Testimony issued by the Government Accountability Office with an abstract that begins "The Agreement would provide decreasing assistance, totaling approximately $215 million through fiscal year 2024 and includes the following:"

A letter report issued by the Government Accountability Office with an abstract that begins "In fiscal years 2007 through 2011, the Federated States of Micronesia (FSM) and the Republic of the Marshall Islands (RMI) spent at least half their compact sector funds in the education and health sectors. Because both countries spent significant amounts of compact funds on personnel in the education and health sectors, the U.S.-FSM and U.S.-RMI joint management and accountability committees capped budgets for personnel in these sectors at fiscal year 2011 levels due to concerns about the sustainability of sector budgets as compact funding continues to decline through fiscal year 2023. The FSM states completed plans to address annual decreases in compact funding; however, the FSM National Government and the RMI have not submitted plans to address these annual decreases as required. Without plans, the countries may not be able to sustain essential services in the education and health sectors in the future."

A letter report issued by the Government Accountability Office with an abstract that begins "Since 2002, DOD obligated at least $166.6 billion on contracts supporting reconstruction and stabilization efforts in Iraq and Afghanistan. Many of these contingency contracts, in particular those awarded in Iraq, need to be closed. Contract closeout is a key step to ensure the government receives the goods and services it purchased at the agreed upon price and, if done timely, provides opportunities to use unspent funds for other needs and reduces exposure to other financial risks. To assess DOD's efforts to close its Iraq contracts, GAO examined the (1) number of contracts that are eligible for closeout and the extent to which they will be closed within required time frames, (2) factors contributing to contracts not being closed within required time frames, (3) steps DOD took to manage the financial risks associated with not closing contracts within required time frames, and (4) extent to which DOD captured and implemented lessons learned from closing its Iraq contracts. GAO reviewed contingency contracting guidance, analyzed contract and closeout data for contracts awarded between fiscal years 2003 and 2010, and interviewed DOD officials from six organizations responsible for awarding or …

A letter report issued by the Government Accountability Office with an abstract that begins "In performing agency tasks, contractor employees often require access to sensitive information that must be protected from unauthorized disclosure or misuse. This report assesses the (1) extent to which agency guidance and contracts contain safeguards for contractor access to sensitive information, and (2) adequacy of governmentwide guidance on how agencies are to safeguard sensitive information to which contractors may have access. To conduct this work, GAO identified key attributes involving sensitive-information safeguards, analyzed guidance and met with officials at three agencies selected for their extensive reliance on contractor employees, analyzed 42 of their contract actions for services potentially requiring contractor access to sensitive information, and analyzed the Federal Acquisition Regulation (FAR) and pending FAR changes regarding governmentwide guidance on contractor safeguards for access to sensitive information."

A letter report issued by the Government Accountability Office with an abstract that begins "Deferral: Both deferral tax expenditures confer the benefit of effectively reducing taxes by delaying the taxation of certain income of foreign subsidiaries of U.S. corporations until it is repatriated to the U.S. parent as dividends."

A letter report issued by the Government Accountability Office with an abstract that begins "According to the Department of Homeland Security (DHS), protecting and ensuring the resiliency (the ability to resist, absorb, recover from, or successfully adapt to adversity or changing conditions) of critical infrastructure and key resources (CIKR) is essential to the nation's security. By law, DHS is to lead and coordinate efforts to protect several thousand CIKR assets deemed vital to the nation's security, public health, and economy. In 2006, DHS created the National Infrastructure Protection Plan (NIPP) to outline the approach for integrating CIKR and increased its emphasis on resiliency in its 2009 update. GAO was asked to assess the extent to which DHS (1) has incorporated resiliency into the programs it uses to work with asset owners and operators and (2) is positioned to disseminate information it gathers on resiliency practices to asset owners and operators. GAO reviewed DHS documents, such as the NIPP, and interviewed DHS officials and 15 owners and operators of assets selected on the basis of geographic diversity. The results of these interviews are not generalizable but provide insights."

Testimony issued by the Government Accountability Office with an abstract that begins "The November 2011 memorandum that discussed the management of the Chemical Facility Anti-Terrorism Standards (CFATS) program was prepared based primarily on the observations of the former Director of the Department of Homeland Security’s (DHS) Infrastructure Security Compliance Division (ISCD), a division of the Office of Infrastructure Protection (IP) within the National Protection and Programs Directorate (NPPD). The memorandum was intended to highlight various challenges that have hindered ISCD efforts to implement the CFATS program. According to the former Director, the challenges facing ISCD included not having a fully developed direction and plan for implementing the program, hiring staff without establishing need, and inconsistent ISCD leadership—factors that the Director believed place the CFATS program at risk. These challenges centered on three main areas: (1) human capital issues, including problems hiring, training, and managing ISCD staff; (2) mission issues, including problems reviewing facility plans to mitigate security vulnerabilities; and (3) administrative issues, including concerns about NPPD and IP not supporting ISCD’s management and administrative functions."

Testimony issued by the Government Accountability Office with an abstract that begins "The November 2011 memorandum that discussed the management of the Chemical Facility Anti-Terrorism Standards (CFATS) program was prepared based primarily on the observations of the former Director of the Department of Homeland Security's (DHS) Infrastructure Security Compliance Division (ISCD), a division of the Office of Infrastructure Protection (IP) within the National Protection and Programs Directorate (NPPD). The memorandum was intended to highlight various challenges that have hindered ISCD efforts to implement the CFATS program. According to the former Director, the challenges facing ISCD included not having a fully developed direction and plan for implementing the program, hiring staff without establishing need, and inconsistent ISCD leadership--factors that the Director believed place the CFATS program at risk. These challenges centered on three main areas: (1) human capital issues, including problems hiring, training, and managing ISCD staff; (2) mission issues, including problems reviewing facility plans to mitigate security vulnerabilities; and (3) administrative issues, including concerns about NPPD and IP not supporting ISCD's management and administrative functions."

A letter report issued by the Government Accountability Office with an abstract that begins "Data mining--a technique for extracting useful information from large volumes of data--is one type of analysis that the Department of Homeland Security (DHS) uses to help detect and prevent terrorist threats. While data-mining systems offer a number of promising benefits, their use also raises privacy concerns. GAO was asked to (1) assess DHS policies for evaluating the effectiveness and privacy protections of data-mining systems used for counterterrorism, (2) assess DHS agencies' efforts to evaluate the effectiveness and privacy protections of their data-mining systems, and (3) describe the challenges facing DHS in implementing an effective evaluation framework. To do so, GAO developed a systematic evaluation framework based on recommendations and best practices outlined by the National Research Council, industry practices, and prior GAO reports. GAO compared its evaluation framework to DHS's and three component agencies' policies and to six systems' practices, and interviewed agency officials about gaps in their evaluations and challenges.."

Correspondence issued by the Government Accountability Office with an abstract that begins "In summary, according to FMS officials, FMS considers both TOP and the cross-servicing program to be fully mature in that all key elements of the programs have been implemented. As such, FMS's current and future efforts will focus on enhancements that will (1) for TOP, facilitate its ability to increase federal nontax debt collections through additional offsets and (2) for the cross-servicing program, enable it to collect such debt more efficiently and effectively. Further, FMS is considering a number of initiatives intended to improve centralized collection of delinquent federal nontax debt. These initiatives primarily involve increasing the amount of debt subject to collection by FMS, bolstering FMS's set of debt collection tools, and enhancing FMS's internal operations and interactions with referring federal agencies. Several of FMS's initiatives, which are in the early stages of development, could, if approved and effectively implemented, address long-standing concerns about FMS's centralized debt collection program."

A letter report issued by the Government Accountability Office with an abstract that begins "The Census Bureau (Bureau) and U.S. Postal Service (USPS) collaborated on aspects of the 2010 Census and prior decennials, and those efforts generally went well in such areas as address list development. But both agencies face challenges: the Bureau needs to control the escalating cost of the decennial census and maintain its accuracy, while USPS must improve its financial condition. As requested, GAO examined opportunities to enhance collaboration in such areas as technology, personnel, and facilities that could improve the cost-effectiveness of the 2020 Census and generate revenue for USPS. GAO analyzed Bureau and USPS data and documents, compared the agencies' existing collaborative efforts with prior GAO work, and interviewed agency officials."

A letter report issued by the Government Accountability Office with an abstract that begins "In fiscal year 2010, more than half of the $367 billion dollars the Department of Defense (DOD) spent on contracts was spent on services. Buying services is fundamentally different than buying weapon systems, yet most acquisition regulations, policies, processes, and training remain structured for acquiring weapon systems. Over the last decade, reports from GAO, DOD, and Congress have raised issues about services acquisitions and have also highlighted the importance of acquisition training. GAO previously reported on the training provided to the acquisition workforce as defined by the Defense Acquisition Workforce Improvement Act (DAWIA). This report addresses personnel working on services acquisitions who were outside the DAWIA acquisition workforce--termed non-DAWIA personnel with acquisition-related responsibilities--and the extent to which (1) DOD knows the composition of this population, (2) this population is taking acquisition training, and (3) DOD has implemented past recommendations related to this population. To complete this work, GAO reviewed a nongeneralizable sample of 29 service contracts, relevant policies, and recommendations from previous reports and met with key DOD officials."

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 U.S. government exports billions of dollars of defense articles and services annually to foreign entities, generally through direct commercial sales (DCS) from U.S. companies under licenses issued by the State Department (State) or through the Department of Defense (DOD) Foreign Military Sales (FMS) program. GAO has previously reported on weaknesses in the export control system. As requested, GAO (1) identified the magnitude and nature of defense articles and services exported and (2) assessed information currently reported on defense exports and any gaps and limitations in defense export data. To conduct this work, GAO analyzed export data from DOD for FMS and the Department of Commerce's U.S. Census Bureau (Census) for DCS for 2005 through 2009; reviewed relevant laws and regulations; assessed State and DOD reports on defense exports; reviewed agency data systems documentation; and interviewed officials from State, DOD, Homeland Security, and Census."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) has considered several courses of action for the placement of the headquarters for U.S. Africa Command (AFRICOM) but decided in early 2013 to keep it in Germany. When AFRICOM was created in 2007, DOD temporarily located its headquarters in Stuttgart, Germany, with the intent of selecting a permanent location at a later date. DOD's initial goal was to locate the headquarters in Africa, but this was later abandoned in part because of significant projected costs and sensitivities on the part of African countries. Subsequently, in 2008, DOD conducted an analysis that found that several locations in Europe and the United States would be operationally feasible and less expensive than keeping the headquarters in Stuttgart. A final decision, however, was deferred until 2012, when the Cost Assessment and Program Evaluation office completed its analysis. Subsequent to this analysis, in January 2013, the Secretary of Defense decided to keep AFRICOM's headquarters in Stuttgart. In announcing the decision, the Secretary noted that keeping AFRICOM in Germany would cost more than moving it to the United States but the commander had judged it would be …

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 Department of Defense (DOD) used various methods to identify needed changes to requirements for its upcoming pharmacy services contract. During acquisition planning for the upcoming TRICARE pharmacy services contract, DOD solicited feedback from industry through its market research process to align the contract requirements with industry best practices and promote competition. For example, DOD issued requests for information (RFI) in which DOD asked questions about specific market trends, such as ensuring that certain categories of drugs are distributed through the most cost-effective mechanism. DOD also issued an RFI to obtain information on promoting competition, asking industry for opinions on the length of the contract period. DOD officials told us that responses indicated that potential offerors would prefer a longer contract period because it would allow a new contractor more time to recover any capital investment made in implementing the contract. The request for proposals for the upcoming contract, issued in June 2013, included a contract period of 1 base year and 7 option years. DOD also identified changes to contract requirements in response to legislative changes to the TRICARE pharmacy benefit. For example, the National …

Testimony issued by the Government Accountability Office with an abstract that begins "This testimony discusses the Department of Defense's (DOD) separation requirements for enlisted servicemembers diagnosed with personality disorders and the military services' compliance with these requirements. DOD requires that all enlisted servicemembers, including those serving in support of Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF), be physically and psychologically suitable for military service. Enlisted servicemembers who fail to meet this standard may be involuntarily separated from the military. One psychological condition that can render an enlisted servicemember unsuitable for military service is a personality disorder, which is defined as a long-standing, inflexible pattern of behavior that deviates markedly from expected behavior, has an onset in adolescence or early adulthood, and leads to distress or impairment. Although a personality disorder by itself does not make enlisted servicemembers unsuitable for military service, DOD policy allows for involuntary separation from the military if a servicemember's disorder is severe enough that it interferes with his or her ability to function in the military. DOD data show that from November 1, 2001, through June 30, 2007, about 26,000 enlisted servicemembers were separated from the military because of a personality disorder. Of these …

Correspondence issued by the Government Accountability Office with an abstract that begins "This letter formally transmits our response to section 332 of the National Defense Authorization Act (NDAA) for Fiscal Year 2010. Section 332 of the NDAA for Fiscal Year 2010 expanded the Department of Defense's (DOD) annual reporting requirements under 10 U.S.C. 2925(a), regarding DOD's energy efficiency programs. Additionally, section 332(b) states that the first report submitted by the Secretary of Defense under 10 U.S.C. 2925(a) after the date of enactment of the NDAA for Fiscal Year 2010 shall include information on eight specific issues, in addition to the matters required under the revised 10 U.S.C. 2925(a). Section 332(c) requires the Comptroller General to review that supplemental report."

Correspondence issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) positions equipment and supplies at strategic locations around the world to enable it to field combat-ready forces in days rather than the weeks it would take if equipment had to be moved from the United States to the location of a military conflict. However, sustained operations have taken a toll on the condition and readiness of military equipment. Over the last few years, we have identified a number of ongoing and long-term challenges regarding DOD's prepositioned stocks. The services have estimated the cost and time frame to replenish their stocks in DOD's annual report to Congress, and they review their prepositioning programs to address new requirements to meet future needs. DOD has reported to Congress that the services are committed to reconstituting prepositioned materiel but must balance these efforts with the department's other priorities, such as restructuring capabilities within its prepositioned stocks and changes in its overseas military presence. In 2011, we reported that DOD has limited departmentwide guidance that would help ensure that its prepositioning programs accurately reflect national military objectives and recommended that DOD develop overarching guidance related to prepositioned stocks.2 …

Correspondence issued by the Government Accountability Office with an abstract that begins "According to DOD data, over 500,000 passengers used the space-available travel program from fiscal years 2009 through 2011. DOD data show that the five most-used air terminals have limited seats available. Specifically, seats for the three most-traveled destinations from each terminal were near capacity in Fiscal Year 2011. While there were some unused seats for space-available travel, these may be seats on routes with less-desirable destinations or during less-popular travel months. Additionally, DOD officials indicated that existing challenges with usage of the space-available travel program, adherence to DOD's original intent for the program, and air terminal logistics and maintenance would be exacerbated if the number of eligible passengers were to increase."

A letter report issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) has invested more than $63 million in 88 projects in fiscal years 2005 through 2010 to demonstrate new technology or methods addressing equipment-related corrosion. DOD's Office of Corrosion Policy and Oversight (Corrosion Office) has collected a majority of required final and follow-on reports on the results of equipment-related corrosion projects and is taking steps to obtain outstanding reports. As of May 2013, GAO found project managers had submitted final reports for 55 of the 88 projects (about 63 percent) funded in fiscal years 2005 through 2010 and submitted follow-on reports for 27 of the 41 projects (about 66 percent) funded from 2005 through 2007."

Correspondence issued by the Government Accountability Office with an abstract that begins "In summary, we found that DOD's fiscal year 2013 corrosion budget report to Congress (1) included some, but not all of the six mandated elements; (2) included a funding request that equals DOD's fiscal year 2013 stated requirements for corrosion activities and projects; and (3) lacked information needed to calculate the potential cost avoidance. First, DOD included three of the six mandated elements, did not include two of the elements, and one of the elements was not applicable this year. For example, DOD included the most recent annual corrosion reports of the military departments, attached in an annex. However, it did not include the funds requested in the budget compared to the funding requirements for the fiscal year covered by the report or the previous fiscal year. Second, DOD officials stated that the fiscal year 2013 budget request and the fiscal year 2013 funding requirements for activities and projects are the same this year--$9.1 million. According to these officials, DOD does not have any fiscal year 2013 unfunded requirements for corrosion activities and projects. Third, we did not calculate the cost avoidance DOD could achieve with its fiscal …

Correspondence issued by the Government Accountability Office with an abstract that begins "Since the early 1990s, the Army has reduced its force presence in Europe by bringing troops and their families back to the United States and consolidating remaining forces and infrastructure at fewer locations. In 2004, the Department of Defense (DOD) announced an overseas basing strategy that called for further decreases of U.S. forces in Europe. As a result, the Army initiated actions to reduce personnel stationed in Europe by 30,000 personnel by fiscal year 2013 and reduce the number of Army brigade combat teams in Europe from four to two. Since 2004, the Army has consolidated operational forces close to the European training facility at Grafenwoehr, Germany and at Vicenza, Italy. The consolidation included significant investments to construct new or renovate facilities at remaining bases to improve the quality of life for soldiers and their families. To help offset the costs of these investments, the Army closed some bases in Germany and has planned additional closures. Amid the implementation of the Army's draw down in Europe, DOD announced in the February 2010 Quadrennial Defense Review that it would retain the four Army brigade combat teams in Europe, rather …