Reports & Testimonies

  • GAO’s recommendations database contains report recommendations that still need to be addressed.

    GAO’s recommendations help congressional and agency leaders prepare for appropriations and oversight activities, as well as help improve government operations. Recommendations remain open until they are designated as Closed-implemented or Closed-not implemented. You can explore open recommendations by searching or browsing.

    GAO's priority recommendations are those that we believe warrant priority attention. We sent letters to the heads of key departments and agencies, urging them to continue focusing on these issues. These recommendations are labeled as such. You can find priority recommendations by searching or browsing our open recommendations below, or through our mobile app.

  • Browse Open Recommendations

    Explore priority recommendations by subject terms or browse by federal agency

    Search Open Recommendations

    Search for a specific priority recommendation by word or phrase



  • Governing on the go?

    Our Priorities for Policy Makers app makes it easier for leaders to search our recommendations on the go.

    See the November 10th Press Release


  • Have a Question about a Recommendation?

    • For questions about a specific recommendation, contact the person or office listed with the recommendation.
    • For general information about recommendations, contact GAO's Audit Policy and Quality Assurance office at (202) 512-6100 or apqa@gao.gov.
  • « Back to Results List Sort by   

    Results:

    Subject Term: "Acquisition management"

    9 publications with a total of 23 open recommendations including 3 priority recommendations
    Director: Michele Mackin
    Phone: (202) 512-4841

    3 open recommendations
    Recommendation: To mitigate the risk of poor acquisition outcomes and strengthen the department's investment decisions, the Secretary of Homeland Security should direct the Undersecretary for Management to update the acquisition policy to require that major acquisition programs' technical requirements are well defined and key technical reviews are conducted prior to approving programs to initiate product development and establishing Acquisition Program Baselines, in accordance with acquisition best practices.

    Agency: Department of Homeland Security
    Status: Open

    Comments: In providing comments on this report, DHS concurred with our recommendation and stated that it planned to initiate a study to assess how to better align its processes for technical reviews and acquisition decisions. Upon completion of the study, DHS plans to update its acquisition policies, as appropriate.
    Recommendation: To mitigate the risk of poor acquisition outcomes and strengthen the department's investment decisions, the Secretary of Homeland Security should direct the Undersecretary for Management to update the acquisition policy to specify that acquisition decision memorandums clearly document the rationale of decisions made by DHS leadership, such as, but not limited to, the reasons for allowing programs to deviate from the requirement to obtain department approval for certain documents at Acquisition Decision Events and the results of considerations or trade-offs.

    Agency: Department of Homeland Security
    Status: Open

    Comments: In providing comments on this report, DHS concurred with our recommendation and stated that it had begun expanding the content included in Acquisition Decision Memorandums (ADM) to include greater detail and that future ADMs would address the status of the acquisition documentation. DHS also said it had updated the guidance for writing ADMs in a handbook for Office of Program Accountability and Risk Management staff, thus making progress toward satisfying the recommendation. However, we did not close the recommendation because the updated guidance was not incorporated into the department's official acquisition policy, which may limit DHS's ability to implement the changes consistently over time. We will continue to review ADMs to assess whether the department's actions address the intent of this recommendation.
    Recommendation: To mitigate the risk of poor acquisition outcomes and strengthen the department's investment decisions, the Secretary of Homeland Security should direct the Undersecretary for Management to update the acquisition policy to specify at what point minimum standards for KPPs should be met, and clarify the performance data that should be used to assess whether or not a performance breach has occurred.

    Agency: Department of Homeland Security
    Status: Open

    Comments: In providing comments on this report, DHS concurred with our recommendation and stated that it had updated guidance related to its performance breaches in a handbook for Office of Program Accountability and Risk Management staff, thus moving toward satisfying the intent of this recommendation. Specifically, DHS identified that programs' KPPs should be met and verified no later than initial operational test and evaluation conducted prior to Acquisition Decision Event 3, the point at which DHS leadership approves the program to transition into sustainment. If programs have not met a KPP by this point, they will be required to declare a performance breach and submit a remediation plan documenting the root cause of the breach, along with how and when the breach will be resolved. However, we did not close the recommendation because the department's official acquisition policy has yet to be updated. DHS will fully address this recommendation when it incorporates the changes into its acquisition policy to ensure that the updated guidance on performance breaches is communicated and implemented consistently throughout the department.
    Director: Michele Mackin
    Phone: (202) 512-4841

    2 open recommendations
    Recommendation: To enhance DHS leadership's ongoing efforts to improve the affordability of the department's major acquisition portfolio, and to ensure adequate communication with Congress, the Secretary of the Department of Homeland Security should ensure that the fiscal year 2017 Future Years Homeland Security Program report, which DHS must submit to Congress at or about the same time as the President's fiscal year 2018 budget request, reflects the results of any tradeoffs stemming from the acquisition affordability reviews recommended above.

    Agency: Department of Homeland Security
    Status: Open

    Comments: In providing comments on this report, the Department of Homeland Security (DHS) concurred with this recommendation, and stated that the fiscal year 2017 Future Years Homeland Security Program (FYHSP) report would reflect decisions made in response to our second recommendation. DHS expected to release the FYHSP report shortly after the President's fiscal year 2018 budget request in May 2017. However, the transition to a new administration delayed the release of the FYHSP report. Once available, GAO will evaluate the FYHSP report to determine whether DHS has met the intent of this recommendation.
    Recommendation: To enhance DHS leadership's ongoing efforts to improve the affordability of the department's major acquisition portfolio, and to help ensure programs secure stable funding that matches resources to requirements, the Secretary of the Department of Homeland Security should require components to establish formal, repeatable processes for addressing major acquisition affordability issues, similar to the process the Transportation Security Administration has established.

    Agency: Department of Homeland Security
    Status: Open

    Comments: In providing comments on this report, the Department of Homeland Security (DHS) concurred with this recommendation, and stated that DHS headquarters would ensure all components are updating their cost estimates each year to inform the annual resource allocation process by March 31, 2017. However, DHS did not establish a requirement that components do so through formal, repeatable processes for addressing major acquisition affordability issues, similar to the process the Transportation Security Administration has established. As of August 2017, seven of DHS's components were in the process of establishing formal, repeatable processes for addressing affordability issues, but had not completed these efforts. GAO will continue to review the components' progress to determine whether the components' actions meet the intent of this recommendation.
    Director: Michele Mackin
    Phone: (202) 512-4841

    1 open recommendations
    Recommendation: In order to help ensure consistent, effective oversight of DHS's acquisition programs, and to make the CASR more useful, starting with the report reflecting fiscal year 2015 program data, the Secretary of DHS should adjust the CASR to do the following: (1) report an individual rating for each program's cost, schedule, and technical risks; (2) report a best estimate of procurement quantities or indicate why this is not applicable, as appropriate; (3) report all programs' significant changes in acquisition cost, quantity, or schedule from the previous CASR report by determining a means to account for programs that lack acquisition program baselines; (4) report major program events that are included in acquisition program baselines, such as scheduled acquisition decision events; and (5) report the level at which the program's life-cycle cost estimate was approved.

    Agency: Department of Homeland Security
    Status: Open

    Comments: DHS concurred with this recommendation, and took some actions to address it. The Office of Program Accountability and Risk Management (PARM) updated its template for the Comprehensive Acquisition Status Report (CASR) to reflect the following changes: individual ratings for each program's cost, schedule, and technical risks; significant changes in programs' acquisition cost, quantity, or schedule; and major events included in the acquisition program baselines. In addition, PARM intended to revise the reporting information for the level at which a program's life-cycle cost estimate was approved and its estimate of procurement quantities. However, the 2017 Consolidated Appropriations Act discontinued the requirement to submit the CASR with future budget requests and DHS did not submit one for 2017. Recently introduced legislation would reestablish the CASR requirement and we will revisit this recommendation pending the outcome of that legislation.
    Director: Rebecca Gambler
    Phone: (202) 512-8777

    5 open recommendations
    including 3 priority recommendations
    Recommendation: To improve the acquisition management of the Plan and the reliability of its cost estimates and schedules, assess the effectiveness of deployed technologies, and better inform CBP's deployment decisions, when updating the schedules for the IFT, Remote Video Surveillance System (RVSS), and Mobile Surveillance Capability programs, the Commissioner of CBP should ensure that scheduling best practices, as outlined in our schedule assessment guide, are applied to the three programs' schedules.

    Agency: Department of Homeland Security: United States Customs and Border Protection
    Status: Open
    Priority recommendation

    Comments: In March 2014, CBP concurred with our recommendation and in response, stated it planned to ensure that scheduling best practices are applied as far as practical when updating the three program schedules. In May 2016 CBP provided us with complete schedules for the IFT and RVSS programs. In December 2016, we provided CBP our assessment of the updated schedules for the IFT and RVSS programs. In January 2017 CBP provided us with a complete schedule for the MSC program and in March 2017, we provided CBP with our assessment of the MSC schedule. In April 2017, CBP provided additional clarifying information in regards to the MSC schedule. As of May 2017, based on our assessment of the updated schedules for the IFT, RVSS, and MSC programs, CBP has made improvements in the quality of the schedules since our last report, but the program schedules have not met all characteristics of a reliable schedule.
    Recommendation: To improve the acquisition management of the Plan and the reliability of its cost estimates and schedules, assess the effectiveness of deployed technologies, and better inform CBP's deployment decisions, the Commissioner of CBP should develop and maintain an Integrated Master Schedule for the Plan that is consistent with scheduling best practices.

    Agency: Department of Homeland Security: United States Customs and Border Protection
    Status: Open

    Comments: In March 2014, CBP did not concur with this recommendation and maintained that an integrated master schedule for the Plan in one file undermines the DHS-approved implementation strategy for the individual programs making up the Plan, and that the implementation of this recommendation would essentially create a large, aggregated program, and effectively create an aggregated "system of systems". DHS further stated that a key element of the Plan has been the disaggregation of technology procurements. As of December 2016, CBP continues to non-concur with this recommendation and plans no further action. However, as we noted in the report, collectively these programs are intended to provide CBP with a combination of surveillance capabilities to be used along the Arizona border with Mexico. Moreover, while the programs themselves may be independent of one another, the Plan's resources are being shared among the programs. As such, we continue to believe that developing an integrated master schedule for the Plan is needed. Developing and maintaining an integrated master schedule for the Plan could allow CBP insight into current or programmed allocation of resources for all programs as opposed to attempting to resolve any resource constraints for each program individually.
    Recommendation: To improve the acquisition management of the Plan and the reliability of its cost estimates and schedules, assess the effectiveness of deployed technologies, and better inform CBP's deployment decisions, when updating Life-cycle Cost Estimates for the IFT and RVSS programs, the Commissioner of CBP should verify the Life-cycle Cost Estimates with independent cost estimates and reconcile any differences.

    Agency: Department of Homeland Security: United States Customs and Border Protection
    Status: Open

    Comments: In March 2014, DHS concurred with this recommendation. In May 2016 CBP provided us with updated life-cycle cost estimates for two of its highest-cost programs under the Plan--the Integrated Fixed Tower (IFT) and the Remote Video Surveillance (RVSS). Further, CBP officials stated that in fiscal year 2016, DHS's Cost Analysis Division started piloting DHS's independent cost estimate capability on the RVSS program. According to CBP officials, the pilot is an opportunity to assist DHS in developing its independent cost estimate capability and that CBP selected the RVSS program for the pilot because the program is at a point in its planning and execution process where it can benefit most from having an independent cost estimate performed as these technologies are being deployed along the southwest border, beyond Arizona. In August 2016, CBP officials provided an update stating that details for an estimated independent cost estimate schedule and analysis plan for the RVSS program had not yet been finalized. As of November 2016, CBP officials stated that the results of the independent cost estimate for the RVSS program are expected to be completed by January 31, 2017. Further, CBP officials have not detailed similar plans for the IFT. We continue to believe that independently verifying the life-cycle cost estimates for the IFT and RVSS programs and reconciling any differences, consistent with best practices, could help CBP better ensure the reliability of the estimates.
    Recommendation: To improve the acquisition management of the Plan and the reliability of its cost estimates and schedules, assess the effectiveness of deployed technologies, and better inform CBP's deployment decisions, the Commissioner of CBP should revise the IFT Test and Evaluation Master Plan to more fully test the IFT program, before beginning full production, in the various environmental conditions in which IFTs will be used to determine operational effectiveness and suitability, in accordance with DHS acquisition guidance.

    Agency: Department of Homeland Security: United States Customs and Border Protection
    Status: Open
    Priority recommendation

    Comments: In March 2014, DHS did not concur with this recommendation and stated that the Test and Evaluation Master Plan includes tailored testing and user assessments that will provide much, if not all, of the insight contemplated by the intent of the recommendation. According to CBP officials, acceptance testing was performed on the system in July 2015 and a limited user testing for the IFT system was conducted during October and November 2015. In May 2016, CBP reported that it had conditionally accepted seven out of 53 IFT systems in one area of responsibility. CBP also reported that it is working to deploy and test the remaining IFT unit systems to other areas of responsibility. In November 2016, CBP stated that they continue to non-concur with this recommendation and planned no further action. However, as we reported in March 2014, we continue to believe that revising the Test and Evaluation Master Plan to include more robust testing to determine operational effectiveness and suitability could better position CBP to (1) evaluate IFT capabilities before moving forward to full production for the system, (2) provide CBP with information on the extent to which the towers satisfy Border Patrol's user requirements, and (3) reduce potential program risks. Without conducting operational testing in accordance with DHS guidance, the IFT program may be at increased risk of not meeting Border Patrol operational needs.
    Recommendation: To improve the acquisition management of the Plan and the reliability of its cost estimates and schedules, assess the effectiveness of deployed technologies, and better inform CBP's deployment decisions, once data on asset assists are required to be recorded and tracked, the Commissioner of CBP should analyze available data on apprehensions and seizures and technological assists, in combination with other relevant performance metrics or indicators, as appropriate, to determine the contribution of surveillance technologies to CBP's border security efforts.

    Agency: Department of Homeland Security: United States Customs and Border Protection
    Status: Open
    Priority recommendation

    Comments: In February 2015, Border Patrol officials provided documentation stating that the agency has yet to analyze data on asset assists, in combination with other relevant performance metrics and indicators to determine the contributions of surveillance technologies to its mission. However, the Border Patrol plans to address this recommendation using the Capability Gap Analysis Process (CGAP) developed by Johns Hopkins University Applied Physics Lab specifically for the Border Patrol. According to Border Patrol officials, the CGAP will enable the agency to examine the effects of technology and other Border Patrol assets such as agents, infrastructure, in the context of everyday border patrol operations. The data generated by the CGAP along with e3 apprehension and seizure data will better inform the nature of the contributions and impacts of surveillance technology on enforcement efforts. Border Patrol officials explained that capturing data on asset assists within the in e3 Processing database was the first step to determine the contribution of technology to detect, identify, and classify activity along the border. Further, the Border Patrol identified individual types of technology such as Integrated Fixed Towers, Mobile Video Surveillance System, Underground Sensors, etc. and grouped them into classes such as Fixed, Mobile and Relocatable to better distinguish the contribution of each class of technology. As the Border Patrol gains a better understanding through analysis, the agency plans to continue to refine the measures and the collection of the metrics. In November 2014, the Border Patrol proposed a timeline highlighting the agency's future efforts to capture and document the contributions of the different classes of technology to the Border Patrol's mission. In our March 2016 update on the progress made by agencies to address our findings on duplication and cost savings across the federal government, we reported that CBP had modified its time frame for developing baselines for each performance measure and that additional time would be needed to implement and apply key attributes for metrics. In March 2016, according to CBP officials, the actual completion was being adjusted pending test and evaluation results for recently deployed technologies on the southwest border. In addition, Border Patrol officials told us that they planned to have various qualitative and quantitative performance measures of technology completed by the end of fiscal year 2016. These measures would help profile different levels of situational awareness in different areas of the border. In September 2016, Border Patrol provided a case study that assessed CGAP data with technology assist data and other measures to determine contributions of surveillance technologies to its mission. While this is a start to developing performance measures, the case study is limited to one location along the border and the analysis limited to select technologies. As of April 2017, CBP had not conducted assessments of the deployments to determine the contribution of surveillance technologies to the border security mission. Until CBP completes its efforts to fully develop and apply key attributes for performance metrics for all technologies to be deployed under the Plan, it will not be well positioned to fully assess its progress in implementing and determining the Plan and determine when mission benefits have been fully realized.
    Director: Dinapoli, Timothy J
    Phone: (202) 512-4841

    3 open recommendations
    Recommendation: To better position DOD to determine whether its actions have improved service acquisition, the Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics, in consultation with the military departments' senior services managers, should identify baseline data on the status of service acquisition, in part, by using budget and spending data and leveraging its ongoing efforts to gauge the effects of its actions to improve service acquisition.

    Agency: Department of Defense: Office of the Secretary of Defense: Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
    Status: Open

    Comments: DOD concurred with our recommendation and is in the process of developing baseline data on the current status of its service acquisitions. In July 2014, DOD issued its annual Performance of the Defense Acquisition report. For the first time, this report included information on its contracted services, such obligations for each service portfolio group, competition rates, and small business participation information. DOD expects to develop service acquisition related goals and metrics in 2017 from which it can develop additional baseline data.
    Recommendation: To better position DOD to determine whether its actions have improved service acquisition, the Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics, in consultation with the military departments' senior services managers, should develop specific goals associated with their actions to improve service acquisition.

    Agency: Department of Defense: Office of the Secretary of Defense: Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
    Status: Open

    Comments: DOD concurred with our recommendation and is in the process of developing service acquisition goals and metrics as well as an action plan for improving service acquisition. As of February 2017, DOD began a review of internal guidance that will include an analysis of the roles, responsibilities, authorities, goals, metrics, and structure associated with managing service acquisitions.
    Recommendation: To better position DOD to determine whether its actions have improved service acquisition, the Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics, in consultation with the military departments' senior services managers, should establish metrics to assess progress in meeting these goals.

    Agency: Department of Defense: Office of the Secretary of Defense: Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics
    Status: Open

    Comments: DOD concurred with our recommendation and is in the process of developing service acquisition goals and metrics as well as an action plan for improving service acquisition. As of February 2017, DOD began a review of internal guidance that will include an analysis of the roles, responsibilities, authorities, goals, metrics, and structure associated with managing service acquisitions.
    Director: Mackin, Michele
    Phone: (202) 512-3000

    1 open recommendations
    Recommendation: To help the Coast Guard create stability in the acquisition process and provide decision makers, including DHS, Office of Management and Budget, and Congress, with current information to make decisions about budgets, the Commandant of the Coast Guard should conduct a comprehensive portfolio review to develop revised baselines that reflect acquisition priorities as well as realistic funding scenarios.

    Agency: Department of Homeland Security: United States Coast Guard
    Status: Open

    Comments: In providing comments on this report, the agency concurred with this recommendation. Since 2014, we found efforts are underway to address this issue, but, so far, these efforts have not led to the significant trade-off decisions needed to improve the affordability of the Coast Guard's portfolio. The Coast Guard is currently conducting a fleet-wide analysis, including surface, aviation, and information technology, intended to be a fundamental reassessment of the capabilities and mix of assets the Coast Guard needs to fulfill its missions. The Coast Guard is undertaking this effort consistent with direction from Congress based upon this and other GAO recommendations. Specifically, the Coast Guard has completed its new mission needs statement and plans to release a fleet-wide concept of operations by the end of fiscal 2016. Then, it will use a complex model to develop the full fleet mix study. Based on this, the Coast Guard plans to recommend a set of assets that best meets these needs in terms of capability and cost. The Coast Guard plans to complete the full study in time to inform the fiscal year 2019 budget, though specific dates for these events have not been set forth.
    Director: Mackin, Michele
    Phone: (202) 512-4841

    1 open recommendations
    Recommendation: To help mitigate the risk of poor acquisition outcomes and strengthen the department's investment management activities, the Secretary of Homeland Security should direct the Under Secretary for Management to, once the department's acquisition programs comply with DHS acquisition policy, prioritize major acquisition programs departmentwide and ensure that the department's acquisition portfolio is consistent with DHS's anticipated resource constraints.

    Agency: Department of Homeland Security
    Status: Open

    Comments: In providing comments on this report, DHS concurred with this recommendation, and stated that its effort to more fully reflect portfolio management practices in its acquisition policy will help DHS prioritize its major acquisition programs departmentwide. DHS also stated that the revised portfolio management approach will help ensure that the department's acquisition portfolio is consistent with anticipated resource constraints. However, it has taken years for some of the department's major acquisition programs to comply with DHS's acquisition policy, which requires getting approval for key acquisition documentation that contains the critical knowledge needed for DHS to make effective portfolio management decisions. In February 2017, we found that DHS had approved the required acquisition documentation for all of its major acquisition programs and planned to continue to ensure that all major acquisition programs have approved documents, such as acquisition program baselines. Now that major acquisition programs are in compliance with DHS's acquisition policy, GAO will evaluate the department's implementation of its revised portfolio management approach to determine whether DHS has met the intent of this recommendation by ensuring that the department's acquisition portfolio is consistent with DHS's anticipated resource constraints.
    Director: Khan, Asif A
    Phone: (202) 512-3000

    4 open recommendations
    Recommendation: To help provide for the successful implementation of Army and Air Force ERPs, and to help ensure that DFAS users have the training needed, the Secretary of Defense should direct the Secretary of the Army to ensure that time lines are established and monitored for those issues identified by DFAS that are impacting their efficient and effective use of GFEBS.

    Agency: Department of Defense
    Status: Open

    Comments: In commenting on the draft report, DOD concurred with the recommendation and cited action(s) being taken by the Army to ensure that time lines are established and monitored for those issues identified by DFAS that are impacting their efficient and effective use of GFEBS. We have made attempts to follow up with Office of the Undersecretary of Defense (Comptroller) Acquisition Technology and Logistics officials to obtain documentation of actions taken and to determine whether the Army has taken sufficient action to address this recommendation. However, as of July 2017, we have not been able to obtain documentation that supports that this recommendation was addressed.
    Recommendation: To help provide for the successful implementation of Army and Air Force ERPs, and to help ensure that DFAS users have the training needed, the Secretary of Defense should direct the Secretary of the Air Force to ensure that time lines are established and monitored for those issues identified by DFAS that are impacting their efficient and effective use of DEAMS.

    Agency: Department of Defense
    Status: Open

    Comments: In commenting on the draft report, DOD concurred with the recommendation and cited action(s) being taken by the Air Force to ensure that time lines are established and monitored for those issues identified by DFAS that are impacting their efficient and effective use of DEAMS. We have made attempts to follow up with Office of the Undersecretary of Defense (Comptroller) Acquisition Technology and Logistics officials to obtain documentation of actions taken to determine whether the Army has taken sufficient action to address this recommendation. However, as of July 2017, we have not been able to obtain documentation that supports that this recommendation was addressed.
    Recommendation: To help provide for the successful implementation of Army and Air Force ERPs, and to help ensure that DFAS users have the training needed, the Secretary of Defense should direct the Secretary of the Army to improve training for GFEBS users by providing training on actual job processes in a manner that allows users to understand how the new processes support their job responsibilities and the work they are expected to perform.

    Agency: Department of Defense
    Status: Open

    Comments: In commenting on the draft report, DOD concurred with the recommendation and cited action(s) being taken by the Army to improve training for GFEBS users on actual job processes. We have made attempts to follow up with Office of the Undersecretary of Defense (Comptroller) Acquisition Technology and Logistics officials to obtain documentation of actions taken to determine whether the Army has taken sufficient action to address this recommendation. However, as of July 2017, we have not been able to obtain documentation that supports that this recommendation was addressed.
    Recommendation: To help provide for the successful implementation of Army and Air Force ERPs, and to help ensure that DFAS users have the training needed, the Secretary of Defense should direct the Secretary of the Air Force to improve training for DEAMS users by providing training on actual job processes in a manner that allows users to understand how the new processes support their job responsibilities and the work they are expected to perform.

    Agency: Department of Defense
    Status: Open

    Comments: In commenting on the draft report, DOD concurred with the recommendation and cited action(s) being taken by the Air Force to improve training for DEAMS users on actual job processes. We have made attempts to follow up with Office of the Undersecretary of Defense (Comptroller) Acquisition Technology and Logistics officials to obtain documentation of actions taken to determine whether the Army has taken sufficient action to address this recommendation. However, as of July 2017, we have not been able to obtain documentation that supports that this recommendation was addressed.
    Director: Brown, Orice Williams
    Phone: (202)512-5837

    3 open recommendations
    Recommendation: To improve strategic planning, performance management, and program oversight within and related to NFIP, the Secretary of DHS should direct the FEMA Administrator to develop a comprehensive workforce plan according to PKEMRA that identifies agency staffing and skills requirements, addresses turnover and staff vacancies, and analyzes FEMA's use of contractors.

    Agency: Department of Homeland Security
    Status: Open

    Comments: According to FEMA officials, as of July 2016, FEMA is in the process of developing a Workforce Strategic Plan they say will contribute to organizational performance and mission by enabling FEMA to align the overall workforce with strategic priorities. FEMA expected to complete the plan by the first quarter of FY2017. As of December 2016, FEMA officials said they were still working to implement this recommendation and agreed to provide us with an update of their progress.
    Recommendation: To improve FEMA's policies, procedures, and systems for achieving NFIP's program goals, the Secretary of DHS should direct the FEMA Administrator to consider the costs and benefits of implementing an interim system for FEMA and updating its document management policies and procedures while waiting for DHS to implement an agencywide electronic document management system.

    Agency: Department of Homeland Security
    Status: Open

    Comments: FEMA officials stated that, as of July 2016, FEMA is working to pilot an Electronic Records Management System (ERMS). They said that they expected to have all email records in an electronic state by December 31, 2016, and all records in an electronic state by December 31, 2019. They said that they expect the end state in 2019 to meet the Presidential Directive and NARA guidelines. As of December 2016, FEMA officials said they were still working to implement this recommendation and agreed to provide us with an update of their progress.
    Recommendation: To improve FEMA's policies, procedures, and systems for achieving NFIP's program goals, the Secretary of DHS should direct the FEMA Administrator to establish timelines for and complete the development and implementation of FEMA's revised acquisition process, in line with the DHS Acquisition Directive 102-01, including a rollout process with staff training and a mechanism to better ensure that all acquisitions undergo the necessary reviews.

    Agency: Department of Homeland Security
    Status: Open

    Comments: FEMA officials stated that, as of July 2016, a Disaster Acquisitions Response Team (DART) was in place along with metrics in place to monitor the team's success. They said they had also awarded a contract to serve as a contract file repository and that previously scanned contract files would be uploaded by December 31, 2016. As of December 2016, FEMA officials said they were still working to implement this recommendation and agreed to provide us with an update of their progress.