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    Subject Term: "Cost overruns"

    20 publications with a total of 43 open recommendations including 9 priority recommendations
    Director: Cristina Chaplain
    Phone: (202) 512-4841

    1 open recommendations
    including 1 priority recommendation
    Recommendation: In order to ensure that the Congress is able to make informed resource decisions regarding a viable EM-1 launch readiness date, the NASA Administrator or Acting Administrator should direct the Human Exploration and Operations Mission Directorate to propose a new, more realistic EM-1 date if warranted and report to Congress on the results of its EM-1 schedule analysis.

    Agency: National Aeronautics and Space Administration
    Status: Open
    Priority recommendation

    Comments: NASA agreed with this recommendation and stated that it is reassessing the launch readiness schedule.
    Director: Powner, David A
    Phone: (202) 512-9286

    5 open recommendations
    including 2 priority recommendations
    Recommendation: To facilitate the analysis of gaps between current skills and future needs, the development of strategies for filling the gaps, and succession planning, the Secretary of Commerce should require the Chief Information Officer, Chief Human Capital Officer, and other senior managers as appropriate to address the shortfalls in IT workforce planning noted in this report, including the following actions: (1) establish and maintain a workforce planning process; (2) develop competency and staffing requirements; (3) assess competency and staffing needs regularly; (4) assess gaps in competencies for all components of the workforce; (5) develop strategies and plans to address gaps in competencies and staffing; (6) implement activities that address gaps, including an IT acquisition cadre, cross-functional training of acquisition and program personnel, a career path for program managers, and special hiring authorities, if justified and cost-effective; (7) monitor the department's progress in addressing IT competency and staffing gaps; and (8) report to department leadership on progress in addressing competency and staffing gaps.

    Agency: Department of Commerce
    Status: Open
    Priority recommendation

    Comments: The department has not yet provided its written response to this recommendation. We will continue to monitor the department's progress in implementing the recommendation.
    Recommendation: To facilitate the analysis of gaps between current skills and future needs, the development of strategies for filling the gaps, and succession planning, the Secretary of Defense should require the Chief Information Officer, the Under Secretary of Defense for Personnel and Readiness, and other senior managers as appropriate to address the shortfalls in IT workforce planning noted in this report, including the following actions: (1) develop competencies for all staff; (2) assess competency needs regularly for all positions; (3) assess gaps in competencies for all components of the workforce; (4) develop strategies and plans to address gaps in competencies; (5) implement activities that address gaps, including developing a program management career path, if justified and cost-effective; (6) monitor the department's progress in addressing competency gaps identified for IT staff; and (7) report to department leadership on progress in addressing competency gaps.

    Agency: Department of Defense
    Status: Open

    Comments: The department has provided a written response to this recommendation and we are currently evaluating it.
    Recommendation: To facilitate the analysis of gaps between current skills and future needs, the development of strategies for filling the gaps, and succession planning, the Secretary of Health and Human Services should require the Chief Information Officer, Chief Human Capital Officer, and other senior managers as appropriate to address the shortfalls in IT workforce planning noted in this report, including the following actions: (1) establish and maintain a workforce planning process inclusive of all staff; (2) develop staffing requirements for all positions; (3) assess staffing needs regularly; (4) assess gaps in competencies and staffing for all components of the workforce; (5) develop strategies and plans to address gaps in competencies and staffing; (6) implement activities that address gaps, including an IT acquisition cadre, if justified and cost-effective; (7) monitor the department's progress in addressing competency and staffing gaps; and (8) report to department leadership on progress in addressing competency and staffing gaps.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: The department has provided a written response to this recommendation and we are currently evaluating it.
    Recommendation: To facilitate the analysis of gaps between current skills and future needs, the development of strategies for filling the gaps, and succession planning, the Secretary of Transportation should require the Chief Information Officer, Chief Human Capital Officer, and other senior managers as appropriate to address the shortfalls in IT workforce planning noted in this report, including the following actions: (1) establish a time frame for when the department is to finalize its draft workforce planning process and maintain that process; (2) develop staffing requirements for all positions; (3) assess competency and staffing needs regularly for all positions; (4) assess gaps in staffing for all components of the workforce; (5) develop strategies and plans to address gaps in competencies and staffing; (6) implement activities that address gaps, including an IT acquisition cadre, cross-functional training of acquisition and program personnel, a career path for program managers, and use of special hiring authorities, if justified and cost-effective;e (7) monitor the department's progress in addressing competency and staffing gaps; and (8) report to department leadership on progress in addressing competency and staffing gaps.

    Agency: Department of Transportation
    Status: Open
    Priority recommendation

    Comments: The department agreed with the recommendation and stated that it plans to fully implement the recommendation by December 2019. To fully implement this recommendation, DOT should prioritize the completion of its IT workforce planning process and then begin implementing the process in phases based on the availability of resources.
    Recommendation: To facilitate the analysis of gaps between current skills and future needs, the development of strategies for filling the gaps, and succession planning, the Secretary of the Treasury should require the Chief Information Officer, Chief Human Capital Officer, and other senior managers as appropriate to address the shortfalls in IT workforce planning noted in this report, including the following actions: (1) establish and maintain a workforce planning process; (2) develop competency and staffing requirements for all positions; (3) assess competency and staffing needs regularly; (4) assess gaps in competencies and staffing for all components of the workforce; (5) develop strategies and plans to address gaps in competencies and staffing for all components of the workforce; (6) implement activities that address gaps, including a career path for program managers and special hiring authorities, if justified and cost-effective; (7) monitor the department's progress in addressing competency and staffing gaps; and (8) report to department leadership on progress in addressing competency and staffing gaps for all components of the workforce.

    Agency: Department of the Treasury
    Status: Open

    Comments: The department has not yet provided its written response to this recommendation. We will continue to monitor the department's progress in implementing the recommendation.
    Director: Michael J. Sullivan
    Phone: (202) 512-4841

    1 open recommendations
    Recommendation: To enhance program oversight and provide more robust input to budget deliberations, Congress should consider requiring DOD to report on each major acquisition program's systems engineering status in the department's annual budget request, beginning with the budget requesting funds to start development. The information could be presented on a simple timeline--as done for the case studies in this report--and at a minimum should reflect the status of a program's functional and allocated baselines as contained in the most current version of the program's systems engineering plan.

    Agency: Congress
    Status: Open

    Comments: Congress has not yet taken action on the matter for consideration. GAO will continue to monitor.
    Director: Beryl H. Davis
    Phone: (202) 512-2623

    2 open recommendations
    Recommendation: To provide increased oversight of AOC and to keep the Architect and the Congress fully and currently informed, the AOC OIG should revise and implement policies and procedures to provide audit reports that are based on planning that includes an assessment of risk and the assignment of priorities, consistent with requirements in CIGIE's Quality Standards for Federal Offices of Inspector General.

    Agency: Architect of the Capitol
    Status: Open

    Comments: The AOC OIG has met the intent of GAO recommendation related to "revising" policies and procedures. We have verified that AOC OIG's policies (dated February 2017) have been revised and now require an assessment of risk and the assignment of priorities, consistent with requirements in CIGIE's Quality Standards for Federal Offices of Inspector General. However, we do not believe AOC OIG has met the intent of GAO recommendation related to "implementing" policies and procedures. In June 2017, the AOC OIG informed us that it plans to complete a risk assessment in August 2017 and use the results from the risk assessment to aid in developing the AOC OIG fiscal year 2018 audit plan, which AOC OIG plans to complete by October 1, 2017. To fully implement the recommendation, we believe AOC OIG still needs to (1) complete the risk assessment and (2) show how it used the results of the risk assessment to improve the scope of what needs to be audited. We will continue to monitor AOC OIG's actions to address this recommendation.
    Recommendation: To reduce the risk that fraud, waste, and abuse and criminal activities are not detected or fully addressed, the AOC OIG should (1) work with CIGIE to obtain a peer review from another federal OIG of the AOC OIG's overall investigative operations, including consideration of the OIG's reliance on investigations performed by other entities, and (2) make any needed changes in its operating procedures based on the results of the review to help ensure that investigations of AOC are conducted in accordance with CIGIE standards for investigations and AOC Inspector General Act of 1978 (IG Act) requirements.

    Agency: Architect of the Capitol
    Status: Open

    Comments: On April 27, 2017, the OIG informed us that it has scheduled with CIGIE an external peer review of AOC investigative operations. The Federal Housing Finance Agency OIG is scheduled to perform this review in August 2017. This external review will also include assessing the AOC OIG's reliance on other OIGs and the U.S. Capitol Police to complete certain investigations. Further, AOC OIG indicated that after they receive the results of this peer review, they will make needed changes in operating procedures consistent with the GAO recommendation. We will continue to monitor AOC OIG's actions to address this recommendation.
    Director: Chaplain, Cristina T
    Phone: (202) 512-4841

    2 open recommendations
    including 1 priority recommendation
    Recommendation: To provide the Congress and NASA a reliable estimate of program cost and schedule that are useful to support management and stakeholder decisions, the NASA Administrator should direct the Orion program to perform an updated JCL analysis including updating cost and schedule estimates in adherence with cost and schedule estimating best practices.

    Agency: National Aeronautics and Space Administration
    Status: Open
    Priority recommendation

    Comments: NASA partially agreed with this recommendation, stating that the agency reviewed, in detail, the Orion integrated cost/schedule and risk analysis methodology and determined the rigor to be a sufficient basis for the agency commitments. We still contend that NASA should update its analysis that informed its baseline because we found that the cost and schedule estimates underlying those baselines are not reliable as they did not conform to best practices.
    Recommendation: To have a full understanding of the cost, schedule, and safety impact of deferring work, the NASA Administrator should direct the Orion program to perform an analysis on the cost of deferred work in relation to levels of management reserves and unallocated future expenses and actual contractor performance, and report the results of that analysis to NASA management.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: NASA concurred with this recommendation, but characterized its deferral of work to date as task-level deferrals, lasting only several months and not affecting major program milestone or the critical path. NASA did agree to include an analysis of how these deferrals affect budget reserves and program performance in future routine management reporting. NASA officials told us that they are currently evaluating work flow for the first and second mission as the agency revisits the launch date for the first mission. Given this is currently being analyzed, officials were not able to provide any analysis at this time about the potential cost impact of changes in scheduled work.
    Director: Mackin, Michele
    Phone: (202) 512-4841

    1 open recommendations
    Recommendation: The Secretary of Defense should, before the downselect decision for the frigates, require the program to submit appropriate milestone documentation as identified by OSD, which could include an Independent Cost Estimate, an Acquisition Program Baseline, and a plan to incorporate the frigate into SAR updates.

    Agency: Department of Defense
    Status: Open

    Comments: DOD partially concurred with this recommendation, noting that the Navy views the LCS transition to the frigate as an incremental upgrade as opposed to a new acquisition program. DOD also stated that the Navy would be required to provide key documentation related to the seaframe, including an independent cost estimate and an updated acquisition program baseline. In 2017, the Navy decided to pursue a different frigate acquisition strategy, and according to the program office, the frigate is now considered a new, distinct acquisition program and will have milestone decisions and require the applicable milestone documentation and OSD oversight and reporting as the program moves toward an award decision in fiscal year 2020. The program office also noted that the specific milestone documentation that will be required is currently being assessed and the program plans to have a frigate Selected Acquisition Report. Once more details are finalized for the program, the planned actions would meet the intention of our recommendation. We will keep this recommendation open until the program's approach has been better defined.
    Director: David A. Powner
    Phone: (202) 512-9286

    4 open recommendations
    Recommendation: Given the importance of addressing risks on the JPSS satellite program, the Secretary of Commerce should direct the Administrator of NOAA to establish a plan to address the limitations in the program's efforts to test security controls, including ensuring that any changes in the system's inventory do not materially affect test results.

    Agency: Department of Commerce
    Status: Open

    Comments: NOAA agreed with our recommendation and has established a plan to address the limitations we identified in the program's efforts to test security controls. NOAA's plan outlines several actions, and the agency plans to complete these actions by Summer 2017. We will continue to evaluate NOAA's progress in implementing its planned actions.
    Recommendation: Given the importance of addressing risks on the JPSS satellite program, the Secretary of Commerce should direct the Administrator of NOAA to, when establishing plans of action and milestones to address critical and high risk vulnerabilities, schedule the completion dates within 30 days, as required by agency policy.

    Agency: Department of Commerce
    Status: Open

    Comments: NOAA agreed with our recommendation and has established a plan to address it. This plan includes multiple actions that are to be completed by the end of July 2017. We will continue to evaluate NOAA's progress.
    Recommendation: Given the importance of addressing risks on the JPSS satellite program, the Secretary of Commerce should direct the Administrator of NOAA to ensure that the agency and program are tracking and closing a consistent set of incident response activities.

    Agency: Department of Commerce
    Status: Open

    Comments: NOAA agreed with our recommendation and has made progress in addressing it. Specifically, NOAA developed a pilot of a new incident tracking and reporting system to manage its response activities. NOAA plans to complete additional steps to implement this recommendation. We will continue to evaluate NOAA's progress in addressing this recommendation.
    Recommendation: Given the importance of addressing risks on the JPSS satellite program, the Secretary of Commerce should direct the Administrator of NOAA to evaluate the costs and benefits of different launch scenarios for the Polar Follow-on program based on updated satellite life expectancies to ensure satellite continuity while minimizing program costs.

    Agency: Department of Commerce
    Status: Open

    Comments: NOAA agreed with this recommendation and provided some documentation on its efforts to evaluate different launch scenarios. However, the agency has not yet provided all of the documentation needed to confirm that this recommendation has been addressed. We continue to work with NOAA to obtain and review the documentation needed to address this recommendation.
    Director: Cristina Chaplain
    Phone: (202) 512-4841

    3 open recommendations
    including 1 priority recommendation
    Recommendation: To ensure that the SLS cost and schedule estimates better conform with best practices and are useful to support management decisions, the NASA Administrator should direct SLS officials to update the SLS cost and schedule estimates, at least annually, to reflect actual costs and schedule and record any reasons for variances before preparing their budget requests for the ensuing fiscal year. To the extent practicable, these updates should also incorporate additional best practices including thoroughly documenting how data were adjusted for use in the update and cross-checking results to ensure they are credible.

    Agency: National Aeronautics and Space Administration
    Status: Open
    Priority recommendation

    Comments: NASA agreed with this recommendation and reported taking steps to address it through its annual assessment of the SLS's current cost and schedule estimates against its Agency Baseline Commitment. The agency provided the results of this assessment but did not address the deficiencies we identified in NASA's original estimate, including thoroughly documenting how data were adjusted for the update and cross-checking the results to ensure credibility. In order to close this recommendation, NASA's estimate of its current costs would ideally include documentation of how data were adjusted for use in the updated estimate as well as an explanation of any estimating methodology crosschecks. At a minimum, the estimate documentation should include an explanation of variances between the original estimate and the current estimate.
    Recommendation: To provide more comprehensive information on program performance, the NASA administrator should direct the SLS program to expedite implementation of the program-level EVM system.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: The SLS program concurred with our recommendation and has taken steps to implement a program-level earned value management (EVM) system. In May 2016, NASA and Boeing finalized its contract with Boeing for the SLS core stage, the largest development effort in the program. According to NASA officials, the SLS program began receiving contractor earned value management data derived from the new core stage performance measurement baseline in fall 2016. At that time the program implemented a program-level EVM system tracking both in-house and contractor effort.
    Recommendation: To ensure that decisionmakers are able to track progress toward the agency's committed launch readiness date, the NASA administrator should direct the SLS program to include as part of the program's quarterly reports to NASA headquarters a reporting mechanism that tracks and reports program progress relative to the agency's external committed cost and schedule baselines.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: The SLS program concurred with our recommendation. According to NASA officials, the program has taken steps to track and report progress relative to the agency's external committed cost and schedule baselines within the program's quarterly reports to NASA headquarters. The program, however, has not yet provided documentation of these actions to GAO.
    Director: David C. Trimble
    Phone: (202) 512-3841

    2 open recommendations
    Recommendation: To develop reliable cost estimates for the TRU waste removal project and for the TWF construction project at LANL, the Secretary of Energy should direct NNSA and the Office of Environmental Management to revise the cost estimate for the TRU waste removal project to ensure that it uses updated assumptions based on the current understanding of project conditions, such as the status of WIPP.

    Agency: Department of Energy
    Status: Open

    Comments: As of April 2017, Department of Energy (DOE) officials indicated that a revised life-cycle baseline cost estimate was prepared for all Office of Environmental Management mission work at Los Alamos National Laboratory, including transuranic waste removal work. DOE approved the revised cost estimate in July 2016. After we review documentation of the estimate, we will evaluate whether it is sufficient to close the recommendation.
    Recommendation: To develop reliable cost estimates for the TRU waste removal project and for the TWF construction project at LANL, the Secretary of Energy should direct NNSA to revise and update the TWF project's cost estimate by following all best practices for developing a reliable cost estimate that covers all life-cycle costs for better managing the project going forward.

    Agency: Department of Energy
    Status: Open

    Comments: The Department of Energy (DOE) agreed with the recommendation. As of March 2017, DOE indicated that Los Alamos National Laboratory prepared a cost estimate for the operations and maintenance of the Transuranic Waste Facility (TWF) facility in December 2015, which was reviewed and accepted by the responsible program offices. DOE indicated that the revised estimate reflected operational costs for a seven-year window and incorporated applicable best practices, including documentation of any significant deviations and uncertainties impacting the estimate, among other things. After we obtain documentation of the estimate, we will evaluate the action to determine whether it is sufficient to close the recommendation as implemented.
    Director: Robert Goldenkoff
    Phone: (202) 512-2757

    3 open recommendations
    including 3 priority recommendations
    Recommendation: To assist the interagency working group, known as the Federal Agency Skills Team (FAST), to better identify government-wide skills gaps having programmatic impacts and measure its progress towards closing them, the Director of OPM--in conjunction with the CHCO Council--should strengthen its approach and methodology by (1) assisting FAST in developing goals for closing skills gaps with targets that are both clear and measurable; (2) working with FAST to design outcome-oriented performance metrics that align with overall targets for closing skills gaps and link to the activities for addressing kills gaps; (3) incorporating greater input from subject matter experts, as planned; and (4) ensuring FAST consistently follows key practices for project planning.

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

    Comments: As of October 2016, OPM has sought to strengthen the methodology for closing skills gaps by offering skills gap closure training to 1) agency officials with respect to agency-specific skills gaps, and 2) interagency working groups with respect to government-wide skills gaps. Held during the spring of 2016, this OPM-led training sought to provide agency officials with methodologies for identifying the root causes for skills gaps, as well as provide assistance in developing action plans for implementing and monitoring their strategies to address these skills gaps. OPM officials stated that these interagency teams will report on a quarterly basis to the OPM Director on their progress to implement these strategies, beginning in January 2017. OPM, in conjunction with OMB, agencies, and the CHCO Council, needs to ensure that this infrastructure is implemented as developed.
    Recommendation: To ensure that OPM builds the predictive capacity to identify emerging skills gaps across the government--including the ability to collect and use reliable information on the competencies of the federal workforce for government-wide workforce analysis--the Director of OPM should (1) establish a schedule specifying when OPM will modify its Enterprise Human Resources Integration database to capture staffing data that it currently collects from agencies through its annual workforce data reporting process; and (2) work with agency CHCOs to bolster the ability of agencies to assess workforce competencies by sharing competency surveys, lessons learned, and other tools and resources.

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

    Comments: As of October 2016, officials reported that OPM has partnered with the Chief Learning Officers Council to leverage resources to develop a framework to support agencies efforts to develop competency assessments. Additionally, OPM reported that it has created an internal working group to determine whether its Enterprise Human Resources Integration (EHRI) personnel database can support having a predictive capacity for identifying emerging skills gaps across the government, including the ability to collect and use information on the competencies of the federal workforce. OPM needs to work with agencies to improve competency assessment across the government and to pursue modifying EHRI to support the collection of staffing and competency data.
    Recommendation: To help agencies and OPM better monitor progress toward closing skills gaps within agencies and government-wide, the Director of OPM should (1) work with the CHCO Council to develop a core set of metrics that all agencies should use as part of their HRstat data-driven reviews; and (2) coordinate with FAST personnel and explore the feasibility of collecting information needed by FAST as part of agencies' HRstat reviews.

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

    Comments: As of October 2016, officials reported that OPM has partnered with the CHCO Council to implement a government-wide set of metrics for use as part of a government-wide benchmarking effort. However, it has no plans to coordinate the data collection efforts of agencies' HRstat reviews with the collection efforts of OPM's and agencies' working groups to identify and address skills gaps. OPM stated that coordinating the data collection was not possible because agencies' HRstat reviews have different goals and collect different types of data than the working groups. We maintain that action on our recommendation is important because it is likely that the core metrics collected under HRstat could help inform the efforts of the working groups and thus reduce duplicative efforts. Moreover, the use of a core set of metrics from agencies' HRstat reviews could aid in monitoring actual progress in closing skills gaps government-wide.
    Director: Dave Powner
    Phone: (202) 512-9286

    1 open recommendations
    Recommendation: To address risks in the GOES-R program development and to help ensure that the satellite is launched on time, the Secretary of Commerce should direct the NOAA Administrator to address shortfalls in defect management identified in this report, including the lack of clear guidance on defect definitions, what defect metrics should be collected and reported, and how to establish a defect's priority or severity.

    Agency: Department of Commerce
    Status: Open

    Comments: NOAA agreed with this recommendation. The agency subsequently reported that contractors are required to report defects and that the agency can place a hold or put liens against contractors if defects are not addressed. NOAA also provided documentation to support its recurring meetings at which defects are addressed. Additionally, NOAA provided documentation on its defect reporting requirements and definitions. However, NOAA did not provide documentation showing what defect metrics should be collected and reported, and how to establish a defect's priority or severity. We will continue to monitor the agency's actions on this recommendation.
    Director: Cristina Chaplain
    Phone: (202) 512-4841

    1 open recommendations
    Recommendation: In order to provide additional information and analyses to effectively manage the program and account for new risks identified after the 2011 replan, the NASA Administrator should direct JWST project officials to follow best practices while conducting a cost risk analysis on the prime contract for the work remaining and ensure the analysis is updated as significant risks emerge.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: JWST did conduct a cost risk analysis and provided the results to GAO. We reported in GAO-16-112 that it substantially met best practices. However, the project stated they did not plan to update the analysis as significant risks emerged, which is a key element of the recommendation.
    Director: David C. Trimble
    Phone: (202) 512-3841

    1 open recommendations
    including 1 priority recommendation
    Recommendation: To minimize the risk of developing unreliable AOAs and incurring major cost increases and schedule delays on projects, the Secretary of Energy should direct DOE's Office of Acquisition and Project Management to update its project management order requirements to incorporate best practices for conducting an AOA.

    Agency: Department of Energy
    Status: Open
    Priority recommendation

    Comments: In May 2016, DOE updated its project management order (Order 413.3B) to require that AOAs for capital asset acquisition projects be consistent with published GAO best practices. DOE also planned to issue an AOA guide that will be critical to ensuring implementation of the new AOA requirement by providing DOE procedures for conducting reliable AOAs. According to a DOE official, development of the guide was on hold indefinitely along with all other actions to publish new, or update existing departmental directives in response to the two Presidential Executive Orders issued in January and February 2017 that directed federal agencies to, among other things, reduce and reform agency regulations. In the interim, DOE issued an AOA handbook in April 2017 but will not have fully addressed the recommendation until it completes the guide.
    Director: St James, Lorelei
    Phone: (202) 512-2834

    1 open recommendations
    Recommendation: To improve the management of VA's leased outpatient-clinic projects, the Secretary of Veterans Affairs should update VHA's guidance for leasing outpatient clinics to better reflect the roles and responsibilities of all VA staff involved in leasing projects.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: On March 30, 2017, the Executive Director, Office of Construction and Facilities management told GAO that VA intends to issue an updated Leasing Manual by the end of fiscal year 2017. GAO plans to close this recommendation when the new manual is issued.
    Director: Thomas Melito
    Phone: (202) 512-9601

    4 open recommendations
    Recommendation: To improve the efficiency and accountability of the emergency food aid procurement process, the Secretary of Agriculture and Administrator of USAID should direct their staffs to work together to take steps to improve USDA's ability to account for U.S. government funds by ensuring that USAID provides USDA with accurate prepositioned commodity inventory data that USDA can independently verify.

    Agency: Department of Agriculture
    Status: Open

    Comments: As of May 2017, according to USDA officials, they are aware that USAID is working on a Statement of Work for a system to track prepositioned commodity inventory data.
    Recommendation: To improve the efficiency and accountability of the emergency food aid procurement process, the Secretary of Agriculture and Administrator of USAID should direct their staffs to work together to take steps to improve USDA's ability to account for U.S. government funds by ensuring that USAID provides USDA with accurate prepositioned commodity inventory data that USDA can independently verify.

    Agency: United States Agency for International Development
    Status: Open

    Comments: As of May 2017, USAID plans to have a contract to develop a system to track prepositioned commodity inventory data, by the end of fiscal year 2017.
    Recommendation: To improve the efficiency and accountability of the emergency food aid procurement process, the Secretary of Agriculture and Administrator of USAID should direct their staffs to work together to take steps to assess WBSCM's functionality by testing the international procurement functions that have been modified since April 2011 and documenting the results.

    Agency: Department of Agriculture
    Status: Open

    Comments: As of May 2017, USDA has held multiple meetings with USAID as part of its Business Management Improvement initiative, to assess Web Based Supply Chain Management's (WBSCM) functionality and test the international procurement functions, and have documented some of the results of some of those meetings.
    Recommendation: To improve the efficiency and accountability of the emergency food aid procurement process, the Secretary of Agriculture and Administrator of USAID should direct their staffs to work together to take steps to assess WBSCM's functionality by testing the international procurement functions that have been modified since April 2011 and documenting the results.

    Agency: United States Agency for International Development
    Status: Open

    Comments: As of May 2017, USAID has participated in multiple meetings with USDA to assess Web Based Supply Chain Management's (WBSCM) functionality and test the international procurement functions, and are gathering documentation from this process. According to USAID officials, they plan to submit documentation to GAO to close this recommendation by the end of fiscal year 2017.
    Director: David C. Trimble
    Phone: (202) 512-3841

    3 open recommendations
    Recommendation: To identify lessons learned from and provide assurance of preventing recurrence of cost increases for the MOX facility and WSB, and to develop reliable cost estimates for the Plutonium Disposition program, the Secretary of Energy should direct the DOE and NNSA Offices of Acquisition and Project Management and the NNSA office responsible for managing the Plutonium Disposition program, as appropriate, to revise and update the program's life-cycle cost estimate following the 12 key steps described in the GAO Cost Estimating and Assessment Guide for developing high-quality cost estimates, such as conducting an independent cost estimate to provide an objective and unbiased assessment of whether the estimate can be achieved.

    Agency: Department of Energy
    Status: Open

    Comments: DOE is currently evaluating dilute and dispose as a potential alternative approach to the MOX approach. As a result, DOE does not plan to update the Plutonium Disposition Program life-cycle estimate until a decision is made on which approach to pursue. We will continue to monitor this situation and update the status of this recommendation once DOE has made a decision on the approach taken by this program.
    Recommendation: To identify lessons learned from and provide assurance of preventing recurrence of cost increases for the MOX facility and WSB, and to develop reliable cost estimates for the Plutonium Disposition program, the Secretary of Energy should direct the DOE and NNSA Offices of Acquisition and Project Management and the NNSA office responsible for managing the Plutonium Disposition program, as appropriate, to ensure that the MOX contractor revises its proposal for increasing the cost of the MOX facility to meet all best practices for a high-quality, reliable cost estimate--for example, by cross-checking major cost elements to determine whether alternative estimating methods produce similar results.

    Agency: Department of Energy
    Status: Open

    Comments: DOE is currently evaluating dilute and dispose as a potential alternative approach to the MOX approach. As a result, DOE does not plan to update the proposal for increasing the cost of the MOX facility until a decision is made on which approach to pursue. We will continue to monitor this situation and update the status of this recommendation once DOE has made a decision on the approach taken by this program.
    Recommendation: To ensure that future DOE projects benefit from lessons learned that reflect the underlying causes of cost increases or schedule delays experienced by other projects, and that Congress and DOE have life-cycle cost estimates for DOE programs that include individual construction projects, the Secretary of Energy should revise DOE's project management order or otherwise implement a departmentwide requirement by requiring life-cycle cost estimates covering the full cost of programs that include both construction projects and other efforts and activities not related to construction.

    Agency: Department of Energy
    Status: Open

    Comments: DOE revised its project management order in May 2016 but did not make any changes in regards to this recommendation. We will continue to monitor DOE activities, if any, related to this recommendation.
    Director: Fennell, Anne-marie Lasowski
    Phone: (202) 512-3841

    1 open recommendations
    Recommendation: To improve communication between the Corps and nonfederal sponsors of flood control projects, the Secretary of Defense should direct the Chief of Engineers and Commanding General of the U.S. Army Corps of Engineers take steps to ensure that flood control project delivery teams comply with agency guidance to develop communications plans for flood control projects.

    Agency: Department of Defense
    Status: Open

    Comments: As of December 2016, GAO is awaiting action by the agency to implement this recommendation.
    Director: Powner, David A
    Phone: (202)512-9286

    1 open recommendations
    Recommendation: The Secretaries of Agriculture and Commerce should address the weaknesses in agency- and bureau-led TechStat processes and management outlined in this report.

    Agency: Department of Agriculture
    Status: Open

    Comments: The agency partially agreed with our assessment of the agency's TechStat process, but has not yet implemented our recommendation. At the time of our review, we identified several weaknesses in the agency's TechStat processes and management, including holding bureau-led TechStats, incorporating TechStats in its capital planning and governance structure, providing training on TechStats, and consistently capturing action steps, deadlines, and responsibilities in its TechStat memorandums. In an April 2017 update, the agency stated that it had not held any TechStats in 2016, but had identified several candidates for TechStats within the next 6 months. In addition, the agency plans to update its capital planning documents to include the TechStat program in late summer 2017. In addition, it has not finalized its TechStat training documentation, but plans to complete the documentation in late summer 2017. We will continue to monitor the implementation of this recommendation.
    Director: Goldstein, Mark L
    Phone: (202)512-3000

    3 open recommendations
    Recommendation: In order to improve the planning and oversight for future courthouse construction projects, to increase the efficiency of courtroom usage through courtroom sharing, and to ensure that future courthouses are built within the congressionally authorized gross square footage, the Administrator of GSA should establish sufficient internal control activities to ensure that regional GSA officials understand and follow GSA's space measurement policies throughout the planning and construction of courthouses. These control activities should allow for accurate comparisons of the size of a planned courthouse with the congressionally authorized gross square footage throughout the design and construction process.

    Agency: General Services Administration
    Status: Open

    Comments: GSA has provided information to support closing this recommendation that GAO is evaluating.
    Recommendation: In order to improve the planning and oversight for future courthouse construction projects, to increase the efficiency of courtroom usage through courtroom sharing, and to ensure that future courthouses are built within the congressionally authorized gross square footage, the Administrator of GSA should, in order to avoid requesting insufficient space for courtrooms based on the AnyCourt model's identification of courtroom space needs, establish a process, in cooperation with the Director of the Administrative Office of the U.S. Courts, by which the planning for the space needed per courtroom takes into account GSA's space measurement policy related to tenant floor cuts if a courthouse may be designed with courtrooms that have tenant floor cuts.

    Agency: General Services Administration
    Status: Open

    Comments: GSA has provided information to support closing this recommendation that GAO is evaluating.
    Recommendation: In order to improve the planning and oversight for future courthouse construction projects, to increase the efficiency of courtroom usage through courtroom sharing, and to ensure that future courthouses are built within the congressionally authorized gross square footage, the Administrator of GSA should report to congressional authorizing committees when the design of a courthouse exceeds the authorized size by more than 10 percent, including the reasons for the increase in size.

    Agency: General Services Administration
    Status: Open

    Comments: GSA has provided information to support closing this recommendation that GAO is evaluating.
    Director: Trimble, David
    Phone: (202) 512-3000

    3 open recommendations
    Recommendation: To improve the management of the stockpile life extension program, the Administrator of NNSA should direct the Deputy Administrator for Defense Programs to develop a realistic schedule for the W76 warhead and future life extension programs that allows NNSA to (1) address technical challenges while meeting all military requirements and (2) build in time for unexpected technical challenges that may delay the program.

    Agency: Department of Energy: National Nuclear Security Administration
    Status: Open

    Comments: In past and ongoing work, GAO has identified areas where NNSA's modernization plans may not align with planned funding requests over the Future Years Nuclear Security Plan (FYNSP) and post-FYNSP periods. Based on the FY 2014 Stockpile Stewardship and Management Plan (SSMP), (GAO-14-45) NNSA plans to work on five LEPs or major alterations through 2038. The FY 2014 SSMP states that the LEP workload represents a resource and production throughput challenge that requires improvements in LEP planning and execution. GAO's analysis indicates there is limited contingency time built into the LEP schedules, all of which are technically ambitious. Any delays in schedules could lead to an increase in program costs or a reduction in the number built for any of the LEPs, both of which have occurred in prior and ongoing LEPs. While NNSA has acknowledged issues and identified some steps to improve the LEP process, this recommendation will remain open and unimplemented until NNSA demonstrates successful LEP and refurbishment execution. We recently reconfirmed this finding in GAO-17-341 where we found the following: In some cases, NNSA's fiscal year 2017 nuclear security budget materials do not align with the agency's modernization plans, both within the 5-year Future-Years Nuclear Security Program (FYNSP)for fiscal years 2017 through 2021 and beyond, raising concerns about the affordability of NNSA's planned portfolio of modernization programs.
    Recommendation: To improve the management of the stockpile life extension program, the Administrator of NNSA should direct the Deputy Administrator for Defense Programs to ensure that the program managers responsible for overseeing the construction of new facilities directly related to future life extension programs coordinate with the program managers of such future programs to avoid the types of delays and problems faced with the construction and operation of the Fogbank manufacturing facility for the W76 program.

    Agency: Department of Energy: National Nuclear Security Administration
    Status: Open

    Comments: A number of Stockpile Stewardship and Management Plans (SSMP) states that the life extension program (LEP) workload represents a resource and production throughput challenge that requires improvements in LEP planning and execution. The officials elaborated that the main area that will be strained is pit production. The alternate plutonium strategy needs to be resourced fully to support the W78/88-1 LEP. Additionally, the officials said that the UPF transition needs to go as planned or there will be challenges in completing all of the planned LEPs. As such, this recommendation will remain open.
    Recommendation: To improve the management of the stockpile life extension program, the Administrator of NNSA should direct the Deputy Administrator for Defense Programs to ensure that program managers for the construction of new facilities for future life extensions base their schedule for the construction and start-up of a facility on the life extension program managers' needs identified in their risk mitigation strategies.

    Agency: Department of Energy: National Nuclear Security Administration
    Status: Open

    Comments: NNSA has generally improved its management of construction projects, to include requirements setting, Analysis of Alternatives, independent cost estimates, etc. However, it is too soon to tell if these positive developments will help-or hinder-LEPs that are underway or are being conducted. Key uranium activities, to include construction and operating funds will not be complete until 2025; key plutonium activities are underway as well, but will not be complete until the late 2020s. As a result, this recommendation will need to remain open.