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    Subject Term: "Military personnel"

    56 publications with a total of 192 open recommendations including 10 priority recommendations
    Director: Andrew Von Ah
    Phone: (213) 830-1011

    1 open recommendations
    Recommendation: The Under Secretary of Defense for Personnel and Readiness should collect quality information and conduct an analysis of the potential effects of unreimbursed travel expenses incurred by reservists to perform military service on DOD's ability to retain reservists in the force, and respond to these risks by considering the costs and benefits of any possible actions to address the identified issues.

    Agency: Department of Defense: Office of the Under Secretary for Personnel and Readiness
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Andrew Von Ah
    Phone: (213) 830-1011

    4 open recommendations
    Recommendation: To help ensure that each service can provide information to decision makers as they assess the value of the military bands relative to resource demands for other priorities, the Secretaries of the Army, Navy, and Air Force, and the Commandant of the Marine Corps should direct the Chief of Army Music, Commanding Officer of the U.S. Navy Band, Chief of the Air Force Bands Division, and Director of Marine Corps Communications, respectively, each to develop and implement measurable objectives and performance measures for their respective services' bands. At a minimum, these measures should include the important attributes for successful performance measures of demonstrating linkage to the program's mission, establishing a baseline, and having measurable targets to demonstrate program performance.

    Agency: Department of Defense: Department of the Air Force
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help ensure that each service can provide information to decision makers as they assess the value of the military bands relative to resource demands for other priorities, the Secretaries of the Army, Navy, and Air Force, and the Commandant of the Marine Corps should direct the Chief of Army Music, Commanding Officer of the U.S. Navy Band, Chief of the Air Force Bands Division, and Director of Marine Corps Communications, respectively, each to develop and implement measurable objectives and performance measures for their respective services' bands. At a minimum, these measures should include the important attributes for successful performance measures of demonstrating linkage to the program's mission, establishing a baseline, and having measurable targets to demonstrate program performance.

    Agency: Department of Defense: United States Marine Corps
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help ensure that each service can provide information to decision makers as they assess the value of the military bands relative to resource demands for other priorities, the Secretaries of the Army, Navy, and Air Force, and the Commandant of the Marine Corps should direct the Chief of Army Music, Commanding Officer of the U.S. Navy Band, Chief of the Air Force Bands Division, and Director of Marine Corps Communications, respectively, each to develop and implement measurable objectives and performance measures for their respective services' bands. At a minimum, these measures should include the important attributes for successful performance measures of demonstrating linkage to the program's mission, establishing a baseline, and having measurable targets to demonstrate program performance.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help ensure that each service can provide information to decision makers as they assess the value of the military bands relative to resource demands for other priorities, the Secretaries of the Army, Navy, and Air Force, and the Commandant of the Marine Corps should direct the Chief of Army Music, Commanding Officer of the U.S. Navy Band, Chief of the Air Force Bands Division, and Director of Marine Corps Communications, respectively, each to develop and implement measurable objectives and performance measures for their respective services' bands. At a minimum, these measures should include the important attributes for successful performance measures of demonstrating linkage to the program's mission, establishing a baseline, and having measurable targets to demonstrate program performance.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    3 open recommendations
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to, in coordination with the Director, USMEPCOM, and the military services develop a clear process with defined roles and responsibilities to ensure that complete Existed Prior to Service (EPTS) separation medical records for enlistees who separated within 180 days of service from the military services' basic training sites are provided to USMEPCOM.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to, in coordination with the Director, USMEPCOM, establish a schedule to repair the internal EPTS database so that USMEPCOM can provide more regular and specific feedback to MEPS chief medical officers.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to, in coordination with the Under Secretary of Defense for Acquisition, Technology, and Logistics and the DOD Healthcare Management Systems Program Executive Office, develop a schedule of actions for deploying its new electronic health record system, MHS GENESIS, within USMEPCOM that includes key activities such as the major actions required to accomplish this effort, completion dates for all actions leading up to these events, and dates for the system's deployment to MEPS locations.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    1 open recommendations
    Recommendation: To improve the management of the Armed Forces Sports Program and better determine whether the program is achieving its desired results, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to develop and implement performance measures for the Armed Forces Sports Program that measure the desired outcomes for the program and, at a minimum, demonstrate linkage to the program's goals or mission, have a measurable target, and include a baseline that can be used to demonstrate program performance.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, DOD acknowledged the issuance of our final report and concurred with this recommendation. We will provide an update when we confirm the actions DOD takes to develop and implement performance measures for the Armed Forces Sports Program.
    Director: Randall B. Williamson
    Phone: (202) 512-7114

    5 open recommendations
    Recommendation: To increase its assurance that PTSD and TBI are appropriately considered prior to separating certain servicemembers from the military for misconduct, the Secretary of Defense should direct the Air Force and Navy to address inconsistencies with DOD policy in their policies related to screening certain servicemembers, including servicemembers separating in lieu of trial by court-martial, for PTSD and TBI and reviewing the results prior to separation for misconduct.

    Agency: Department of Defense
    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 its assurance that PTSD and TBI are appropriately considered prior to separating certain servicemembers from the military for misconduct, the Secretary of Defense should direct the Air Force and Navy to address inconsistencies with DOD policy in their policies related to training servicemembers, including officers, on how to identify mild TBI symptoms in the deployed setting.

    Agency: Department of Defense
    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 its assurance that PTSD and TBI are appropriately considered prior to separating certain servicemembers from the military for misconduct, the Secretary of Defense should ensure that the military services routinely monitor adherence to policies related to screening certain servicemembers for PTSD and TBI prior to separation for misconduct.

    Agency: Department of Defense
    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 its assurance that PTSD and TBI are appropriately considered prior to separating certain servicemembers from the military for misconduct, the Secretary of Defense should ensure that the military services routinely monitor adherence to policies related to training servicemembers, including officers, on how to identify mild TBI symptoms in the deployed setting.

    Agency: Department of Defense
    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 its assurance that PTSD and TBI are appropriately considered prior to separating certain servicemembers from the military for misconduct, the Secretary of Defense should ensure that the military services routinely monitor adherence to policies related to counseling about VA benefits and services during the process of separating certain servicemembers for misconduct.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    5 open recommendations
    Recommendation: To facilitate DOD's oversight of the military services' S&I pay programs, and to fully ensure the effectiveness of these programs, the Secretary of Defense should direct the Under Secretary of Defense (Comptroller), in coordination with the military services, to explore cost-effective approaches to collect and report S&I pay program data for the Reserve Components.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, the Department of Defense had not taken action on this recommendation.
    Recommendation: To facilitate DOD's oversight of the military services' S&I pay programs, and to fully ensure the effectiveness of these programs, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the military services, to review whether S&I pay programs have incorporated key principles of effective human capital management and used resources efficiently, and prioritize and complete the establishment of measures for the efficient use of resources.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, the Department of Defense had not taken action on this recommendation.
    Recommendation: To facilitate DOD's oversight of the military services' S&I pay programs, and to fully ensure the effectiveness of these programs, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the military services, to routinely assess the impact of non-monetary incentive approaches on retention behavior and on the necessary levels of S&I pays.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, DOD had submitted a proposal to conduct a study focused on aviation officers that will examine the military services' methodologies used to accomplish their retention goals to determine the primary reasons aviation officers remain or leave the service and the degree to which these reasons affect their retention decisions. According to DOD officials, a portion of the study will consider the interaction between monetary and non-monetary incentives such as duty assignments, flying opportunities, reduced administrative burdens, and quality of life.
    Recommendation: To facilitate DOD's oversight of the military services' S&I pay programs, and to fully ensure the effectiveness of these programs, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the military services, to clarify existing guidance for S&I pay programs regarding the extent to which personnel performance should be incorporated into retention decisions.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, the Department of the Navy was intending to use a servicemember's individual performance as a component for determining eligibility for selective retention bonuses. According to DOD officials, the primary criteria for the bonus remains skill based, but the Navy is planning to explore the effectiveness of first offering bonuses (and in limited cases higher bonuses) to top performers.
    Recommendation: To facilitate DOD's oversight of the military services' S&I pay programs, and to fully ensure the effectiveness of these programs, the Secretary of Defense should direct the Secretaries of the Military Departments to develop approaches to directly target Selective Reenlistment Bonuses to cybersecurity skill sets.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, the Department of Defense had not taken action on this recommendation.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    8 open recommendations
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to incorporate medical screening questions specific to gambling disorder as part of a systematic screening process across DOD, such as DOD's annual Periodic Health Assessment, for behavioral and mental-health issues.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to update DOD Instruction 1010.04, Problematic Substance Use by DOD Personnel, to explicitly include gambling disorder as defined in the 2013 Diagnostic and Statistical Manual of Mental Disorders.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Secretary of the Army to update Army Regulation 600-85, The Army Substance Abuse Program, to explicitly include gambling disorder.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Secretary of the Navy to update Naval Operations Instruction 5350.4D, Navy Alcohol and Drug Abuse Prevention and Control, to explicitly include gambling disorder.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Secretary of the Air Force to update Air Force Instruction 44-121, Alcohol and Drug Abuse Prevention and Treatment (ADAPT) Program, to explicitly include gambling disorder.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Commandant of the Marine Corps to update Marine Corps Order 5300.17, Marine Corps Substance Abuse Program, to explicitly include gambling disorder.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Commandant of the Coast Guard should update Commandant Instruction M6000.1F, Coast Guard Medical Manual, to classify gambling disorder as an addiction and not as an impulse control issue.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Commandant of the Coast Guard should update Commandant Instruction M1000.10, Coast Guard Drug and Alcohol Abuse Program, to explicitly include gambling disorder.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Debra A. Draper
    Phone: (202) 512-7114

    4 open recommendations
    Recommendation: The Secretaries of Veterans Affairs and Defense should collaborate to develop time frames and interim milestones for tracking and implementing each of their jointly developed recommended improvements.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretaries of Veterans Affairs and Defense should collaborate to develop time frames and interim milestones for tracking and implementing each of their jointly developed recommended improvements.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretaries of Veterans Affairs and Defense should collaborate to conduct a cost-effectiveness analysis for the FHCC to establish a baseline for measuring the facility's efficiency over time.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretaries of Veterans Affairs and Defense should collaborate to conduct a cost-effectiveness analysis for the FHCC to establish a baseline for measuring the facility's efficiency over time.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Charles Michael Johnson, Jr.,
    Phone: (202) 512-7331

    1 open recommendations
    Recommendation: To help ensure that DOD successfully achieves the goal of supporting foreign nations in upholding the rule of law, the Secretary of Defense should assess the extent to which the size of DIILS's workforce is aligned with the scope of its mission, including whether DIILS has sufficient staff to complete required after action reports and to increase its resident course capacity.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred with this recommendation. As of October 2017, DOD stated that its position on the report has not changed. When we confirm what actions DOD has taken in response to this recommendation, we will provide updated information.
    Director: Melissa Emrey-Arras
    Phone: (617) 788-0534

    5 open recommendations
    Recommendation: To help ensure quality information is conveyed to servicemembers about how the Servicemembers Civil Relief Act (SCRA) interest rate cap applies to student loans, the Secretary of Defense should direct the secretaries of each service branch, and work with other secretaries as appropriate, to ensure that all information about the SCRA interest rate cap for student loans is accurate when provided to servicemembers and to those who work with servicemembers to help them obtain SCRA benefits, including information contained in outreach materials.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense (DOD) disagreed with this recommendation believing it to be unnecessary because it is already providing accurate information. Specifically, DOD noted that the information provided in several documents GAO reviewed is accurately based on statute whereas Education's updated requirement to automatically apply the cap is based on policy that could change in the future. Moreover, the automated process applies only to federal and commercial FFEL student loans in contrast to other types of debt. DOD said that providing information based on statute rather than policy would cause less confusion and was a better approach than what we recommend. However, our report noted that Education formalized the automated process through federal regulations, effective July 2016, which legally require servicers to use this process for all federal and commercial FFEL loans. In addition, DOD said it was unable to verify whether DOD's Military OneSource website inaccurately states that the SCRA rate cap does not apply to commercial FFEL loans. However, our searches of the website still turned up this inaccuracy. DOD said it would look into a means of verifying website information but that in the meantime, it is satisfied that its training provides correct information. Given that Military OneSource is a key source of information for servicemembers and that some documents DOD provided state that the SCRA rate cap does not apply to student loans, we continue to believe that servicemembers are not always receiving accurate and up-to-date information.
    Recommendation: To ensure that all eligible servicemembers with student loans receive the SCRA interest rate cap, the Attorney General should direct the Department of Justice to consider modifying its proposed changes to SCRA to require use of the automatic eligibility check for private student loans.

    Agency: Department of Justice: Office of the Attorney General
    Status: Open

    Comments: The Department of Justice (DOJ) stated that its current package of proposed legislative changes provides benefits to servicemembers with all kinds of loans, including private student loans. Rather than requiring servicemembers to submit written notice and a copy of military orders, they need only give oral or written notice of eligibility for the cap to their creditors. Creditors would then have to search the Department of Defense's records to verify the servicemembers' military service and apply the SCRA interest rate cap, when applicable. DOJ believes that these changes would significantly benefit all servicemembers with loans while providing a uniform standard for all types of creditors. The department added that it will consider its proposed changes to SCRA in future legislative proposals and plans to obtain feedback from stakeholders on how to improve SCRA's protections for servicemembers. However, as stated in our report, servicemembers with private student loans would still need to be aware of the rate cap in order to give notice, whether written or oral. Therefore, we encourage DOJ to consider updating its current proposal to require use of the automatic eligibility check by all student loan lenders and servicers. Not only would this ensure that servicemembers with private student loans receive a benefit for which they are eligible, but also that the interest rate cap is applied consistently across all types of student loans. The agency said that it would consider these changes to the SCRA in future legislative proposals and plans to obtain feedback from stakeholders on how the agency can propose to improve the SCRA's protections for servicemembers. However, as stated in our report, servicemembers with private student loans would still need to be aware of the rate cap in order to give notice, whether written or oral. Therefore, we encourage DOJ to consider updating its current proposal to require use of the automatic eligibility check by all student loan lenders and servicers. Not only would this ensure that servicemembers with private student loans receive a benefit for which they are eligible, but also that the interest rate cap is applied consistently across all types of student loans.
    Recommendation: To enhance customer service, the Secretary of Education should direct the Office of Federal Student Aid to identify ways to modify the data collected in its unified borrower complaint system to allow the agency to more precisely identify and analyze complaints specifically about the SCRA interest rate cap.

    Agency: Department of Education
    Status: Open

    Comments: The Department of Education said it is committed to accurately tracking the types of complaints it receives and will create a complainant subcategory for SCRA under the "Military and Veterans Benefit" category. In addition, it will continue to run periodic key word searches to identify other complaints that may have been miscategorized by the complainant, related to the requirements of the SCRA, and ensure that they are considered appropriately. GAO will consider closing this recommendation when the department has provided evidence that it has completed these efforts.
    Recommendation: To better ensure that servicemembers with private student loans benefit from the SCRA interest rate cap, the Director of the Consumer Financial Protection Bureau and the Attorney General of the Department of Justice should coordinate with each other, and with the four federal financial regulators, as appropriate, to determine the best way to ensure routine oversight of SCRA compliance for all nonbank private student loan lenders and servicers. If CFPB and DOJ determine that additional statutory authority is needed to facilitate such oversight, CFPB and DOJ should develop a legislative proposal for Congress.

    Agency: Consumer Financial Protection Bureau
    Status: Open

    Comments: The Consumer Financial Protection Bureau (CFPB) stated that it is committed to working with the Department of Justice (DOJ) and federal financial regulators, when possible, to facilitate oversight of SCRA compliance and that it will support all relevant federal agencies in using their respective authorities to identify and address SCRA violations as efficiently and effectively as possible. While CFPB coordinates with DOJ and other federal regulators in general, there is still no single agency authorized to enforce SCRA compliance among nonbank private student loan lenders and servicers, and no entity is conducting onsite supervisory reviews of these lenders and servicers. In addition, while CFPB may refer complaints from servicemembers about the SCRA rate cap for private student loans to DOJ and other financial regulators, we believe this does not constitute routine, proactive oversight and also presumes servicemembers are aware of the SCRA rate cap. GAO will consider closing this recommendation when the bureau has provided evidence of actions it has taken to facilitate routine oversight of SCRA compliance for all nonbank private student loan lenders and servicers.
    Recommendation: To better ensure that servicemembers with private student loans benefit from the SCRA interest rate cap, the Director of the Consumer Financial Protection Bureau and the Attorney General of the Department of Justice should coordinate with each other, and with the four federal financial regulators, as appropriate, to determine the best way to ensure routine oversight of SCRA compliance for all nonbank private student loan lenders and servicers. If CFPB and DOJ determine that additional statutory authority is needed to facilitate such oversight, CFPB and DOJ should develop a legislative proposal for Congress.

    Agency: Department of Justice: Office of the Attorney General
    Status: Open

    Comments: The Department of Justice (DOJ) believes that it is in full compliance with this recommendation and that the four federal financial regulators do not have statutory authority to examine nonbank private student loan lenders and servicers unaffiliated with a depository institution. DOJ stated that it already coordinates extensively with the Consumer Financial Protection Bureau (CFPB) and the financial regulators concerning SCRA compliance through such mechanisms as referrals from CFPB for any SCRA-related violations and access to its consumer complaint database, and regular meetings with CFPB, and that it will continue to be built upon these efforts. While these mechanisms are commendable, GAO believes they do not constitute exercising routine oversight of nonbank private student loan lenders and servicers who are not affiliated with a depository institution. We believe that additional interagency coordination, including working with CFPB to seek additional statutory authority, as needed, is necessary to ensure routine SCRA compliance.
    Director: Brian Lepore
    Phone: (202) 512-4523

    1 open recommendations
    Recommendation: To better enable DOD to provide congressional decision makers with complete and reliable information on the total anticipated costs for the JIAC consolidation efforts, the Office of the Assistant Secretary of Defense for Energy, Installations, and Environment's Basing Office--in coordination with the Office of the Assistant Secretary of the Air Force Installations, Environment and Energy-- should update future construction cost estimates for consolidating the JIAC at RAF Croughton using best practices for cost estimating as identified in the GAO Cost Estimating and Assessment Guide. Specifically, cost estimates for the JIAC consolidation should fully incorporate all four characteristics of a high-quality, reliable estimate.

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

    Comments: In commenting on this report, DOD did not concur with our recommendation. DOD agreed that many components in the GAO Cost Estimating and Assessment Guide are broadly applicable in the decision process leading up to a military construction budget request. However, DOD further stated that once military construction funds are authorized and appropriated by Congress, the department transitions to a project management mode, and it would be a waste of resources to continue to generate cost estimates once they have transitioned to managing project execution using actual cost data. However, as we note in the report, DOD guidance for estimating construction costs, DOD?s Unified Facilities Criteria 3-740-05, states that in the MILCON program, construction cost estimates are prepared throughout the planning, design, and construction phases of a construction project to account for the refinement of the project?s design and requirements. The final estimate should document the department?s assessment of the program's most probable cost and ensure that enough funds are available to execute it. As of October 2016, the military construction funds had not been authorized by Congress for the third phase of the JIAC construction project. According to DOD officials, construction is not scheduled to begin until fall of 2017, and the contract has not yet been awarded. Further, the GAO Cost Estimating and Assessment Guide states that regardless of whether changes to the program result from a major contract modification or an overtarget budget, the cost estimate should be regularly updated to reflect all changes. This is also a requirement outlined in OMB?s Capital Programming Guide. The purpose of updating the cost estimate is to check its accuracy, defend the estimate over time, and archive cost and technical data for use in future estimates. After the internal agency and congressional budgets are prepared and submitted, it is imperative that cost estimators continue to monitor the program to determine whether the preliminary information and assumptions remain relevant and accurate. Keeping the estimate updated gives decision makers accurate information for assessing alternative decisions. Cost estimates must also be updated whenever requirements change, and the results should be reconciled and recorded against the old estimate baseline. Therefore, we continue to believe that DOD?s implementation of our recommendation to update future JIAC cost estimates using the best practices identified in the GAO Cost Estimating and Assessment Guide would assist in ensuring that decision makers have complete and reliable information about costs associated with the JIAC consolidation and as the third phase of the JIAC project is authorized. Implementing our recommendation would also ensure that DOD develops a reliable historical record for the cost of the JIAC that can be used to estimate other similar projects in the future. As of June 2017, the agency had not taken any action to implement this recommendation.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    1 open recommendations
    Recommendation: To improve the management of DOD's credentialing program and better determine whether the program is achieving its desired results, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to develop and implement program performance measures that include key attributes, such as a baseline and goals, that can be used to assess performance.

    Agency: Department of Defense
    Status: Open

    Comments: DOD did not concur with our recommendation to develop and implement performance measures for its credentialing program. As of August 23, 2017, the department still has yet to develop performance measures for the program.
    Director: Gretta L. Goodwin
    Phone: (202) 512-8777

    4 open recommendations
    Recommendation: To enhance the clarity and transparency of sexual violence data that is reported to the public, the Secretary of Education should direct the Assistant Secretary for the Office of Postsecondary Education, the Secretary of Health and Human Services should direct the Director of Centers for Disease Control and Prevention, and the Attorney General should direct the Director of the Bureau of Justice Statistics to make information on the acts of sexual violence and contextual factors that are included in their measurements of sexual violence publicly available. This effort could entail revising their definitions of key terms used to describe sexual violence so that the definitions match the measurements of sexual violence.

    Agency: Department of Education
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To enhance the clarity and transparency of sexual violence data that is reported to the public, the Secretary of Education should direct the Assistant Secretary for the Office of Postsecondary Education, the Secretary of Health and Human Services should direct the Director of Centers for Disease Control and Prevention, and the Attorney General should direct the Director of the Bureau of Justice Statistics to make information on the acts of sexual violence and contextual factors that are included in their measurements of sexual violence publicly available. This effort could entail revising their definitions of key terms used to describe sexual violence so that the definitions match the measurements of sexual violence.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To enhance the clarity and transparency of sexual violence data that is reported to the public, the Secretary of Education should direct the Assistant Secretary for the Office of Postsecondary Education, the Secretary of Health and Human Services should direct the Director of Centers for Disease Control and Prevention, and the Attorney General should direct the Director of the Bureau of Justice Statistics to make information on the acts of sexual violence and contextual factors that are included in their measurements of sexual violence publicly available. This effort could entail revising their definitions of key terms used to describe sexual violence so that the definitions match the measurements of sexual violence.

    Agency: Department of Justice
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help lessen confusion among the public and policy makers regarding federal data on sexual violence, the Director of OMB should establish a federal interagency forum on sexual violence statistics. The forum should consider the broad range of differences across the data collection efforts to assess which differences enhance or hinder the overall understanding of sexual violence in the United States.

    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: Brenda S. Farrell
    Phone: (202) 512-3604

    2 open recommendations
    Recommendation: To more fully understand the food assistance needs that exist for active-duty servicemembers and their families, and to help ensure that DOD effectively targets its support to those in need of assistance, the Secretary of Defense should direct the Office of the Under Secretary of Defense for Personnel and Readiness to revise, as appropriate, any existing data-collection mechanisms, such as periodic surveys, to collect and analyze more complete data on the use of food assistance programs by servicemembers and their families and use the data to determine if any further actions are needed, such as assigning responsibilities at the department-level for monitoring the use of food assistance programs by active-duty servicemembers.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, The Department of Defense (DOD) revised the questions on the September 2016 Status of Force Survey of Active Duty Members to include questions on whether servicemembers and their families had in the past 12 months run out of food, skipped meals, or were unable to eat balanced meals due to a lack of money. The survey also included questions on whether the servicemembers or their families had used food pantries in the past twelve months and asked the servicemembers to identify the factors that had contributed to their food concerns and/or need to use a food pantry. Finally, the survey included questions on the extent servicemember had ever applied for Supplemental Nutrition Assistance Program (SNAP) benefits (formerly known as the Food Stamp Program), whether they were currently receiving SNAP benefits, their paygrade at the time they first started receiving SNAP benefits, the total number of people in the household when they first started receiving SNAP benefits, and how long they have received SNAP benefits. DOD official stated that the results of the survey were not published until July 31, 2017 so they have not had the opportunity to review the results of the survey to determine what further actions, if any, are needed.
    Recommendation: To more fully understand the food assistance needs that exist for active-duty servicemembers and their families, and to help ensure that DOD effectively targets its support to those in need of assistance, the Secretary of Defense should direct the Office of the Under Secretary of Defense for Personnel and Readiness to coordinate with USDA to leverage its access to data on active-duty servicemembers and their families who use its programs and services and consider outreaching to other organizations that have data on servicemembers' use of food assistance.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, DOD has not provided information on steps it has taken to address this recommendation. When more information becomes available, we will update the recommendation?s status accordingly.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    7 open recommendations
    Recommendation: To increase oversight of the Army's Warrior Transition Unit program, the Secretary of the Army should direct the Army Surgeon General to assess the Triad of Care model's effectiveness in light of the changes in WTU diagnoses and take the appropriate action.

    Agency: Department of Defense: Department of the Army
    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 oversight of the Army's Warrior Transition Unit program, the Secretary of the Army should direct the Army Surgeon General to exercise oversight responsibility to track full adherence to selection processes for squad leaders and platoon sergeants, including the requirement to conduct interviews for these positions.

    Agency: Department of Defense: Department of the Army
    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 oversight of the Army's Warrior Transition Unit program, the Secretary of the Army should direct the Army Surgeon General to develop a mechanism to conduct post-training assessments on squad leaders and platoon sergeants' application of training to the work environment and incorporate the results into the training program.

    Agency: Department of Defense: Department of the Army
    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 oversight of the Army's Warrior Transition Unit program, the Secretary of the Army should direct the Army Surgeon General to develop plans to adjust staff levels, if needed, to accommodate a potential future surge in demand.

    Agency: Department of Defense: Department of the Army
    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 oversight of the Army's Warrior Transition Unit program, the Secretary of the Army should direct the Army Surgeon General to establish a process that assigns oversight responsibility for tracking instances in which Commanders make exceptions to WTU entrance criteria so that the Army Surgeon General is aware of the extent Commanders' decisions are consistent with program goals.

    Agency: Department of Defense: Department of the Army
    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 oversight of the Army's Warrior Transition Unit program, the Secretary of the Army should direct the Army Surgeon General to develop and implement an approach and associated procedures for providing senior leadership, such as the Warrior Transition Command, with complaints information concerning the WTU program and WTU soldiers.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help ensure the best use of resources for managing the medical care of soldiers recovering from serious medical conditions, the Secretary of the Army should direct the Chief of the Army Reserve, in conjunction with the Army Surgeon General, to develop an analysis that compares the costs and benefits of maintaining the current system of Community Care Units with the costs and benefits of expanding the Reserve Component Managed Care program.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Farrell, Brenda S
    Phone: (202) 512-3604

    5 open recommendations
    Recommendation: To help ensure that the Gold Star Advocate Program achieves its mission and objectives and to enhance outreach for the program, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the service secretaries, to develop interim policies to govern the program, to include identification of roles, responsibilities, and procedures.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense (DOD) is planning to incorporate policies regarding the Gold Star Advocate Program into the revision of DOD Instruction 1300,18, Department of Defense (DOD) Personnel Casualty Matters, Policies, and Procedures. The revision is anticipated to be published in 2017. In the interim, DOD is planning to establish a charter for the Gold Star Advocate Program.
    Recommendation: To help ensure that the Gold Star Advocate Program achieves its mission and objectives and to enhance outreach for the program, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the service secretaries, to determine outreach goals and metrics by which to measure progress in attaining those goals.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense (DOD) is planning to determine outreach goals and metrics by the end of 2016. DOD is also planning to include a question concerning the Gold Star Advocate Program in its telephonic survey of survivors of deceased servicemembers to ensure awareness of the Gold Star Advocate Program amongst survivors.
    Recommendation: To help ensure that the Gold Star Advocate Program achieves its mission and objectives and to enhance outreach for the program, the Commandant of the Coast Guard should develop interim policies to govern the program, to include identification of roles, responsibilities, and procedures.

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

    Comments: The Coast Guard Personnel Service Center is planning to publish a policy memorandum on the Personnel Service Center Casualty Matters website announcing the establishment of the Gold Star Advocate Program and outlining the policies, procedures, and responsibilities of the Gold Star Advocate Program.
    Recommendation: To help ensure that the Gold Star Advocate Program achieves its mission and objectives and to enhance outreach for the program, the Commandant of the Coast Guard should determine outreach goals and metrics by which to measure progress in attaining those goals.

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

    Comments: The Coast Guard is planning to establish goals and metrics for the Coast Guard's Gold Star Advocate Program to include: identifying resources to support the program, creating a Gold Star Advocate Program website, updating the Coast Guard's "A Survivor's Guide to Benefits" and link it to the Gold Star Advocate Program website. The Coast Guard also plans to begin capturing addresses and other contact information for survivors of each active duty servicemember death and perform a one-time mass mailing to survivors to inform them of the program. They also plan to develop measures for outreach effectiveness and to partner with the Department of Defense to identify other ways to ensure that all survivors are contacted.
    Recommendation: To improve the efficacy of the training provided, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to develop indicators to help determine how casualty assistance officer training contributes to the quality of the casualty assistance program.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense (DOD) is planning to develop two surveys to gauge how effective casualty assistance officers found the simulation training program that was developed by the Office of the Under Secretary of Defense for Personnel and Readiness (OUSD(P&R)).
    Director: Brian J. Lepore
    Phone: (202) 512-4523

    1 open recommendations
    Recommendation: To improve the Office of the Secretary of Defense's (OSD) oversight of the services' progress in implementing the standardized process for assessing facility conditions and recording facility condition ratings based on that process, the Assistant Secretary of Defense for Energy, Installations, and Environment should revise its guidance to clarify how--either in DOD's Real Property Assets Database or by some other mechanism--the services are to indicate when a facility condition rating recorded in DOD's Real Property Assets Database is based on the standardized process.

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

    Comments: DOD partially concurred with our recommendation that the Assistant Secretary of Defense for Energy, Installations, and Environment revise its guidance to clarify how--either in DOD's Real Property Assets Database or by some other mechanism--the services are to indicate when a facility condition rating recorded in DOD's Real Property Assets Database is based on the standardized process. As of October 2016, DOD has not completed any actions to implement this recommendation.
    Director: Andrew Von Ah
    Phone: (213) 830-1011

    3 open recommendations
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in consultation with officials from the military service components and the JAMRS office, to develop a formal process for coordination on crosscutting issues to facilitate better leveraging of resources. As part of this process, DOD could review existing advertising programs to identify opportunities to reduce unnecessary duplication, overlap, and fragmentation and obtain potential efficiencies.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, a DOD official from the office of Under Secretary of Defense for Personnel and Readiness stated that a working group drafted an Instruction on DOD advertising and marketing and this instruction will be signed within the next 30 days. The instruction requires that the relevant departmentwide office will meet quarterly with the military service marketing representatives to discuss best practices and to look for efficiencies. Further, the official stated that the Army has directed the Army National Guard to work through Army Marketing and Research Group regarding their marketing efforts, which consolidates all Army marketing efforts within one office. The Air force is also in discussion to determine how best to consolidate the marketing efforts of its Guard and Reserve components with the Active Duty to gain efficiencies. We will monitor the issuance of the instruction and the efforts of the Air Force to consolidate activities.
    Recommendation: The Secretary of Defense should direct the Secretaries of the Departments of the Army, the Navy, and the Air Force to ensure that each military service component fully measure advertising performance. This should include both the identification of measurable goals in future versions of the service components' advertising plans and assurance that the service components have access to the necessary performance data to determine the effectiveness of their advertising activities for lead generation activities.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, a DOD official from the office of Under Secretary of Defense for Personnel and Readiness stated that a working group drafted an Instruction on DOD advertising and marketing and this instruction will be signed within the next 30 days. The instruction requires that the relevant department-level office will meet quarterly with the military service marketing representatives to discuss best practices and to look for efficiencies. Upon issuance of the instruction, we will assess the direction provided to the services in the instruction regarding performance measurement.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to ensure, as the department undertakes its effort to issue a department-wide policy for advertising, that this policy (1) clearly defines DOD's role in overseeing the advertising activities of military service components; (2) clarifies issues related to sports-related advertising; and (3) outlines procedures that should guide the components' advertising activities for other types of advertising, such as music concerts, other event advertising, and digital advertising.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, a DOD official from the office of Under Secretary of Defense for Personnel and Readiness stated that a work group session was held in October 2016 and based on the outcome of that work group, DOD has drafted an Instruction on DOD advertising and marketing. That instruction is currently in the "Pre-Signature" phase as a priority instruction which means it should be signed and published within the next 30 days. We will continue to monitor the issuance of this instruction.
    Director: Randall B. Williamson
    Phone: (202) 512-7114

    1 open recommendations
    Recommendation: To enhance oversight of access to mental health care and help ensure that servicemembers have timely access to mental health care, the Secretary of Defense should direct the Assistant Secretary of Defense for Health Affairs to establish an access standard for mental health follow-up appointments and regularly monitor data on these appointments.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    3 open recommendations
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to establish time frames to complete actions that its Federal Voting Assistance Program has identified it will take to address challenges, and also to use these time frames to demonstrate progress for stakeholders, including through its statutorily required annual reporting.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Under Secretary of Defense for Personnel and Readiness, through the Defense Human Resources Activity, should direct FVAP's Director to fully implement the six selected leading practices of federal strategic planning into the day-to-day operations of the program.

    Agency: Department of Defense: Office of the Under Secretary for Personnel and Readiness
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Under Secretary of Defense for Personnel and Readiness, through the Defense Human Resources Activity, should direct FVAP's Director to complete the development of a strategic plan that fully exhibits the six selected leading practices of federal strategic planning, including, but not limited to: (1) a statement of FVAP's revised mission and goals; (2) an identification of strategies that address management challenges and resources needed to achieve goals; (3) a description of leadership involvement and accountability; (4) a description of stakeholder involvement in the development of FVAP priorities; (5) a coordination strategy to communicate the program's mission and goals to other federal agencies; and (6) a description of performance measures, aligned with program goals that FVAP will use to track progress toward achieving goals.

    Agency: Department of Defense: Office of the Under Secretary for Personnel and Readiness
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    7 open recommendations
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to collect and monitor deployed civilians' perceptions related to mental health care.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to leverage recommendations made by the RAND Corporation in its 2014 report on mental health stigma in the military to update and clarify policies as needed to remove stigmatizing provisions, such as career restrictions that may be too limiting for individuals who have received mental health care.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to establish a clear, consistent definition of those barriers to care generally understood by DOD as "mental health care stigma," to include explanations of its causes or contributing risk factors and ways that stigma is apparent in behaviors and policies.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to establish goals for efforts to address barriers to care generally understood by DOD as "stigma reduction efforts," and performance measures that link to these goals.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to develop a method to collect and analyze information on barriers to seeking mental health care, including stigma, so that reliable data may be gathered and used to measure the effectiveness of stigma reduction efforts over time.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to designate an entity to coordinate efforts to reduce mental health care stigma, among other barriers to care.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Secretary of Defense should direct the Under Secretary of Defense for Intelligence to reissue consolidated guidance, incorporating subsequent updates for the denial or suspension of access to classified information and for assignment to sensitive duties based solely on information about mental health care.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    4 open recommendations
    Recommendation: To help determine the equitable allocation of enlisted aide authorizations across the military services and the Joint Staff, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the secretaries of the military departments and the Chairman of the Joint Chiefs of Staff, to conduct an assessment of DOD-wide enlisted aide requirements and determine circumstances under which subsequent periodic updates should occur.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred, with comment, with this recommendation, noting that going forward, the Secretaries of the Military Departments and the Chairman of the Joint Chiefs of Staff will identify their respective total enlisted aide requirements, including requirements that, if authorized, would cause the department to exceed the ceiling on the number of enlisted aides authorized by law. DOD confirmed its position with regard to this recommendation on May 6, 2016.
    Recommendation: To help ensure the efficient and effective use of enlisted aides, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to reallocate enlisted aide authorizations across the military services and the Joint Staff, under the statutory cap, based on its assessments of total enlisted aide requirements.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred, with comment, with this recommendation, stating that it will endeavor to improve the enlisted aide allocation process to better support actual service and joint requirements. DOD confirmed its position with regard to this recommendation on May 6, 2016.
    Recommendation: To help ensure consistency and transparency in military service and Joint Staff enlisted aide authorization and assignment decisions and to help determine enlisted aide requirements, the Secretary of Defense should direct the Office of the Under Secretary of Defense for Personnel and Readiness, in coordination with the military services and Joint Staff, to establish criteria for determining enlisted aide workload and include these criteria in relevant enlisted aide guidance.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred, with comment, with this recommendation, stating that the workload of an enlisted aide is unique to each position and area of responsibility, and that establishing a fixed set of workload criteria would significantly limit the flexibility of the department, among other things. DOD confirmed its position with regard to this recommendation on May 6, 2016.
    Recommendation: To help ensure the reliability of enlisted aide authorization, assignment, and justification data used in DOD's future annual enlisted aide reports and improve DOD's ability to make informed decisions about the enlisted aide program, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to establish a process to assess the reliability of data submitted by the military services and the Joint Staff for future enlisted aide reports.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred, with comment, with this recommendation, noting that they expect that each submission is already subject to intense scrutiny and high-level review prior to its aggregation and delivery to the Office of the Secretary of Defense and that the review process within the Office will continue to analyze those reports closely, in the interests of consistency and transparency, and to resolve potential anomalies prior to submission to Congress. DOD confirmed its position with regard to this recommendation on May 6, 2016.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    12 open recommendations
    Recommendation: To enhance and to promote more consistent oversight of efforts within the department to address the incidence of hazing, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to regularly monitor the implementation of DOD's hazing policy by the military services.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To enhance and to promote more consistent oversight of efforts within the department to address the incidence of hazing, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to require that the Secretaries of the military departments regularly monitor implementation of the hazing policies within each military service.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To improve the ability of servicemembers to implement DOD and service hazing policies, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to establish a requirement for the Secretaries of the military departments to provide additional clarification to servicemembers to better inform them as to how to determine what is or is not hazing. This could take the form of revised training or additional communications to provide further guidance on hazing policies.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater consistency in and visibility over the military services' collection of data on reported hazing incidents and the methods used to track them, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the Secretaries of the military departments, to issue DOD-level guidance on the prevention of hazing that specifies data collection and tracking requirements, including the scope of data to be collected and maintained by the military services on reported incidents of hazing.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater consistency in and visibility over the military services' collection of data on reported hazing incidents and the methods used to track them, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the Secretaries of the military departments, to issue DOD-level guidance on the prevention of hazing that specifies data collection and tracking requirements, including a standard list of data elements that each service should collect on reported hazing incidents.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater consistency in and visibility over the military services' collection of data on reported hazing incidents and the methods used to track them, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the Secretaries of the military departments, to issue DOD-level guidance on the prevention of hazing that specifies data collection and tracking requirements, including definitions of the data elements to be collected to help ensure that incidents are tracked consistently within and across the services.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater visibility over the extent of hazing in DOD to better inform DOD and military service actions to address hazing, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the Secretaries of the Military Departments, to evaluate prevalence of hazing in the military services.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To enhance and to promote more consistent oversight of the Coast Guard's efforts to address the incidence of hazing, the Commandant of the Coast Guard should regularly monitor hazing policy implementation.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater consistency in and visibility over the Coast Guard's collection of data on reported hazing incidents and the methods used to track them, the Commandant of the Coast Guard should issue guidance on the prevention of hazing that specifies data collection and tracking requirements, including the scope of the data to be collected and maintained on reported incidents of hazing.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater consistency in and visibility over the Coast Guard's collection of data on reported hazing incidents and the methods used to track them, the Commandant of the Coast Guard should issue guidance on the prevention of hazing that specifies data collection and tracking requirements, including a standard list of data elements to be collected on reported hazing incidents.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater consistency in and visibility over the Coast Guard's collection of data on reported hazing incidents and the methods used to track them, the Commandant of the Coast Guard should issue guidance on the prevention of hazing that specifies data collection and tracking requirements, including definitions of the data elements to be collected to help ensure that incidents are tracked consistently within the Coast Guard.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To promote greater visibility over the extent of hazing in the Coast Guard to better inform actions to address hazing, the Commandant of the Coast Guard should evaluate the prevalence of hazing in the Coast Guard.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Debra Draper
    Phone: (202) 512-7114

    1 open recommendations
    Recommendation: The Secretary of Defense should direct the Secretary of the Army to implement processes to review and monitor the Army military treatment facility prescribing practices for medications discouraged under the PTSD guideline and address identified deviations.

    Agency: Department of Defense
    Status: Open

    Comments: We requested an update on the status of this recommendation. As of June 21, 2016, we are waiting for a response from DOD.
    Director: Timothy J. DiNapoli
    Phone: (202) 512-4841

    3 open recommendations
    Recommendation: To ensure that DOD has the right people with the right skills to meet future needs, the Under Secretary of Defense for Acquisition, Technology and Logistics should direct the Director, Human Capital Initiatives to issue guidance to focus component hiring efforts using the Defense Acquisition Workforce Development Fund on priority career fields.

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

    Comments: DOD concurred with our recommendation, but has not taken the full actions necessary to implement it. Human Capital Initiatives issued updated guidance on the use of the Defense Acquisition Workforce Development Fund in 2016 and 2017 but the guidance did not focus component hiring efforts on specific career fields. The officials stated that the DOD military departments and other DOD components determine their own requirements for the acquisition workforce, including which career fields to identify as critical. In a March 2017 report, we noted that the Army's fiscal year 2017 DAWDF guidance, which was issued in 2016, identified priority career fields where DAWDF funded hiring efforts could be focused, while the Air Force's and Navy's guidance did not. The Army's fiscal year 2018 DAWDF guidance also identified priority career fields, including business (which includes financial management and cost estimating) contracting, systems engineering, and science and technology.
    Recommendation: To ensure that DOD has the right people with the right skills to meet future needs, the Under Secretary of Defense for Acquisition, Technology and Logistics should direct the Director, Human Capital Initiatives to ensure the functional leader for the production, quality, and manufacturing career field completes an initial competency assessment.

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

    Comments: DOD concurred with the recommendation. Officials within the Human Capital Initiatives (HCI) office stated that DOD initiated a strategic analysis in fiscal year 2017 to better understand the acquisition workforce performing Production, Quality, and Manufacturing (PQM) functions. This analysis will help identify how best to structure the PQM career field in order to manage this workforce in a more effective and efficient manner. Initial analysis findings are expected by the end of 2017 and will be used to inform a PQM competency assessment. HCI will partner with the Under Secretary of Defense for Personnel and Readiness to use their competency assessment team to conduct competency assessments for each acquisition functional career field. The plan is to conduct four assessments annually, starting in October 2017 with an anticipated completion date for all career fields by 2021.
    Recommendation: To ensure that DOD has the right people with the right skills to meet future needs, the Under Secretary of Defense for Acquisition, Technology and Logistics should direct the Director, Human Capital Initiatives to establish time frames, in collaboration with functional leaders, to complete future career field competency assessments.

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

    Comments: DOD concurred with the recommendation and has taken some steps to implement it. The Human Capital Initiatives (HCI) office issued an updated strategic acquisition workforce plan in 2016. This plan stated that conducting career field competency assessments at a minimum of every five years helps the acquisition workforce to effectively manage their careers. Officials within the HCI office stated that they will partner with the Under Secretary of Defense for Personnel and Readiness to use their competency assessment team to conduct competency assessments for each acquisition functional career field. The plan is to conduct four career field assessments a year, starting in October 2017 with an anticipated completion date for all career fields by 2021.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    4 open recommendations
    Recommendation: To improve DOD's management of initiatives directed at increasing the recruitment and accessions of women into the officer corps, the Secretary of Defense should direct the Under Secretary of Defense, Personnel and Readiness, in collaboration with the service Secretaries, to develop an oversight framework that includes or incorporates (consistent with applicable law): (1) Service-wide program goals for initiatives directed at female officers' recruitment, such as goals related to the composition of the applicant pool; (2) Performance measures linked to program goals; and (3) Resource allocations linked to program goals.

    Agency: Department of Defense
    Status: Open

    Comments: In providing comments on this report, the agency concurred with this recommendation but has not yet taken any actions necessary to implement it.
    Recommendation: To improve DOD's management of initiatives directed at increasing the recruitment and accessions of women into the officer corps, the Secretary of Defense should direct the Under Secretary of Defense, Personnel and Readiness, in collaboration with the service Secretaries, to conduct evaluations for key recruitment initiatives to help ensure these initiatives are achieving their intended purpose.

    Agency: Department of Defense
    Status: Open

    Comments: In providing comments on this report, the agency concurred with this recommendation but has not yet taken any actions necessary to implement it.
    Recommendation: To improve the Coast Guard's management of initiatives to increase the recruitment and accessions of women into the officer corps, the Commandant of the Coast Guard should develop an oversight framework that includes or incorporates (consistent with applicable law): (1) Service-wide program goals for initiatives directed at female officers' recruitment, such as goals related to the composition of the applicant pool; (2) Performance measures linked to program goals; and (3) Resource allocations linked to program goals.

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

    Comments: In providing comments on this report, the agency concurred with this recommendation but has not yet taken any actions necessary to implement it.
    Recommendation: To improve the Coast Guard's management of initiatives to increase the recruitment and accessions of women into the officer corps, the Commandant of the Coast Guard should conduct evaluations for key recruitment initiatives to help ensure these initiatives are achieving their intended purpose.

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

    Comments: In providing comments on this report, the agency concurred with this recommendation but has not yet taken any actions necessary to implement it.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    5 open recommendations
    Recommendation: To improve the effectiveness of DOD's strategy for preventing sexual assault in the military, as part of the department's next biennial update to the 2014-16 sexual-assault prevention strategy, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in conjunction with the Secretaries of the military departments, to link sexual-assault prevention activities with desired outcomes.

    Agency: Department of Defense
    Status: Open

    Comments: DOD action in progress. DOD is conducting assessments at large installations that reflect a cross-section of each of the service's cultures and result in the development of the 2017-2021 DOD Sexual Assault Prevention Plan of Action. According to department officials, the plan will link risks and protective factors.
    Recommendation: To improve the effectiveness of DOD's strategy for preventing sexual assault in the military, as part of the department's next biennial update to the 2014-16 sexual-assault prevention strategy, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in conjunction with the Secretaries of the military departments, to identify risk and protective factors for all of its domains, including the military community and its leaders.

    Agency: Department of Defense
    Status: Open

    Comments: DOD action in progress. DOD is conducting assessments at large installations that reflect a cross-section of each of the service's cultures and will inform the development of the 2017-2021 DOD Sexual Assault Prevention Plan of Action. According to department officials, the plan will identify risk and protective factors for all domains, including military community and leaders.
    Recommendation: To help ensure widespread adoption and implementation of DOD's sexual-assault prevention strategy and to fulfill its role as a framework that can assist leaders and planners in the development of appropriate tasks, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in conjunction with the Secretaries of the military departments, to communicate and disseminate DOD's prevention strategy and its purpose to the appropriate levels of program personnel as well as their roles and responsibilities for its implementation.

    Agency: Department of Defense
    Status: Open

    Comments: DOD action in progress. According to DOD officials, DOD's 2017-2021 Sexual Assault Prevention Plan of Action will include a comprehensive communications roll-out plan to ensure every level of DOD understands its role in prevention.
    Recommendation: To help improve DOD's ability to measure the effectiveness of the department's efforts in preventing sexual assault in the military, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the Secretaries of the military departments, to fully develop the department's performance measures for the prevention of sexual assault so that the measures include all key attributes of successful performance measures.

    Agency: Department of Defense
    Status: Open

    Comments: DOD action in progress. DOD is conducting a feasibility assessment to identify metrics that will detect impacts of prevention efforts and show progress on reducing risk and prevalence of sexual assault. The results will be included in the 2017-2021 DOD Sexual Assault Prevention Plan of Action.
    Recommendation: To help ensure widespread adoption and implementation of DOD's sexual-assault prevention strategy and to fulfill its role as a framework that can assist leaders and planners in the development of appropriate tasks, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in conjunction with the Secretaries of the military departments, to ensure the military services' Sexual Assault Prevention and Response policies are aligned with the department's prevention strategy.

    Agency: Department of Defense
    Status: Open

    Comments: DOD action in progress. As part of its development of the department's 2017-2021 Sexual Assault Prevention Plan of Action, DOD is working to align military service sexual assault prevention policies with the department's overarching sexual assault prevention strategy.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    1 open recommendations
    Recommendation: To assist DOD in determining whether CIPP is meeting its intended purpose of enhancing retention and providing greater flexibility in the career path of servicemembers, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the service secretaries, to develop and implement a plan to evaluate the pilot that includes key features such as well-defined, clear, and measurable objectives and standards for determining pilot-program performance.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense (DOD) concurred with our recommendation, and recognized the importance of developing well defined measures to evaluate the effectiveness and utility of the career intermission pilot program (CIPP). In November 2015, DOD acknowledged receipt of our final report and noted that its position on the report has not changed since providing official written comments. In May 2017, we issued GAO-17-623R, which provided an update to the CIPP participant data in our initial report, and noted that DOD had not established performance measures in response to our recommendation. As of September 2017, DOD had still not developed these measures, noting the program was still in a pilot stage, and the final consolidated report due to Congress in June 2023 will include narratives from the service secretaries discussing the effectiveness and value of the program.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    4 open recommendations
    Recommendation: To improve the availability of information needed for effective and efficient management of the PCS program, including program costs and time-on-station requirements, the Secretary of Defense should direct the Under Secretary of Defense (Comptroller), in coordination with the military services, to improve the completeness and consistency of PCS data in service budget materials. This action should include revising existing guidance on the reporting of non-temporary storage costs, and clarifying existing guidance on the presentation of other PCS data.

    Agency: Department of Defense
    Status: Open

    Comments: DOD is forming a working group to address issues concerning the PSC program. Although a charter had not been finalized as of July 2016, the working group, including the Office of the Deputy Assistant Secretary of Defense (Military Personnel Policy), within the Office of the Assistant Secretary of Defense (Manpower and Reserve Affairs), and the Director, Military Personnel and Construction, within the Office of the Deputy Comptroller (Program/Budget), will review current PCS budgetary reporting requirements and revise these as necessary. DOD expects the effort under the working group to be completed in October 2017.
    Recommendation: To improve the availability of information needed for effective and efficient management of the PCS program, including program costs and time-on-station requirements, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the military services, to complete periodic evaluations of whether the PCS program is efficiently supporting DOD's requirements for assigning military personnel to new locations while reimbursing servicemembers for allowable expenses incurred during PCS moves. These periodic evaluations should identify changes in PCS per-move costs over time, factors driving such changes, and steps that could be taken to manage and control cost growth.

    Agency: Department of Defense
    Status: Open

    Comments: DOD is forming a working group to address issues concerning the PSC program. Although a charter had not been finalized as of July 2016, the working group, including the Office of the Deputy Assistant Secretary of Defense (Military Personnel Policy), within the Office of the Assistant Secretary of Defense (Manpower and Reserve Affairs), and the Director, Military Personnel and Construction, within the Office of the Deputy Comptroller (Program/Budget), will coordinate with key stakeholders (e.g. Military Departments and Services, Defense Finance and Accounting Service, Defense Travel Management Office) on efforts to complete periodic evaluations of the efficiency and effective of the PCS program. DOD expects the effort under the working group to be completed in October 2017.
    Recommendation: To improve the availability of information needed for effective and efficient management of the PCS program, including program costs and time-on-station requirements, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the military services, to improve the completeness and consistency of data on exceptions used for PCS moves that occur prior to established time-on-station lengths. This action should include clarifying existing guidance with regard to how the services collect, maintain, and report data on exceptions for use in evaluating performance in meeting time-on-station requirements and addressing challenges related to the services' abilities to collect, maintain, and report exceptions data.

    Agency: Department of Defense
    Status: Open

    Comments: DOD is forming a working group to address issues concerning the PSC program. Although a charter had not been finalized as of July 2016, the working group, including the Office of the Deputy Assistant Secretary of Defense (Military Personnel Policy), within the Office of the Assistant Secretary of Defense (Manpower and Reserve Affairs), and the Director, Military Personnel and Construction, within the Office of the Deputy Comptroller (Program/Budget), will coordinate with key stakeholders (e.g. Military Departments and Services, Defense Finance and Accounting Service, Defense Travel Management Office) on efforts to improve the completeness and consistency of data. DOD expects the effort under the working group to be completed in October 2017.
    Recommendation: To improve the availability of information needed for effective and efficient management of the PCS program, including program costs and time-on-station requirements, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the military services, to improve the completeness and consistency of data on waivers used for PCS moves that occur prior to established time-on-station lengths. This action should include establishing guidance for the military services to collect, maintain, and report data on waivers for use in evaluating performance in meeting time-on-station requirements and addressing challenges related to the services' abilities to collect, maintain, and report waiver data.

    Agency: Department of Defense
    Status: Open

    Comments: DOD is forming a working group to address issues concerning the PSC program. Although a charter had not been finalized as of July 2016, the working group, including the Office of the Deputy Assistant Secretary of Defense (Military Personnel Policy), within the Office of the Assistant Secretary of Defense (Manpower and Reserve Affairs), and the Director, Military Personnel and Construction, within the Office of the Deputy Comptroller (Program/Budget), will coordinate with key stakeholders (e.g. Military Departments and Services, Defense Finance and Accounting Service, Defense Travel Management Office) on efforts to improve the completeness and consistency of data. DOD expects the effort under the working group to be completed in October 2017.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    6 open recommendations
    Recommendation: To promote and enhance familiarity with values-based ethical decision-making across the department, the Secretary of Defense should direct appropriate departmental organization(s), in consultation with the Office of General Counsel and the Senior Advisor for Military Professionalism (SAMP) or its successor organization(s), to assess the feasibility of expanding annual values-based ethics training to include currently non-mandatory recipients.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred, with comment, with this recommendation, noting that the Office of the Senior Advisor for Military Professionalism is a temporary office established by Secretary Hagel for a two year term ending no later than March of 2016. DOD confirmed its position with regard to this recommendation on October 19, 2015. As of October 6, 2016, DOD has not responded to further inquiries regarding any actions it has taken to implement this recommendation.
    Recommendation: To ensure that the need for a department-wide values-based ethics program has been addressed, the Secretary of Defense should direct appropriate departmental organization(s), in consultation with the Office of General Counsel, to identify actions and timeframes for responding to the Panel on Contracting Integrity recommendation, including the 14 related 2012 study recommendations, or alternatively demonstrate why additional actions are unwarranted.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred, with comment, with this recommendation, stating among other things that it has practices in place that are consistent with a number of the study recommendations and that it is most receptive to assessing and recommending implementation of additional measures. DOD confirmed its position with regard to this recommendation on October 19, 2015. As of October 6, 2016, DOD has not responded to further inquiries regarding any actions it has taken to implement this recommendation.
    Recommendation: To help inform decision makers on the SAMP's progress as well as the decision regarding the extension of the SAMP's term, the Secretary of Defense should direct the SAMP to define timelines and measures to assess its progress in completing its major tasks.

    Agency: Department of Defense
    Status: Open

    Comments: DOD did not concur with this recommendation, stating that the department will submit its Fiscal Year 2015 National Defense Authorization Act report on military programs and controls regarding professionalism to Congress on September 1, 2015, thereby satisfying the requirements of this recommendation. DOD confirmed its position with regard to this recommendation on October 19, 2015. As of October 6, 2016, DOD has not responded to further inquiries regarding any actions it has taken to implement this recommendation.
    Recommendation: To increase assurance that commanders are conducting command climate assessments in accordance with statutory requirements and departmental guidance, the Secretary of Defense should direct the Secretaries of the Air Force, the Army, and the Navy, and the Commandant of the Marine Corps to modify existing guidance or develop new guidance to comply with requirements set forth in the Fiscal Year 2014 National Defense Authorization Act and internal DOD guidance.

    Agency: Department of Defense
    Status: Open

    Comments: DOD partially concurred with this recommendation, stating that existing Army practice is consistent with the intent of departmental guidance for command climate survey utilization. DOD confirmed its position with regard to this recommendation on October 19, 2015. As of October 6, 2016, DOD has not responded to further inquiries regarding any actions it has taken to implement this recommendation.
    Recommendation: To better inform the department's approach to senior officers' professional development, the Secretary of Defense should direct the Secretary of the Navy, the Commandant of the Marine Corps, and the Chairman of the Joint Chiefs of Staff to assess the need for and feasibility of implementing 360-degree assessments for all general and flag officers.

    Agency: Department of Defense
    Status: Open

    Comments: DOD partially concurred with this recommendation, stating that it concurs with the recommendation to assess the need for and feasibility of implementing 360-degree assessments, or 360-degree-like feedback assessments, where they are not already being performed, but that it believes that it should only do so for general and flag officers at the three star ranks and below. DOD confirmed its position with regard to this recommendation on October 19, 2015. At that time, DOD also stated that it believes in a holistic approach to developing and assessing professionalism, noting, as an example, the Joint Staff's use of staff assistance visits and Senior Leader "roundtables" to complement the use of 360-degree assessments. As of October 6, 2016, DOD has not responded to further inquiries regarding any actions it has taken to implement this recommendation.
    Recommendation: To improve DOD's ability to assess its progress in addressing ethics and professionalism issues, the Secretary of Defense should direct the SAMP, through the Under Secretary of Defense for Personnel and Readiness, or SAMP's successor organization(s), to identify information sources and develop intermediate goals and performance metrics. At minimum, these performance metrics should be clear, quantifiable, and objective, and they should include a baseline assessment of current performance.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred, with comment, with this recommendation, noting that the office of the Senior Advisor for Military Professionalism is a temporary office established by Secretary Hagel for a two year term ending no later than March of 2016. DOD confirmed its position with regard to this recommendation on October 19, 2015. As of October 6, 2016, DOD has not responded to further inquiries regarding any actions it has taken to implement this recommendation.
    Director: Cristina Chaplain
    Phone: (202) 512-4841

    2 open recommendations
    Recommendation: In order to improve DOD's procurement of SATCOM, to address DOD's fragmented procurement of commercial SATCOM, to better position DOD to identify needs, manage and acquire commercial SATCOM, and to address the incomplete data on commercial SATCOM spending and demand, the Secretary of Defense, in coordination with the Joint Chiefs, U.S. Strategic Command, combatant commands, military services, and DISA, should enforce current policy requiring DISA to acquire all commercial SATCOM for DOD.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has reiterated, but not yet enforced, its policy requiring the Defense Information Systems Agency (DISA) to procure all commercial satellite communications (SATCOM). DOD published Instruction 8420.02, titled DOD Satellite Communications (SATCOM), in September 2016. This instruction prescribes the actions DOD component heads should follow in requesting commercial SATCOM capability through DISA, as required by the 2013 Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 6250.01E, "Satellite Communications". It also outlines methods by which DISA can obtain and the DOD Chief Information Officer can analyze data that could inform commercial SATCOM resource usage, allocation, and requirements. While establishing a new policy to emphasize and assign SATCOM procurement responsibilities is a step in the right direction, policy requiring that DISA acquire all commercial SATCOM for DOD already existed at the time of GAO's report. Further, DOD Commercial Satellite Communications (COMSATCOM) users may still be out of compliance with the CJCSI, according to an October 2016 U.S. Strategic Command report on COMSATCOM usage which states that "DoD COMSATCOM users should compete their services through DISA, as outlined in CJCSI 6250.01E, as soon as practicable."
    Recommendation: In order to improve DOD's procurement of SATCOM, to better leverage DOD's buying power and help DOD understand its military and commercial SATCOM spending, and enable DOD to reform its commercial SATCOM acquisition and management processes, the Secretary of Defense, in conjunction with the Air Force and DISA, should complement the pathfinder efforts by conducting an assessment of whether further centralization of military and commercial SATCOM procurement, such as the identification of a single focal point within DOD to decide how to meet the overall demand or a central procurement knowledge focal point, could further save money and improve performance.

    Agency: Department of Defense
    Status: Open

    Comments: Although we reported in 2016 that the Joint Requirements Oversight Council approved a commercial satellite communications "Centralized Management Concept of Operations, which intends to implement a three-phased approach to centralize management of military and commercial wideband SATCOM," we have yet to obtain a copy of the Concept of Operations and assess the extent to which DOD conducted an assessment of whether further centralization of commercial and military procurement of satellite communications would save money and improve performance.
    Director: Joseph W. Kirschbaum
    Phone: (202) 512-9971

    2 open recommendations
    Recommendation: To assist U.S. installations in protecting against insider threats, the Secretary of Defense should direct the military services to share information about actions U.S. installations have taken to address insider threats by consistently using existing mechanisms--such as working groups, lessons-learned information systems, and antiterrorism web portals.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To assist DOD leadership in their oversight and decision-making process, the Secretary of Defense should direct the DOD leaders on the Mission Assurance Coordination Boards and the military services to take steps to improve the consistency of reporting and monitoring of the implementation of recommendations from the independent review of the 2009 Fort Hood shooting. Such steps could include DOD and the military services developing criteria for consistent reporting on the progress of recommendations and the military services providing periodic reports to the Mission Assurance Coordination Boards on the status of Fort Hood recommendations at the service level and installation level.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: John Pendleton
    Phone: (202) 512-3489

    3 open recommendations
    Recommendation: In order to improve the budget visibility over the funding for SOF needed to guide departmental and congressional decision making and to better balance operational deployments across the joint force, the Secretary of Defense should direct the Under Secretary of Defense (Comptroller), in consultation with the military service Secretaries and SOCOM, to develop a mutually acceptable methodology to track and report funding to support SOF, possibly as part of annual budget justification materials.

    Agency: Department of Defense
    Status: Open

    Comments: In response to GAO's report, the Department of Defense (DOD) stated that it would review the current methodology to track and report funding to support special operations force (SOF) and consider any changes based on incremental costs incurred by enhanced audit and reporting procedures balanced against potential benefits for decision making on SOF resourcing. However, as of June 2017, DOD has not adopted any specific SOF-related changes in policies or procedures related to the recommendation. The Department will continue to review and consider, as appropriate, policies and procedures for SOF that balance resources within the Department.
    Recommendation: In order to improve the budget visibility over the funding for SOF needed to guide departmental and congressional decision making and to better balance operational deployments across the joint force, the Secretary of Defense should direct the Chairman of the Joint Chiefs of Staff, in consultation with SOCOM and the military services, to evaluate whether opportunities exist for certain types of activities traditionally conducted by SOF to be transferred to or shared with conventional forces.

    Agency: Department of Defense
    Status: Open

    Comments: In response to GAO's report, the Department of Defense (DOD) stated that it believes that the current Global Force Management process appropriately balances assignments of missions and requirements between special operations forces (SOF) and conventional forces. DOD further stated that it would consider any changes to the current decision process that could improve allocation of missions and requirements between SOF and conventional forces as part of the department's ongoing review of the Global Force Management process. However, as of June 2017, DOD has not adopted any specific SOF-related changes in policies or procedures related to the recommendation. The Department will continue to review and consider, as appropriate, policies and procedures for SOF that balance resources within the Department.
    Recommendation: In order to improve the budget visibility over the funding for SOF needed to guide departmental and congressional decision making and to better balance operational deployments across the joint force, the Secretary of Defense should direct the Chairman of the Joint Chiefs of Staff, in consultation with SOCOM and the military services, to revise the validation criteria outlined in Chairman of the Joint Chiefs of Staff Manual 3130.06A to include a requirement that the Joint Staff consider whether conventional forces could serve as an appropriate alternative to meet requests for SOF before validating combatant commander requests.

    Agency: Department of Defense
    Status: Open

    Comments: In response to GAO?s report, the Department of Defense (DOD) stated that it believes that the current Global Force Management validation process considers the appropriate allocation of missions and requirements between special operations forces (SOF) and conventional forces. DOD further stated that the Joint Staff was reviewing the Global Force Management process for improvements and would consider revising validation procedures outlined in the Chairman of the Joint Chiefs of Staff Manual 3130.06A, as necessary, to ensure that missions and requirements are appropriately assigned to SOF and conventional forces. However, as of June 2017, DOD has not adopted any specific SOF-related changes in policies or procedures to address the intent of the recommendation. The Department will continue to review and consider, as appropriate, policies and procedures for SOF that balance resources within the Department.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    4 open recommendations
    Recommendation: To better position the Army to determine the extent to which it is continuing to use borrowed military personnel and to enhance the Army's ability to utilize its total workforce efficiently and effectively as it moves forward, the Secretary of the Army should establish a requirement for collecting, tracking, and reporting data on the use of borrowed military personnel and provide guidance to ensure that data collected are complete and accurate; if other special duty data are included, ensure that the tool contains a method to distinguish borrowed military personnel from other special duty data.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To better position the Army to determine the extent to which it is continuing to use borrowed military personnel and to enhance the Army's ability to utilize its total workforce efficiently and effectively as it moves forward, the Secretary of the Army should issue guidance that includes procedures for tracking the amount of time soldiers are used as borrowed military personnel.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To better position the Army to determine the extent to which it is continuing to use borrowed military personnel and to enhance the Army's ability to utilize its total workforce efficiently and effectively as it moves forward, the Secretary of the Army should revise Army Regulation 570-4 to include guidance to senior commanders for approving the use of soldiers for positions or functions outside their occupational specialty on a rotational basis for an enduring period.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To better position the Army to determine the extent to which it is continuing to use borrowed military personnel and to enhance the Army's ability to utilize its total workforce efficiently and effectively as it moves forward, the Secretary of the Army should establish oversight mechanisms that include directing commanders to maintain records for considering the full costs of borrowed military personnel when making decisions to use these personnel, and directing the Army to review these records and full costs reported by installations and commands to help ensure that these costs are considered, documented, and reported in a uniform manner.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Debra A. Draper
    Phone: (202) 512-7114

    3 open recommendations
    Recommendation: To eliminate the fragmentation and duplication in the storage of unclassified OEHS data, the Secretary of Defense should determine which IT system--DOEHRS or MESL--should be used to store specific types of unclassified OEHS data, clarify the department's policy accordingly, and require all other departmental and military-service-specific policies to be likewise amended and implemented to ensure consistency.

    Agency: Department of Defense
    Status: Open

    Comments: In November 2016, officials told us that draft versions of the revised DoDI 6490.03, Deployment Health, and the new Defense Health Agency Procedural Instruction (DHA PI) 6490.03, Deployment Health, are still under review with DOD components. These revised and updated documents will address the recommendation on OEHS data storage. Additionally, DoDI 6055.05, Occupational and Environmental Health (OEH), and Military Service and Combatant Command policy and guidance documents are still being revised to be consistent with DoDI 6490.03 and DHA PI 6490.03 after they are published. These revisions will ensure the consistency among policies. As of November 2016, the entire process is expected to be complete within 10 to 14 months.
    Recommendation: To ensure the reliability of OEHS data, the Secretary of Defense should establish clear policies and procedures for performing quality assurance reviews of the OEHS data collected during deployment, to include verifying the completeness and the reasonableness of these data, and require that all other related military-service-specific policies be amended and implemented to ensure consistency.

    Agency: Department of Defense
    Status: Open

    Comments: In August 2016, officials told us that draft versions of the revised DoDI 6490.03, Deployment Health, and the new Defense Health Agency Procedural Instruction (DHA PI) 6490.03, Deployment Health, are in review among the DOD Components. Further, DoDI 6055.05, Occupational and Environmental Health (OEH) and Military Service and Combatant Command policy and guidance documents will be revised to be consistent with DoDI 6490.03 and DHA PI 6490.03 after they are published. In addition, DOD is exploring improvement to the data quality assurance functionality within the Defense Occupational and Environmental Health Readiness System Industrial Hygiene (DOEHRS-IH). A new DOEHRS-IH version (2.0.18.1) was released on August 19, 2016 that contained several system enhancements and defect corrections to improve overall data quality in the system. DOD anticipates additional releases in FY 2017 that will further improve DOEHRS-IH data quality. The revised policies and the new DOEHRS-IH functionality will appropriately address the recommendation on quality assurance of OEHS data.
    Recommendation: To ensure that potential occupational and environmental health risks are mitigated for servicemembers deployed to Iraq and Afghanistan, the Secretary of Defense should require CENTCOM to revise its policy to ensure that base commanders' decisions on whether to implement risk mitigation recommendations identified in OEHSAs are adequately documented and consistently monitored by the appropriate command.

    Agency: Department of Defense
    Status: Open

    Comments: In August 2016, officials told us that the current DoDI 6055.01, DoD Safety and Occupational Health Program, requires DoD components to establish procedures that document, archive, and reevaluate risk management decisions on a recurring basis. Draft versions of the revised DoDI 6490.03, Deployment Health, and the new Defense Health Agency Procedural Instruction (DHA PI) 6490.03, Deployment Health, include language that is consistent with DoDI 6055.01. Additionally, U.S. Central Command Regulation 40-2 (CCR 40-2), which was updated as of March 8, 2016, references the requirement to establish procedures to assure risk management decisions are documented, archived, and reevaluated on a recurring basis. The DOD is also exploring a risk management decision and monitoring functionality in DOEHRS-IH. It has identified and approved the necessary system change requests required to improve risk management decisions and monitoring functionality. These functionalities are primarily focused around the Occupational & Environmental Health Site Assessment (OEHSA) and associated exposure pathways, sampling plans, and assessments. Subject to the availability of FY 2017 funding, DOD will implement the system change requests, and achieve the required enhancements to DOEHRS-IH. These policies once published and the new DOEHRS-IH functionality will appropriately address the recommendation on documenting and monitoring risk management decisions.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    2 open recommendations
    Recommendation: To help ensure that junior enlisted servicemembers who need and rely on the services and programs provided on military installations have access when needed and that departmental leadership has visibility over issues affecting this population, the Secretary of Defense should direct the Office of the Under Secretary of Defense for Personnel and Readiness in collaboration with the Secretaries of the military services and other defense agency leaders to review current data-collection mechanisms and consider appropriate additions and revisions to help ensure that specific information on junior enlisted servicemember access to on-base services and programs is collected, available, and disseminated to relevant decision makers, and have decision makers take appropriate action on the basis of that information.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help ensure that junior enlisted servicemembers who need and rely on the services and programs provided on military installations have access when needed and that departmental leadership has visibility over issues affecting this population, the Secretary of Defense should direct the Office of the Under Secretary of Defense for Personnel and Readiness in collaboration with the Secretaries of the military services and other defense agency leaders to review existing methods of information sharing on initiatives and other good practices identified within and across the department, the military services, and individual installations and consider adding mechanisms to better leverage those existing methods--such as the Common Services Task Force--to help ensure that issues associated with junior enlisted servicemember access are identified and, to the extent possible, addressed, and that such information is shared at all levels of the department.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    1 open recommendations
    Recommendation: To improve the military whistleblower reprisal investigation process and oversight of such investigations, the Secretary of Defense should work in coordination with the Department of Defense Inspector General (DODIG) to direct the services to follow standardized investigation stages and issue guidance clarifying how the stages are defined.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2016, this recommendation remains open. Officials from DOD Inspector General, Whistleblower Reprisal Investigations Directorate provided GAO with an update to this recommendation August 11, 2016. Although DOD concurred with this recommendation in the draft and final report, they stated that DODIG is not empowered in its oversight capacity to direct the services to follow standardized stages. However, these same officials noted that they are currently working with the military services through an established working group to standardize investigation stages and develop guidance for its implementation across the services by the end of 2016. If completed, we believe that these actions will meet the intent of our recommendation by helping to DODIG to better ensure consistent program implementation and equal treatment of all servicemember complaints.
    Director: Michele Mackin
    Phone: (202) 512-4841

    1 open recommendations
    Recommendation: If Congress re-authorizes RIP then, to improve visibility and management of DOD's ability to transition technologies through the program, the Secretary of Defense should direct the Under Secretary of Defense for Acquisition, Technology, and Logistics to establish an overall technology transition goal for RIP.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has not established a technology transition goal for RIP. Although DOD non-concurred with the recommendation, it agreed there is a need to measure annually the transition rate for RIP. In 2016, DOD officials stated they were working on ways to measure and assess technology transitions in the program and, in 2017, DOD did not provide any further update on the status of these efforts, when GAO requested. Until DOD obtains better visibility on RIP technology transition performance, it does not have the data it needs to set an informed technology transition goal.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    6 open recommendations
    Recommendation: To improve DOD's ability to prevent sexual assaults of male servicemembers, to increase its responsiveness to male servicemembers who are sexually assaulted, and to help DOD's sexual assault prevention and response program realize the full benefit of the data it collects on sexual assault incidents, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the Secretaries of the military services, to develop a plan for data-driven decision making to prioritize program efforts.

    Agency: Department of Defense
    Status: Open

    Comments: DOD was contacted on July 26, 2016 for an update on efforts to address this recommendation and responded that they are working on the report required by the NDAA on male victims of sexual assault and they believe that the report will, at a minimum, take some steps to address this recommendation. DOD also noted that the report required by the NDAA is due in the first quarter of FY 17 and that they will provide us with a copy once it has been approved. We will provide updated information when we confirm any actions the agency has taken in response to this recommendation.
    Recommendation: To improve DOD's ability to prevent sexual assaults of male servicemembers, to increase its responsiveness to male servicemembers who are sexually assaulted, and to address challenges faced by male servicemembers as DOD continues to seek to transform its culture to address sexual assault, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the Secretaries of the military services, to develop clear goals with associated metrics to drive the changes needed to address sexual assaults of males and articulate these goals, for example in the department's next sexual assault prevention strategy.

    Agency: Department of Defense
    Status: Open

    Comments: DOD was contacted on July 26, 2016 for an update on efforts to address this recommendation and responded that they are working on the report required by the NDAA on male victims of sexual assault and they believe that the report will, at a minimum, take some steps to address this recommendation. DOD also noted that the report required by the NDAA is due in the first quarter of FY 17 and that they will provide us with a copy once it has been approved. We will provide updated information when we confirm any actions the agency has taken in response to this recommendation.
    Recommendation: To improve DOD's ability to prevent sexual assaults of male servicemembers, to increase its responsiveness to male servicemembers who are sexually assaulted, and to address challenges faced by male servicemembers as DOD continues to seek to transform its culture to address sexual assault, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the Secretaries of the military services, to include information about the sexual victimization of males in communications to servicemembers that are used to raise awareness of sexual assault and the department's efforts to prevent and respond to it.

    Agency: Department of Defense
    Status: Open

    Comments: DOD was contacted on July 26, 2016 for an update on efforts to address this recommendation and responded that they are working on the report required by the NDAA on male victims of sexual assault and they believe that the report will, at a minimum, take some steps to address this recommendation. DOD also noted that the report required by the NDAA is due in the first quarter of FY 17 and that they will provide us with a copy once it has been approved. We will provide updated information when we confirm any actions the agency has taken in response to this recommendation.
    Recommendation: To improve DOD's ability to prevent sexual assaults of male servicemembers, to increase its responsiveness to male servicemembers who are sexually assaulted, and to address challenges faced by male servicemembers as DOD continues to seek to transform its culture to address sexual assault, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in collaboration with the Secretaries of the military services, to revise sexual assault prevention and response training to more comprehensively and directly address the incidence of male servicemembers being sexually assaulted and how certain behavior and activities--like hazing--can constitute a sexual assault.

    Agency: Department of Defense
    Status: Open

    Comments: DOD was contacted on July 26, 2016 for an update on efforts to address this recommendation and responded that they are working on the report required by the NDAA on male victims of sexual assault and they believe that the report will, at a minimum, take some steps to address this recommendation. DOD also noted that the report required by the NDAA is due in the first quarter of FY 17 and that they will provide us with a copy once it has been approved. We will provide updated information when we confirm any actions the agency has taken in response to this recommendation.
    Recommendation: To improve DOD's ability to prevent sexual assaults of male servicemembers, to increase its responsiveness to male servicemembers who are sexually assaulted, and to help ensure that all of DOD's medical and mental health providers are generally aware of any gender-specific needs of sexual assault victims, and that victims are provided the care that most effectively meets those needs, the Assistant Secretary of Defense for Health Affairs should, in collaboration with the services' Surgeons General, systematically evaluate the extent to which differences exist in the medical and mental health-care needs of male and female sexual assault victims, and the care regimen, if any, that will best meet those needs.

    Agency: Department of Defense: Office of the Assistant Secretary of Defense (Health Affairs)
    Status: Open

    Comments: DOD was contacted on July 26, 2016 for an update on efforts to address this recommendation and responded that they are working on the report required by the NDAA on male victims of sexual assault and they believe that the report will, at a minimum, take some steps to address this recommendation. DOD also noted that the report required by the NDAA is due in the first quarter of FY 17 and that they will provide us with a copy once it has been approved. We will provide updated information when we confirm any actions the agency has taken in response to this recommendation.
    Recommendation: To improve DOD's ability to prevent sexual assaults of male servicemembers, to increase its responsiveness to male servicemembers who are sexually assaulted, and to help ensure that all of DOD's medical and mental health providers are generally aware of any gender-specific needs of sexual assault victims, and that victims are provided the care that most effectively meets those needs, the Assistant Secretary of Defense for Health Affairs should, in collaboration with the services' Surgeons General, develop and issue guidance for the department's medical and mental health providers--and other personnel, as appropriate--based on the results of this evaluation that delineates these gender-specific distinctions and the care regimen that is recommended to most effectively meet those needs.

    Agency: Department of Defense: Office of the Assistant Secretary of Defense (Health Affairs)
    Status: Open

    Comments: DOD was contacted on July 26, 2016 for an update on efforts to address this recommendation and responded that they are working on the report required by the NDAA on male victims of sexual assault and they believe that the report will, at a minimum, take some steps to address this recommendation. DOD also noted that the report required by the NDAA is due in the first quarter of FY 17 and that they will provide us with a copy once it has been approved. We will provide updated information when we confirm any actions the agency has taken in response to this recommendation.
    Director: Randall B. Williamson
    Phone: (202) 512-7114

    4 open recommendations
    Recommendation: To ensure DHA can accurately and consistently assess mental health provider staffing needs across each of the military services, the Secretary of Defense should direct the Secretaries of the Army, Air Force, and Navy to require the medical commands of each military service to include its estimated mental health provider staffing needs generated through PHRAMS in the requirements fields of DHA's quarterly mental health staffing reports.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, DOD officials have not implemented this recommendation. GAO considers it to be open. We will update the status of this recommendation when we receive additional information.
    Recommendation: The Secretary of Defense should direct the Assistant Secretary of Defense for Health Affairs to ensure DHA, through the PHRAMS contractor, continue to refine PHRAMS to incorporate the needs of the military services to reduce the need for additional service-specific methods of determining mental health provider staffing needs.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, DOD officials have not implemented this recommendation. GAO considers it to be open. We will update the status of this recommendation when we receive additional information.
    Recommendation: To ensure the Defense Health Agency (DHA) can accurately and consistently assess mental health provider staffing needs across each of the military services, the Secretary of Defense should direct the Secretaries of the Army, Air Force, and Navy to require the medical commands of each military service to report any additional service-specific methods they use to determine their final estimates of mental health provider staffing needs.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, DOD officials have not implemented this recommendation. GAO considers it to be open. We will update the status of this recommendation when we receive additional information.
    Recommendation: The Secretary of Defense should direct the Assistant Secretary of Defense for Health Affairs to require the National Capital Region Medical Directorate to include its estimated mental health provider staffing needs generated through PHRAMS in the requirements fields of DHA's quarterly mental health staffing reports.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, DOD officials have not implemented this recommendation. GAO considers it to be open. We will update the status of this recommendation when we receive additional information.
    Director: John Pendleton
    Phone: (202) 512-3489

    4 open recommendations
    including 1 priority recommendation
    Recommendation: To ensure that headquarters organizations are properly sized to meet their assigned missions and use the most cost-effective mix of personnel, and to better position DOD to identify opportunities for more efficient use of resources, the Secretary of Defense should conduct a systematic determination of personnel requirements for OSD, the Joint Staff, and the military services' secretariats and staff, which should include analysis of mission, functions, and tasks, and the minimum personnel needed to accomplish those missions, functions, and tasks.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD partially concurred with our recommendation, but has not taken executive action. DOD is considering developing a manpower requirements validation process, but, as of March 2017, it had not conducted a systematic determination of workforce requirements. DOD partially concurred with GAO's January 2015 recommendation to conduct a systematic determination of workforce requirements, and in comments to the report, DOD noted that it would continue to use the processes and prioritization that are part of the Planning, Programming, Budgeting, and Execution process, and would also investigate other methods for aligning personnel to missions and priorities. However, DOD did not specify whether any of these actions would include a workforce analysis. In a December 2014 Resource Management Decision, the Deputy Chief Management Officer was directed to develop and implement a manpower requirements validation process for the Office of the Secretary of Defense and Defense Agencies and Field Activities for military and civilian manpower, but this effort has not yet been completed. DOD indicated that it was taking action in response to GAO?s recommendation, but, as of March 2017, it had not provided documentation enabling GAO to determine what actions have been taken and the extent to which the recommendation has been implemented. Without a systematic determination of personnel requirements, DOD headquarters organizations may not be well positioned to identify opportunities for efficiencies and reduce the potential for headquarters-related growth. We will continue to monitor actions DOD takes in response to this recommendation and will provide updated information as appropriate.
    Recommendation: To ensure that headquarters organizations are properly sized to meet their assigned missions and use the most cost-effective mix of personnel, and to better position DOD to identify opportunities for more efficient use of resources, the Secretary of Defense should submit these personnel requirements, including information on the number of personnel within OSD and the military services' secretariats and staffs that count against the statutory limits, along with any applicable adjustments to the statutory limits, in the next Defense Manpower Requirements Report to Congress or through separate correspondence, along with any recommendations needed to modify the existing statutory limits.

    Agency: Department of Defense
    Status: Open

    Comments: DOD partially concurred with our recommendation and stated that it has ongoing efforts to refine and improve its reporting capabilities associated with these requirements, noting that the department has to update DOD Instruction 5100.73, Major DOD Headquarters Activities before it can determine personnel requirements that count against the statutory limits. DOD also did not indicate in its letter whether the department would submit personnel requirements that count against the statutory limits in the Defense Manpower Requirements Report, as we recommend, once the Instruction is finalized. DOD noted in the spring of 2016 that it has ongoing efforts to refine and improve its reporting capabilities associated with personnel requirements. Additionally, DOD plans to begin an update to DOD Instruction 5100.73, Major DOD Headquarters Activities, in summer 2016. While DOD indicated that it was taking action in response to our recommendation, it has not provided documentation enabling us to determine what actions have been taken and the extent to which our recommendation has been implemented. We will continue to monitor actions DOD takes in response to this recommendation and will provide updated information as appropriate.
    Recommendation: To ensure that headquarters organizations are properly sized to meet their assigned missions and use the most cost-effective mix of personnel, and to better position DOD to identify opportunities for more efficient use of resources, the Secretary of Defense should establish and implement procedures to conduct periodic reassessments of personnel requirements within OSD and the military services' secretariats and staffs.

    Agency: Department of Defense
    Status: Open

    Comments: DOD partially concurred with our recommendation, but has not taken executive action. While DOD stated that it supports the intent of GAO's 2015 recommendation to conduct periodic reassessments of workforce requirements, as of March 2017, DOD had not taken any steps to address the recommendation despite a congressional requirement to do so. DOD partially concurred with GAO's January 2015 recommendation, but in comments to GAO's report, DOD noted that such periodic reassessments require additional resources and personnel, which would increase the number of personnel performing major DOD headquarters activities. DOD stated that it intended to examine the establishment of requirements determination processes across the department, to include the contractor workforce, but that such an examination would require a phased approach across a longer time frame. Based in part on GAO's work on management headquarters, including its January 2015 report, Congress directed DOD to develop a plan for implementing a periodic review and analysis of DOD's personnel requirements for management headquarters, including the Office of the Secretary of Defense, the Joint Staff, and the military service secretariats and staff, among others, in section 905 of the Carl Levin and Howard P.Buck McKeon National Defense Authorization Act for Fiscal Year 2015. The review is to include a description of current headquarters size, structure, and critical capabilities; an assessment of current systems to track how headquarters personnel are managed; and a proposed time line and resources required to implement a permanent periodic reassessment. However, as of November 2016, a DOD official stated DOD's plan to address the section 905 requirement had not been finalized, and DOD provided no estimated completion date for addressing this requirement. As of March 2017, DOD has not provided documentation of progress on this recommendation to GAO. Without periodic reassessments, it will likely be difficult for headquarters organizations to be well positioned to effectively identify opportunities for efficiencies and limit personnel growth. We will continue to monitor actions DOD takes in response to this recommendation and will provide updated information as appropriate.
    Recommendation: Congress should consider using the results of DOD's review of headquarters personnel requirements to reexamine the statutory limits. Such an examination could consider whether supporting organizations that perform headquarters functions should be included in statutory limits and whether the statutes on personnel limitations within the military services' secretariats and staffs should be amended to include a prohibition on reassigning headquarters-related functions elsewhere.

    Agency: Congress
    Status: Open

    Comments: In its comments on our report DOD noted that the department has to update DOD Instruction 5100.73, Major DOD Headquarters Activities before it can determine personnel requirements that count against the statutory limits. Until DOD completes its update of the Instruction and provides Congress with information on the number personnel that count against the statutory limits, it will be difficult for Congress to take action. We will continue to monitor actions taken in response to this matter and will provide updated information as appropriate. As of May 2016, the Senate Armed Services Committee markup of the National Defense Authorization Act for Fiscal Year 2017 includes a provision that would allow the Office of the Secretary of Defense and the military departments to increase their number of military and civilian personnel by 15 percent in times of national emergency.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    4 open recommendations
    Recommendation: To help DOD to improve management of GFO requirements and collect more detailed information on associated costs, and to determine the number of GFOs required for DOD's mission, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness, in coordination with the secretaries of the military departments, to conduct a comprehensive update for GFO requirements by identifying, assessing, and validating positions that the department believes should be filled by GFOs, and define the circumstances under which subsequent periodic updates should occur. The update should include an assessment of whether GFO statutory limits are sufficient to meet GFO requirements and the impact of any shortfall on the department's mission.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2016, a newly established working group at the Office of the Secretary of Defense is proposing that DOD conduct a global manpower study of general and flag officer requirements. If the study plan is approved, DOD's plan for the conduct of the global study is to complete implementation of any potential recommendations no later than two years from the date the Secretary of Defense approves the study's recommendations.
    Recommendation: To help improve the definition and availability of costs associated with GFOs and aides, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to establish guidance to define the position of officer aide.

    Agency: Department of Defense
    Status: Open

    Comments: According to DOD, officer aide duties are in connection with assisting general and flag officers in the office and in an operational or training environment in which requirements and expectation can vary based on the responsibility of the officer the aide is supporting. DOD stated that officer aide assignments are more appropriately managed at the military service level.
    Recommendation: To help improve the definition and availability of costs associated with GFOs and aides, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to require the military departments to report on officer aide population data.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help improve the definition and availability of costs associated with GFOs and aides, the Secretary of Defense should direct the Director, Cost Assessment and Program Evaluation, in coordination with the Under Secretary of Defense for Personnel and Readiness and the secretaries of the military departments, to define the costs that could be associated with GFOs--such as security details--for the purpose of providing a consistent approach to estimating and managing the full costs associated with GFOs.

    Agency: Department of Defense
    Status: Open

    Comments: Congress directed the Director of Cost Assessment and Program Evaluation (CAPE), in coordination with the Under Secretary of Defense (Personnel and Readiness) and the Service Secretaries, to define the costs associated with general and flag officers, including security details, government air travel, enlisted and officer aide housing costs, support staff, official residences, and any other costs incurred due to the nature of their position. CAPE has been working with the Office of the Secretary of Defense, the Joint Staff and the services to develop their report. According to DOD, the report is expected to be completed in Fall 2016.
    Director: John Pendleton
    Phone: (202) 512-3489

    3 open recommendations
    including 1 priority recommendation
    Recommendation: In order to improve the management of DOD's headquarters-reduction efforts, the Secretary of Defense should reevaluate the decision to focus reductions on management headquarters to ensure the department's efforts ultimately result in meaningful savings.

    Agency: Department of Defense
    Status: Open

    Comments: DOD partially concurred with our recommendation, stating that this department-wide recommendation would garner greater savings but did not provide plans on how it planned to implement the recommendation. As of March 2017, DOD was more broadly defining management headquarters and applying headquarters reductions to a wider range of organizations, but the department has not fully taken steps to re-evaluate the decision to focus reductions on management headquarters, as GAO recommended in June 2014. In an August 2015 memorandum, the Deputy Secretary of Defense noted that a comprehensive definition of major headquarters activities had been established, and he directed DOD to update the department's guiding instruction on management headquarters and databases in an effort to more broadly account for headquarters resources. The memorandum also directed a 25 percent reduction across all appropriations funding from fiscal years 2017 through 2020 for these headquarters activities in lieu of the 20 percent requirement previously established by the department. As of September 2016, a DOD official stated the department had not completed efforts to rebaseline all of its components according to the comprehensive definition of major headquarters activities, which is needed to determine what elements of the components are considered headquarters so the department can apply relevant reductions to its budget submission. In addition, Section 346 of the National Defense Authorization Act for Fiscal Year 2016 requires that the Secretary of Defense implement a plan to ensure the department achieves not less than $10 billion in cost savings from the headquarters, administrative, and support activities of the department by fiscal year 2019. The legislation also directed the Secretary of Defense to modify DOD's headquarters reduction plans to ensure that it achieves savings in total funding for major headquarters activities of not less than 25 percent of the baseline amount in fiscal year 2016 by fiscal year 2020. In a March 2016 letter to the Armed Services Committee, DOD stated that it is focusing on broad efficiency initiatives beyond reductions in management headquarters. While DOD has taken some steps to achieve greater savings by applying additional headquarters reductions to more organizations, an official stated DOD will not document these actions until it submits its budget request for fiscal year 2018 in the spring of 2017. Until DOD documents the reductions based on its broader efficiency initiatives, GAO cannot determine if DOD has fully implemented this action. We will continue to monitor actions DOD takes in response to this recommendation and will provide updated information as appropriate.
    Recommendation: In order to improve the management of DOD's headquarters-reduction efforts, the Secretary of Defense should set a clearly defined and consistently applied starting point as a baseline for the reductions.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: The Department of Defense concurred with our recommendation to set clearly defined and consistently applied starting point as a baseline for the reductions. As of March 2017, DOD had taken some steps to set a clearly defined and consistently applied starting point as a baseline for headquarters reductions, but its efforts are not yet complete. In its response to GAO's recommendation, DOD recommended the use of the Future Years Defense Program data to set the baseline going forward. It stated that it was enhancing the data elements within DOD's Resource Data Warehouse to better identify management headquarters resources to facilitate tracking and reporting across the department. A December 2014 Resource Management Decision directed DOD components to identify and correct inconsistencies in major headquarters activities in authoritative DOD systems, and reflect those changes in the fiscal year 2017 program objective memorandums or submit them into the manpower management system. As of November 2016, a DOD official stated that the department had taken steps to use this definition as a baseline for headquarters reductions. However, according to this official, the department will not identify the baseline until it submits its budget request for fiscal year 2018 in the spring of 2017. Until DOD completes its efforts, savings to management headquarters will likely be difficult to track, and the department may not be assured that the reductions are achieved as intended. We will continue to monitor actions DOD takes in response to this recommendation and will provide updated information as appropriate.
    Recommendation: In order to improve the management of DOD's headquarters-reduction efforts, the Secretary of Defense should track reductions against the baselines in order to provide reliable accounting of savings and reporting to Congress.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense concurred with our recommendation to set clearly defined and consistently applied starting point as a baseline for the reductions. As of March 2017, DOD had taken steps to track its headquarters reductions efforts, but it continues to rely on self-reported baselines to account for headquarters savings and report to Congress. In its response to GAO's June 2014 report, DOD noted that by using the Future Years Defense Program data to set the baseline, it would be able to track and report changes to Congress. DOD further stated that it was enhancing data elements within DOD's Resource Data Warehouse to better identify management headquarters resources across the department. GAO agreed that these enhancements to data elements would increase DOD's capability to track and report management headquarters across the department, and thus, the Future Years Defense Program could be used to set baselines and track future reductions. In a December 2014 Resource Management Decision, DOD components were directed to identify and correct inconsistencies in major headquarters activities in authoritative DOD systems, to include the Future Years Defense Program and related databases, and reflect those changes when programming their fiscal year 2017-2021 resource allocations. In an August 2015 memorandum, the Deputy Secretary of Defense noted that a comprehensive definition of major headquarters activities had been established. As of November 2016, a DOD official stated that the department had taken steps to use this definition as a baseline for headquarters reductions. However, according to this official, the department will not identify the baseline until it submits its budget request for fiscal year 2018 in the spring of 2017. Until DOD completes its efforts, savings to management headquarters will likely be difficult to track, and the department may not be assured that the reductions are achieved as intended. We will continue to monitor actions DOD takes in response to this recommendation and will provide updated information as appropriate.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    1 open recommendations
    Recommendation: To help ensure that DOD is better informed in its decision-making processes, the Secretary of Defense should direct the Under Secretary of Defense (Comptroller) and the Under Secretary of Defense for Personnel and Readiness to utilize comprehensive and up-to-date furlough cost-savings information as it becomes available in the event that DOD decides to implement another administrative furlough in the future.

    Agency: Department of Defense
    Status: Open

    Comments: We received the 60 day letter from DOD, it noted that the Department's position has not changed. In its written comments on the draft report, DOD partially concurred with the recommendation to utilize comprehensive and up-to-date furlough cost-savings information as it becomes available in the event that DOD decides to implement another administrative furlough in the future.
    Director: Andrew Sherrill
    Phone: (202) 512-7215

    2 open recommendations
    Recommendation: To better ensure servicemember participation in and completion of TAP, the Secretary of Defense should direct the Under Secretary for Personnel and Readiness to require that all services provide unit commanders and their leaders information on TAP participation levels of servicemembers under their command, similar to that provided by the Army and Air Force. Such information could be used to help hold leaders accountable for ensuring TAP participation and completion.

    Agency: Department of Defense
    Status: Open

    Comments: DOD disagreed with this recommendation and, as of January 2016, has not taken action to address it. In its written comments published in GAO's 2014 report, DOD questioned GAO's concern that not having a mechanism to ensure a servicemember's completion of TAP by commander would result in commanders not supporting the release of servicemembers to attend TAP. DOD noted that GAO's concern is based on observations that preceded full implementation of the capstone event. In October 2013, DOD launched the capstone as a mandatory process by which commanders verify TAP participation and positively affirm that servicemembers have or have not met career readiness standards. In addition, DOD said that capstone event implementation was accompanied by a communications campaign to inform both commanders and the services. Finally, DOD said that capstone event completion is monitored departmentwide to ensure compliance. However, GAO believes that such monitoring does not provide routine information to commanders and their leaders and not all TAP locations will be monitored routinely. GAO's report noted that DOD reported that ensuring servicemember participation in capstone events was a challenge for most of the services possibly due, in part, to lack of commanders' support. Commander support for the program has been a long-standing challenge for the program. Therefore, we continue to believe that an accountability mechanism is needed for TAP that mirrors the level at which responsibility has been assigned. Since commanders are responsible for ensuring that eligible servicemembers have full access to and successfully complete required TAP components, providing them and their leaders information on TAP participation levels of servicemembers under their command could promote accountability and oversight. Servicemember participation in TAP is generally required by law and DOD policy, and also relates to a Cross-Agency Priority Goal, reinforcing the need for such a mechanism. For GAO to close this recommendation, DOD should require all services to provide unit commanders and their leaders information on TAP participation levels of servicemembers under their command.
    Recommendation: To provide information on the extent to which the revamped TAP is effective, the Secretary of Defense should direct the Under Secretary for Personnel and Readiness to work with the partner agencies to develop a written strategy for determining which components and tracks to evaluate and the most appropriate evaluation methods. This strategy should include a plan to use the results of evaluations to modify or redesign the program, as appropriate.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has partially addressed GAO's recommendation on evaluating the effectiveness of the revamped TAP, information that is currently limited. DOD's May 2014 presentation to OMB on the status of TAP implementation and evaluation efforts lists specific TAP components and tracks in which VA, DOL, and SBA planned to assess TAP effectiveness or post-transition outcomes. Although the presentation to OMB indicated that VA planned a higher level evaluation, as of December 2015, VA officials said they are focusing on lower level evaluations, such as gauging participant reactions to training and monitoring. As of March 2016, DOL has been conducting a quasi-experimental evaluation of the Employment Workshop, which it expects to complete in 2017. Further, SBA officials said they are surveying Entrepreneurial track participants who agreed to a post-TAP, follow-up survey. However, DOD and the agencies have not fully demonstrated a strategic approach to planning higher level evaluations. Specifically, DOD and its partner agencies have not provided a rationale for why they chose to evaluate certain aspects of TAP and not others. A written rationale, along with how the agencies plan to use the results of the evaluations, is required for GAO to consider this recommendation closed.
    Director: Lepore, Brian J
    Phone: (202)512-4523

    14 open recommendations
    including 5 priority recommendations
    Recommendation: Contingent on the authorization of a future BRAC round, and to increase the fidelity of the initial cost estimates that DOD submits with its recommendations to the BRAC Commission for a future BRAC round, the Secretary of Defense should direct the Under Secretary of Defense (Acquisition, Technology and Logistics) to work with the military services, defense agencies, and other appropriate stakeholders to improve the process for fully identifying recommendation-specific military construction requirements and ensuring that those requirements are entered into the COBRA model and not understated in implementation costs estimates prior to submitting recommendations to the BRAC Commission.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD did not concur with this recommendation and as of June 2017, DOD stated that no action is expected.
    Recommendation: Contingent on the authorization of a future BRAC round, and to increase the fidelity of the initial cost estimates that DOD submits with its recommendations to the BRAC Commission for a future BRAC round, the Secretary of Defense should direct the Under Secretary of Defense (Acquisition, Technology and Logistics) to establish a process for ensuring that information technology requirements associated with candidate recommendations that are heavily reliant on such technology have been identified to the extent required to accomplish the associated mission, before recommendations and cost estimates are submitted to the BRAC Commission.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD partially concurred. As of June 2017, DOD stated that this action on this recommendation is awaiting authorization of a future BRAC round, and Congress has not authorized another round of BRAC.
    Recommendation: Contingent on the authorization of a future BRAC round, and to increase the fidelity of the initial cost estimates that DOD submits with its recommendations to the BRAC Commission for a future BRAC round, the Secretary of Defense should direct the Under Secretary of Defense (Acquisition, Technology and Logistics) to ensure that, during the development and comparison of BRAC scenarios, all anticipated BRAC implementation costs--such as relocating personnel and equipment--are considered and included in the COBRA model when comparing alternatives and generating cost estimates.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD did not concur and as of June 2017 stated that no action is expected.
    Recommendation: Contingent on the authorization of a future BRAC round, and to increase confidence in the fidelity of the cost estimates that DOD submits to the BRAC Commission for a future BRAC round, the Secretary of Defense should direct the Under Secretary of Defense (Acquisition, Technology and Logistics) to take steps to ensure that COBRA's standard factor for information technology is updated and based on technological developments since the most recent COBRA update.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred with this recommendation. As of June 2017, DOD stated that this action on this recommendation is awaiting authorization of a future BRAC round, and Congress has not authorized another round of BRAC.
    Recommendation: Contingent on the authorization of a future BRAC round, and to increase confidence in the fidelity of the cost estimates that DOD submits to the BRAC Commission for a future BRAC round, the Secretary of Defense should direct the Under Secretary of Defense (Acquisition, Technology and Logistics) to update COBRA guidance to require users to provide a narrative explaining the process, sources, and methods used to develop the data entered into COBRA to develop military personnel positionelimination savings.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred with this recommendation. As of June 2017, DOD stated that this action on this recommendation is awaiting authorization of a future BRAC round, and Congress has not authorized another round of BRAC.
    Recommendation: Contingent on the authorization of a future BRAC round, and to improve planning for measuring the results of implementing the BRAC recommendations for a future BRAC round, the Secretary of Defense should direct the Deputy Under Secretary of Defense (Installations and Environment) to identify appropriate measures of effectiveness and develop a plan to demonstrate the extent to which the department achieved the results intended from the implementation of the BRAC round.

    Agency: Department of Defense
    Status: Open

    Comments: DOD did not concur with this recommendation and as of June 2017, DOD stated that no action is expected.
    Recommendation: Contingent on the authorization of a future BRAC round, and to improve planning for measuring the results of implementing the BRAC recommendations for a future BRAC round, the Secretary of Defense should direct the Deputy Under Secretary of Defense (Installations and Environment) to establish a target for eliminating excess capacity in its initiating guidance to high-level department-wide leadership, consistent with the BRAC selection criteria chosen for a future BRAC round.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD did not concur with this recommendation and as of June 2017, DOD stated that no action is expected.
    Recommendation: Contingent on the authorization of a future BRAC round, and to provide more-complete information and increased visibility into the expected costs and savings for individual BRAC closures or realignments, when planning any potential future BRAC round, the Secretary of Defense should direct the Under Secretary of Defense (Acquisition, Technology and Logistics) to limit the practice of bundling many potentially stand-alone realignments or closures into single recommendations.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD did not concur with this recommendation and as of June 2017, DOD stated that no action is expected.
    Recommendation: Contingent on the authorization of a future BRAC round, and to provide more-complete information and increased visibility into the expected costs and savings for individual BRAC closures or realignments, when planning any potential future BRAC round, the Secretary of Defense should direct the Under Secretary of Defense (Acquisition, Technology and Logistics) to if DOD determines that bundling multiple realignments or closures into one recommendation is appropriate, itemize the costs and savings associated with each major discrete action in its report to the BRAC Commission.

    Agency: Department of Defense
    Status: Open

    Comments: DOD partially concurred. As of June 2017, DOD stated that this action on this recommendation is awaiting authorization of a future BRAC round, and Congress has not authorized another round of BRAC.
    Recommendation: Contingent on the authorization of a future BRAC round, and to ensure that the BRAC Commission receives timely access to information supporting BRAC recommendations for its review, the Secretary of Defense should develop a process to ensure that any data-security issues are resolved in time to provide all information to the BRAC Commission in a timely manner by conducting a security review of all BRAC data during DOD's recommendation development process, to include a review of the aggregation of unclassified data for potential security concerns and possible classification if necessary.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred with this recommendation. As of June 2017, DOD stated that this action on this recommendation is awaiting authorization of a future BRAC round, and Congress has not authorized another round of BRAC.
    Recommendation: If cost savings are to be a goal of any future BRAC round, Congress may wish to consider amending the BRAC statute by elevating the priority DOD and the BRAC Commission give to potential costs and savings as a selection criterion for making base closure and realignment recommendations.

    Agency: Congress
    Status: Open

    Comments: All the Matters for Congressional Consideration are contingent on the implementation of another round of BRAC. As of July 2017, Congress has not authorized another round of BRAC.
    Recommendation: If Congress authorizes additional BRAC rounds, it may wish to consider amending BRAC legislation by requiring the Secretary of Defense to formally establish specific goals that the department expects to achieve from a future BRAC process.

    Agency: Congress
    Status: Open

    Comments: All the Matters for Congressional Consideration are contingent on the implementation of another round of BRAC. As of June 2017, Congress has not authorized another round of BRAC.
    Recommendation: If Congress authorizes additional BRAC rounds, it may wish to consider amending BRAC legislation by requiring the Secretary of Defense to propose selection criteria as necessary to help achieve those goals, if necessary and appropriate.

    Agency: Congress
    Status: Open

    Comments: All the Matters for Congressional Consideration are contingent on the implementation of another round of BRAC. As of June 2017, Congress has not authorized another round of BRAC.
    Recommendation: If Congress decides to authorize a future base closure round, it may want to consider whether to limit or prohibit the BRAC Commission from adding a contingent element to any recommendation and, if permitted, under what conditions.

    Agency: Congress
    Status: Open

    Comments: All the Matters for Congressional Consideration are contingent on the implementation of another round of BRAC. As of June 2017, Congress has not authorized another round of BRAC.
    Director: Russell, Cary B
    Phone: (202) 512-5431

    3 open recommendations
    including 1 priority recommendation
    Recommendation: To further the integration of operational contract support into all of the services' planning, the Secretary of Defense should direct the Secretaries of the Navy and Air Force to provide comprehensive service-wide guidance for the Navy, Marine Corps, and Air Force that describes how each service should integrate operational contract support into its respective organization to include planning for contingency operations.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: As of September 2017, the Marine Corps and Air Force has developed OCS guidance; however, the Navy has not. In September 2016, the Marine Corps published Marine Corps Order 4200.34 on the manning, equipping and training of OCS capability. The Corps has established a new task list to define OCS as an essential wartime fighting capability, which provides units the foundation and ability to establish Mission Essential Tasks (METs) needed to effectively and efficiently measure and report OCS mission readiness. Marine Corps also developed and published an OCS career progression plan. The Air Force has taken steps to incorporate OCS into existing guidance, and the Secretary of the Air Force issued a memorandum in April 2016 providing guidance on integrating OCS into the total force. Additionally, Air Force issued AFI 64-105, Contingency Contracting Support, in August 2016. The Navy has begun drafting-but not yet issued-an instruction for internal review. Until all the services issue OCS guidance, this recommendation will remain open.
    Recommendation: To further the integration of operational contract support into all areas of the operation planning process, the Secretary of Defense should direct the Chairman of the Joint Chiefs of Staff to focus its training about operational contract support, which is currently focused on the logistics planners, on training all planners at the combatant commands and components as necessary.

    Agency: Department of Defense
    Status: Open

    Comments: As of September 2017, DOD has taken steps to focus OCS training to all planners, including those outside the logistics directorate. In December 2015, the Joint Staff J7 certified the Joint OCS Planning and Execution (JOPEC) course of instruction for Joint training. The Joint Staff, per this training certification, is working with the Joint Deployment Training Center and the Joint Force Staff College to provide student administrative and course catalog support for future JOPEC training. Due to demand for JOPEC training by the Combatant Commands and Services, an eighth JOPEC training course was added in late FY2015. In September 2017, OSD officials stated that a detailed analysis of alternatives required to transition JOPEC to a traditional program is on track to be completed by the end of fiscal year 2017. Results will be presented to Joint Staff senior leadership and the operational contract support Functional Capabilities Integration Board during the first quarter of fiscal year 2018. We will continue to monitor these efforts and this recommendation will remain open.
    Recommendation: To enable the integration of operational contract support into service component command-level planning efforts, the Secretary of Defense should direct the Chairman of the Joint Chiefs of Staff to work with the military services as necessary to improve the level of expertise in operational contract support for the combatant commands' components.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has taken steps to improve the level of OCS expertise at the component commands. Since September 2013, the Army has complemented Joint Staff efforts by converting its Army Tactics, Techniques, and Procedures 4-10 into a Multi-Service TIP (MTTP) as a part of the DoD OCS Action Plan. The Army issued the MTTP in February 2016. Air Force and Marine Corps have also issued OCS guidance, but as of September 2017, Navy has not. We will continue to monitor these and other efforts, and the recommendation will remain open at this time.
    Director: Williamson, Randall B
    Phone: (206)287-4860

    3 open recommendations
    including 2 priority recommendations
    Recommendation: To ensure that servicemembers have equitable access to the military services' wounded warrior programs, including the RCP, and to establish central accountability for these programs, the Secretary of Defense should establish or designate an office to centrally oversee and monitor the activities of the military services' wounded warrior programs to include the following: (1) Develop consistent eligibility criteria to ensure that similarly situated recovering servicemembers from different military services have uniform access to these programs; (2) Direct the military services' wounded warrior programs to fully comply with the policies governing care coordination and case management programs and any future changes to these policies; (3) Develop a common mechanism to systematically monitor the performance of the wounded warrior programs--to include the establishment of common terms and definitions--and report this information on a biannual basis to the Armed Services Committees of the House of Representatives and the Senate.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD did not concur with our part (1) of our recommendation to develop consistent eligibility criteria, explaining that the three military department secretaries should have the ability to control entrance criteria into their wounded warrior programs and that varying eligibility criteria have not resulted in noticeable differences in access to these programs by recovering servicemembers or their families. In attachments to a memo dated April 8, 2014, DOD provided an update on progress made to implement parts (2) and (3) of the DOD-specific recommendation made in GAO-13-5. Regarding part (2), DOD reported that budget constraints had delayed its plan to conduct oversight visits to 63 service sites over a 12-month period to ensure that military wounded warrior programs were operating in compliance with DOD Recovery Coordinator Program policy. DOD stated that the Warrior Care Policy office, in coordination with the military service branches, had intended to begin these oversight visits and interviews in September 2013; that as of March 2014, five sites had been reviewed; and that results of the compliance visits would be available upon completion. Regarding part (3) of the recommendation, DOD's memo stated that DOD and VA continue work on developing policies on clinical and non-clinical care coordination. It also noted that interagency metrics for monitoring complex care coordination performance were under development by the DOD/VA Interagency Care Coordination Committee. Further, DOD stated that because the Joint Executive Council publishes an annual report, that reporting the progress in developing common terms and definitions used by wounded warrior programs to congressional committees would be of limited value. As of October 2016, when we determine what additional steps the agency has taken to implement this recommendation, we will update this information.
    Recommendation: To ensure that persistent challenges with care coordination, disability evaluation, and the electronic sharing of health records are fully resolved, the Secretaries of Defense and Veterans Affairs should ensure that these issues receive sustained leadership attention and collaboration at the highest levels with a singular focus on what is best for the individual servicemember or veteran to ensure continuity of care and a seamless transition from DOD to VA. This should include holding the Joint Executive Council accountable for (1) ensuring that key issues affecting recovering servicemembers and veterans get sufficient consideration, including recommendations made by the Warrior Care and Coordination Task Force and the Recovering Warrior Task Force; (2) developing mechanisms for making joint policy decisions; (3) involving the appropriate decision-makers for timely implementation of policy; and; (4) establishing mechanisms to systematically oversee joint initiatives and ensure that outcomes and goals are identified and achieved.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: As of October 2016, under the joint DOD/VA Interagency Care Coordination Committee, the departments have made progress to improve nonclinical care coordination procedures, primarily through the development of two initiatives?the Lead Coordinator initiative (in which a single care coordinator serves as the primary point of contact for a recovering servicemember) and through the use of a single, interagency care plan (ICP) for each recovering servicemember. As of March 2016, the departments were continuing the national rollout of the Lead Coordinator initiative and had trained nearly 3,700 DOD and VA personnel on the new process. In addition, DOD and VA continued the development of the ICP initiative, which will depend upon their ability to electronically exchange the information needed to implement servicemembers' care plans. In December 2015, DOD awarded a contract to support the ICP and to create electronic interoperability with VA. The departments anticipate testing their ability to exchange information digitally in June 2016 and achieving full operational capability by September 2016. We will continue to monitor progress to implement the joint Lead Coordinator and the ICP care coordination initiatives.
    Recommendation: To ensure that persistent challenges with care coordination, disability evaluation, and the electronic sharing of health records are fully resolved, the Secretaries of Defense and Veterans Affairs should ensure that these issues receive sustained leadership attention and collaboration at the highest levels with a singular focus on what is best for the individual servicemember or veteran to ensure continuity of care and a seamless transition from DOD to VA. This should include holding the Joint Executive Council accountable for (1) ensuring that key issues affecting recovering servicemembers and veterans get sufficient consideration, including recommendations made by the Warrior Care and Coordination Task Force and the Recovering Warrior Task Force; (2) developing mechanisms for making joint policy decisions; (3) involving the appropriate decision-makers for timely implementation of policy; and; (4) establishing mechanisms to systematically oversee joint initiatives and ensure that outcomes and goals are identified and achieved.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: As of October 2016, under the joint DOD/VA Interagency Care Coordination Committee, the departments have made progress to improve nonclinical care coordination procedures, primarily through the development of two initiatives?the Lead Coordinator initiative (in which a single care coordinator serves as the primary point of contact for a recovering servicemember) and through the use of a single, interagency care plan (ICP) for each recovering servicemember. As of March 2016, the departments were continuing the national rollout of the Lead Coordinator initiative and had trained nearly 3,700 DOD and VA personnel on the new process. In addition, DOD and VA continued the development of the ICP initiative, which will depend upon their ability to electronically exchange the information needed to implement servicemembers' care plans. In December 2015, DOD awarded a contract to support the ICP and to create electronic interoperability with VA. The departments anticipate testing their ability to exchange information digitally in June 2016 and achieving full operational capability by September 2016. We will continue to monitor progress to implement the joint Lead Coordinator and the ICP care coordination initiatives.
    Director: Farrell, Brenda S
    Phone: (202) 512-3604

    3 open recommendations
    Recommendation: To help ensure that Congress has the necessary information to provide effective oversight over DOD's civilian workforce, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to conduct competency gap analyses for DOD's mission-critical occupations and report the results. When managers cannot conduct such analyses, DOD should report a timeline in the strategic workforce plan for providing these assessments.

    Agency: Department of Defense
    Status: Open

    Comments: In August 2014, officials with the Defense Civilian Personnel Advisory Service responsible for developing DOD's strategic workforce plans stated that results from the Defense Competency Assessment Tool, which the department began using in 2014 and provides for competency gap assessment of the department's mission-critical occupations and other major civilian occupations, would be reported in the department's next strategic workforce plan to be published in 2015. Update (9/9/2016): Defense Civilian Personnel Advisory Service officials indicated that this recommendation will be addressed when an updated strategic plan is issued in late calendar year 2016.
    Recommendation: To help ensure that the data presented in DOD's strategic workforce plans are current and timely, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to establish and adhere to timelines that will ensure issuance of future strategic workforce plans in accordance with statutory timeframes.

    Agency: Department of Defense
    Status: Open

    Comments: In August 2014, officials with the Defense Civilian Personnel Advisory Service responsible for developing DOD's strategic workforce plans stated that the current planning cycle for the department's strategic workforce plans are in line with statutory timeframes. As such, DOD's next strategic workforce plan is expected to be issued in accordance with those timeframes. Update (9/9/2016): Defense Civilian Personnel Advisory Service officials indicated that this recommendation will be addressed when an updated strategic plan is issued in late calendar year 2016.
    Recommendation: To enhance the information that DOD provides Congress in its strategic workforce plan, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to provide guidance for developing future strategic workforce plans that clearly directs the functional communities to collect information that identifies not only the number or percentage of personnel in its military, civilian, and contractor workforces but also the capabilities of the appropriate mix of those three workforces.

    Agency: Department of Defense
    Status: Open

    Comments: In August 2014, officials with the Office of the Under Secretary of Defense (Personnel and Readiness), Total Force Requirements and Sourcing Policies office, stated that DOD continues to develop its Enterprise-wide Contractor Manpower Reporting Application, which will allow the department to collect and report on the number and capabilities of contractors in its workforce. According to the officials, the application will not be ready for implementation until 2015. Officials with the Defense Civilian Personnel Advisory Service responsible for developing DOD's strategic workforce plans stated that once the ability to collect and report on the number of contractors exists, DOD will be able to assess and report on the appropriate mix of military, civilian, and contractor workforces and that information will be included in DOD's mandated strategic workforce plans. Update (9/9/2016): Defense Civilian Personnel Advisory Service officials indicated that this recommendation will be addressed when an updated strategic plan is issued in late calendar year 2016.
    Director: Lepore, Brian J
    Phone: (202)512-3000

    1 open recommendations
    Recommendation: To determine the viability and cost-effectiveness of reducing transmission times for biometrics data, the Secretary of Defense should direct the Assistant Secretary of Defense for Research and Engineering, through the Under Secretary of Defense for Acquisition, Technology, and Logistics, to comprehensively assess and then address, as appropriate, the factors that contribute to transmission time for biometrics data.

    Agency: Department of Defense
    Status: Open

    Comments: In January 2016, DOD published Directive 8521.01E, Defense Biometrics, which directs the Secretary of the Army to measure the health and performance of the DOD Biometrics Enterprise and generate results for the Biometrics Principal Staff Assistant and the DOD Biometrics Executive Committee. OUSD(AT&L) and Army officials also noted that the department is required to obtain a favorable evaluation from the Director, Operational Test and Evaluation (DOT&E) and the Army Test and Evaluation Command in order to obtain approval for extending the service life of DOD's authoritative biometric system. These officials note that the tests and evaluations required for such approval will include an assessment of transmission and response times against approved requirements for the biometrics system. However, Marine Corps officials highlighted continued biometrics data transmission and synchronization issues with a currently fielded biometric capability that uses some of the same technology we identified issues with during the course of our review. In Summer 2017, DOD informed GAO that the department will soon issue a report to address these issues, so GAO is keeping this recommendation open until such time as DOD's report becomes available for GAO review.
    Director: Farrell, Brenda S
    Phone: (202) 512-3604

    2 open recommendations
    Recommendation: To improve leadership's commitment to preventing and responding to incidents of sexual harassment, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness to develop a strategy for holding individuals in positions of leadership accountable for promoting, supporting, and enforcing the department's sexual harassment policies and programs.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has updated its guidance on sexual harassment, but it has not yet implemented the recommendation. DOD concurred with this recommendation and stated that it would collaborate with the military services to systematically review existing accountability methods, with the goal of developing an overarching strategy. According to DOD, a 2013 memorandum from the Secretary of Defense on sexual assault prevention and response outlined requirements addressing leadership accountability for preventing sexual harassment. The Secretary of Defense also issued a memorandum addressing prevention and response of sexual harassment in 2014, and DOD updated its guidance on sexual harassment in 2015. In 2016, DOD stated that further revisions to guidance were forthcoming to provide a framework for oversight of sexual harassment. This framework, among other things, would address standards for holding leaders accountable for promoting, supporting, and enforcing sexual harassment policies. As of January 2017, those revisions had not been issued. We will continue to monitor DOD's actions.
    Recommendation: To improve implementation of the department's sexual harassment policies and programs, the Secretary of Defense should direct the service secretaries to verify or track military commanders' compliance with existing requirements that commanders periodically determine their organizational health and functioning effectiveness by periodically assessing their equal opportunity climate through "command climate" assessments.

    Agency: Department of Defense
    Status: Open

    Comments: DOD has updated its guidance on sexual harassment, including a requirement for sharing the results of command climate assessments with the next higher level of command, but has not yet implemented an oversight mechanism to verify and track commanders' compliance with requirements to conduct such assessments. DOD concurred with this recommendation and stated that it would implement the recommendation through revisions to its guidance. According to DOD, a 2013 memorandum from the Secretary of Defense on sexual assault prevention and response outlined requirements addressing leadership accountability for preventing sexual harassment. The memorandum included a requirement that the results of command climate surveys be provided to the next level up in the chain of command, and it directed service chiefs, through their respective military department secretaries, to develop methods to assess the performance of commanders in establishing command climates of dignity and respect. The Secretary of Defense also issued a memorandum addressing prevention and response of sexual harassment in 2014, and DOD updated its guidance on sexual harassment in 2015. In 2016, DOD stated that further revisions to guidance were forthcoming to provide a framework for oversight of sexual harassment. This framework, among other things, would address standards for holding leaders accountable for promoting, supporting, and enforcing sexual harassment policies. As of January 2017, those revisions had not yet been issued. We will continue to monitor DOD's actions.
    Director: Farrell, Brenda S
    Phone: (202)512-3604

    4 open recommendations
    Recommendation: In future reviews of the civilian senior leader workforces, the Secretary of Defense should direct that the Office of the Under Secretary of Defense for Personnel and Readiness document the analysis conducted to provide supportable information about what DOD's requirements are for the Senior Executive Service, Senior Level, and Senior Technical workforces.

    Agency: Department of Defense
    Status: Open

    Comments: According to an official in the Defense Civilian Personnel Management Service's Civilian Senior Executive Management Division, the department will conduct a complete assessment of its Senior Executive Service, Senior Level, and Senior Technical workforces in late 2014 and early 2015 as required for the Office of Personnel Management's 2016 and 2017 biennial review of executive resources allocations process. According to the official, when the analysis is conducted it will be appropriately documented.
    Recommendation: To improve the management and development of DOD's civilian senior leader workforces, the Secretary of Defense should direct the Under Secretary of Defense for Intelligence to finalize and issue common criteria for the military service intelligence elements and the defense intelligence agencies to use in their assessments of Defense Intelligence Senior Executive Service requirements.

    Agency: Department of Defense
    Status: Open

    Comments: According to officials with the Office of the Under Secretary of Defense (Intelligence), Human Capital Management Office, development of common criteria for assessing and justifying Defense Intelligence Senior Executive Service workforce requirements has been completed. The officials explained that coordination, approval, and implementation of the criteria is pending publication of other related civilian senior leader policies by the Office of the Under Secretary of Defense (Personnel and Readiness).
    Recommendation: To improve the management and development of DOD's civilian senior leader workforces, the Secretary of Defense should direct the Under Secretary of Defense for Personnel and Readiness and the Under Secretary of Defense for Intelligence to better communicate key information, including justifications for each Defense Intelligence Senior Executive Service position needed, during the development and presentation of legislative proposals to congressional decision makers.

    Agency: Department of Defense
    Status: Open

    Comments: In August 2014, officials with the Office of the Under Secretary of Defense (Intelligence), Human Capital Management Office, stated that since the Secretary of Defense 2010 Efficiency Initiatives, the defense intelligence community has not developed or presented any legislative proposals related to increases in the number of Defense Intelligence Senior Executive Service allocations. According to the officials, when the department's intelligence community does request additional Defense Intelligence Senior Executive Service allocations from the Congress, they will provide key information and justification along with the proposal.
    Recommendation: To improve the management and development of DOD's civilian senior leader workforces, the Secretary of Defense should direct the Office of the Under Secretary of Defense for Personnel and Readiness to establish clearly defined metrics for the Defense Senior Leader Development Program in order to measure the overall success of the program.

    Agency: Department of Defense
    Status: Open

    Comments: In August 2014, officials in DOD's Defense Civilian Personnel Management Service responsible for the department's Defense Senior Leader Development Program, stated that the metrics for measuring the success of the Defense Senior Leader Development Program were recently revised and are awaiting coordination and approval from the Office of the Under Secretary of Defense (Personnel and Readiness). The metrics are expected to be approved and implemented in fiscal year 2015.
    Director: Jones, Yvonne D
    Phone: (202)512-3000

    4 open recommendations
    Recommendation: To help ensure that Congress is fully apprised of efforts to resolve a case, Congress may wish to consider amending USERRA to require DOJ and OSC to report on additional time taken to resolve a matter after they decline representation.

    Agency: Congress
    Status: Open

    Comments: As of February 28, 2017, this matter has not yet been considered by Congress.
    Recommendation: To help ensure that that servicemembers who file complaints are adequately being informed of their USERRA complaint process rights in accordance with VBIA 2008, Congress may wish to consider amending USERRA to require DOL to report on the extent to which it is notifying complainants of their USERRA complaint process rights within 5 days of filing a complaint.

    Agency: Congress
    Status: Open

    Comments: As of February 28, 2017, this matter has not yet been considered by Congress.
    Recommendation: To help ensure that DOJ handles state cases as expediently as private employer cases, Congress may wish to consider amending USERRA to specifically require DOJ to adhere to the same 60-day deadline for state employer matters that they must adhere to for matters against private employers.

    Agency: Congress
    Status: Open

    Comments: As of February 28, 2017, this matter has not yet been considered by Congress.
    Recommendation: To help ensure that servicemembers in state employer cases are kept apprised of the status of DOJ's decision making without potentially compromising DOJ's ability to successfully bring suit against state employers, Congress may wish to consider amending USERRA to require DOJ to notify these servicemembers of the status of DOJ's efforts.

    Agency: Congress
    Status: Open

    Comments: As of February 28, 2017, this matter has not yet been considered by Congress.
    Director: Farrell, Brenda S
    Phone: (202)512-3604

    2 open recommendations
    Recommendation: Consistent with DOD emphasis on developing human capital solutions across the services to enable departmentwide decision making and analyses within its Military Health System, the Secretary of Defense should direct the Assistant Secretary of Defense for Health Affairs and the Service Secretaries to identify the common medical capabilities that are shared across the services in their military treatment facilities that would benefit from the development of cross-service medical manpower standards.

    Agency: Department of Defense
    Status: Open

    Comments: Sept 2014 Update: Since the issuance of our report in 2010, DOD officials established a Defense Health Agency as of October 1, 2013, with the goal to take advantage of opportunities to adopt common business and clinical practices. Related to this effort, a joint collaborative team between the Navy, Army, and Air Force was developed to create a joint Internal Medicine manpower standard. The primary goals were to identify similarities and differences in standard development processes across the three services, develop joint processes (service-specific execution) with hopes of an integrated standard, and gain efficiencies through combination of knowledge, resources, and experience. To reach this goal, the team had multiple meetings/teleconferences to better understand each service's manpower requirements determination process, and concept of application and implementation guidelines. There were multiple Internal Medicine clinic sites visits through which the Tri-Service team identified similarities, differences, and lessons learned. From the above effort, it became clear that the services needed to all agree on productivity targets before moving forward in the clinical areas. The three services and DHA are currently in discussion to develop Tri-Service productivity targets for clinical areas. Moreover, the Military Health System Executive Review (MHSER) has endorsed minimum productivity levels for many clinical specialties. Since efforts are still ongoing within the services and the DHA, the recommendation should remain open. JULY 2015 UPDATE: According to a DHA Official, the Manpower and Personnel Operations Group was formed in early 2015. This group contains two subworking groups--one on manpower and the other on personnel. The overall group is working on a plan to develop common staffing models and an implementation plan to put them into action. At this time, the group's efforts are still in process and no common staffing models are in practice yet. Overall, the group is working on developing a minimum level of staffing needed in different specialties across the services. The group is also working on a Demand Based Staffing Model to help the enhanced-Multi Service Markets (eMSMs) to address the concern about the number of providers that are needed in these markets across the services to support the workload of the market. This model has been piloted at Peuget Sound, the NCR, and in Norfolk. It has also been briefed to the MDAG but it is not releasable at this time. Tis recommendation should remain open until such a time later that these groups have completed their initial work on models that will be used to more directly address the commons staffing requirements and the models.
    Recommendation: Consistent with DOD emphasis on developing human capital solutions across the services to enable departmentwide decision making and analyses within its Military Health System, the Secretary of Defense should direct the Assistant Secretary of Defense for Health Affairs and the Service Secretaries to, where applicable, develop and implement cross-service medical manpower standards for those common medical capabilities.

    Agency: Department of Defense
    Status: Open

    Comments: Sept. 2014 Update: Since the issuance of our report in 2010, DOD officials established a Defense Health Agency as of October 1,2013, with the goal to take advantage of opportunities to adopt common business and clinical practices. Service and DHA officials have formed a joint collaborative team to develop standard manpower requirements as well as productivity goals for Internal Medicince capability area. Because they are still taking action related to this recommendation, it should remain open. JULY 2015: With the formation of the Manpower and Personnel Operations Group, HA, the services, and DHA continue to address staffing and manpower issues such as common staffing models. These are currently in development and none have been put into practice yet. The group is also developing a Demand Based Staffing Model to assist the enhanced Multi Service Markets (eMSMs) with determining the number and distribution of medical personnel within these markets. Until further work is done by the Operations Group, this recommendation will remain open.
    Director: Farrell, Brenda S
    Phone: (202)512-3604

    1 open recommendations
    Recommendation: To better determine the effects of nonresponse bias on the Status of Forces survey results, the Secretary of Defense should direct Director of DMDC to develop and implement guidance both for conducting nonresponse analysis and for using the results of nonresponse analysis to inform DMDC's statistical weighting techniques, as part of the collection and analysis of the Status of Forces survey results.

    Agency: Department of Defense
    Status: Open

    Comments: As of November 2012, DMDC indicated that, although it continues to agree with the recommendation that DOD develop and implement guidance both for conducting nonresponse analysis and for using the results of nonresponse analysis to inform DMDC's statistical weighting techniques, funding is not currently available to carry out the full intent of the recommendation. Therefore, DMDC stated that it can only comply with the spirit of the recommendation at this time. Further, DMDC is looking for further direction from GAO with regard to this recommendation.
    Director: Williamson, Randall B
    Phone: (206)287-4860

    1 open recommendations
    Recommendation: To help DOD obtain reasonable assurance that all active and Reserve component servicemembers to whom the PDHRA requirement applies are provided the opportunity to have their health concerns identified, the Assistant Secretary of Defense for Health Affairs and the military services should take steps to ensure that PDHRA questionnaires are included in DOD's central repository for each of these servicemembers.

    Agency: Department of Defense
    Status: Open

    Comments: In its comments to this report, the Department of Defense (DOD) concurred with this recommendation. On October 2009, DOD's Force Health Protection and Response Office sent a memo to each of the military service Surgeons General emphasizing the need for the post-deployment health reassessment (PDHRA) to be offered to all service members who are eligible to complete the assessment. In 2010, DOD's noted that the services would work with the Armed Forces Health Surveillance Center (AFHSC) repository to ensure PDHRAs are submitted correctly, without transmission errors. DOD's 2011 case records showed that the Air Force and Army had developed data verification processes to ensure that AFHSC received PDHRAs. Further, the Defense Medical Data Center (DMDC) had planed to create a file consisting of the date of deployment for deployed personnel, and that the file would be available to the services in order to match DMDC with data from each of the service-specific systems, in accordance to requirements. In September 2011, although DMDC and the services had agreed to match rosters of deployed service members, there were still inconsistencies in deployment dates. In March 2012, DOD was still verifying data inconsistencies which, until resolved, leads to inaccurate reporting based on errors in the deployment dates.