing the total delay to between 8 and 12 years from NNSA’s original plans. Infrastructure-related design changes and longer-than-expected overall project duration have contributed to these cost increases and delays. GAO’s review of NNSA’s April 2010 cost and schedule estimates for CMRR found that the estimates were generally well prepared, but important weaknesses remain. For example, a high-quality schedule requires a schedule risk analysis that incorporates known risks to predict the level of confidence in meeting a project’s completion date and the amount of contingency time needed to cover unexpected delays. CMRR project officials identified hundreds of risks to the project, …

A letter report issued by the Government Accountability Office with an abstract that begins "The National Nuclear Security Administration (NNSA) and its M&O contractors have developed and implemented multifaceted strategies to recruit, develop, and retain both the federal and contractor workforces needed to preserve critical skills in the enterprise. NNSA’s recruiting and retention efforts for its federal staff focus on attracting early career hires with competitive pay and development opportunities. Its development efforts generally rely on two key programs to develop its critically skilled workforce––one that identifies needs and another that identifies the qualifications necessary to meet them. For strategic planning purposes, NNSA is also undertaking a comprehensive reassessment and analysis of staffing requirements to ascertain future federal workforce requirements. M&O contractors’ recruitment and retention strategies vary from site to site, but each site focuses on maintaining competitive compensation packages. Their development efforts vary in approach and scope and face some challenges––particularly in preserving underground nuclear testing skills."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Commerce's Economic Development Administration (EDA) used its standard grant award process to announce, receive, and review applications for the Community Trade Adjustment Assistance (CTAA) program, with modifications related to program eligibility. To comply with legislative requirements, EDA reached out to eligible communities by identifying those with workers or firms already certified as trade impacted by other trade adjustment assistance programs. EDA awarded the grants in accordance with the review and selection process outlined in the CTAA federal funding opportunity--the program's grant application announcement. More than half of the grants were for construction projects, such as building roads and installing broadband fiber for industrial parks. Although EDA was able to adapt standard procedures already in place for its other grant programs, EDA officials cited some CTAA-specific challenges: first, the effort required to set up the new program for CTAA grants; second, a relatively limited time for the outreach and application process; and third, the development of a list of eligible communities for outreach, which proved to be a complex undertaking."

A letter report issued by the Government Accountability Office with an abstract that begins "Among the 27 agencies that GAO studied, all have fully or partially defined goals or purposes for their architectures, 11 have fully or partially established a method or metrics for measuring outcomes resulting from the use of their architectures, while 5 have fully or partially measured and reported outcomes and benefits."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Veterans Affairs (VA) and Department of Housing and Urban Development (HUD) rely on VA medical centers (VAMC) and public housing agencies (PHA) that serve veterans directly to determine participant eligibility for the HUD-VA Supportive Housing (HUD-VASH) program. VAMC staff GAO contacted said that they interview veterans interested in the HUD-VASH program to assess whether the veteran met the program’s definition of homelessness, check VA’s electronic patient record system to determine whether the veteran was eligible for VA health care, and obtain the veteran’s agreement to participate in case management. VAMCs refer eligible veterans to partnering PHAs (subject to rental assistance voucher availability) and are required to place them on an interest list when no vouchers are available. PHA staff GAO contacted said that they compare the veteran’s reported income to information provided by third-party sources, such as the Social Security Administration, to verify that the veteran’s household income did not exceed HUD-VASH program limits and check state sex offender registries to help ensure that no member of the veteran’s household was subject to a lifetime registration requirement."

A letter report issued by the Government Accountability Office with an abstract that begins "The KC-46 program has established its acquisition strategy for development and production, including total cost, procurement quantities, and key milestone dates. The program is using a $4.4 billion fixed-price incentive (firm target) development contract that provides contractor incentives to control costs and limits the government’s liability for increased costs over a certain amount. While estimated development costs are currently $900 million higher than the February 2011 contract award amount, the government’s share of these extra costs is limited to about $500 million. The program has identified key performance parameters, but has not yet fully implemented the metrics for tracking their achievement."

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 Department of Veterans Affairs (VA) and the U.S. Olympic Committee (USOC) primarily awarded program funds through subgrants to 65 national and community organizations that support adaptive sports opportunities. However, their respective program expenditure reporting was not consistent with federal internal control standards, making it difficult to know fully how program funds were spent. VA’s reporting of first-year program funding was problematic because it did not closely track costs until midway through the fiscal year. During the second fiscal year—2011—VA granted $7.5 million to USOC, which, in turn, awarded $4.4 million to subgrantees and spent the remainder primarily on operations and personnel. Subgrantees reported using funds for activities such as training and camps. GAO found, however, that USOC did not have sufficient reporting requirements in place for subgrantees to provide information on how VA funds were used separate from other sources of funding."

A letter report issued by the Government Accountability Office with an abstract that begins "While the President and the Office of Management and Budget (OMB) have established policies and procedures for coordinating investments in geospatial data, governmentwide committees and federal departments and agencies have not effectively implemented them. The committee that was established to promote the coordination of geospatial data nationwide--the Federal Geographic Data Committee (FGDC)--has developed and endorsed key standards-- including a metadata standard that includes descriptive information about a particular set of geospatial data--and established a clearinghouse of metadata; however, the clearinghouse is not being used by agencies to identify planned geospatial investments to promote coordination and reduce duplication. The FGDC has not yet planned or implemented an approach to manage geospatial data as related groups of investments to allow agencies to more effectively plan geospatial data collection efforts and minimize duplicative investments; and its strategic plan is missing key elements, such as performance measures for many of its defined objectives. Further, none of the three federal departments in GAO's review have fully implemented important activities for coordinating geospatial data, such as preparing and implementing a strategy for advancing geospatial activities within their respective departments."

A letter report issued by the Government Accountability Office with an abstract that begins "Several government entities, including federal agencies such as the Food and Drug Administration (FDA) and the Consumer Product Safety Commission, and some states such as Texas, have the authority to order product recalls. Generally, FDA is to follow the same process for implementing its food recall authority as other federal agencies use to order recalls of other products, including (1) determining that available evidence of a threat meets a standard of proof to order a recall, (2) offering a company the opportunity to voluntarily recall a product before a recall order is issued, and (3) providing the company with an opportunity to challenge a recall decision. FDA has internal procedures describing the steps it will take to order a food recall, although these procedures are not yet public and the agency has not issued regulations or industry guidance to clarify its ordered food recall process. FDA faces a number of communication challenges when advising the public about food recalls or outbreaks of foodborne illness, ranging from balancing technical accuracy with timeliness of communications to coordinating messages with other agencies to meeting the needs of diverse public …

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Labor (Labor) facilitates states’ efforts to modernize information technology (IT) systems supporting their unemployment insurance (UI) programs by (1) providing funds for administrating overall UI operations and (2) participating in groups that provide technical support to states. While the federal-state structure of the UI program places primary responsibility for its administration on the states, Labor provides potential strategies for IT modernization activities through supplemental budget funds."

A letter report issued by the Government Accountability Office with an abstract that begins "States reported requiring applicants to provide documentation for most of the 13 types of assets included in GAO’s survey."

A letter report issued by the Government Accountability Office with an abstract that begins "The Social Security Administration (SSA) has undertaken numerous modernization efforts, but it lacks effective measurement tools to determine progress. Since 2001, SSA has reported spending about $5 billion on the modernization of its systems. Specifically, the agency has undertaken hundreds of modernization projects each year from 2001 to 2011, and officials identified 120 such initiatives that they considered to be key investments in modernization. About two-thirds of these projects were for modernizing and enhancing existing systems, while other efforts were aimed at moving from manual to electronic processes and online access, and the development of new or redesigned system software. These efforts also enhanced work processes, automated notices to beneficiaries, and modified systems to accommodate legislation, among other things. Nonetheless, SSA still has major efforts under way to transition from its aging systems to a more modernized IT environment. Specifically, in order to help meet the agency’s key strategic goal of strengthening its infrastructure and further enhancing its online services, SSA intends to streamline its operations and reduce duplication in databases to allow for more efficient maintenance. The agency also intends to complete its conversion to …

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

This report provides links to selected authoritative resources related to cyber security issues, including: legislation, hearings in the 112th Congress, data and statistics, and cyber security glossaries.

This report discusses the changing energy and economic landscape, as well as the roughly 25 bills introduced by the 112th Congress regarding hydropower (the use of flowing water to produce electricity). Congress is examining numerous energy sources to determine their contribution to the nation's energy portfolio and the federal role in supporting these sources, including hydropower.

Current U.S. policy toward the region is designed to promote economic and social opportunity; ensure citizen security; strengthen effective democratic institutions; and secure a clean energy future. As part of broader efforts to advance these priorities, the United States provides Latin American and Caribbean nations with substantial amounts of foreign assistance. This report specifically looks at trends in this assistance, FY2013 Obama Administration report, and Congressional action.

This report discusses the Navy's plan to develop and design a class of 12 next-generation ballistic missile submarines, or SSBN(X)s, as replacements for the 14 Ohio class SSBNs currently in operation. The report explores certain related issues for Congress, including the affordability of the project and its potential impact on other Navy shipbuilding programs, alternatives to the program, and which shipyard or shipyards will build the proposed ships.

The recent online publication of classified defense documents by the organization WikiLeaks and subsequent reporting by the New York Times and other news media have focused attention on whether such publication violates U.S. criminal law. The Justice Department and Department of Defense are investigating the circumstances to determine whether any prosecutions will be undertaken in connection with the disclosure. This report discusses the statutory prohibitions that may be implicated, including the Espionage Act; the extraterritorial application of such statutes; and the First Amendment implications related to such prosecutions against domestic or foreign media organizations and associated individuals. The report provides a summary of recent legislation relevant to the issue as well as some previous efforts to criminalize the unauthorized disclosure of classified information.

This report looks at how economic reforms and trade liberalization that began in 1979 has lead to China blossoming into one of the world's fastest growing economies. The report surveys the rise of China's economy; describes major economic challenges facing China; and discusses the challenges, opportunities, and implications of China's economic rise for the United States.

This report gives an overview of fuel use by the U.S. Department of Defense (DOD) and its pursuit of numerous initiatives for reducing its fuel needs and changing the mix of energy sources that it uses. The report includes an extensive background on DOD fuel use including how the DOD uses and buys fuel, challenges and risks associated with the DOD's fuel use, DOD energy initiatives, and past legislation that addressed DOD energy use; it also presents issues for Congress and legislative action to be addressed during FY2013.

This report provides an overview of Guatemala's current political and economic conditions, relations with the United States, and several issues likely to figure in future decisions by Congress and the Administration regarding Guatemala. With respect to continued cooperation and foreign assistance, these issues include security and governance; protection of human rights and human rights conditions on some U.S. military aid to Guatemala; support for the International Commission against Impunity in Guatemala; combating narcotics trafficking and organized crime; trade relations; and intercountry adoption.