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    Results:

    Subject Term: "Staff utilization"

    37 publications with a total of 106 open recommendations including 10 priority recommendations
    Director: Debra A. Draper
    Phone: (202) 512-7114

    5 open recommendations
    Recommendation: The Undersecretary for Health should develop and implement a process to accurately count all physicians providing care at each medical center, including physicians who are not employed by VHA. (Recommendation 1)

    Agency: Department of Veterans Affairs: Veterans Health Administration
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Undersecretary for Health should develop and issue guidance to the VAMCs on determining appropriate staffing levels for all mission-critical physician occupations. (Recommendation 2)

    Agency: Department of Veterans Affairs: Veterans Health Administration
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Undersecretary for Health should ensure that when multiple offices issue similar productivity data on physician occupations, any methodological differences are clearly communicated and guidance is provided on how to interpret and reconcile the data. (Recommendation 3)

    Agency: Department of Veterans Affairs: Veterans Health Administration
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Undersecretary for Health should establish a system-wide method to share information about physician trainees to help fill vacancies across VAMCs. (Recommendation 4)

    Agency: Department of Veterans Affairs: Veterans Health Administration
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Undersecretary for Health should conduct a comprehensive, system-wide evaluation of the physician recruitment and retention strategies used by VAMCs to determine their overall effectiveness, identify and implement improvements, ensure coordination across VHA offices, and establish an ongoing monitoring process. (Recommendation 5)

    Agency: Department of Veterans Affairs: Veterans Health Administration
    Status: Open

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

    2 open recommendations
    Recommendation: To more fully address stakeholder concerns and help ensure FirstNet's resources reflect expected changes in responsibilities, FirstNet should assess the long-term staffing needs in the Network Program Office prior to requesting to assume full responsibility from Interior for administering the network contract.

    Agency: Department of Commerce: National Telecommunications and Information Administration: First Responder Network Authority
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To more fully address stakeholder concerns and help ensure FirstNet's resources reflect expected changes in responsibilities, FirstNet should request that the Public Safety Advisory Committee's Tribal Working Group fully explore tribal concerns and propose actions, as needed, to address those concerns.

    Agency: Department of Commerce: National Telecommunications and Information Administration: First Responder Network Authority
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Anne-Marie Fennell
    Phone: (202) 512-3841

    2 open recommendations
    Recommendation: To enhance information available to operational unit managers, the Secretary of Commerce should direct the director of NOAA's WFMO to ensure that complete information on hiring requests is routinely communicated to NWS managers throughout the three phases of the hiring process, such as by supporting the development of improved tracking and reporting capabilities in the planned new Commerce-wide data system.

    Agency: Department of Commerce
    Status: Open

    Comments: The agency agreed with our recommendation. We will provide updates when the agency takes action.
    Recommendation: To help ensure NWS's hiring actions are achieving expected results, the Secretary of Commerce should direct the NOAA Assistant Administrator for Weather Services to evaluate the extent to which NWS's actions are reducing the hiring backlog and achieving the goal of sustaining a highly skilled workforce; for example, NWS could evaluate these actions as part of the development of its strategic human capital plan.

    Agency: Department of Commerce
    Status: Open

    Comments: The agency agreed with our recommendation. We will provide updates when the agency takes action.
    Director: Randall B. Williamson
    Phone: (202) 512-7114

    4 open recommendations
    Recommendation: To improve the completeness and accuracy of VA's productivity metrics and efficiency models and strengthen the monitoring of clinical productivity and efficiency VA-wide, the Secretary of the Department of Veterans Affairs should direct the Undersecretary for Health to expand existing productivity metrics to track the productivity of all providers of care to veterans by, for example, including contract physicians who are not VA employees as well as advance practice providers acting as sole providers.

    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: To improve the completeness and accuracy of VA's productivity metrics and efficiency models and strengthen the monitoring of clinical productivity and efficiency VA-wide, the Secretary of the Department of Veterans Affairs should direct the Undersecretary for Health to help ensure the accuracy of underlying staffing and workload data by, for example, developing training to all providers on coding clinical procedures.

    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: To improve the completeness and accuracy of VA's productivity metrics and efficiency models and strengthen the monitoring of clinical productivity and efficiency VA-wide, the Secretary of the Department of Veterans Affairs should direct the Undersecretary for Health to develop a policy requiring VAMCs to monitor and improve clinical efficiency through a standard process, such as establishing performance standards based on VA's efficiency models and developing a remediation plan for addressing clinical inefficiency.

    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: To improve the completeness and accuracy of VA's productivity metrics and efficiency models and strengthen the monitoring of clinical productivity and efficiency VA-wide, the Secretary of the Department of Veterans Affairs should direct the Undersecretary for Health to establish an ongoing process to systematically review VAMCs' remediation plans and ensure that VAMCs and Veterans Integrated Service Networks are successfully implementing remediation plans for addressing low clinical productivity and inefficiency.

    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: Frank Rusco
    Phone: (202) 512-3841

    3 open recommendations
    including 1 priority recommendation
    Recommendation: To improve NRC's ability to strategically manage the size and composition of its workforce and respond to changes in the nuclear industry, the Chairman of the Nuclear Regulatory Commission should set agencywide goals, which could be ranges, for overall workforce size and skills composition that extend beyond the 2-year budget cycle.

    Agency: Nuclear Regulatory Commission
    Status: Open
    Priority recommendation

    Comments: In comments on a draft of the report, NRC generally agreed with the recommendation. In its June 2017 letter on plans for implementing the recommendation, NRC stated that it will implement a new activity to project workload over a 5-year time period. The resulting workload projections will be used to identify core staff positions needed to perform the work. NRC expects that this effort will facilitate setting agency goals for FTE and appropriate agency size beyond the current 2 year budget cycle and will support the agency's effort to enhance its human capital practices. We will review NRC's actions, once completed, to determine whether they meet the intent of this recommendation.
    Recommendation: To improve NRC's ability to strategically manage the size and composition of its workforce and respond to changes in the nuclear industry, the Chairman of the Nuclear Regulatory Commission should establish a systematic, comprehensive approach for tracking employee skills information, either through the system developed through the competency modeling pilot program or some other system.

    Agency: Nuclear Regulatory Commission
    Status: Open

    Comments: In comments on a draft of the report, NRC generally agreed with the recommendation. In its June 2017 letter on plans for implementing the recommendation, NRC stated that it will develop and deploy a standard agencywide system to track core staff positions and their related skills. Skills and competencies for each of the core positions will be identified and catalogued, allowing employees and supervisors to search for specific competencies needed to support work throughout the agency. We will review NRC's actions, once completed, to determine whether they meet the intent of this recommendation.
    Recommendation: To improve NRC's ability to strategically manage the size and composition of its workforce and respond to changes in the nuclear industry, the Chairman of the Nuclear Regulatory Commission should consistently train managers and supervisors in strategic human capital management and assessing employee skillsets.

    Agency: Nuclear Regulatory Commission
    Status: Open

    Comments: In comments on a draft of the report, NRC generally agreed with the recommendation. In its June 2017 letter on plans for implementing the recommendation, NRC stated that it developed a Supervisor Development Program SharePoint site to centrally house information pertinent to management activities and required training. NRC will provide information on the agency's strategic workforce planning process as it evolves via this site. Additionally, NRC plans to incorporate the strategic workforce planning process and concepts into existing management training that will be delivered in-person and available on-line. We will review NRC's actions, once completed, to determine whether they meet the intent of this recommendation.
    Director: Timothy J. DiNapoli
    Phone: (202) 512-4841

    2 open recommendations
    Recommendation: The Director of Human Capital Initiatives should clarify whether and under what conditions DAWDF funds could be used to pay for personnel to help manage the fund.

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

    Comments: DOD partially concurred with this recommendation, and indicated that it plans to take action to address it. Section 822 of H.R. 2810, the National Defense Authorization Act for Fiscal Year 2018, authorizes the use of DAWDF to pay salaries of personnel at the Office of the Secretary of Defense, military departments, and Defense Agencies to manage the fund. The Human Capital Initiatives Office plans to update the DAWDF Desk Operating Guide based on the final legislation.
    Recommendation: In collaboration with cognizant officials within DOD components, the Director of Human Capital Initiatives should ensure that components have processes in place to verify the accuracy and completeness of data on the execution of initiatives funded by DAWDF.

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

    Comments: DOD partially concurred with this recommendation, and indicated that actions will be taken or have already been taken to address it. DOD noted that it had made significant management and other changes to improve the accuracy and completeness of data used and provided by components on the execution of initiatives funded by DAWDF. DOD noted that it had, among other actions, issued guidance to improve data validity, consistency, and alignment; instituted a midyear program execution review; and established a requirement for a data-driven year in review. The midyear program execution review now requires additional information from components. In addition, as part of the fiscal year 2018 proposal process, components were required to propose hiring by career field. If these management and policy changes are effectively translated into practice, we believe these actions will address the intent of the recommendation.
    Director: Anne-Marie Fennell
    Phone: (202) 512-3841

    3 open recommendations
    Recommendation: To help improve oversight of the concessions program, the Secretary of the Interior should direct the Director of the National Park Service to review the financial reporting process and make any necessary adjustments to help ensure timely and accurate reporting of data on annual financial reports.

    Agency: Department of the Interior: National Park Service
    Status: Open

    Comments: In its May 25, 2017 update letter, the Department of the Interior stated that the National Park Service will (1) review the current financial reporting process and take steps to improve the timeliness of concessioners' annual financial reports as outlined in their contracts, and (2) develop internal controls to ensure that concessioner data is accurate. The agency anticipates having these actions implemented by March 31, 2018.
    Recommendation: To help improve oversight of the concessions program, the Secretary of the Interior should direct the Director of the National Park Service to finalize guidance on maintenance and capital improvements and make it publicly available to concessioners.

    Agency: Department of the Interior: National Park Service
    Status: Open

    Comments: In its May 25, 2017 update letter, the Department of the Interior stated that the National Park Service will finalize the existing draft guidance on maintenance and capital improvements to clarify the funding sources available to concessioners for particular repairs and maintenance needs. The agency added that the finalized guidance will be made publicly available. The agency anticipates having this guidance finalized by November 30, 2017.
    Recommendation: To help improve oversight of the concessions program, the Secretary of the Interior should direct the Director of the National Park Service to develop performance goals with targets and timeframes in its commercial services strategic plan.

    Agency: Department of the Interior: National Park Service
    Status: Open

    Comments: In its May 25, 2017 update letter, the Department of the Interior stated that the National Park Service will review the commercial services program strategic plan and develop meaningful and measurable performance goals with timeframes. The agency anticipates having this implemented by June 30, 2018.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    11 open recommendations
    Recommendation: To help the Air Force in its effort to address UAS pilot shortfalls, and to help ensure that the Air Force strategies to address UAS pilot shortages are tailored to address remaining issues, such as the significant amount of pilots who are temporarily assigned to the UAS pilot career, the limited amount of cadet interest in the UAS pilot career, and the workload of UAS pilots, the Secretary of Defense should direct the Secretary of the Air Force to revise the Get Well Plan to address these 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: To help the Air Force in its effort to address UAS pilot shortfalls, and to help the Air Force ensure that its strategies are having the intended effects, the Secretary of Defense should direct the Secretary of the Air Force to monitor the extent to which that achieving the human capital goals in its strategy helps the Air Force achieve its programmatic 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: To help the Air Force in its effort to address UAS pilot shortfalls, and to help the Air Force ensure that it is poised to meet future needs for UAS pilots, the Secretary of Defense should direct the Secretary of the Air Force to explore the potential use of additional flexibilities that would enable it to increase the number of UAS pilots in its workforce.

    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 the Army in its effort to address UAS unit training shortfalls, and to help the Army identify challenges that UAS pilots face in completing their training, the Secretary of Defense should direct the Secretary of the Army to collect feedback from UAS pilots in UAS units, such as by surveying, or conducting focus groups with them.

    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 the Army in its effort to address UAS unit training shortfalls, and to help the Army identify challenges that UAS pilots face in completing their training, the Secretary of Defense should direct the Secretary of the Army to incorporate such feedback into the Army's strategy to address UAS training shortfalls.

    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 the Army in its effort to address UAS unit training shortfalls, and to help ensure that Army Shadow units meet minimum training requirements, the Secretary of Defense should direct the Secretary of the Army to revise its strategy to address UAS training shortfalls to ensure that it is fully tailored to address training issues and address factors such as lack of adequate facilities, lack of access to airspace, and the inability to fly more than one UAS at a 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: To help the Army in its effort to address UAS unit training shortfalls, and to help the Army ensure that it is basing its decisions to select individuals for UAS pilot training on sound evidence and to help it take advantage of the key benefits associated with effective personnel selection that could include reducing training costs, improving job performance, improving retention of qualified personnel, enabling leadership development, and enhancing organizational effectiveness, the Secretary of Defense should direct the Secretary of the Army to validate that the Armed Services Vocational Aptitude Battery is an effective predictor of UAS pilot candidate performance in UAS pilot training and job performance.

    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 the Army in its effort to address UAS unit training shortfalls, and to help the Army ensure that it is basing its decisions to select individuals for UAS pilot training on sound evidence and to help it take advantage of the key benefits associated with effective personnel selection that could include reducing training costs, improving job performance, improving retention of qualified personnel, enabling leadership development, and enhancing organizational effectiveness, the Secretary of Defense should direct the Secretary of the Army to assess existing research that has been performed that identifies UAS pilot competencies.

    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 the Army in its effort to address UAS unit training shortfalls, and to help the Army ensure that it is basing its decisions to select individuals for UAS pilot training on sound evidence and to help it take advantage of the key benefits associated with effective personnel selection that could include reducing training costs, improving job performance, improving retention of qualified personnel, enabling leadership development, and enhancing organizational effectiveness, the Secretary of Defense should direct the Secretary of the Army to incorporate relevant findings from such research into the Army's approach for selecting UAS pilot candidates, as appropriate.

    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 address personnel shortages and meet mission needs cost effectively, the Office of the Secretary of Defense, through the Under Secretary of Defense (Personnel & Readiness) should direct the Air Force and the Army to evaluate the workforce mix and the use of federal civilians for UAS pilot positions.

    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 address personnel shortages and meet mission needs cost effectively, the Office of the Secretary of Defense, through the Under Secretary of Defense (Personnel & Readiness) should direct the Air Force and the Army to conduct cost analyses consistent with DOD guidance to inform their workforce decisions and ensure cost effectiveness of the UAS pilot workforce mix.

    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: Yocom, Carolyn L
    Phone: (202) 512-7114

    2 open recommendations
    Recommendation: To improve efforts to promote EHR use and electronic exchange of health information in post-acute care settings, the Secretary of Health and Human Services should direct the Centers for Medicare & Medicaid Services (CMS) and ONC to evaluate the effectiveness of HHS's key efforts to determine whether they are contributing to HHS's goal for increasing the use of EHRs and electronic exchange of health information in post-acute care settings.

    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 improve efforts to promote EHR use and electronic exchange of health information in post-acute care settings, the Secretary of Health and Human Services should direct CMS and ONC to comprehensively plan for how to achieve the department's goal related to the use of EHRs and electronic information exchange in post-acute care settings. This planning may include, for example, identifying specific actions related to post-acute care settings and identifying and considering external factors.

    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.
    Director: J. Alfredo Gómez
    Phone: (202) 512-3841

    5 open recommendations
    Recommendation: To help the agency make strategic decisions about how to prioritize and efficiently use available personnel, the Administrator, recognizing the agency's limited resources, should direct the Assistant Administrator for the Office of Administration and Resources Management to develop a documented process that can be consistently applied by regional and national program offices to collect and analyze data on project officer FTEs.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: According to EPA's December 2016 letter with comments on the draft report, EPA agrees with this recommendation and will initiate implementation in FY 2017 by developing and issuing a survey tool to collect relevant information on project officer FTE and workload. According to the letter, EPA will evaluate the survey results in FY 2018 and establish a formal process to influence out-year budget cycles, beginning with the FY 2020 budget.
    Recommendation: To help the agency make strategic decisions about how to prioritize and efficiently use available personnel, the Administrator, recognizing the agency's limited resources, should direct the Assistant Administrator for the Office of Administration and Resources Management to develop a documented process that can be consistently applied by regional and national program offices to collect and analyze data on grants management workloads.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: According to EPA's December 2016 letter with comments on the draft report, EPA agrees with this recommendation and will initiate implementation in FY 2017 by developing and issuing a survey tool to collect relevant information on project officer FTE and workload. According to the letter, EPA will evaluate the survey results in FY 2018 and establish a formal process to influence out-year budget cycles, beginning with the FY 2020 budget.
    Recommendation: To help the agency make strategic decisions about how to prioritize and efficiently use available personnel, the Administrator, recognizing the agency's limited resources, should direct the Assistant Administrator for the Office of Administration and Resources Management to develop a documented process that can be consistently applied by regional and national program offices to use project officer FTE and workload data to inform FTE allocations.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: According to EPA's December 2016 letter with comments on the draft report, EPA agrees with this recommendation and will initiate implementation in FY 2017 by developing and issuing a survey tool to collect relevant information on project officer FTE and workload. According to the letter, EPA will evaluate the survey results in FY 2018 and establish a formal process to influence out-year budget cycles, beginning with the FY 2020 budget.
    Recommendation: To help ensure that EPA has people with the right skills to meet the goals of its 2016-2020 Grants Management Plan, the Administrator should direct the Assistant Administrator for the Office of Administration and Resources Management and regional and national program offices, as appropriate, to review project officer critical skills and competencies and determine training needs to address any gaps.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: According to EPA's December 2016 letter with comments on the draft report, EPA agrees with this recommendation and will initiate implementation in FY 2017 by developing and issuing a project officer survey tool. According to the letter, based on the survey results, EPA will begin making enhancements to its project officer training program in FY 2018, and continue those efforts in subsequent fiscal years consistent with goal 3 of the agency's 2016-2020 Grants Management Plan.
    Recommendation: To enhance EPA's ability to identify performance shortfalls and appropriate corrective actions, the Administrator should direct the Assistant Administrator for the Office of Administration and Resources Management to develop performance measures to track the effectiveness of the recruitment and retention efforts for grant specialists and collect performance data for these measures.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: According to EPA's December 2016 letter with comments on the draft report, EPA agrees with this recommendation. According to the letter, in FY 2017, EPA's Office of Grants and Debarment (OGD), with support from the agency's human resources data system, will formalize its process for collecting information on grants specialist recruitment and retention. In FY 2018, EPA will issue performance measures related to grants specialist recruitment and retention.
    Director: Robert Goldenkoff
    Phone: (202) 512-2757

    2 open recommendations
    including 2 priority recommendations
    Recommendation: To help strengthen the government's ability to compete in the labor market for top talent, and to improve the federal hiring process, for hiring authorities for which OPM oversees, the Director of OPM, in conjunction with the Chief Human Capital Officer (CHCO) Council, should conduct a study or assessment of specific hiring authorities and/or processes to gain insight into why these agencies relied on the authorities, the relationship between the agencies' choices and the agency mission and broader public policy goals, consistent with merit systems principles, and determine whether modernization is necessary. For agency-specific hiring authorities and/or processes, OPM should collaborate with the CHCO Council to obtain similar insights agencies may have regarding their authorities and/or processes and to determine whether there are lessons learned which may be relevant to government-wide modernization efforts.

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

    Comments: As of August 2017, OPM has undertaken or completed some reviews of agency use of hiring authorities. In August 2016, OPM published the findings of a recent study on the use and effectiveness of the Pathways Programs' hiring authorities. In October 2016, OPM issued a report on hiring authorities used by the National Park Service to help meet its seasonal workforce needs. In August 2017, OPM said it had started a study of agencies' use of excepted service hiring authorities and it plans to issue a report in fiscal year 2018. We will continue to monitor OPM's efforts to assess the use and effectiveness of hiring authorities and any determination of the need for modernization.
    Recommendation: To help strengthen the government's ability to compete in the labor market for top talent, and to improve the federal hiring process, the Director of OPM, in conjunction with the CHCO Council, should use this information to determine whether opportunities exist to refine, consolidate, eliminate, or expand agency-specific authorities to other agencies and implement changes where OPM is authorized, including seeking presidential authorization (as necessary) in order to do so. In cases where legislation would be necessary to implement changes, OPM should work with the CHCO Council to develop legislative proposals.

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

    Comments: As of August 2017, OPM said it plans to explore opportunities for improving the hiring system by analyzing and reviewing existing hiring authorities with an eye towards modernization. For example, OPM said it plans to use information from its current study of excepted service hiring authorities to consider changes or refinements to these authorities once that study has been completed in fiscal year 2018. OPM also said its future plans to improve the hiring system will be informed by its current strategic planning efforts.
    Director: Carol C. Harris
    Phone: (202) 512-4456

    9 open recommendations
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD Chief Information Officer (CIO), and other entities, as appropriate, to develop a detailed JIE scope statement that is verified by stakeholders and approved by the Executive Committee.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the Department of Defense had made progress in implementing the recommendation. Specifically, the department developed a draft Joint Information Environment (JIE) scope statement that can provide the context and framework for reporting, tracking, and controlling JIE activities. According to written comments on the status of the recommendation provided by the department in July 2017, this scope statement will be presented to the JIE Executive Committee in August 2017 for approval. We will continue to monitor the department's efforts to implement the recommendation.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to establish a plan for managing, documenting, and communicating scope.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the Department of Defense had made progress in implementing the recommendation. Specifically, the department developed a draft JIE scope statement, which documents the scope of JIE and describes how updates to its scope will be periodically reviewed and approved. According to written comments on the status of the recommendation provided by the department in July 2017, the draft will be presented to the JIE Executive Committee in August 2017 for approval. We will continue to monitor the department's efforts to implement the recommendation.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to develop a reliable JIE cost estimate and baseline, consistent with the best practices described in this report.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the Department of Defense had not implemented the recommendation. According to written comments on the status of the recommendation provided by the department, it developed cost baselines for two components of JIE. However, it did not develop cost estimates for the other JIE components. Specifically, the JIE Executive Committee approved the cost estimate for the Joint Regional Security Stacks in April 2017. In addition, the department's comments stated that the cost baseline for the Mission Partner Environment-Information System (MPE-IS) was included in the MPE-IS Business Case Analysis and presented to the department's Office of Cost Assessment and Program Evaluation in July 2016. We are in the process of reviewing the cost estimates for these components. The department further stated that as solutions for other JIE efforts are established, their cost baselines will be added as appropriate.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to develop a JIE schedule management plan and reliable schedule, consistent with practices described in this report.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the department had not implemented the recommendation. We will continue to monitor the department's efforts to address this recommendation by periodically requesting and evaluating updated information.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to develop a JRSS schedule management plan and reliable JRSS schedule and schedule baseline, consistent with practices described in this report.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the Department of Defense had not fully implemented this recommendation. In March 2017, the JIE Executive Committee approved a schedule baseline for the Non-secure Internet Protocol Router network component of JRSS. In addition, the Executive Committee memo approving this schedule baseline indicated that the Executive Committee planned to review and approve a schedule baseline for the Secure Internet Protocol Router network component of JRSS by the end of fiscal year 2017. However, the department has not demonstrated that it has a schedule management plan or that its schedule was developed consistent with the practices described in our report.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to complete an assessment to determine the number of staff and the specific skills and abilities needed to effectively achieve JIE, consistent with the workforce planning practices described in this report.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the Department of Defense had not implemented the recommendation. In its June 2016 written comments on a draft of our report, the department stated that the National Institute of Standards and Technology and the Office of Personnel Management were to publish a coding structure in response to the Federal Cybersecurity Workforce Assessment Act of 2015. DOD stated that this structure would inform steps DOD planned to take to identify the type of personnel and specific skills required to support enterprise operations and services and the government capabilities needed to effectively achieve JIE. However, as of July 2017, the department had not demonstrated that it has taken action to implement our recommendation.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to develop a strategy for conducting JIE security assessments that describes the resources needed to execute the strategy, responsible organizations, and a schedule to complete the assessments.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the Department had not implemented the recommendation. We will continue to monitor the department's efforts to address this recommendation by periodically requesting and evaluating updated information.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to develop a strategy and schedule to transition JRSS to the Risk Management Framework, and develop the security plan required by the new framework.

    Agency: Department of Defense
    Status: Open

    Comments: As of July 2017, the Department of Defense had not implemented this recommendation. In January 2017, the Joint Regional Security Stacks (JRSS) program received a six-month provisional Risk Management Framework Authority to Operate. According to a July 2017 update from the department on the status of this recommendation, the JRSS program management office was in the process of requesting another six-month provisional authority to operate. However, the department has not developed a strategy and schedule to complete transition of JRSS to the Risk Management Framework or developed the security plan required by the framework.
    Recommendation: To help the department achieve the benefits anticipated from JIE, the Secretary should direct the DOD CIO and other entities, as appropriate, to develop a reliable Joint Regional Security Stacks (JRSS) cost estimate and baseline, consistent with practices described in this report.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense had taken steps to address the recommendation and we are in the process of reviewing documentation the department provided in July 2017 to determine if it sufficiently addresses the recommendation. Specifically, in April 2017, the JRSS program office documented the methodology, ground rules, and assumptions, among other things, used to develop the cost estimate we reviewed in our report, and the JIE Executive Committee established the estimate as its JRSS cost baseline. We are in the process of reviewing the cost estimate documentation and will update this status after completing the review.
    Director: Jennifer A. Grover
    Phone: (202) 512-7141

    3 open recommendations
    Recommendation: To improve transparency in allocating its limited resources, and to help ensure that its resource allocation decisions are the most effective ones for fulfilling its missions given existing risks, the Commandant of the Coast Guard should document how the risk assessments conducted were used to inform and support its annual asset allocation decisions.

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

    Comments: On December 14, 2016, the Coast Guard noted that the FY 2017 Strategic Planning Direction (SPD) was issued on October 1, 2016, which addresses GAO's recommendation and requested closure of this recommendation. In reviewing the FY 2017 SPD, however, it was not clear how risk assessments were conducted or the impact, if any, that risk factors had on asset allocations. GAO requested details on these issues on 12-17-2016 and as of 1-25-2017 GAO had not received any additional information, so this recommendation remains open.
    Recommendation: To ensure that high priority mission activities are fully supported with the appropriate number of staff possessing the requisite mix of skills and abilities, the Commandant of the Coast Guard should develop a systematic process that prioritizes manpower requirements analyses for units that are the most critical for achieving mission needs.

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

    Comments: On December 14, 2016, the Coast Guard noted the following: CG-1B submitted two FY 2019 Resource Proposals to staff and equip the Manpower Requirements Determination Division to conduct the analysis as described in the recommendation. Estimated completion: TBD. On March 24, 2017, the Coast Guard noted that it continues to prioritize and analyze manpower requirements and is tracking an initiative to catalogue and validate all DHS manpower modeling/analysis programs, but noted that the estimated completion for the recommendation remains as TBD.
    Recommendation: To improve the strategic allocation of assets, the Commandant of the Coast Guard should incorporate field unit input, such as information on assets' actual performance from Operational Performance Assessment Reports and Planning Assessments, to inform more realistic asset allocation decisions--in addition to asset performance capacities currently used--in the annual Strategic Planning Directions to more effectively communicate strategic intent to field units.

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

    Comments: On December 14, 2016, the Coast Guard noted that the Atlantic Area and Pacific Area Commands' Operational Planning Directions (OPDs) were approved and provided to their field units in July 2016 and August 2016, respectively, and that the OPDs took into account the actual performance of the assets in the allocation of asset hours to field units in line with GAO's recommendation. The Coast Guard requested closure of this recommendation. However, in reviewing the provided planning documents, it was not clear how asset allocations were changed to reflect actual asset performance by the field units, so GAO asked for further details on 12-17-2016. As of 1-25-2017, GAO had not received any updated information, so this recommendation remains open.
    Director: Carol R. Cha
    Phone: (202) 512-4456

    5 open recommendations
    Recommendation: To ensure that FEMA's IT systems can adequately support its ability to respond to major disasters, the Secretary of DHS should direct the FEMA Administrator to define the scope, implementation strategy, and schedule of the agency's overall modernization approach, with related goals and measures for effectively overseeing the effort. At a minimum, the agency should update its IT strategic plan and complete its modernization plan.

    Agency: Department of Homeland Security
    Status: Open

    Comments: The Department of Homeland Security concurred with this recommendation, and reported on actions taken to update its IT Modernization Plan such as conducting cross-functional work sessions to establish an actionable implementation roadmap in line with agency priorities. However, as of April 2017, we have not yet obtained evidence that FEMA has fully updated its IT strategic plan and completed its modernization plan to address the weaknesses identified in our report. We will follow-up with the department to obtain supporting documentation and continue to monitor its progress in implementing this recommendation.
    Recommendation: To ensure that FEMA's IT systems can adequately support its ability to respond to major disasters, the Secretary of DHS should direct the FEMA Administrator to establish time frames for current and future IT workforce planning during its modernization efforts and ensure all regions and offices are included in these initiatives.

    Agency: Department of Homeland Security
    Status: Open

    Comments: The Department of Homeland Security concurred with, and has taken steps to implement our recommendation. For example, the department stated that FEMA completed the assessment of skills gap and identified and prioritized the skills required to staff and sustain the core competencies required to successfully implement FEMA's IT modernization efforts. However, we have not yet validated the agency actions to establish time frames for current and future IT workforce planning during its modernization efforts. We will follow-up with the department to obtain supporting documentation and continue to monitor its progress in implementing this recommendation.
    Recommendation: To ensure that FEMA adequately manages the selected emergency management systems, the FEMA Administrator should direct the DAIP, EMMIE, and IPAWS program offices, in conjunction with the FEMA CIO, to implement complete program plans that define overall budget and schedule, key deliverables and milestones, assumptions and constraints, description and assignment of roles and responsibilities, staffing and training plans, and an approach for maintaining these plans.

    Agency: Department of Homeland Security: Directorate of Emergency Preparedness and Response: Federal Emergency Management Agency
    Status: Open

    Comments: The Department of Homeland Security concurred with our recommendation and in response updated its program management plans that support the program offices of the Disaster Assistance Improvement Plan, Emergency Management Mission Integrated Environment, and Integrated Public Alert and Warning System. The program plans addressed some of the weaknesses we identified in our report. For example, the program management plans identified and described the overall program management processes and methods to be used during all phases of projects and defined key deliverables and milestones, roles and responsibilities, staffing and training and an approach for maintaining the plans. However, the plans did not clearly define the knowledge and skills needed to carry out the program or provide sufficient details on the budget and scheduling for the programs under review. We will follow-up with the department to obtain supporting documentation and continue to monitor its progress in implementing this recommendation.
    Recommendation: To ensure that FEMA adequately manages the selected emergency management systems, the FEMA Administrator should direct the DAIP, EMMIE, and IPAWS program offices, in conjunction with the FEMA CIO, to implement a system integration plan that include all systems to be integrated with the system, roles and responsibilities for all relevant participants, the sequence and schedule for every integration step, and how integration problems are to be documented and resolved.

    Agency: Department of Homeland Security: Directorate of Emergency Preparedness and Response: Federal Emergency Management Agency
    Status: Open

    Comments: The Department of Homeland Security concurred with, and has taken steps to implement our recommendation. For example, the department reported that the system owner for DAIP, EMMIE, and IPAWS programs have updated their respective system integration plans to address the risks identified within the recommendation. In addition, the agency provided documentation such as the IPAWS Integrated Logistics Support Plan, as well as the quality control plan, and test execution plans for both the DAIP and EMMIE programs. However, we have not yet completed our analysis and validated the agency actions on this recommendation. When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: As part of the effort of improving IT management at the three programs, the FEMA Administrator should direct the CIO to ensure that FEMA policy for managing IT programs includes guidance for implementing the key management practices.

    Agency: Department of Homeland Security: Directorate of Emergency Preparedness and Response: Federal Emergency Management Agency
    Status: Open

    Comments: The Department of Homeland Security concurred with the recommendation. In its November 2016 update, FEMA reported that the System Owner for DAIP, EMMIE, and IPAWS have updated their respective IT management program and plans and coordinated with the FEMA CIO to address the risks identified within the recommendation. However, we have not yet validated the agency actions on this recommendation. When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Lori Rectanus
    Phone: (202) 512-2834

    3 open recommendations
    Recommendation: To help FPS enhance its strategic human capital planning efforts, the Secretary of Homeland Security should direct the Under Secretary of NPPD to work with the Director of FPS to identify time frames for developing human capital performance measures with targets that are explicitly aligned to FPS's stated human capital goals.

    Agency: Department of Homeland Security
    Status: Open

    Comments: FPS stated that NPPD is working with FPS to develop a recruitment and retention strategy that will include performance measures. This strategy will be complete by December 31, 2016. However, NPPD and FPS have not yet identified timeframes for developing performance measures for other human capital areas identified in FPS's human capital plan, such as leadership and knowledge management and building a results-oriented performance culture. Furthermore, because the recruitment and retention strategy is still under development, it is unclear whether the performance measures will have targets that are explicitly aligned to FPS's stated human capital goals. FPS plans to finalize all actions associated with this recommendation by March 2017.
    Recommendation: To help FPS enhance its strategic human capital planning efforts, the Secretary of Homeland Security should direct the Under Secretary of NPPD to work with the Director of FPS to establish a plan and time frames for updating FPS's staffing model regularly and for unexpected changes in operating conditions.

    Agency: Department of Homeland Security
    Status: Open

    Comments: FPS stated that it has conducted a review and gap analysis of its existing staffing model to identify additional features it needs to incorporate into the model. FPS also began to develop a data collection plan that will, among other things, identify data needed and how FPS will validate the data. The results of the gap analysis and data collection plan will be used to establish a plan, with timeframes, for updating the staffing model regularly and when unexpected changes in operating conditions occur. FPS plans to finalize all actions associated with this recommendation by March 2017.
    Recommendation: To help FPS enhance its strategic human capital planning efforts, the Secretary of Homeland Security should direct the Under Secretary of NPPD to work with the Director of FPS to develop and document guidance on the process FPS will use to ensure the quality of its staffing model data, such as guidance on how to collect data, validate assumptions, and perform sensitivity analyses to assess the assumptions.

    Agency: Department of Homeland Security
    Status: Open

    Comments: FPS is in the process of developing documentation that will govern the process it will use to collect data and ensure data quality. FPS plans to finalize all actions associated with this recommendation by March 2017.
    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: Kathleen M. King
    Phone: (202) 512-7114

    1 open recommendations
    Recommendation: To ensure that HHS workforce efforts meet national needs, the Secretary of Health and Human Services should develop a comprehensive and coordinated planning approach to guide HHS's health care workforce development programs--including education, training, and payment programs--that (1) includes performance measures to more clearly determine the extent to which these programs are meeting the department's strategic goal of strengthening health care; (2) identifies and communicates to stakeholders any gaps between existing programs and future health care workforce needs identified in the Health Resources and Services Administration's workforce projection reports; (3) identifies actions needed to address identified gaps; and (4) identifies and communicates to Congress the legislative authority, if any, the Department needs to implement the identified actions.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: In December 2016, HHS indicated that the agency had not yet taken steps to implement a comprehensive workforce planning effort. Officials said that for the FY2018 cycle, HHS had planned to expand its group developing legislative proposals to include budget issues and gaps that warrant attention. While it did not do so during that cycle, officials indicated that they would recommend this broader approach to workforce planning for future budget and legislative cycles.
    Director: Linda Kohn
    Phone: (202) 512-7114

    3 open recommendations
    Recommendation: To improve the measurement of nursing home quality, the Administrator of CMS should establish specific timeframes, including milestones to track progress, for the development and implementation of a standardized survey methodology across all states.

    Agency: Department of Health and Human Services: Centers for Medicare and Medicaid Services
    Status: Open

    Comments: HHS concurred with this recommendation and in September 2017 reported that CMS is taking steps to address. We will update the status of this recommendation when we receive additional information.
    Recommendation: To improve the measurement of nursing home quality, the Administrator of CMS should establish and implement a clear plan for ongoing auditing to ensure reliability of data self-reported by nursing homes, including payroll-based staffing data and data used to calculate clinical quality measures.

    Agency: Department of Health and Human Services: Centers for Medicare and Medicaid Services
    Status: Open

    Comments: HHS concurred with this recommendation and in September 2017 reported that CMS is taking steps to address. We will update the status of this recommendation when we receive additional information.
    Recommendation: To help ensure modifications of CMS's oversight activities do not adversely affect the agency's ability to assess nursing home quality and that effective modifications are adopted more widely, the Administrator of CMS should establish a process for monitoring modifications of essential oversight activities made at the CMS central office, CMS regional office, and state survey agency levels to better understand the effects on nursing home quality oversight.

    Agency: Department of Health and Human Services: Centers for Medicare and Medicaid Services
    Status: Open

    Comments: HHS concurred with this recommendation and in September 2017 reported that CMS is taking steps to address. We will update the status of this recommendation when we receive additional information.
    Director: Michael Courts
    Phone: (202) 512-8980

    2 open recommendations
    Recommendation: To further improve State's processing of nonimmigrant visas, the Secretary of State should evaluate the relative impact of efforts undertaken to reduce nonimmigrant visa interview wait times to help managers make informed future resource decisions.

    Agency: Department of State
    Status: Open

    Comments: According to State officials, State's Bureau of Consular Affairs (CA) is committed to putting procedures in place that will provide all of the necessary management information to assess the relative impact of process improvement efforts. State officials said that CA has expanded collection of detailed nonimmigrant visa productivity data from posts that account for nearly 65 percent of the worldwide NIV workload. That data will provide a basis for future analysis of the impact of process or program changes on adjudicator productivity. State, however, has not completed an evaluation of the relative impact of their efforts.
    Recommendation: To further improve State's processing of nonimmigrant visas, the Secretary of State should document a plan for obtaining end user (i.e., consular officers) input to help improve end user satisfaction and prioritize enhancements to information technology systems.

    Agency: Department of State
    Status: Open

    Comments: State informed GAO that it has taken some steps to gather additional end-user input, such as centrally tracking and then prioritizing input and expanding the use of Agile development methodology that will permit more frequent updates of software that end users desire. State, however, has not provided evidence of a documented plan for obtaining end user input to help improve end user satisfaction and prioritize enhancements to information technology systems.
    Director: John Neumann
    Phone: (202) 512-3841

    1 open recommendations
    including 1 priority recommendation
    Recommendation: To improve the ability of the federal veterinarian workforce to carry out its activities, and to prepare for an emergency involving a large-scale animal disease outbreak, the Secretary of Agriculture should direct the Administrator of the Animal and Plant Health Inspection Service to assess the veterinarian workforce needs under possible scenarios for an emergency response to a large-scale animal disease outbreak. Building on the Talent Management Advisory Council's (TMAC) efforts to determine the veterinarian workforce needed to respond to an animal disease outbreak, the assessment should include the number and types of veterinarians needed, the sources required to have a sufficient workforce to respond, and the training needed to carry out their roles.

    Agency: Department of Agriculture
    Status: Open
    Priority recommendation

    Comments: USDA provided information in April 2017 on steps taken to partially address this recommendation. According to USDA, the agency uses its experiences with real-world animal disease outbreaks, such as recent outbreaks of highly pathogenic avian influenza, to assess its veterinarian workforce needs. To fully implement this recommendation, APHIS needs to develop an estimate of the number of veterinarians necessary to respond to large-scale animal disease outbreaks, such as a nationwide foot-and-mouth disease outbreak in livestock.
    Director: Mak, Marie A
    Phone: (202) 512-4841

    1 open recommendations
    Recommendation: In order for NASA to fully implement the NASA Authorization Act of 2008 and for CASIS to fulfill its responsibility as outlined in the cooperative agreement, the NASA Administrator should direct the Associate Administrator for the Human Exploration and Operations Mission Directorate to fully staff the ISS National Laboratory Advisory Committee.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: NASA does not plan to staff the International Space Station National Laboratory Advisory Committee (INLAC) at this time. Officials stated that they continue to believe that the Center for the Advancement of Science in Space (CASIS) Board of Directors meets the intent of the INLAC charter by providing oversight of CASIS implementation of utilization of the ISS as a national laboratory. NASA remains concerned about staffing another oversight group that may create conflicts with the existing CASIS Board of Directors. NASA is also exploring with CASIS opportunities to open portions of board meetings to the general public and interested parties in order to foster additional transparency and a broad and free exchange of ideas. In response to this recommendation, the Associate Administrator for the Human Exploration and Operations Mission Directorate indicated that NASA was seeking relief from the statutory requirement to staff the INLAC.
    Director: Robert Goldenkoff
    Phone: (202) 512-2757

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

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

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

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

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

    Agency: Office of Personnel Management
    Status: Open
    Priority recommendation

    Comments: As of October 2016, officials reported that OPM has partnered with the CHCO Council to implement a government-wide set of metrics for use as part of a government-wide benchmarking effort. However, it has no plans to coordinate the data collection efforts of agencies' HRstat reviews with the collection efforts of OPM's and agencies' working groups to identify and address skills gaps. OPM stated that coordinating the data collection was not possible because agencies' HRstat reviews have different goals and collect different types of data than the working groups. We maintain that action on our recommendation is important because it is likely that the core metrics collected under HRstat could help inform the efforts of the working groups and thus reduce duplicative efforts. Moreover, the use of a core set of metrics from agencies' HRstat reviews could aid in monitoring actual progress in closing skills gaps government-wide.
    Director: 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: Debra A. Draper
    Phone: (202) 512-7114

    1 open recommendations
    Recommendation: To help ensure adequate and qualified nurse staffing at VAMCs, the Secretary of Veterans Affairs should direct the Interim Under Secretary for Health to enhance VHA's internal controls by completing evaluations of Phase I and Phase II and make any necessary changes to policies and procedures before national implementation of Phase II in all VAMCs.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA agreed with this recommendation and, according to an update received April 2017, VA is taking actions towards addressing this recommendation and expects to complete those actions Fall 2017. When additional information is received GAO will update the recommendation as appropriate.
    Director: Beryl H. Davis
    Phone: (202) 512-2623

    2 open recommendations
    Recommendation: The Secretary of Health and Human Services should direct the Administrator of the Centers for Medicare and Medicaid Services to develop and implement policies and procedures for responding to nonroutine CCIIO-related financial management information requests, including procedures for documenting the preparation process and the review and approval of the results.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: The Department of Health and Human Services (HHS) disagreed with this recommendation. HHS management indicated that it has up-to-date and clearly documented standard operating procedures (SOP) for its normal day-to-day work processes, and did not believe that non-standard data requests lend themselves to documented, standard SOPs. In May 2016, HHS indicated that its position on this issue has not changed. In June 2017, HHS indicated that its position on this issue has not changed. GAO believes the recommendation is still valid.
    Recommendation: The Secretary of Health and Human Services should direct the Administrator of the Centers for Medicare and Medicaid Services to identify and evaluate options to facilitate more timely and independently verifiable reporting of CCIIO-related financial management information, such as enhancing Healthcare Integrated General Ledger Accounting System's standard reporting or custom reporting capabilities.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: The Department of Health and Human Services (HHS) disagreed with this recommendation. HHS indicated that it tracks appropriations in accordance with all relevant federal laws and regulations, and that the information was complete and verifiable. Federal accounting concepts and standards concerning managerial cost accounting allow flexibility for agency managers to develop costing methods that are best suited to their operational environment. HHS indicated that would continue to evaluate options of enhancing the standard and/or custom reporting capabilities of its core financial system; the Health Integrated General Ledger System (HIGLAS). In May 2016, HHS indicated that its position on this issue has not changed. In June 2017, HHS indicated that its position on this issue has not changed. GAO believes the recommendation is still valid.
    Director: Brenda S. Farrell
    Phone: (202) 512-3604

    1 open recommendations
    Recommendation: To help ensure that decision makers and Congress have the necessary information to provide effective oversight of DOD's civilian workforce and that the strategic workforce plan can be used effectively, the Secretary of Defense should direct the Office of the Under Secretary of Defense for Personnel and Readiness to align DOD's strategic workforce plan with the budget and management workforce initiatives, such as those to address recruiting, retention, and readiness issues associated with declining morale among its civilian workforces.

    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: Anne-Marie Fennell
    Phone: (202) 512-3841

    5 open recommendations
    Recommendation: To ensure appropriate levels of employees' supervision and guidance for the workforces of USDA's service center agencies, consistent with OPM guidance, the Secretary of Agriculture, through the Chief Human Capital Officer, should revise departmental policy targeting a uniform supervisory ratio so that the service center agencies can identify appropriate supervisory ratios based on a documented analysis of their specific customer needs and workload distribution.

    Agency: Department of Agriculture
    Status: Open

    Comments: As of December 15, 2016, USDA has not taken action on this recommendation. We will continue to monitor USDA's efforts.
    Recommendation: To ensure appropriate levels of employees' supervision and guidance for the workforces of USDA's service center agencies, consistent with federal internal control standards, the Secretary of Agriculture, through the Chief Human Capital Officer, should communicate to the service center agencies the departmental guidance for calculating supervisory ratios and ensure its use.

    Agency: Department of Agriculture
    Status: Open

    Comments: As of December 15, 2016, USDA has not taken action on this recommendation. We will continue to monitor USDA's efforts.
    Recommendation: To help USDA's service center agencies effectively implement office closures and meet internal control standards, the Secretary should take action to amend USDA's policy on organizational changes to include such leading practices as presenting a business-case or cost-benefit analysis and using the change management practice of measuring progress toward stated goals.

    Agency: Department of Agriculture
    Status: Open

    Comments: According to USDA the Department is in the process of revising its policy on organizational changes, but as of December 15, 2016, this revision is not yet finalized. We will continue to monitor USDA's efforts.
    Recommendation: To improve the use of buyout or early retirement incentives, the Secretary of Agriculture should direct its service center agencies, FSA and RD, to document clear links between their buyout and early retirement incentives and their reshaping or overall strategic goals.

    Agency: Department of Agriculture
    Status: Open

    Comments: As of December 15, 2016, USDA has not taken action on this recommendation. We will continue to monitor USDA's efforts.
    Recommendation: To improve the use of buyout or early retirement incentives, the Secretary of Agriculture should direct its service center agencies, FSA, NRCS, and RD, to establish a system for identifying and evaluating relevant data on buyout and early retirement incentive recipients.

    Agency: Department of Agriculture
    Status: Open

    Comments: As of December 15, 2016, USDA has not taken action on this recommendation. We will continue to monitor USDA's efforts.
    Director: Pendleton, John H
    Phone: (202) 512-3489

    1 open recommendations
    Recommendation: To facilitate oversight of the size of DOD's reserve-component headquarters and ensure that they have the minimum personnel needed to complete their assigned missions, and to minimize the potential for gaps or overlaps at the National Guard's state Joint Force headquarters, the Secretary of Defense should direct the Chief of the National Guard Bureau to assess and validate all personnel requirements at the state Joint Force headquarters to include the Army staff element and Air staff element.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2017, the National Guard Bureau (NGB) had not assessed and validated personnel requirements at the state Joint Force headquarters. In August 2017, NGB officials told us that they had not taken steps to establish manpower requirements documents for the state and territory joint force headquarters and that NGB had not validated their personnel requirements. As a result NGB has not taken the steps necessary to address our recommendation.
    Director: Farrell, Brenda S
    Phone: (202)512-3604

    2 open recommendations
    Recommendation: To provide decision makers with more-complete information on the planned implementation, management, and oversight of DOD's newly created DHA, the Secretary of Defense should direct the Assistant Secretary of Defense (Health Affairs) to develop and present to Congress a comprehensive timeline that includes interim milestones for all reform goals that could be used to show implementation progress.

    Agency: Department of Defense
    Status: Open

    Comments: As of September 2015, DOD has not submitted a comprehensive timeline that includes interim milestones for all reform goals. Further, as we reported in September 2015, DOD's plan for assessing the personnel requirements of the DHA lacks a detailed timeline with milestones and interim steps. Until DOD develops a comprehensive timeline for its reform, this recommendation should remain open. June 2017 Update: The DHA strategic plan/CONOPS showing a comprehensive timeline for all of its reform goals has yet to be released.
    Recommendation: To provide decision makers with more-complete information on the planned implementation, management, and oversight of DOD's newly created DHA, the Secretary of Defense should direct the Assistant Secretary of Defense (Health Affairs) to monitor implementation costs to assess whether the shared-services projects are on track to achieve projected net cost savings or if corrective actions are needed.

    Agency: Department of Defense
    Status: Open

    Comments: As we reported in September 2015, DOD has taken some action on this recommendation for 8 of its 10 shared services. The DHA's internal leadership briefings now identify the major types of implementation costs where relevant, or otherwise address their potential impact. For example, information technology costs are identified as one primary type of costs for the Health Information Technology and Medial Logistics shared services, while contract costs are identified for the Budget and Resource Management, Medical Logistics, and Health Information Technology shared services. By identifying the major types of implementation costs, decision makers are better able to gauge the sensitivity of areas of uncertainty as they make decisions concerning future investments in shared services. MAY 2016 UPDATE: DHA reported and we verified financial savings of $722 million for FY14 and FY15 due to shared services implementation. June 2017 Update: DHA reported and we verified financial savings of $686.6 million for FY 16 due to shared services implementation.
    Director: Gambler, Rebecca S
    Phone: (202) 512-8777

    3 open recommendations
    Recommendation: To improve the usefulness of southwest border crossing wait time data for informing public and management decisions, the Commissioner of CBP should identify and carry out steps that can be taken to help CBP port officials overcome challenges to consistent implementation of existing wait time estimation methodologies. Steps for ensuring consistent implementation of these methodologies could include, for example, implementing the fiscal year 2008 Western Hemisphere Travel Initiative report recommendations to use closed-circuit television cameras to measure wait time in real time and provide a standardized measurement and validation tool.

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

    Comments: As of May 2017, CBP officials report that in order to avoid further investment in a manual wait time methodology, the agency plans to focus resources on developing an enterprise-wide solution for automating the measurement of border delays. CBP estimates that this recommendation will be completed in October 2017.
    Recommendation: To improve the usefulness of southwest border crossing wait time data for informing public and management decisions, the Commissioner of CBP should, in consultation with Federal Highway Administration and state DOTs, assess the feasibility of replacing current methods of manually calculating wait times with automated methods, which could include assessing all of the associated costs and benefits, options for how the agency will use and publicly report the results of automated data collection, the potential trade-offs associated with moving to this new system, and other factors such as those influencing the possible expansion of existing automation efforts to the 34 other locations that currently report wait times but have no automation projects under way.

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

    Comments: As of May 2017, CBP's Office of Field Operations (OFO) reports working to identify a feasible and cost effective wait time solution to measure commercial vehicle delays along the southern border. Specifically, CBP officials report that they have been partnering with the Federal Highway Administration and the Texas A&M's Transportation Institute on the deployment of an automated radio-frequency identification measurement solution to measure commercial delays at eight crossings. To verify the accuracy of the automated wait time data, CBP officials report that in June 2016 they conducted a ground-truth analysis with mixed results. CBP officials report DHS Science and Technology directorate delivered their final report in February 2017 and by the end of September 2017, pending review and acceptance of the report's findings, CBP will coordinate efforts to develop the required communication protocols and data schematics for near real-time commercial vehicle wait time updates to the CBP Border Wait Time website and Border Wait Time app. CBP estimates that this recommendation will be completed in October 2017.
    Recommendation: To better ensure that CBP's Office of Field Operations' (OFO) staffing processes are transparent and to help ensure CBP can demonstrate that these resource decisions have effectively addressed CBP's mission needs, the Commissioner of CBP should document the methodology and process OFO uses to allocate staff to land ports of entry on the southwest border, including the rationales and factors considered in making these decisions.

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

    Comments: As of May 2017, CBP's Office of Field Operations (OFO) reports that they have adopted a workload staffing model to identify CBP staffing requirements at land ports of entry. CBP officials report that the workload staffing model provides senior leadership with a decision-support tool to identify the number of required resources for each location and accounts for distinct operating environments, unique variables, and major functions and activities. CBP officials report that they use the workload staffing model results in its budget requests and when allocating staff to the ports of entry. However, CBP has not provided GAO with documentation showing how staff are allocated among land ports of entry including how workload staffing model results are used in this process. CBP officials report that in May 2017 OFO began working with contracted experts to synthesize the quantitative and qualitative data available and develop a comprehensive CBP position allocation methodology. CBP estimates that this recommendation will be completed in March 2018.
    Director: Yager, Loren
    Phone: (202)512-4347

    1 open recommendations
    including 1 priority recommendation
    Recommendation: To more effectively implement SBA's expansion of OIT field staff as required by the SBJA, the Administrator of the SBA should update SBA's plan for additional OIT staff to include funding sources and time frames, as well as possible efficiencies from clearly defining roles and responsibilities and leveraging other entities' export assistance resources.

    Agency: Small Business Administration
    Status: Open
    Priority recommendation

    Comments: SBA concurred with our recommendations and noted that SBA would work to implement the recommendations. SBA agreed that it intends to respond to staffing requirements of the SBJA while acknowledging resource constraints in its next annual report to Congress. In November 2014, SBA officials said that SBA was in the process of evaluating the impact of Voluntary Early Retirement Authority (VERA) and Voluntary Separation Incentive Payments (VSIP) retirements that took place at the end of September 2014 and was developing a plan for reallocating full-time employees (FTEs). They said that at the end of this process, SBA would have a better understanding of the impact on current and future USEAC staffing levels. In September 2015, SBA stated that it was still in the process of evaluating the impact of the VERA/VSIP retirements that took place at the end of September 2014, and was developing a plan for current and future FTEs. In February 2016, SBA's Office of International Trade (OIT) reported that in the first quarter of fiscal year 2016, it was able to fill the 21st of 30 USEAC-based Export Finance Specialist positions. OIT also reported that it has prepared an updated staffing proposal for the remaining nine positions called for under the Small Business Jobs Act of 2010. OIT noted that filling the remaining nine positions would depend on their receiving additional agency funding. SBA needs to provide documentation of its plan for complying with staffing requirements in the Small Business Jobs Act, or provide evidence that they have reallocated resources to actually do so. As of March 2017, SBA's new leadership was reviewing agency budget and staffing needs and had not provided us with a proposal for filling the remaining positions.
    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: Farrell, Brenda S
    Phone: (202)512-3604

    1 open recommendations
    Recommendation: To help ensure that Congress has the necessary information to provide effective oversight over all 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 conduct assessments of the skills, competencies, and gaps within all five career civilian senior leader workforces and report them in DOD's future strategic workforce plans.

    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 development of criteria for assessing the skills, competencies, and gaps of the department's Defense Intelligence Senior Executive Service and Defense Intelligence Senior Level workforces had been completed. According to the officials, the criteria will be included in the department's senior leader management policies and fully implemented once the Office of the Under Secretary of Defense (Personnel and Readiness) completes development, revision, and publication of other DOD related civilian senior leader management policies that the revised Defense Intelligence civilian senior leader policy references. Update 9/2016: Officials from the Strategic Human Capital Planning Division indicated that a future strategic plan will address GAO's recommendation. Officials indicated that the plan is expected to be released in Fall 2016.
    Director: Wilshusen, Gregory C
    Phone: (202) 512-6244

    1 open recommendations
    Recommendation: To improve individual agency cybersecurity workforce planning efforts, the Secretary of Commerce should direct the department's Chief Information Officer, in consultation with its Chief Human Capital Officer, to develop and implement a departmentwide cybersecurity workforce plan or ensure that departmental components are conducting appropriate workforce planning activities.

    Agency: Department of Commerce
    Status: Open

    Comments: The Department of Commerce concurred with the recommendation. In fiscal year 2016, we verified that Commerce, in response to our recommendation, expected to develop a cybersecurity workforce plan by the second quarter of fiscal year 2017. This plan would address department-level skills. In addition, each component of Commerce would develop a subordinate workforce action plan to address component-level skills, as well as competency and certification gaps. As of August 2017, Commerce has not confirmed that it has developed a department-level workforce plan or that its components have developed workforce plans.
    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: Currie, Christopher
    Phone: (404)679-3000

    1 open recommendations
    Recommendation: In order to help build and maintain a national biosurveillance capability---an inherently interagency enterprise---the Homeland Security Council should direct the National Security Staff to, in coordination with relevant federal agencies, charge this focal point with the responsibility for developing, in conjunction with relevant federal agencies, a national biosurveillance strategy that: 1) defines the scope and purpose of a national capability; 2) provides goals, objectives and activities, priorities, milestones, and performance measures; 3) assesses the costs and benefits associated with supporting and building the capability and identifies the resource and investment needs, including investment priorities; 4) clarifies roles and responsibilities of leading, partnering, and supporting a national capability; and 5) articulates how the strategy is integrated with and supports other related strategies' goals, objectives, and activities.

    Agency: Executive Office of the President: Homeland Security Council
    Status: Open

    Comments: In July 2012, the White House released the National Strategy for Biosurveillance to describe the U.S. government's approach to strengthening biosurveillance. A strategic implementation plan was to be completed within 120 days of the strategy issuance. As we testified in September 2012, the strategy did not fully meet the intent of our recommendation; however, when the implementation plan is complete, it may meet our recommendation. Specifically, the strategy did not provide the mechanism GAO recommended to identify resource and investment needs, including investment priorities. As of September 2015, GAO has not received a copy of the implementation plan for review and has not been able to confirm that it has been finalized and is considered operational by the White House and the key interagency partners.