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    Subject Term: "Executive agencies"

    26 publications with a total of 94 open recommendations including 1 priority recommendation
    Director: J. Christopher Mihm
    Phone: (202) 512-6806

    4 open recommendations
    Recommendation: The Director of OMB should revise and publicly issue OMB guidance--through an update to its Circular No. A-11, a memorandum, or other means--to provide time frames and associated milestones for implementing the federal program inventory. (Recommendation 2)

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Director of OMB should consider--as OMB determines its strategy for resumed implementation of the federal program inventory--using a systematic approach, such as the information architecture framework, to help ensure that GPRAMA requirements and our past recommendations for the inventory are addressed. (Recommendation 3)

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Director of OMB should work with the Performance Improvement Council to identify and share among agencies practices for expanding the use of data-driven performance reviews beyond agency priority goals, such as for other performance goals and at lower levels within agencies, that have led to performance improvements. (Recommendation 4)

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Director of OMB should update Performance.gov to explain that quarterly reporting on the fiscal year 2014 through 2017 cross-agency priority goals and fiscal year 2016 and 2017 agency priority goals (APGs) was suspended, and provide the location of final progress updates for these goals. (Recommendation 1)

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Beryl H. Davis
    Phone: (202) 512-2623

    2 open recommendations
    Recommendation: To help ensure that government-wide compliance under IPERA is consistently determined and reported, the Director of OMB should coordinate with CIGIE to develop and issue guidance, either jointly or independently, to specify what procedures should be conducted as part of the IGs' IPERA compliance determinations.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: OMB had no comments on the report or the recommendation to coordinate with CIGIE to develop guidance. Although this recommendation was not directed to CIGIE, the CIGIE Chairperson stated that CIGIE would coordinate with OMB as needed and provide feedback on any draft OMB guidance.
    Recommendation: To help fulfill USDA's requirements under IPERA and OMB guidance--that agencies submit proposals to Congress when a program reaches 3 or more consecutive years of noncompliance with IPERA criteria--the Secretary of Agriculture should submit a letter to Congress detailing proposals for reauthorization or statutory changes in response to 3 consecutive years of noncompliance as of fiscal year 2015 for its Farm Security and Rural Investment Act Program. To the extent that reauthorization or statutory changes are not considered necessary to bring a program into compliance, the Secretary or designee should state so in the letter.

    Agency: Department of Agriculture
    Status: Open

    Comments: USDA's Acting Deputy Secretary concurred with this recommendation.
    Director: Merritt, Zina Dache
    Phone: (202) 512-5257

    2 open recommendations
    Recommendation: To implement DOD guidance requiring the military departments to prepare readiness and Operation and Maintenance (O&M) budget impact assessments during drawdown planning, the Secretary of Defense should direct the Secretaries of the military departments to develop guidance that assigns responsibility for the preparation of impact assessments and includes direction on how such assessments should be conducted as part of drawdown planning.

    Agency: Department of Defense
    Status: Open

    Comments: In commenting on the draft report, DOD concurred with the recommendation.
    Recommendation: To implement DOD guidance requiring the military departments to prepare readiness and O&M budget impact assessments during drawdown planning, the Secretary of Defense should direct the Director, DSCA, to develop an internal control mechanism to determine whether the military departments have completed the required impact assessments before moving forward with drawdown planning and execution.

    Agency: Department of Defense
    Status: Open

    Comments: In commenting on the draft report, DOD concurred with the recommendation.
    Director: Yvonne D. Jones
    Phone: (202) 512-2717

    1 open recommendations
    Recommendation: To help ensure that OPM fulfills its oversight responsibilities related to adherence to merit system principles in hiring and to help improve agencies' compliance with OPM's stated policy on conversions, the Acting Director of OPM should establish a process for agencies to verify and correct, in a timely manner, political conversion data for use in required reports to Congress on conversion requests, and to identify those conversions not receiving OPM's prior approval.

    Agency: Office of Personnel Management
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Michelle Sager
    Phone: (202) 512-6806

    8 open recommendations
    including 1 priority recommendation
    Recommendation: The Commissioner of Internal Revenue should communicate more clearly the limitations of information not published in the IRB to taxpayers. Such action could include adding clarifying language to some pieces of information not published in the IRB, like FAQs, and amending policies and procedures, such as the Internal Revenue Manual (IRM), to clarify when IRS information should contain a statement regarding its legal authority and whether the item can be used or cited as precedent.

    Agency: Department of the Treasury: Internal Revenue Service
    Status: Open

    Comments: As of May 2017, IRS has informed GAO that it has implemented the recommendation. GAO is in the process of verifying that the recommendation was successfully implemented.
    Recommendation: The Commissioner of Internal Revenue should amend current policies and procedures for drafting guidance to include factors to consider when deciding what type of guidance to issue and procedures for documenting those decisions internally.

    Agency: Department of the Treasury: Internal Revenue Service
    Status: Open

    Comments: As of May 2017, IRS has informed GAO that it has implemented the recommendation. GAO is in the process of verifying that the recommendation was successfully implemented.
    Recommendation: The Commissioner of Internal Revenue should develop policies and procedures to help guidance-drafting teams assess whether non-regulatory guidance should be considered a rule for purposes of the Congressional Review Act (CRA) and in turn major, and document those assessments internally.

    Agency: Department of the Treasury: Internal Revenue Service
    Status: Open

    Comments: As of May 2017, IRS has informed GAO that it has implemented the recommendation. GAO is in the process of verifying that the recommendation was successfully implemented.
    Recommendation: The Commissioner of Internal Revenue should take action to ensure that required steps are consistently documented during key phases of the non-regulatory guidance process, as defined in the Chief Counsel Directives Manual.

    Agency: Department of the Treasury: Internal Revenue Service
    Status: Open

    Comments: As of May 2017, IRS has informed GAO that it has implemented the recommendation. GAO is in the process of verifying that the recommendation was successfully implemented.
    Recommendation: The Director of the Office of Management and Budget and the Secretary of the Treasury should examine the relevance of the long-standing agreement that exempts certain IRS regulations from executive order requirements and Office of Information and Regulatory Affairs (OIRA) oversight; and if relevant, make publicly available any reaffirmation of the agreement and the reasons for it.

    Agency: Department of the Treasury
    Status: Open
    Priority recommendation

    Comments: Treasury agreed with this recommendation. As of March 2017, Treasury stated that it has been reviewing IRS regulations in light of GAO's recommendations. Treasury also stated that Treasury and OMB have been assessing and discussing the relevance of the long-standing agreement that exempts certain IRS regulations from executive order requirements, but are waiting for key new appointees, including the OIRA administrator, to formalize the discussions.
    Recommendation: The Director of the Office of Management and Budget and the Secretary of the Treasury should examine the relevance of the long-standing agreement that exempts certain IRS regulations from executive order requirements and Office of Information and Regulatory Affairs (OIRA) oversight; and if relevant, make publicly available any reaffirmation of the agreement and the reasons for it.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: As of May 2017, OMB has not responded to GAO's request for information about any actions taken to implement this recommendation.
    Recommendation: The Director of Office of Management and Budget and the Secretary of the Treasury should develop a process to ensure that OIRA has the information necessary to determine whether IRS rules are major under CRA and significant under E.O.12866. Consideration should be given on ways to solicit public comments on the potential effects of proposed regulations and non-regulatory guidance, including measures of economic impacts, and on how to document internally the consideration of significant comments by both IRS and OIRA.

    Agency: Department of the Treasury
    Status: Open

    Comments: Treasury agreed with this recommendation. As of March 2017, Treasury stated that it has been reviewing IRS regulations in light of GAO's recommendations. Treasury also stated that Treasury and OMB have been assessing and discussing the relevance of the long-standing agreement that exempts certain IRS regulations from executive order requirements, but are waiting for key new appointees, including the OIRA administrator, to formalize the discussions.
    Recommendation: The Director of Office of Management and Budget and the Secretary of the Treasury should develop a process to ensure that OIRA has the information necessary to determine whether IRS rules are major under CRA and significant under E.O.12866. Consideration should be given on ways to solicit public comments on the potential effects of proposed regulations and non-regulatory guidance, including measures of economic impacts, and on how to document internally the consideration of significant comments by both IRS and OIRA.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: As of May 2017, OMB has not responded to GAO's request for information about any actions taken to implement this recommendation.
    Director: Asif A. Khan
    Phone: (202) 512-9869

    7 open recommendations
    Recommendation: To improve the Navy's implementation of the FIAR Guidance for its General Fund FBWT FIP and facilitate efforts to achieve SBR auditability, the Secretary of the Navy should direct the Assistant Secretary of the Navy, Financial Management and Comptroller, to prepare a level I quantitative drilldown in accordance with the FIAR Guidance.

    Agency: Department of Defense: Department of the Navy
    Status: Open

    Comments: The Navy concurred with this recommendation and stated that it has actions planned, taken, or under way to prepare a quantitative drilldown. In August 2017 we contacted the Navy POC and requested an update on the status of this recommendation.
    Recommendation: To improve the Navy's implementation of the FIAR Guidance for its General Fund FBWT FIP and facilitate efforts to achieve SBR auditability, the Secretary of the Navy should direct the Assistant Secretary of the Navy, Financial Management and Comptroller, to prioritize audit readiness efforts for the key FBWT systems, prepare an audit strategy that identifies for each system (1) the Navy's plan for assessing the system to gain assurance that the system can be relied on; (2) the assessment types, including prioritizing the assessments based on qualitative and quantitative factors for each system; and (3) planned start and completion dates of these assessments for each system.

    Agency: Department of Defense: Department of the Navy
    Status: Open

    Comments: The Navy concurred with this recommendation and stated that it has actions planned, taken, or under way to prioritize audit readiness efforts for key FBWT systems. In August 2017 we contacted the Navy POC and requested an update on the status of this recommendation.
    Recommendation: To improve the Navy's implementation of the FIAR Guidance for its General Fund FBWT FIP and facilitate efforts to achieve SBR auditability, the Secretary of the Navy should direct the Assistant Secretary of the Navy, Financial Management and Comptroller, to prepare, in accordance with FIAR Guidance, the documentation of control activities and information technology general computer controls for significant systems; system certifications or accreditations; system, end user, and systems documentation locations; and hardware, software, and interfaces.

    Agency: Department of Defense: Department of the Navy
    Status: Open

    Comments: The Navy concurred with this recommendation and stated that it has actions planned, taken, or under way to document control activities, information technology general computer controls for significant systems, systems documentation locations, and hardware, software, and interfaces. In August 2017 we contacted the Navy POC and requested an update on the status of this recommendation.
    Recommendation: To improve the Navy's implementation of the FIAR Guidance for its General Fund FBWT FIP and facilitate efforts to achieve SBR auditability, the Secretary of the Navy should direct the Assistant Secretary of the Navy, Financial Management and Comptroller, to prepare an internal control assessment document for each assessable unit, summarizing control activities that are appropriately designed and in place.

    Agency: Department of Defense: Department of the Navy
    Status: Open

    Comments: The Navy concurred with this recommendation and stated that it has actions planned, taken, or under way to prepare an internal control assessment document. In August 2017 we contacted the Navy POC and requested an update on the status of this recommendation.
    Recommendation: To improve the Navy's implementation of the FIAR Guidance for its General Fund FBWT FIP and facilitate efforts to achieve SBR auditability, the Secretary of the Navy should direct the Assistant Secretary of the Navy, Financial Management and Comptroller, to perform sufficient testing for supporting documentation to reasonably determine whether such documentation, including that for key reconciliations, is available in a sustainable manner for future audit efforts.

    Agency: Department of Defense: Department of the Navy
    Status: Open

    Comments: The Navy concurred with this recommendation and stated that it has actions planned, taken, or under way to test the effectiveness of Fund Balance with Treasury controls, which includes assessing the availability of supporting documentation. In August 2017 we contacted the Navy POC and requested an update on the status of this recommendation.
    Recommendation: To improve the Navy's implementation of the FIAR Guidance for its General Fund FBWT FIP and facilitate efforts to achieve SBR auditability, the Secretary of the Navy should direct the Assistant Secretary of the Navy, Financial Management and Comptroller, to, for each fiscal year expected to be under audit, identify and address unusual and invalid transactions, abnormal balances, and missing data fields in the universe of collection and disbursement transactions.

    Agency: Department of Defense: Department of the Navy
    Status: Open

    Comments: The Navy concurred with this recommendation and stated that it has actions planned, taken, or under way to obtain monthly data from Defense Finance and Accounting Service on invalid Fund Balance with Treasury transactions. In August 2017 we contacted the Navy POC and requested an update on the status of this recommendation.
    Recommendation: To improve the Navy's implementation of the FIAR Guidance for its General Fund FBWT FIP and facilitate efforts to achieve SBR auditability, the Secretary of the Navy should direct the Assistant Secretary of the Navy, Financial Management and Comptroller, to update FBWT data flowcharts and narratives to fully describe the flow of data from the Navy's receipt of collection and disbursement transaction information through the financial statement line items, including the reversal of general ledger trial balance data generated by the automated system and other entries made within Defense Departmental Reporting System - Budgetary.

    Agency: Department of Defense: Department of the Navy
    Status: Open

    Comments: The Navy concurred with this recommendations and stated that it has actions planned, taken, or under way to develop procedures and documentation that describe the processes associated with the flow of data. In August 2017 we contacted the Navy POC and requested an update on the status of this recommendation.
    Director: David A. Powner
    Phone: (202) 512-9286

    5 open recommendations
    Recommendation: To effectively measure 18F's performance, the Administrator of GSA should direct the Commissioner for the Technology Transformation Service to ensure that goals and associated performance measures are outcome-oriented and that performance measures have targets, including (1) performance measures and targets tied to fully recovering program costs; and (2) goals, performance measures, and targets for how the program will achieve its mission after September 2016.

    Agency: General Services Administration
    Status: Open

    Comments: The General Services Administration (GSA) agreed with, and has begun to take steps to implement, this recommendation. Specifically, GSA developed a quarterly performance report for fiscal year 2017 that includes an outcome-oriented goal for 18F as well as associated performance measures and targets. According to a Technology Transformation Service official, GSA plans to expand its quarterly performance report for fiscal year 2018 to reflect additional 18F goals and performance measures, including measures tied to fully recovering program costs. We will continue to evaluate GSA's progress in implementing this recommendation.
    Recommendation: To effectively measure 18F's performance, the Administrator of GSA should direct the Commissioner for the Technology Transformation Service to assess actual results for each performance measure.

    Agency: General Services Administration
    Status: Open

    Comments: The General Services Administration (GSA) agreed with, and has begun to take steps to implement, this recommendation. Specifically, GSA developed a quarterly performance report for fiscal year 2017 that includes an outcome-oriented goal for 18F as well as associated performance measures with targets. Additionally, GSA has assessed actual results of the performance measures for the first two quarters of fiscal year 2017. According to a Technology Transformation Service official, GSA plans to expand its quarterly performance report for fiscal year 2018 to include additional 18F goals and performance measures. We will continue to evaluate GSA's progress in implementing this recommendation.
    Recommendation: To effectively measure performance, prioritize USDS's resources, and ensure that CIOs play an integral role in agency digital service teams, the Director of the Office of Management and Budget should direct the Federal Chief Information Officer to ensure that all goals and associated performance measures are outcome-oriented and that performance measures have targets.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: The Office of Management and Budget (OMB) generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in its December 2016 report to Congress, OMB developed three goals for U.S. Digital Service (USDS): (1) rethink how the federal government builds and buys digital services; (2) expand the use of common, platforms, services, and tools; and (3) bring top technical talent into public service. In addition, OMB established performance measures with targets for its third goal and for each of the program's major projects. However, OMB has not established performance measures for the first two USDS goals. Further, the program's third goal is not outcome-oriented. We will continue to evaluate OMB's progress in implementing this recommendation.
    Recommendation: To effectively measure performance, prioritize USDS's resources, and ensure that CIOs play an integral role in agency digital service teams, the Director of the Office of Management and Budget should direct the Federal Chief Information Officer to assess actual results for each performance measure.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: The Office of Management and Budget (OMB) generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in its December 2016 report to Congress, OMB assessed the results of performance measures for one of the U.S. Digital Service (USDS) program's goals--bring top technical talent into public service--and for each of the program's major projects. However, OMB has not established performance measures for the other two USDS goals--rethink how the federal government builds and buys digital services; and expand the use of common, platforms, services, and tools. We will continue to evaluate OMB's progress in implementing this recommendation.
    Recommendation: To effectively measure performance, prioritize USDS's resources, and ensure that CIOs play an integral role in agency digital service teams, the Director of the Office of Management and Budget should direct the Federal Chief Information Officer to update USDS policy to clearly define the responsibilities and authorities governing the relationships between CIOs and the digital service teams and require existing agency digital service teams to address this policy. In doing so, the Federal Chief Information Officer should ensure that this policy is aligned with relevant federal law and OMB guidance on CIO responsibilities and authorities.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: The Office of Management and Budget (OMB) generally agreed with, and has begun to take steps to implement, this recommendation. In particular, OMB updated its digital service team policy to require that teams appropriately inform their chief information officers (CIO) regarding U.S. Digital Service (USDS) projects. However, the policy does not describe the responsibilities or authorities governing the relationships between CIOs and digital service teams. We will continue to evaluate OMB's progress in implementing this recommendation.
    Director: Yvonne D. Jones
    Phone: (202) 512-6806

    2 open recommendations
    Recommendation: To help ensure HHS has reliable data on SGEs not serving on federal boards, the Secretary of HHS should take steps to improve the reliability of data on SGEs not serving on boards. For example, the agency could reconcile human capital data with general counsel and ethics office data, or issue clarifying guidance to human capital staff on appropriately identifying SGEs in human capital databases.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: In October 2016, HHS submitted its action plan to address GAO's recommendations. HHS stated the agency is currently reviewing its internal policies and procedures related to the hiring of special government employees not serving on boards to identify policy options that might improve data reliability.
    Recommendation: To help ensure that agencies report consistent and reliable data, the Director of OGE should determine (e.g., through a survey of Designated Agency Ethics Officials and/or by analyzing agency data) whether other executive branch agencies are experiencing data challenges similar to HHS, State, and NRC. If they are, the Director should take steps to help the agencies strengthen their data.

    Agency: Office of Government Ethics
    Status: Open

    Comments: In October 2016, OGE submitted its action plan to address GAO's recommendations. OGE reported having a number of actions underway. OGE stated the agency is surveying agency ethics officials to determine whether executive branch agencies are experiencing data challenges related to special government employees not serving on boards. According to OGE, the agency plans to evaluate what steps may help agencies strengthen their data if the survey results show agencies are experiencing data challenges. OGE reported that, in consultation with OPM, the agency proposed new regulations that would improve coordination between agency human resource officials and agency ethics officials by requiring agency human resource officials to provide ethics officials with prompt notification of the appointment of all financial disclosure report filers, including special government employees. OGE also reported expanding the agency's ongoing review of the Department of Health and Human Services (HHS) in light of GAO's recommendation for HHS to take steps to improve the reliability of data on SGEs not serving on boards. OGE plans to evaluate the mechanisms HHS has in place for tracking special government employees not serving on boards and may offer recommendations for improving them.
    Director: David J. Wise
    Phone: (202) 512-2834

    2 open recommendations
    Recommendation: To increase the completeness of information on the federal government's real property holdings and improve the coordination among federal entities that lease real property, the Deputy Director of the OMB--as chair of the FRPC--should establish efficient methods for including data from non-FRPC member entities in the FRPP.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To increase the completeness of information on the federal government's real property holdings and improve the coordination among federal entities that lease real property, the Deputy Director of the OMB--as chair of the FRPC--should establish efficient methods for increasing collaboration between FRPC member and non-member entities, including sharing leading real-property management practices.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Beryl Davis
    Phone: (202) 512-2623

    2 open recommendations
    Recommendation: To help fulfill the IPERA and OMB requirements to submit proposals to Congress when agencies reach 3 or more consecutive years of noncompliance with IPERA criteria, the Secretary of Agriculture or a designee should submit a letter to Congress detailing proposals for reauthorization or statutory changes in response to 3 consecutive years of noncompliance as of fiscal year 2014 for its (1) Child and Adult Care Food Program; (2) School Breakfast Program; (3) National School Lunch Program; and (4) Special Supplemental Nutrition Program for Women, Infants, and Children. To the extent that reauthorization or statutory changes are not considered necessary to bring a program into compliance, the Secretary or designee should state so in the letter.

    Agency: Department of Agriculture
    Status: Open

    Comments: We provided a draft of this report to OMB, the IG offices of the 24 CFO Act agencies, and the CFO offices of those agencies with programs that were determined to be noncompliant with IPERA criteria for 3 consecutive years as of fiscal year 2014. In their e-mailed response, officials from the CFO office at USDA neither concurred nor disagreed with our recommendations. We will continue to monitor the status of this recommendation.
    Recommendation: To help fulfill the IPERA and OMB requirements to submit proposals to Congress when agencies reach 3 or more consecutive years of noncompliance with IPERA criteria, the Secretary of Defense or a designee should submit a letter to Congress detailing proposals for reauthorization or statutory changes in response to 3 consecutive years of noncompliance as of fiscal year 2014 for its Department of Defense Travel Pay program. To the extent that reauthorization or statutory changes are not considered necessary to bring the program into compliance, the Secretary or designee should state so in the letter.

    Agency: Department of Defense
    Status: Open

    Comments: We provided a draft of this report to OMB, the IG offices of the 24 CFO Act agencies, and the CFO offices of those agencies with programs that were determined to be noncompliant with IPERA criteria for 3 consecutive years as of fiscal year 2014. In their written comments, the offices of the DOD CFO and DOD IG concurred with our recommendations. The DOD CFO office noted that it does not consider reauthorization or statutory change necessary for its Travel Pay program, but will submit a letter to Congress containing planned actions for improvement by August 30, 2016. As of June 2, 2017, no updated information has been provided by the Department of Defense. We will continue to monitor the status of this recommendation.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    2 open recommendations
    Recommendation: To provide greater assurance that the Interagency Rotation Program for national security personnel will be implemented as provided in section 1107 of the National Defense Authorization Act for Fiscal Year 2013, the Director of the Office of Personnel Management, in collaboration with the Committee on National Security Personnel, should establish a clear leadership and oversight structure to guide future implementation efforts.

    Agency: Office of Personnel Management
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To provide greater assurance that the Interagency Rotation Program for national security personnel will be implemented as provided in section 1107 of the National Defense Authorization Act for Fiscal Year 2013, the Director of the Office of Personnel Management, in collaboration with the Committee on National Security Personnel, should work with the departments and agencies to identify and take action on necessary next steps to proceed with the program's implementation, including developing and issuing required guidance for implementation within identified timeframes.

    Agency: Office of Personnel Management
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: J. Christopher Mihm
    Phone: (202) 512-6806

    5 open recommendations
    Recommendation: To help ensure that agency review processes provide frequent, regular opportunities to assess progress on agency priority goals (APG), and are conducted in a manner consistent with GPRA Modernization Act of 2010 (GPRAMA) requirements, OMB guidance, and leading practices, the Secretary of Defense should work with the COO and PIO to modify the Department's review processes to ensure that review meetings are led by the agency head or COO.

    Agency: Department of Defense
    Status: Open

    Comments: In March 2016, the DCMO and DOD Chief Information Officer released a memorandum stating that DOD would no longer hold in-person quarterly reviews of progress on APGs, and that the only issues that would be reviewed are those "requiring specific visibility." This approach is not consistent with the requirements of GPRAMA or OMB guidance, which require agencies to hold in-person, leadership-driven reviews of progress on all APGs at least once each quarter. We will continue to monitor the status of agency actions to address this recommendation.
    Recommendation: To help ensure that agency review processes provide frequent, regular opportunities to assess progress on agency priority goals (APG), and are conducted in a manner consistent with GPRA Modernization Act of 2010 (GPRAMA) requirements, OMB guidance, and leading practices, the Secretary of Defense should work with the COO and PIO to modify the Department's review processes to ensure that review meetings are used to review progress on all APGs at least once a quarter, discuss at-risk goals and improvement strategies, and assess whether specific program activities, policies, or other activities are contributing to goals as planned.

    Agency: Department of Defense
    Status: Open

    Comments: In March 2016 the Deputy Chief Management Officer (DCMO) and DOD Chief Information Officer released a memorandum stating that DOD would no longer hold in-person quarterly reviews of progress on APGs, and that the only issues that would be reviewed are those "requiring specific visibility." This approach is not consistent with the requirements of GPRAMA or OMB guidance, which require that agencies hold in-person reviews of progress on all APGs and identify any necessary improvement strategies at least once each quarter. We will continue to monitor the status of agency actions to address this recommendation.
    Recommendation: To help ensure that agency review processes provide frequent, regular opportunities to assess progress on agency priority goals (APG), and are conducted in a manner consistent with GPRA Modernization Act of 2010 (GPRAMA) requirements, OMB guidance, and leading practices, the Secretary of Defense should work with the COO and PIO to modify the Department's review processes to ensure that review meetings are used by participants to identify, agree upon, document and track follow-up actions.

    Agency: Department of Defense
    Status: Open

    Comments: In March 2016, the DCMO and DOD Chief Information Officer released a memorandum stating that DOD would no longer hold in-person quarterly reviews of progress on agency priority goals (APGs), and that the only issues that would be reviewed are those "requiring specific visibility." This approach is not consistent with OMB guidance or leading practices, which state that agencies should identify follow-up actions and responsible parties for implementing them, and subsequently track their status at in-person reviews at least once each quarter. We will continue to monitor the status of agency actions to address this recommendation.
    Recommendation: To help ensure that agency review processes provide frequent, regular opportunities to assess progress on agency priority goals (APG), and are conducted in a manner consistent with GPRA Modernization Act of 2010 (GPRAMA) requirements, OMB guidance, and leading practices, the Secretary of State should work with the COO and PIO to modify the Department's review processes to ensure that progress on each APG is reviewed in an in-person review meeting at least quarterly.

    Agency: Department of State
    Status: Open

    Comments: According to State Department staff, as of June 2016, the department continues to hold in-person review meetings for APGs involving agency leaders, goal leaders, and other stakeholders only once a year. We will continue to monitor the status of agency actions to address this recommendation.
    Recommendation: To help ensure that agency review processes provide frequent, regular opportunities to assess progress on agency priority goals (APG), and are conducted in a manner consistent with GPRA Modernization Act of 2010 (GPRAMA) requirements, OMB guidance, and leading practices, the Secretary of State should work with the COO and PIO to modify the Department's review processes to ensure that the reviews are led by the agency head or COO.

    Agency: Department of State
    Status: Open

    Comments: According to information provided by State Department officials in June 2016, the department's in-person review meetings continue to be led by the PIO. Although the Deputy Secretary for Management and Resources, who serves as the State Department's COO, receives a quarterly written summary of progress on State's APGs, this approach is not consistent with the requirements of the GPRA Modernization Act (GPRAMA) or Office of Management and Budget (OMB) guidance that the agency head and/or the COO conduct quarterly, in-person reviews. We will continue to monitor the status of agency actions to address this recommendation.
    Director: Carol R. Cha
    Phone: (202) 512-4456

    27 open recommendations
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Commerce should ensure an inventory of mobile devices and services is established department-wide (i.e., all components' devices and associated services are accounted for).

    Agency: Department of Commerce
    Status: Open

    Comments: The Department of Commerce has not yet implemented this recommendation. In response to our report, the department said it planned to address the recommendation by the second quarter of fiscal year 2016. However, as of August 2017, it had not demonstrated that it had done so. We will continue to monitor the department's progress.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Commerce should ensure a reliable department-wide inventory of mobile service contracts is developed and maintained.

    Agency: Department of Commerce
    Status: Open

    Comments: The Department of Commerce has not yet implemented this recommendation. In response to our report, the department said it planned to address the recommendation by the second quarter of fiscal year 2016. However, as of August 2017, it had not demonstrated that it had done so. We will continue to monitor the department's progress.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Commerce should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of Commerce
    Status: Open

    Comments: The Department of Commerce has not yet implemented this recommendation. In response to our report, the department said it planned to address the recommendation by the second quarter of fiscal year 2016. However, as of August 2017, it had not demonstrated that it had done so. We will continue to monitor the department's progress.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Defense should ensure an inventory of mobile devices and services is established department-wide (i.e., all components' devices and associated services are accounted for).

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, the Department of Defense had not implemented this recommendation. In July 2016, the department reported that it does not maintain a single, centralized device-level inventory and, instead, the military departments track and manage their own devices and contracted wireless services as separate enterprises. However, as we stated in our report, the inventory need not be generated centrally at the headquarters level; the department can compile a comprehensive inventory using its components' complete inventories. We will continue to monitor the department's efforts to address this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Defense should ensure a reliable department-wide inventory of mobile service contracts is developed and maintained.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, the Department of Defense had not implemented this recommendation. The department updated its mobile services contract inventory in August 2015; however, as of August 2017, the department had not demonstrated that it has maintained the inventory. We will continue to monitor the department's efforts to implement the recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Health and Human Services should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: The Department of Health and Human Services has not implemented this recommendation. In April 2016, an audit liaison in the Office of the Chief Information Officer reported that each component maintains processes and procedures for device management. However, as of August 2017, the department had not provided evidence that components have established procedures that address the elements of our recommendation. We will continue to monitor the department's implementation of this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Homeland Security should ensure an inventory of mobile devices and services is established department-wide (i.e., all components' devices and associated services are accounted for).

    Agency: Department of Homeland Security
    Status: Open

    Comments: The Department of Homeland Security has taken steps to implement this recommendation. Specifically, it developed inventories for the two components we reviewed. The department also reported that it had identified all components' devices. However, as of August 2017, it had not provided evidence that all the components had an inventory of unique devices and associated services. We will continue to monitor the department's efforts to implement the recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Homeland Security should ensure a reliable department-wide inventory of mobile service contracts is developed and maintained.

    Agency: Department of Homeland Security
    Status: Open

    Comments: The Department of Homeland Security has taken steps to implement the recommendation, but more needs to be done. Specifically, in May 2017, the department developed an enterprise-wide inventory of mobile service contracts; however, the department has not demonstrated that it has maintained the inventory quarterly. We will continue to monitor the department's efforts to fully implement the recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Homeland Security should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of Homeland Security
    Status: Open

    Comments: The Department of Homeland Security has not implemented the recommendation. In August 2017, a Program Management Specialist in the Office of the Chief Information Office described steps the department was taking as it considers a follow-on to its department-wide blanket purchase agreement for wireless expense management services. We will continue to monitor the department's efforts to implement the recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of the Interior should ensure an inventory of mobile devices and services is established department-wide (i.e., all components' devices and associated services are accounted for).

    Agency: Department of the Interior
    Status: Open

    Comments: The Department of the Interior has not implemented this recommendation. As of May 2017, the department was in the process of migrating its cellular service contracts to the General Services Administration's federal wireless strategic sourcing initiative blanket purchase agreement as its agency-wide solution for mobile devices and services. According to the department, the initiative requires awardee(s) and orderers to conduct a complete inventory of devices and legacy service contracts as they transition to the blanket purchase agreement. According to the department's transition plan, the transition is to be complete by February 2018. We will continue to monitor the department's efforts to implement the recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of the Interior should ensure a reliable department-wide inventory of mobile service contracts is developed and maintained.

    Agency: Department of the Interior
    Status: Open

    Comments: The Department of the Interior has not implemented this recommendation. As of May 2017, the department was in the process of migrating its cellular service contracts to the General Services Administration's federal wireless strategic sourcing initiative blanket purchase agreement as its agency-wide solution for mobile devices and services. According to the department, the initiative requires awardee(s) and orderers to conduct a complete inventory of devices and legacy service contracts as they transition to the blanket purchase agreement. According to the department's transition plan, the transition is to be complete by February 2018. We will continue to monitor the department's efforts to implement the recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Attorney General should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of Justice
    Status: Open

    Comments: The Department of Justice has taken steps to implement this recommendation. Specifically, in response to our findings, the department's Chief Information Officer issued a memo that required components to establish procedures for regular reviews of invoices for wireless services to identify unused and underused devices or services, as well as any over-usage charges to service plans. However, as of August 2017, the department had not demonstrated that its components had implemented the requirements. We will continue to monitor the department's progress.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of State should ensure an inventory of mobile devices and services is established department-wide (i.e., all components' devices and associated services are accounted for).

    Agency: Department of State
    Status: Open

    Comments: The Department of State has not yet implemented this recommendation. In July 2017, the department stated that it planned to transition its mobile devices and services to the General Services Administration's Federal Strategic Sourcing Initiative. However, the department has not addressed developing an inventory of mobile devices and services. We will continue to monitor the department's progress in implementing this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of State should ensure a reliable department-wide inventory of mobile service contracts is maintained.

    Agency: Department of State
    Status: Open

    Comments: The Department of State has not implemented this recommendation. In July 2017, the department stated that it plans to transition its mobile devices and services to the General Services Administration's Federal Strategic Sourcing Initiative. However, the department has not addressed developing an inventory of mobile service contracts. We will continue to monitor the department's progress in implementing this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of State should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of State
    Status: Open

    Comments: The Department of State has not yet implemented this recommendation. In July 2017, the department stated that it was in the process of implementing a Telecommunications Expense Management System to provide visibility into mobile spending, asset management, usage, and tracking. However, the department has not provided evidence that it has established procedures that address the elements of our recommendation . We will continue to monitor the department's progress in implementing this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Transportation should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of Transportation
    Status: Open

    Comments: The Department of Transportation has not yet demonstrated that it has implemented our recommendation. Specifically, as of August 2017, neither of the two components we reviewed in May 2015 had addressed the weaknesses we identified in their procedures. We will continue to monitor the department's progress in implementing this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of the Treasury should ensure an inventory of mobile devices and services is established department-wide (i.e., all components' devices and associated services are accounted for).

    Agency: Department of the Treasury
    Status: Open

    Comments: The Department of the Treasury has not yet implemented this recommendation. In May 2016, the Department of the Treasury stated that it had performed data calls to collect data on mobile device inventories across the department. However, as of August 2017, the department had not demonstrated that it had established a department-wide inventory of mobile devices and services. We will monitor the department's progress in implementing this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of Veterans Affairs should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: The Department of Veterans Affairs has not yet implemented this recommendation. The department stated that its Office of Information and Technology drafted documentation for the development and implementation of a system to manage spending on mobile devices and services. However, the solution had not been funded. The department stated that a target date for addressing the recommendation is December 2017, conditional upon available funds.
    Recommendation: To help the agency effectively manage spending on mobile devices and services, the Administrator of the Environmental Protection Agency should ensure a complete inventory of mobile devices and associated services is established.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: The Environmental Protection Agency had taken steps to implement this recommendation. Specifically, it reported that it had conducted a management review and identified improvements to ensure that the agency has a complete inventory of mobile devices and services. However, as of August 2017, it had not demonstrated that it had established a complete inventory. We will continue to monitor the agency's progress.
    Recommendation: To help the agency effectively manage spending on mobile devices and services, the Administrator of the Environmental Protection Agency should ensure procedures to monitor and control spending are established agency-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: The Environmental Protection Agency has not yet implemented this recommendation. The agency stated that program offices receive quarterly mobile device usage reports and are requested to review them. However, as of August 2017, the agency had not provided documented procedures that address the elements of our recommendation.
    Recommendation: To help the agency effectively manage spending on mobile devices and services, the Administrator of the National Aeronautics and Space Administration should ensure a complete inventory of mobile devices and associated services is established.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: The National Aeronautics and Space Administration (NASA) has not yet implemented the recommendation. In August 2017, officials from NASA's Office of the Chief Information Officer stated that the agency plans to address the recommendation through a strategic sourcing approach the agency is developing and estimates implementing in fiscal year 2018. The officials stated that the agency expects to fully address the recommendation by December 2018.
    Recommendation: To help the agency effectively manage spending on mobile devices and services, the Administrator of the National Aeronautics and Space Administration should ensure a reliable inventory of mobile service contracts is developed and maintained.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: The National Aeronautics Administration (NASA) has not yet implemented the recommendation. In August 2017, officials from NASA's Office of the Chief Information Officer stated that the agency plans to address the recommendation through a strategic sourcing approach the agency is developing and estimates implementing in fiscal year 2018. The officials stated that the agency expects to fully address the recommendation by March 2019.
    Recommendation: To help the agency effectively manage spending on mobile devices and services, the Administrator of the National Aeronautics and Space Administration should ensure procedures to monitor and control spending are established agency-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: The National Aeronautics and Space Administration (NASA) has not implemented the recommendation. In August 2017, officials from NASA's Office of the Chief Information Officer stated that the agency plans to address the recommendation through an Enterprise Mobility Service Contract that it plans to fully transition to by July 2019. The officials stated that the contract will allow the agency to monitor and optimize usage.
    Recommendation: To help the agency effectively manage spending on mobile devices and services, the Commissioner of the Social Security Administration should ensure a complete inventory of mobile devices and associated services is established.

    Agency: Social Security Administration
    Status: Open

    Comments: The Social Security Administration (SSA) described steps it was taking to address our recommendation. Specifically, the agency stated that it had deployed and is operating a Mobile Expense Management System that will be used to maintain an enterprise-wide inventory of mobile devices and associated services once all the agency's mobile service contracts/accounts have been successfully consolidated onto one of the agency's blanket purchasing agreements. SSA expected to complete this consolidation in the September to October 2016 timeframe. However, as of August 2017, the agency had not demonstrated that it had implemented the recommendation. We will continue to monitor its progress in implementing this recommendation.
    Recommendation: To help the agency effectively manage spending on mobile devices and services, the Commissioner of the Social Security Administration should ensure procedures to monitor and control spending are established agency-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Social Security Administration
    Status: Open

    Comments: The Social Security Administration (SSA) described steps it was taking to address this recommendation. Specifically, the agency stated that representatives from various agency components were working to develop and document the policies, guidelines, processes, and procedures to effectively implement an enterprise model for mobile provisioning and management. SSA expects to complete this effort in fiscal year 2017. As of August 2017, the agency had not demonstrated that it had addressed the recommendation. We will continue to monitor its progress in implementing this recommendation.
    Recommendation: To help the department effectively manage spending on mobile devices and services, the Secretary of the Treasury should ensure procedures to monitor and control spending are established department-wide. Specifically, ensure that (1) procedures include assessing devices for zero, under, and over usage; (2) personnel with authority and responsibility for performing the procedures are identified; and (3) the specific steps to be taken to perform the process are documented.

    Agency: Department of the Treasury
    Status: Open

    Comments: The Department of the Treasury has not yet implemented this recommendation. In May 2016, the department stated that it had awarded two contracts to facilitate mobile device management, and had advised its bureaus to track, analyze, and manage mobile device use and cost in accordance with GAO guidance at their level until migration to the department-wide contracts has been completed. However, as of August 2017, the department had not demonstrated that it had established department-wide procedures to monitor and control spending on mobile devices and services. We will continue to monitor the department's progress in implementing this recommendation.
    Recommendation: To better enable OMB to oversee agency efforts to consolidate mobile telecommunications contracts, the Director should measure and report progress in achieving its goal of cost savings through consolidation, as described in the 2012 Digital Government Strategy.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: As of August 2017, the Office of Management and Budget (OMB) had made progress in implementing this recommendation by requiring agencies to track savings; however, it had not yet reported progress in achieving its goal of cost savings. Specifically, in August 2016, OMB issued a policy requiring covered agencies to appoint, by November 2016, a dedicated lead for mobile devices and services. The official is expected to work closely with senior agency officials to establish and maintain an agency-wide inventory of mobile contracts, identify opportunities for contract consolidation, and track savings, among other things. In addition, according to an official in OMB's Office of Federal Procurement, a team led by OMB, the General Services Administration, and the departments of Defense and Homeland Security, is to develop an approach for measuring savings related to mobile devices and services.
    Director: Zina D. Merritt
    Phone: (202) 512-5257

    3 open recommendations
    Recommendation: To help DOD increase the efficiency and effectiveness of its management of its business operations, and to enhance DOD's ability to achieve its business transformation efforts, the Secretary of Defense should direct the Deputy Secretary of Defense, in his capacity as the CMO, to ensure that the DCMO document business transformation priorities and communicate these priorities to officials responsible for DOD's business functions.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has developed an updated draft of its Agency Strategic Plan for Fiscal Years 2015-2018. Once this draft is signed and issued, we believe it will communicate the department's priorities for its business operations. DOD DCMO officials estimate that the plan will be signed and issued in October 2016.
    Recommendation: To help DOD increase the efficiency and effectiveness of its management of its business operations, and to enhance DOD's ability to achieve its business transformation efforts, the Secretary of Defense should direct the Deputy Secretary of Defense, in his capacity as the CMO, to ensure that the DCMO oversee the development of a corrective action plan, in coordination with officials responsible for DOD business functions, that outlines the root causes for business transformation weaknesses and the solutions needed to address those weaknesses.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has developed an appendix in an updated draft of its Agency Strategic Plan for Fiscal Years 2015-2018 that is titled "Performance Action Plan," but we not yet reviewed this appendix, so cannot assess whether this would meet the intent of our recommendation that they develop a corrective action plan. DOD DCMO officials estimate that the plan, which includes this appendix, will be signed and issued in October 2016.
    Recommendation: To help DOD increase the efficiency and effectiveness of its management of its business operations, and to enhance DOD's ability to monitor the progress of its business transformation efforts, the Secretary of Defense should direct the Office of the DCMO to, in coordination with officials responsible for DOD's business functions, develop performance measures that reflect key attributes of successful performance measures, such as clarity, comprehensiveness, and linkage.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has developed an updated draft of its Agency Strategic Plan for Fiscal Years 2015-2018 that contains a set of performance measures that are more clear and comprehensive than the measures contained in previous strategic plans. This plan also demonstrates how the performances measures to link to strategic goals and objectives. DOD DCMO officials estimate that the plan will be signed and issued in October 2016.
    Director: Yvonne D. Jones
    Phone: (202) 512-2717

    1 open recommendations
    Recommendation: Any federal agency designated to investigate future USERRA claims against federal executive agencies should undertake efforts to increase the response rate of the customer satisfaction survey if it continues to be administered, so more tenable conclusions can be drawn from its data. Such efforts may include follow-up phone calls to nonrespondents, additional email notifications requesting participation in the survey, or making the survey easier to complete and submit.

    Agency: Department of Labor
    Status: Open

    Comments: In February 2016, Department of Labor Veterans Employment and Training Service (DOL/VETS) reported their office is handling all USERRA complaints, Federal and non-Federal following conclusion of the demonstration project with OSC. DOL/VETS reported the agency deployed its customer satisfaction survey in May 2016 and will be monitoring and collecting responses on a quarterly basis. The agency plans to employ the same follow-up technique used during the demonstration project and will determine if additional follow-up emails are warranted.
    Director: Alicia Puente Cackley
    Phone: (202) 512-8678

    2 open recommendations
    Recommendation: To achieve greater efficiency and effectiveness, Congress should consider transferring the oversight of the markings of toy and imitation firearms in 15 U.S.C. 5001 from the National Institute of Standards and Technology (within the Department of Commerce) to the Consumer Product Safety Commission.

    Agency: Congress
    Status: Open

    Comments: This matter is an action identified in GAO's annual Duplication and Cost Savings reports. There has been no legislative action identified. The Gun Look-Alike Case Act, H.R. 3224, which was introduced on July 27, 2015, in the 114th Congress, would transfer the authority to regulate the markings of toy, look-alike, and imitation firearms in section 5001 of title 15 of the U.S. Code from NIST to CPSC, as GAO suggested in November 2014. This bill was referred to the Subcommittee on Commerce, Manufacturing, and Trade of the Committee on Energy and Commerce in the United States House of Representatives, and did not pass out of committee. As of March 1, 2017, the bill has not been reintroduced in the 115th Congress.
    Recommendation: To improve existing coordination of oversight for consumer product safety, Congress should consider establishing a formal comprehensive oversight mechanism for consumer product safety agencies to address crosscutting issues as well as inefficiencies related to fragmentation and overlap such as communication and coordination challenges and jurisdictional questions between agencies. Different types of formal mechanisms could include, for example, creating a memorandum of understanding to formalize relationships and agreements or establishing a task force or interagency work group. As a starting point, Congress may wish to obtain agency input on options for establishing more formal coordination.

    Agency: Congress
    Status: Open

    Comments: This matter is an action identified in GAO's annual Duplication and Cost Savings reports. There has been no legislative action identified. No legislation was introduced as of March 1, 2017, that would establish a collaborative mechanism to facilitate communication across the relevant agencies and to help enable them to collectively address crosscutting issues, as GAO suggested in November 2014. Some of the agencies with direct regulatory oversight responsibilities for consumer product safety reported that they continue to collaborate to address specific consumer product safety topics. However, without a formal comprehensive oversight mechanism, the agencies risk missing opportunities to better leverage resources and address challenges, including those related to fragmentation and overlap.
    Director: David Wise
    Phone: (202) 512-2834

    1 open recommendations
    Recommendation: To enhance the transparency of the FRPP data and help GSA make more informed decisions regarding the planning, effective and efficient management, and disposal of civilian warehouse assets, in GSA's landlord role, which is performed by the Public Buildings Service, and as part of its efforts to address our 2012 recommendation to develop and publish a comprehensive 5-year capital plan, GSA should develop and implement a strategy specific to warehouses. This strategy should apply capital-planning leading practices, involving prioritization and long-term planning, to the warehouse portion of GSA's portfolio.

    Agency: General Services Administration
    Status: Open

    Comments: The General Services Administration (GSA) analyzed warehouse data and determined that the existing tools and processes are the most appropriate way to treat warehouses because these tools and processes consider warehouses within the context of local markets, client agencies, and GSA's short and long-term investment plans. However, GSA continues to lack a strategic approach to prioritize warehouses and make long-term, informed decisions about government warehouse space. Further, in light of GSA's aging warehouse inventory and agencies' modern-day storage needs, there is potentially a growing gap between what GSA can provide from the government's owned portfolio and what the tenant agencies require. Because the agency lacks a strategy focused on its warehouse portfolio, GSA may have limited ability to address this potentially growing gap as well as the unique challenges facing GSA's warehouse portfolio. Such a strategy would enable GSA and tenant agencies to prioritize their needs and take a long-term view of the warehouse inventory to support better informed decisions. We will follow-up with GSA regarding this recommendation, which is intended to enhance GSA's existing tools and processes, as they relate to warehouses.
    Director: J. Christopher Mihm
    Phone: (202) 512-6806

    4 open recommendations
    Recommendation: Recognizing that moving toward a more customer-oriented culture within federal agencies is likely to be a continuous effort, the Secretary of Agriculture should direct the Under Secretary for Natural Resources and Environment, to improve Forest Service's customer service standards and feedback review, to: (1) ensure standards include performance targets or goals, (2) ensure standards include performance measures, (3) ensure standards are easily publicly available, (4) develop a feedback mechanism to collect comments agency-wide, which should include guidance or criteria to elevate customer feedback from local and regional offices to identify the need for and to make service improvements.

    Agency: Department of Agriculture
    Status: Open

    Comments: In August 2017, Forest Service provided an update for completing the tasks necessary to respond to our recommendations. In accordance with our recommendations, for each of its customer service standards, the Forest Service has developed goals, targets and measures and we consider this part of the recommendation closed. Forest Service stated the remaining part of the recommendation will be implemented by December 2018. Specifically, the Forest Service stated by December 2018 it will begin to make standards easily publicly available on its public-facing websites. The Forest Service provided the criteria for elevating customer comments and by December 2018 stated it will begin to deploy and collect feedback forms. We will close this recommendation as implemented when standards are publicly available and customer feedback forms are deployed.
    Recommendation: Recognizing that moving toward a more customer-oriented culture within federal agencies is likely to be a continuous effort, the Secretary of Education should direct Federal Student Aid's Chief Operating Officer, to improve Federal Student Aid's customer service standards and feedback review, to: (1) ensure standards are easily publicly available, (2) develop a feedback mechanism that includes guidance or criteria for service providers to elevate customer feedback to identify the need for and to make service improvements.

    Agency: Department of Education
    Status: Open

    Comments: We emailed Department of Education in June 2017 for an update on the status of this recommendation. Once a response is received we will update this recommendation.
    Recommendation: Recognizing that moving toward a more customer-oriented culture within federal agencies is likely to be a continuous effort, the Commissioner of U.S. Customs and Border Protection should, to improve CBP's customer service standards: (1) ensure standards include performance targets or goals, (2) ensure standards include performance measures.

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

    Comments: In January 2017, CBP sent an email stating that the agency has done all it can to fully implement the recommendation at this time. Because CBP does not have performance goals or targets for customer service standards this recommendation remains open. In April 2016, CBP provided us with customer service survey questions they use to collect data. Based on our review of that information, we were unable to confirm CBP had established performance targets and goals for the data being collected. As we stated in the report, performance goals should be in a quantifiable and measurable form to define the level of performance to be achieved for program activities each year. Although CBP is collecting new customer service data based on survey responses, without predetermined performance targets that align with a customer service standard it is not clear what or if internal targets or customer needs are being met. In June 2017, we emailed CBP for an update on the status of this recommendation. Once a response is received we will update this recommendation.
    Recommendation: Recognizing that moving toward a more customer-oriented culture within federal agencies is likely to be a continuous effort, the Secretary of the Interior should direct the Assistant Secretary of Fish, Wildlife and Parks, to improve the National Park Service's customer service standards and feedback review, to: (1) ensure standards include performance targets or goals, (2) ensure standards include performance measures, (3) ensure standards are easily publicly available, (4) develop a feedback mechanism that includes guidance or criteria to review and elevate customer feedback from local and regional offices to identify the need for and to make service improvements.

    Agency: Department of the Interior
    Status: Open

    Comments: According to NPS officials, NPS plans on defining a strategy that describes the intended customer experience for highest customer interactions such as Volunteer in Parks program and Teacher engagement program. NPS will align the strategy with overall organizational strategy, share the strategy with all employees (e.g., documentation, training), and update strategy plans to include performance targets and goals for customer service. NPS also plans on soliciting feedback from customers about their experiences with the VIP and Teacher Outreach Programs, collecting unsolicited feedback from customers about their experiences with the organization (e.g., by mining calls, emails, or social media posts), and gathering input from employees about their experiences with customers and their role in delivering the customer experience. NPS plans to share customer experience metrics and models with all employees (e.g., distribute reports and dashboards, conduct training sessions), publish customer service standards on website so that customers know what to expect, and publish customer service data to ensure actual service levels are transparent. Finally NPS plans on piloting the "Federal Feedback" Button and evaluate for expanded use in fiscal year 2018. In June 2017, we emailed NPS for an update on this recommendation. Once a response is received we will update this recommendation.
    Director: Michelle Sager
    Phone: (202) 512-6806

    1 open recommendations
    Recommendation: To improve transparency in the rulemaking process, provide agencies and the public with information on why regulations are considered to be significant regulatory actions, and promote consistency in the designation of rules as significant regulatory actions, the Director of the Office of Management and Budget should work with agencies to clearly communicate the reasons for designating a regulation as a significant regulatory action. Specifically, OMB should encourage agencies to clearly state in the preamble of final significant regulations the section of Executive Order 12866's definition of a significant regulatory action that applies to the regulation.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: In a May 14, 2015 letter to the Chairman of the Senate Committee on Homeland Security and Governmental Affairs, the Director of OMB stated that nothing in the Executive Order 12866 prevents agencies from identifying the particular relevant definition of significance in rules, and that some rules do contain this information. However, OMB believes it is appropriate to leave agencies flexibility in how they comply with Executive Order 12866, since such specific procedures for including such information is not a requirement of the Executive Order itself. As of February 2017, the Office of Information and Regulatory Affairs has not taken action. We will continue to monitor this to see whether action is taken.
    Director: Mihm, J Christopher
    Phone: (202) 512-3236

    2 open recommendations
    Recommendation: To improve agencies' retrospective regulatory review processes and reporting, and strengthen linkages between retrospective reviews and agency performance management, the Director of the Office of Management and Budget should direct the Administrator of the Office of Information and Regulatory Affairs to work with regulatory agencies to implement existing guidance, and update guidance where needed, to improve the reporting of outcomes in their retrospective regulatory review plans by taking actions such as: (1) publishing a link to updated plans, which list recent results and anticipated outcomes, on the White House website; (2) submitting evidence that agencies listed updates of their plans on their "Open Government" web pages; (3) providing more comprehensive information on completed reviews in agencies' most recent plans and progress reports by (a) ensuring the most recent published plan contains a complete accounting of all completed reviews rather than expecting readers to review multiple plans, and (b) including the supporting analysis and data for results by listing a link or citation to the related documentation.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: In comments on the draft report, OMB staff generally agreed with the recommendation. In responses to questions for the record following a July 2015 Senate hearing on OMB's Office of Information and Regulatory Affairs (OIRA), the OIRA Administrator noted that OIRA has adopted several of the recommendations in GAO-14-268. Regarding this recommendation, the Administrator stated that OIRA posted agencies' retrospective review plans on a central OMB site. As of August 2017, these plans and progress updates are now publicly available, by agency, on the archived OMB website for President Obama's administration (see https://obamawhitehouse.archives.gov/omb/oira/regulation-reform).
    Recommendation: To improve agencies' retrospective regulatory review processes and reporting, and strengthen linkages between retrospective reviews and agency performance management, the Director of the Office of Management and Budget should direct the Administrator of the Office of Information and Regulatory Affairs to ensure that the Office of Information and Regulatory Affairs, as part of its oversight role, monitor the extent to which agencies have implemented the guidance on retrospective regulatory review requirements outlined in the related executive orders and confirm that agencies have identified how they will assess the performance of regulations in the future.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: In comments on the draft report, OMB staff generally agreed with the recommendation. In responses to questions for the record following a July 2015 Senate hearing on the Office of Information and Regulatory Affairs' (OIRA) role in the regulatory process, the OIRA Administrator noted that OIRA has adopted several of the recommendations in GAO-14-268. Specifically regarding this recommendation, the Administrator stated that OIRA regularly asks agencies to consider the incorporation of a retrospective review planning component in forward-looking regulations, but as of August 2017 OMB has not responded to GAO's requests to provide additional details.
    Director: Maurer, Diana C
    Phone: (202) 512-9627

    1 open recommendations
    Recommendation: To help ensure the accuracy of its Senior Federal Official Travel Reports, the Administrator of GSA should collect additional information from agencies on instances where travel is not being reported because of an exemption for intelligence agencies, as opposed to some other reason, and include such information in its reports where departmental data do not include trips pursuant to an agency's exercise of a reporting exemption.

    Agency: General Services Administration
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: St James, Lorelei
    Phone: (202) 512-2834

    3 open recommendations
    Recommendation: To strengthen USPS's capital investment process related to USPS policy and consistent application of leading practices, the Postmaster General and executive leaders should establish a time frame for developing a clear, detailed, single-source, standard set of policies and procedures that reflect the capital investment selection phase.

    Agency: United States Postal Service: Office of the Postmaster General
    Status: Open

    Comments: In June 2017, the U.S. Postal Service (USPS) informed GAO that its Handbook F-66 General Investment Policies and Procedures is undergoing revisions that will make the capital investment selection process more clear, detailed, and standardized. The revised draft of the F-66 handbook is currently in the review and clearance process and may be finalized in 2017. USPS added that it will inform GAO of further updates as they develop.
    Recommendation: To strengthen USPS's capital investment process related to USPS policy and consistent application of leading practices, the Postmaster General and executive leaders should modify capital investment policies to more closely align with the following leading practices, including: (1) for planning capital investments, consider whether an external entity could better support all or part of a desired function when evaluating alternative capital investment options; (2) for selecting capital investments, use a portfolio approach for developing business cases and finalizing and allocating resources; and (3) for evaluating capital investments, seek and leverage external oversight and review, from a consultant or peer reviewer, and require that best practices and lessons learned be incorporated into the review process.

    Agency: United States Postal Service: Office of the Postmaster General
    Status: Open

    Comments: In June 2017, USPS informed GAO and provided documentation that its Handbook F-66 General Investment Policies and Procedures is to incorporate all leading practices. The F-66, however, is not yet finalized. In particular, the draft F-66 states that for planning investments, USPS is to conduct an analysis to identify the most economically beneficial resolution to a problem--the alternative that will result in the highest net present value, lowest costs, or greatest savings. For selecting investments, USPS is to use a portfolio approach organized by agency goals, sub-goals, indicators, and targets. For evaluating investments, USPS is to evaluate the need to hire consultants when applicable to assess the investment. The revised F-66 indicates that USPS will also is require project managers to submit an analysis of investment performance and lessons learned as part of its post-deployment steps.
    Recommendation: To strengthen USPS's capital investment process related to USPS policy and consistent application of leading practices, the Postmaster General and executive leaders should regularly examine the extent to which executives and program managers consistently follow all leading practices, particularly for: (1) identifying problems and reassessing risk while managing a project; and (2) evaluating the cost, schedule, and performance results of completed projects.

    Agency: United States Postal Service: Office of the Postmaster General
    Status: Open

    Comments: In June 2017, USPS informed GAO and provided documentation that its revised Handbook F-66 General Investment Policies and Procedures is to include a management step to regularly review the progress and benefits of its capital investments, as well as its affordability and achievability, and make adjustments as necessary to meet the investment's goals. In addition, once a project is completed, USPS will require capital investment managers to present on the investment's performance, return-on-investment, and lessons learned.
    Director: Powner, David A
    Phone: (202) 512-9286

    3 open recommendations
    Recommendation: To better ensure that the Dashboard provides meaningful ratings and reliable investment data, the Director of OMB should direct the Federal CIO to make accessible regularly updated portions of the public version of the Dashboard (such as CIO ratings) independent of the annual budget process.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: Although the Federal CIO did not agree or disagree with our recommendation, OMB has taken initial steps to implement it. Specifically, OMB recently updated the Dashboard with a number of changes, and OMB officials stated in 2015 that they intended for the Dashboard to be able to show updates throughout the year. That said, OMB has yet to implement this recommendation. Specifically, OMB did not publish updates to the public version of the Dashboard during the fiscal year 2018 budget formulation process, starting at the end of August 2016. We will continue to monitor the Dashboard to determine if portions of the public version of the Dashboard (such as CIO ratings) are available throughout the year. Maintaining the availability of these data is important for increasing the utility of the Dashboard as a tool for greater IT investment oversight and transparency.
    Recommendation: To better ensure that the Dashboard provides accurate ratings, the Secretary of Commerce should direct the department CIO to ensure that the department's investments are appropriately categorized in accordance with existing statutes and that major IT investments are included on the Dashboard.

    Agency: Department of Commerce
    Status: Open

    Comments: The Department of Commerce disagreed with this recommendation. In written correspondence, the Department noted that, although it is no longer reporting three of the 10 investments reviewed for this engagement on the IT Dashboard, it is maintaining oversight through monthly Dashboard-like assessments. As of July 28, 2016, the Department stated that it did not have plans to re-categorize these three particular investments as IT and report the data on the IT Dashboard. We continue to believe that this recommendation has merit and will monitor the Department's efforts to maintain oversight for these investments.
    Recommendation: To better ensure that the Dashboard provides accurate ratings, the Secretary of Energy should direct the department CIO to ensure that the department's investments are appropriately categorized in accordance with existing statutes and that major IT investments are included on the Dashboard.

    Agency: Department of Energy
    Status: Open

    Comments: While the Department of Energy had agreed with this recommendation, in subsequent written correspondence, it explained that five of the eight investments noted by GAO as being IT were no longer being reported in the IT Portfolio on the Dashboard. Instead, the Department was reporting these data to OMB via an alternative reporting mechanism specific to high performance computing. In addition, the Department noted that the remaining three investments were deconsolidated or downgraded into non-major investments, or eliminated by funding and, as such, these investments will not be included on the Dashboard. However, we continue to believe that this recommendation has merit and that the remaining investments are more properly classified as IT. We will continue to monitor the Department's efforts to maintain oversight for these investments.
    Director: Mihm, J Christopher
    Phone: (202) 512-6806

    1 open recommendations
    Recommendation: To improve implementation of GPRAMA and help address pressing governance issues, given the common, long-standing difficulties agencies continue to face in measuring the performance of various types of federal programs and activities--contracts, direct services, grants, regulations, research and development, and tax expenditures--the Director of OMB should work with the PIC to develop a detailed approach to examine these difficulties across agencies, including identifying and sharing any promising practices from agencies that have overcome difficulties in measuring the performance of these program types. This approach should include goals, planned actions, and deliverables along with specific time frames for their completion, as well as the identification of the parties responsible for each action and deliverable.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: In July 2017, Office of Management and Budget (OMB) staff told us that they have made no further progress on this recommendation since their last update in June 2016. At that time, according to information provided by staff from OMB and the Performance Improvement Council (PIC), they had taken some initial steps to address this recommendation in a few areas, such as acquisition management (contracts). In addition, the PIC formed a working group on performance measurement that, in part, is focusing on how to develop appropriate performance measures. However, OMB and the PIC have not yet developed a comprehensive and detailed approach to address these issues as envisioned in our report. We will continue to monitor progress.
    Director: Powner, David A
    Phone: (202) 512-9286

    2 open recommendations
    Recommendation: The Secretary of Transportation should designate a senior agency official who has departmentwide responsibility, accountability, and authority for geospatial information issues. The Secretary of Transportation direct the designated senior official for geospatial information to prepare, maintain, publish, and implement a strategy for advancing geographic information and related geospatial data activities appropriate to its mission.

    Agency: Department of Transportation
    Status: Open

    Comments: In July 2016, a Transportation official told GAO that the department had completed a draft of the geospatial strategic plan that month. According to a Transportation official, as of March 1, 2017, the draft was under review. On September 8, 2017, a Transportation official stated that the department plans to issue the plan by November 1, 2017.
    Recommendation: To improve OMB oversight of geospatial information and assets, and minimize duplication of federal geospatial investments, the Director of OMB should develop a mechanism, or modify existing mechanisms, to identify and report annually on all geospatial related investments, including dollars invested and the nature of the investment.

    Agency: Executive Office of the President: Office of Management and Budget
    Status: Open

    Comments: OMB has made progress in developing a way to identify and report annually on all geospatial-related investments, but has not completed its efforts. In March 2014, the Federal Geographic Data Committee (FGDC) issued its National Geospatial Data Asset (NGDA) Management Plan. The plan was developed in conjunction with OMB officials. One of the objectives of the plan is to develop and apply a standard definition of a geospatial investment in order to facilitate reporting on budgeted geospatial data investments, due to the fact that different definitions are being used by OMB, the FGDC community, and individual agencies. There are two supporting actions for this objective. The first action was completed with the finalization and issuance of the FGDC's Geospatial Investment Definitions for Tracking and Reporting Geospatial Investment Costs document in April 2016. The document contains a set of geospatial definitions with specific examples for each. The second action is for the geospatial community to apply the definitions in submissions to OMB during the annual federal government budget planning and reporting process. According to FGDC officials, they expect this to be challenging for a number of reasons, including the need for agencies to determine how they can align their investment tracking systems to accommodate the new definitions and the extent to which agencies will be able to use a common reporting capability. As a result, a two-pronged approach is being used. First, FGDC developed a reporting method using the theme implementation plans to support federal geospatial data investment tracking. For example, in February 2017, an official provided an implementation plan from January 2017 which included an estimate of the amount of time federal employees spent on NGDA work, and reported this as a percentage of full-time equivalents. Second, OMB worked with FGDC to revise geospatial investment reporting guidance found in OMB Circular No. A-11. Starting with fiscal year 2018 allocations (Circular No. A-11 revised July 2016), agencies are required to report on annual aggregated geospatial data investments of $100,000 or greater using the Marketplace feature of the Geospatial Platform. According to an agency official, this approach leverages existing, federal government-wide reporting methods already in place and minimizes the potential for agencies to implement separate, potentially duplicative reporting mechanisms that are not integrated with existing OMB reporting procedures. According to OMB officials as of September 7, 2017, OMB anticipates that since fiscal year 2018 will be the first year of implementation, some agencies may have challenges identifying and reporting their data. As a result, OMB states that the content and completeness of the reported information will need to be evaluated prior to determining its fitness and application for overseeing geospatial investments.
    Director: Goldenkoff, Robert N
    Phone: (202)512-2757

    1 open recommendations
    Recommendation: To provide more meaningful access to LEP populations, the Administrator of SBA should finalize and issue its LEP plan and recipient guidance.

    Agency: Small Business Administration
    Status: Open

    Comments: Executive Order 13166 requires federal agencies to examine how to improve access for persons with limited English proficiency (LEP) to programs, services, and activities conducted by both federal agencies as well as state, local, and regional entities that receive federal financial assistance (a group referred to in the Executive Order as "recipients"). While the Executive Order does not prescribe specific approaches for improving access for LEP persons, it does require federal agencies to develop guidelines (referred to as "recipient guidance") that clarify the obligations of state, local, and regional entities. Agencies are also required to prepare LEP plans outlining the steps the agency will take to ensure that eligible LEP persons can access their programs and activities. In our April 2010 report on language access issues, we determined that the Small Business Administration (SBA) had not issued its recipient guidance or LEP plan. SBA officials attributed the delay to several factors, including staff turnover in key positions responsible for developing and approving their LEP Plan and recipient guidance as well as a major transformation effort involving SBA's business operations, goals, and staffing arrangements. As a result, our report recommended that the SBA Administrator finalize and issue SBA's LEP Plan and recipient guidance. As of February 2017, SBA's audit liaison reported that SBA's LEP Plan and recipient guidance are being revised based on comments from a review by the Department of Justice.