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    Subject Term: "Strategic plan"

    48 publications with a total of 181 open recommendations including 12 priority recommendations
    Director: Joseph W. Kirschbaum
    Phone: (202) 512-9971

    6 open recommendations
    Recommendation: To enhance enterprise-wide biometric strategic planning, the Under Secretary of Defense for Acquisition, Technology, and Logistics should publish an updated biometric strategic plan to identify enterprise goals and objectives.

    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: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To enhance enterprise-wide biometric strategic planning, the Under Secretary of Defense for Acquisition, Technology, and Logistics should publish a supporting biometric implementation plan that includes intended outcomes, measures of effectiveness, and responsibilities, among other things.

    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: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To facilitate more effective and efficient acquisition management of DOD's biometric and forensic enterprises, the Secretary of the Army, in coordination with the Under Secretary of Defense for Acquisition, Technology, and Logistics, should assign a milestone decision authority to oversee the Near Real Time Identity Operations solution.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To facilitate more effective and efficient acquisition management of DOD's biometric and forensic enterprises, the Secretary of the Army, in coordination with the Under Secretary of Defense for Acquisition, Technology, and Logistics, should complete a disposition analysis for the Near Real Time Identity Operations solution before the solution reaches operation and sustainment.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To facilitate more effective and efficient acquisition management of DOD's biometric and forensic enterprises, the Secretary of the Army, in coordination with the Under Secretary of Defense for Acquisition, Technology, and Logistics, should consider including geographic dispersal as part of the selection criteria for the DOD Automated Biometric Information System (ABIS) follow-on system.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To facilitate more effective and efficient acquisition management of DOD's biometric and forensic enterprises, the Secretary of the Army, in coordination with the Under Secretary of Defense for Acquisition, Technology, and Logistics, should use tradeoff selection criteria, rather than lowest-price technically acceptable criteria, for determining contractor support for DOD ABIS mission-critical functions when it is practicable to do so.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Carol C. Harris
    Phone: (202) 512-4456

    5 open recommendations
    Recommendation: To help improve the modernization of FMCSA's IT systems, the Secretary of Transportation should direct the FMCSA Administrator to update FMCSA's IT strategic plan to include well-defined goals, strategies, measures, and timelines for modernizing its systems.

    Agency: Department of Transportation
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help improve the modernization of FMCSA's IT systems, the Secretary of Transportation should direct the FMCSA Administrator to ensure that the IT investment process guidance lays out the roles and responsibilities of all working groups and individuals involved in the agency's governance process.

    Agency: Department of Transportation
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help improve the modernization of FMCSA's IT systems, the Secretary of Transportation should direct the FMCSA Administrator to finalize the restructure of the Office of Information Technology, including fully defining the roles and responsibilities of the CIO.

    Agency: Department of Transportation
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help improve the modernization of FMCSA's IT systems, the Secretary of Transportation should direct the FMCSA Administrator to ensure that appropriate governance bodies review all IT investments and track corrective actions to closure.

    Agency: Department of Transportation
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: To help improve the modernization of FMCSA's IT systems, the Secretary of Transportation should direct the FMCSA Administrator to ensure that required operational analyses are performed for Aspen, Motor Carrier Management Information System, Sentri 2.0, and Unified Registration System on an annual basis.

    Agency: Department of Transportation
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: David A. Powner
    Phone: (202) 512-9286

    4 open recommendations
    Recommendation: To assist VA in improving key IT management processes to ensure that investments support the delivery of health care services, the Secretary of Veterans Affairs should direct the Under Secretary for Health and the Chief Information Officer to identify performance metrics and associated targets for the goals and objectives in the department's IT strategic plans, including the Information Resources Management strategic plan and the Health Information Strategic Plan, as they relate to the delivery of health IT and the VHA mission.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: In comments on our report, VA concurred with our recommendation and described planned coordination with the Office of Information and Technology and the Veterans Health Administration to develop or revise and maintain performance metrics that support the strategic and health information technology goals and objectives. The department plans to revise performance metrics to align to new goals and objectives by June 2018.
    Recommendation: To assist VA in improving key IT management processes to ensure that investments support the delivery of health care services, the Secretary of Veterans Affairs should direct the Under Secretary for Health and the Chief Information Officer to ensure that the department-level investment review structure is implemented as planned and that guidance on the IT governance process is documented and identifies criteria for selecting new investments, and reselecting investments currently operational at VHA.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: In comments on our report, VA concurred with our recommendation and provided meeting minutes for its Portfolio Investment Management Board and a document describing the proposed alignment and interdependencies between the 11 governance boards. We will continue to monitor the implementation of the proposed relationships and review any additional guidance issued that further describes the process used by the governance boards for selecting and reselecting information technology investments.
    Recommendation: To assist VA in improving key IT management processes to ensure that investments support the delivery of health care services, the Secretary of Veterans Affairs should direct the Under Secretary for Health and the Chief Information Officer to identify additional performance metrics to align with VHA's core business functions, and then use these metrics to determine the extent to which the department's IT systems support performance of VHA's mission.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: In comments on our report, VA concurred with our recommendation. In addition, the department outlined steps it intends to take to address our recommendation. These steps include developing a set of core metrics to provide continuous input into investment portfolio decisions and establishing a methodology for ensuring that information technology investments are aligned to business needs and that expected outcomes are defined prior to making the investments. The department plans to complete this work by September 2018. We will continue to monitor VA's progress on these efforts.
    Recommendation: To assist VA in improving key IT management processes to ensure that investments support the delivery of health care services, the Secretary of Veterans Affairs should direct the Under Secretary for Health and the Chief Information Officer to ensure that unmet IT needs identified by key program areas--pharmacy benefits management, scheduling, and community care--are addressed appropriately and that related business functions are supported by IT systems to the extent required.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: In comments on our report, VA concurred with our recommendation. The department has described its intention to ensure that unmet information technology needs for the pharmacy benefits management, scheduling, and community care program areas are addressed appropriately during fiscal year 2018 budget formulation. We will follow-up with VA to ascertain what needs have been addressed, closed, or reprioritized for each program office during fiscal year 2018.
    Director: David Powner
    Phone: (202) 512-9286

    29 open recommendations
    Recommendation: To better ensure that federal data center optimization efforts improve governmental efficiency and achieve cost savings, the Director of OMB should direct the Federal CIO to provide the necessary oversight to ensure that each agency completes their DCOI strategic plan in accordance with OMB's guidance implementing Federal Information Technology Acquisition Reform provisions (FITARA).

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

    Comments: The Office of Management and Budget (OMB) has not yet taken any actions to implement our recommendation. We will continue to monitor OMB's progress in implementing this recommendation.
    Recommendation: To better ensure that federal data center optimization efforts improve governmental efficiency and achieve cost savings, the Director of OMB should direct the Federal CIO to provide the necessary oversight to ensure that agency reporting of achieved data center consolidation and optimization cost savings and avoidances is consistent across all reporting mechanisms, including quarterly data submissions and agency DCOI strategic plans.

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

    Comments: The Office of Management and Budget (OMB) has not yet taken any actions to implement our recommendation. We will continue to monitor OMB's progress in implementing this recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Commerce
    Status: Open

    Comments: The Department of Commerce agreed with our recommendation and described planned actions to address it. Specifically, the department stated that it will continue to aggregate its data center inventory and update its DCOI strategic plan by OMB's April 17, 2017, submission deadline. We reviewed the updated DCOI strategic plan and found that the department included planned savings figures for fiscal years 2016 through 2018 and achieved figures for 2016. However, Commerce did not include $517 million in historical savings that the department previously reported to the Office of Management and Budget, as was required to be included in the plan. Additionally, the department's chief information officer statement, regarding compliance with Federal Information Technology Acquisition Reform Act reporting requirements, is not yet publicly available, as is required. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Defense
    Status: Open

    Comments: The Department of Defense has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Energy
    Status: Open

    Comments: The Department of Energy agreed with, but has not yet taken action to implement, our recommendation. We will monitor the department's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: The Department of Health and Human Services has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Social Security Administration
    Status: Open

    Comments: The Social Security Administration agreed with our recommendation and described planned actions to address it. Specifically, the agency noted that it will continue to economize and evolve its data center optimization management and will continue to encourage open dialog and information exchange between agencies to achieve efficiencies and enhanced data center operations government-wide. We will continue to monitor the agency's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of the Interior
    Status: Open

    Comments: The Department of Interior agreed with, but has not yet taken action to implement, our recommendation. We will monitor the department's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Justice
    Status: Open

    Comments: The Department of Justice has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Transportation
    Status: Open

    Comments: The Department of Transportation agreed with, but has not yet taken action to implement, our recommendation. We will monitor the department's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Labor
    Status: Open

    Comments: The Department of Labor has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of the Treasury
    Status: Open

    Comments: The Department of Treasury has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: The Department of Veterans Affairs agreed with, but has not yet taken action to implement, our recommendation. We will monitor the department's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Department of State
    Status: Open

    Comments: The Department of State agreed with our recommendation and described planned actions to address it. Specifically, the department described plans to acquire, subject to funding availability, automated monitoring tools for its enterprise data centers. It also described plans to engage OMB to rebaseline the closure target for its non-tiered data centers located outside the United States, based on the department's mission needs. In addition, the department noted that it is in the process of identifying the number of server rooms in the United States that meet the DCOI definition of a data center. We will continue to monitor the department's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: The Environmental Protection Agency described planned actions to address our recommendation. Specifically, the agency stated that it will update its data center optimization initiative strategic plan to include elements not reflected in the 2016 submission and will complete the plan to the extent feasible. We will continue to monitor the agency's progress in taking these actions.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: National Aeronautics and Space Administration
    Status: Open

    Comments: The National Aeronautics and Space Administration agreed with our recommendation and described planned actions to address it. Specifically, the agency stated that it would provide OMB with an update to the agency's DCOI strategic plan that would address missing elements and any identified challenges. We will continue to monitor the department's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Small Business Administration
    Status: Open

    Comments: The Small Business Administration agreed with, but has not yet taken action to implement, our recommendation. We will monitor the department's efforts to address our recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: Nuclear Regulatory Commission
    Status: Open

    Comments: The Nuclear Regulatory Commission disagreed with our recommendation. We will continue to monitor the agency's efforts to address the recommendation.
    Recommendation: The following 17 agencies (the Secretaries of the Departments of Commerce, Defense, Energy, Health and Human Services, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs; the Attorney General; and the Administrators of the Environmental Protection Agency, National Aeronautics and Space Administration, Small Business Administration, and U.S. Agency for International Development; the Chairman of the Nuclear Regulatory Commission; and the Commissioner of the Social Security Administration) should each take action to complete the missing elements in their respective DCOI strategic plan, including addressing any identified challenges, and submit their completed strategic plan to OMB.

    Agency: United States Agency for International Development
    Status: Open

    Comments: The U.S. Agency for International Development described planned actions to address our recommendation. Specifically, the agency stated it would take action to complete the missing elements in its DCOI strategic plan, including addressing any identified challenges, and submit the completed strategic plan to OMB. We will continue to monitor the agency's progress in taking these actions.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of Education
    Status: Open

    Comments: The Department of Education has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of Commerce
    Status: Open

    Comments: The Department of Commerce agreed with our recommendation and described planned actions to address it. Specifically, the department stated that it will, through the integrated data collection process, continue to collect and report all initiatives resulting in cost savings and avoidances to ensure IT savings are being captured and realized. We will monitor the department's efforts to address this recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: The Department of Health and Human Services has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of the Interior
    Status: Open

    Comments: The Department of Interior agreed with, but has not yet taken action to implement, our recommendation. We will monitor the department's efforts to address our recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of Transportation
    Status: Open

    Comments: The Department of Transportation agreed with, but has not yet taken action to implement, our recommendation. We will monitor the department's efforts to address our recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of Labor
    Status: Open

    Comments: The Department of Labor has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of the Treasury
    Status: Open

    Comments: The Department of Treasury has not yet taken action to implement our recommendation. We will continue to monitor the department's efforts to address the recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Department of State
    Status: Open

    Comments: The Department of State agreed with our recommendation and described planned actions to address it. Specifically, the department described plans to acquire, subject to funding availability, automated monitoring tools for its enterprise data centers. It also described plans to engage OMB to rebaseline the closure target for its non-tiered data centers located outside the United States, based on the department's mission needs. In addition, the department noted that it is in the process of identifying the number of server rooms in the United States that meet the DCOI definition of a data center. We will continue to monitor the department's efforts to address our recommendation.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: Environmental Protection Agency
    Status: Open

    Comments: The Environmental Protection Agency described planned actions to address our recommendation. Specifically, the agency stated that it is working toward consistent reporting on cost savings and avoidances in future reporting submissions and is finalizing a cost analysis methodology to be applied to its data center optimization initiative strategy. The agency further stated that it would ensure consistent use of the process for all reporting queries. We will continue to monitor the agency's progress in taking these actions.
    Recommendation: Finally, the following 11 agencies (the Secretaries of the Departments of Commerce, Education, Health and Human Services, Interior, Labor, State, Transportation, and Treasury; the Administrators of the Environmental Protection Agency, General Services Administration, and the U.S. Agency for International Development) should also each take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans.

    Agency: United States Agency for International Development
    Status: Open

    Comments: The U.S. Agency for International Development described planned actions to address our recommendation. Specifically, the agency stated it would, in accordance with OMB, take action to ensure that the amounts of achieved data center cost savings and avoidances are consistent across all reporting mechanisms, including the quarterly data submissions and DCOI strategic plans. We will continue to monitor the agency's progress in taking these actions.
    Director: Michael Courts
    Phone: (202) 512-8980

    1 open recommendations
    Recommendation: To strengthen State's ability to address persistent gaps in foreign language proficiency at overseas posts and make informed future resource investments, the Secretary of State should evaluate the effectiveness of efforts implemented under the "Strategic Plan for Foreign-Language Capabilities."

    Agency: Department of State
    Status: Open

    Comments: In his May 25, 2017 letter to the relevant congressional committees leadership, the Department of State reiterated its concurrence with this recommendation and stated that the department will develop a process to evaluate implementation of the 2011 Strategic Plan and future plans, and will report on results of the evaluation by the end of fiscal year 2018.
    Director: Zina D. Merritt
    Phone: (202) 512-5257

    3 open recommendations
    Recommendation: The Deputy Secretary of Defense, in his capacity as the CMO and as part of DOD's strategic planning process, should define a role for the military department CMOs or DCMOs in developing department-wide goals and objectives for business transformation.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Deputy Secretary of Defense, in his capacity as the CMO and as part of DOD's strategic planning process, should coordinate with the military department CMOs or DCMOs to align the military departments' goals and objectives for business transformation with department-wide goals and objectives, including in DOD's Agency Strategic Plan.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Recommendation: The Deputy Secretary of Defense, in his capacity as the CMO and in coordination with the DOD DCMO, should take action, as appropriate and necessary, to improve the monitoring of the military departments' performance on business transformation efforts. This could be done by revising the Defense Business Council's charter to make the council responsible for monitoring such performance to reflect the responsibilities of the DOD DCMO to monitor performance across the entire department.

    Agency: Department of Defense
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Lawrance L. Evans, Jr.
    Phone: (202) 512-8678

    1 open recommendations
    Recommendation: To reduce uncertainty and provide FHFA sufficient direction for carrying out its responsibilities as conservator of the enterprises, Congress should consider legislation that establishes objectives for the future federal role in housing finance, including the structure of the enterprises, and a transition plan to a reformed housing finance system that enables the enterprises to exit conservatorship.

    Agency: Congress
    Status: Open

    Comments: As of April 13, 2017, Congress has not taken action on this matter. In its 2017 Oversight Plan, the House Financial Services Committee stated that "the Committee will examine proposals affecting the operations of Fannie Mae and Freddie Mac, including consolidating their business operations, winding down their legacy business commitments, and repealing their statutory charters."
    Director: John Pendleton
    Phone: (202) 512-3489

    5 open recommendations
    including 5 priority recommendations
    Recommendation: To ensure that the department can implement readiness rebuilding efforts, the Secretary of Defense should direct the Secretaries of the Departments of the Army, the Navy, and the Air Force to establish comprehensive readiness rebuilding goals to guide readiness rebuilding efforts and a strategy for implementing identified goals, to include resources needed to implement the strategy.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD has not yet taken steps to establish comprehensive readiness rebuilding goals to guide readiness rebuilding efforts and a strategy for implementing identified goals, to include resources needed to implement the strategy. In the Senate Report accompanying the Fiscal Year 2017 National Defense Authorization Act, Congress required DOD to submit a detailed plan for rebuilding the readiness of the military force, to include comprehensive readiness goals and a strategy for achieving the goals. DOD did not provide this plan by the September 30, 2016 deadline. In October 2016, we confirmed that DOD had begun efforts to develop a plan for rebuilding readiness, but the plan did not materialize. In January 2017, the White House issued an executive order requiring the Secretary of Defense to conduct a readiness review assessing the current condition of readiness and identifying actions that can be implemented to improve readiness. As of April 2017, DOD had begun taking steps to develop a readiness rebuilding plan, including identifying goals and metrics, as well as identifying challenges preventing the military services from rebuilding readiness. The department had also taken steps to develop a 60-day Action Plan in response to the January 2017 Executive Order. However, DOD had not submitted its plan for rebuilding the readiness of the force to Congress, nor had the department taken steps to fully address this recommendation.
    Recommendation: To ensure that the department can implement readiness rebuilding efforts, the Secretary of Defense should direct the Secretaries of the Departments of the Army, the Navy, and the Air Force to develop metrics for measuring interim progress at specific milestones against identified goals for all services.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD has not yet developed metrics for measuring interim progress at specific milestones against identified readiness rebuilding goals for each of the military services. In the Senate Report accompanying the Fiscal Year 2017 National Defense Authorization Act, Congress required DOD to submit a detailed plan for rebuilding the readiness of the military force, to include metrics for measuring progress at specific milestones. DOD did not provide this plan by the September 30, 2016 deadline. In October 2016, we confirmed that DOD had begun efforts to develop a plan for rebuilding readiness, but the plan did not materialize. In January 2017, the White House issued an executive order requiring the Secretary of Defense to conduct a readiness review assessing the current condition of readiness and identifying actions that can be implemented to improve readiness. As of April 2017, DOD had begun taking steps to develop a readiness rebuilding plan, including identifying goals and metrics, as well as identifying challenges preventing the military services from rebuilding readiness. The department had also taken steps to develop a 60-day Action Plan in response to the January 2017 Executive Order. However, DOD had not submitted its plan for rebuilding the readiness of the force to Congress, nor had the department taken steps to fully address this recommendation.
    Recommendation: To ensure that the department can implement readiness rebuilding efforts, the Secretary of Defense should direct the Secretaries of the Departments of the Army, the Navy, and the Air Force to identify external factors that may impact readiness recovery plans, including how they influence the underlying assumptions, to ensure that readiness rebuilding goals are achievable within established time frames. This should include, but not be limited to, an evaluation of the impact of assumptions about budget, maintenance time frames, and training that underpin the services' readiness recovery plans.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD has not yet taken steps to identify external factors that may impact readiness recovery plans. In the Senate Report accompanying the Fiscal Year 2017 National Defense Authorization Act, Congress required DOD to submit a detailed plan for rebuilding the readiness of the military force, to include identification of external factors that may impact recovery plans and potential mitigations. DOD did not provide this plan by the September 30, 2016 deadline. In October 2016, we confirmed that DOD had begun efforts to develop a plan for rebuilding readiness, but the plan did not materialize. In January 2017, the White House issued an executive order requiring the Secretary of Defense to conduct a readiness review assessing the current condition of readiness and identifying actions that can be implemented to improve readiness. As of April 2017, DOD had begun taking steps to develop a readiness rebuilding plan, including identifying goals and metrics, as well as identifying challenges preventing the military services from rebuilding readiness. The department had also taken steps to develop a 60-day Action Plan in response to the January 2017 Executive Order. However, DOD had not submitted its plan for rebuilding the readiness of the force to Congress, nor had the department taken steps to fully address this recommendation.
    Recommendation: To ensure that the department has adequate oversight of service readiness rebuilding efforts and that these efforts reflect the department's priorities, the Secretary of Defense should validate the service-established readiness rebuilding goals, strategies for achieving the goals, and metrics for measuring progress, and revise as appropriate.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD has not yet taken steps to validate the service-established readiness rebuilding goals, strategies for achieving the goals, and metrics for measuring progress, and revise as appropriate. In the Senate Report accompanying the Fiscal Year 2017 National Defense Authorization Act, Congress required DOD to submit a detailed plan for rebuilding the readiness of the military force, to include plans for department-level oversight of service readiness recovery efforts. DOD did not provide this plan by the September 30, 2016 deadline. In October 2016, we confirmed that DOD had begun efforts to develop a plan for rebuilding readiness, but the plan did not materialize. In January 2017, the White House issued an executive order requiring the Secretary of Defense to conduct a readiness review assessing the current condition of readiness and identifying actions that can be implemented to improve readiness. As of April 2017, DOD had begun taking steps to develop a readiness rebuilding plan, including identifying goals and metrics, as well as identifying challenges preventing the military services from rebuilding readiness. The department had also taken steps to develop a 60-day Action Plan in response to the January 2017 Executive Order. However, DOD had not submitted its plan for rebuilding the readiness of the force to Congress, nor had the department taken steps to fully address this recommendation.
    Recommendation: To ensure that the department has adequate oversight of service readiness rebuilding efforts and that these efforts reflect the department's priorities, the Secretary of Defense should develop a method to evaluate the department's readiness recovery efforts against the agreed-upon goals through objective measurement and systematic analysis.

    Agency: Department of Defense
    Status: Open
    Priority recommendation

    Comments: DOD has not yet developed a method to evaluate the department's readiness recovery efforts against the agreed-upon goals through objective measurement and systematic analysis. In the Senate Report accompanying the Fiscal Year 2017 National Defense Authorization Act, Congress required DOD to submit a detailed plan for rebuilding the readiness of the military force, to include plans for department-level oversight of service readiness recovery efforts. DOD did not provide this plan by the September 30, 2016 deadline. In October 2016, we confirmed that DOD had begun efforts to develop a plan for rebuilding readiness, but the plan did not materialize. In January 2017, the White House issued an executive order requiring the Secretary of Defense to conduct a readiness review assessing the current condition of readiness and identifying actions that can be implemented to improve readiness. As of April 2017, DOD had begun taking steps to develop a readiness rebuilding plan, including identifying goals and metrics, as well as identifying challenges preventing the military services from rebuilding readiness. The department had also taken steps to develop a 60-day Action Plan in response to the January 2017 Executive Order. However, DOD had not submitted its plan for rebuilding the readiness of the force to Congress, nor had the department taken steps to fully address this recommendation.
    Director: J. Christopher Mihm
    Phone: (202) 512-6806

    3 open recommendations
    Recommendation: The Director of the Office of Management and Budget, in consultation with the Performance Improvement Council and General Services Administration, should ensure the information presented on Performance.gov consistently complies with GPRAMA public reporting requirements for the website's content.

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

    Comments: In July 2017, OMB staff stated that they will be partnering with a vendor to redesign Performance.gov, and plan to launch the new site in February 2018 with the fiscal year 2019 budget. Staff confirmed they will ensure that the redesigned Performance.gov site will include content that meets public reporting requirements. They stated they anticipate releasing updated agency reporting guidance in the fall of 2017 to help ensure agencies are prepared to report required data.
    Recommendation: The Director of the Office of Management and Budget, in consultation with the Performance Improvement Council and General Services Administration, should analyze and, where appropriate, implement usability test results to improve Performance.gov.

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

    Comments: In July 2017, OMB staff stated that they will be partnering with a vendor to redesign Performance.gov, and plan to launch the new site in February 2018 with the fiscal year 2019 budget. Staff confirmed they will ensure that the redesigned Performance.gov site will include content that meets public reporting requirements. They stated they anticipate releasing updated agency reporting guidance in the fall of 2017 to help ensure agencies are prepared to report required data. In addition, OMB and PIC staff noted that the new vendor for Performance.gov (who had not been selected at that time) will help develop a strategic plan for the site that incorporates results from usability studies, and a stakeholder outreach plan that encompasses diverse groups including Congress, federal agency managers and staff, and other interested groups.
    Recommendation: The Director of the Office of Management and Budget, in consultation with the Performance Improvement Council and General Services Administration, should develop a strategic plan for the future of Performance.gov. Among other things, this plan should include: (A) the goals, objectives, and resources needed to consistently meet Digitalgov.gov and GPRAMA requirements; (B) a customer outreach plan that considers how (1) OMB informs users of changes in Performance.gov, (2) OMB uses social media as a method of communication, and (3) users access Performance.gov so that OMB could, as appropriate, deploy mobile applications to communicate effectively; and (C) a strategy to manage and archive the content and data on Performance.gov in accordance with National Archives and Records Administration guidance.

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

    Comments: In July 2017, OMB staff stated that they will be partnering with a vendor to redesign Performance.gov, and plan to launch the new site in February 2018 with the fiscal year 2019 budget. Staff confirmed they will ensure that the redesigned Performance.gov site will include content that meets public reporting requirements. They stated they anticipate releasing updated agency reporting guidance in the fall of 2017 to help ensure agencies are prepared to report required data. In addition, OMB and PIC staff noted that the new vendor for Performance.gov (who had not been selected at that time) will help develop a strategic plan for the site that incorporates results from usability studies, and a stakeholder outreach plan that encompasses diverse groups including Congress, federal agency managers and staff, and other interested groups.
    Director: Valerie C. Melvin
    Phone: (202) 512-6304

    8 open recommendations
    Recommendation: To assist VA in sustaining an IT workforce with the necessary knowledge, skills, and abilities to execute its mission and goals, the Secretary of Veterans Affairs should direct the Chief Information Officer to track and review OI&T historical workforce data and projections related to leadership retirements.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and reported that OI&T's Human Capital Management Office (HCM) had completed a succession planning project that encompassed all senior leadership and included data review and risk assessment for each position. VA also stated that OI&T tracks the gains and losses associated with its leadership positions and provided this information for fiscal year 2016. However, the department has not provided documentation that supports the assertion that historical and projected OI&T leadership retirement data was presented and discussed as part of the succession planning project and did not provide data on projected retirements for OI&T's leadership positions. Additionally, the department stated that OI&T HCM has the ability to project retirement eligibility but has not provided documentation to support this assertion. It is important that VA tracks and reviews its OI&T historical workforce data and forecasts its leadership retirements to avoid being unprepared to effectively respond to vacancies in key leadership positions.
    Recommendation: To assist VA in sustaining an IT workforce with the necessary knowledge, skills, and abilities to execute its mission and goals, the Secretary of Veterans Affairs should direct the Chief Information Officer to identify IT skills needed beyond the current fiscal year to assist in identifying future skills gaps.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and reported that Information Technology Workforce Development (ITWD) will produce reports that identify skill gaps and will contain long-term recommendations that show the types of IT skills each organization needs to increase and which proficiency level targets need the most emphasis. As of July 2017, VA stated that ITWD reviewed, and updated where needed, the fiscal year 2017 competencies within each OI&T competency model role in order to align the models to the OI&T Transformation initiative. According to the department, the resulting updates support learning solutions that sustain and accelerate OI&T's transformation. Additionally, VA stated that 85 percent of OI&T staff completed a validated competency self-assessment and provided the OI&T fiscal year 2017 Training Gap Analysis Report which shows the strengths and gaps of OI&T by organization, trends between fiscal years 2016 and 2017, findings, next steps, and recommended actions for the next fiscal year. The department also stated that ITWD held meetings to review skill gap and learning solution reports. VA provided these reports and they present the top gaps and strengths, key findings, and next steps to address the skill gaps. While the department has taken these actions, its OI&T Training Gap Analysis Report does not identify IT skills needed beyond fiscal year 2017.
    Recommendation: To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to project planning, to include (1) estimating the level of effort that will need to be expended for work products and tasks, and (2) making adjustments to the project plan to reconcile differences between estimated and available resources.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and stated that OI&T is documenting changes to processes related to project planning as it transitions from PMAS to the Veteran-Focused Integration Process (VIP). According to VA, the VIP processes will lead to better requirements elaboration and prioritization, increasing significantly the accuracy of estimates related to level of effort. Additionally, the department stated that by using short Agile sprints, the project team will be able adjust the project plan frequently to reconcile differences between estimated and available resources. As of July 2017, VA stated that all projects have transitioned to the VIP, which ensures they are incorporating the Agile methodology into the project lifecycle. According to the department, the latest version of its VIP Guide incorporates the use of daily scrum and weekly scrum of scrum meetings that can be used to frequently adjust the project plan to reconcile differences between estimated and available resources. VA stated that the project planning processes will continue to evolve beyond July and expects to complete its actions in response to this recommendation by the end of fiscal year 2017.
    Recommendation: To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to requirements management, to include identifying changes to be made to plans and work products as a result of requirements baseline changes.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and reported that OI&T is revising its documentation related to requirements management as part of the transition to the Veteran-Focused Integration Process (VIP). According to VA, requirements will be tracked using the IBM Rational Tools Suite, which will be able to provide a snapshot of the original baseline and all captured changes in the form of an audit trail that captures the history of requirement changes. As of July 2017, the department stated that all projects have transitioned to the VIP and requirements baselines and subsequent changes are tracked in the Rational Tools Suite. VA also reported that efforts in fiscal year 2017 to consolidate all mandatory architectural, design, and process methodologies into a single library of requirements were successful, which resulted in combining the full body of requirements. Additionally according to the department, versioning of the requirements will allow the office to trace specific versions of individual requirements and their evolution by time period and project inheritance. VA stated that it expects to complete its actions in response to this recommendation by the end of fiscal year 2017.
    Recommendation: To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to risk management, to include (1) determining costs and benefits of implementing the risk mitigation plan for each risk and (2) collecting performance measures on risk handling activities.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and reported that the IBM Rational Tools Suite will be used to manage risks and issues. According to VA, the tools suite will allow requirements to be linked to risks, which will provide traceability; teams will be able to track and report steps taken to mitigate risks; and an audit trail will show the history of changes made to each risk. The department also reported that the Office of Privacy and Risk will establish risk mitigation strategies for OI&T. As of July 2017, VA stated that risks data capture has been developed as a standardized process and that data on project and program risks in the Rational Tools Suite is aggregated and prepared for use to verify aggressive management, and will be included in enterprise reporting. The department stated that work is underway with the Performance Management Office and that OI&T expects to complete its actions in response to this recommendation by the end of fiscal year 2017.
    Recommendation: To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to project monitoring and control, to include the 10 best practices that were missing from the guidance.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and reported that implementation of the Veteran-Focused Integration Process (VIP) and Agile processes within OI&T will address eight of the ten best practices related to project monitoring and control that were missing from its guidance. In regard to monitoring the knowledge and skills of project staff, OI&T's IT Workforce Development (ITWD) group collects and analyzes competency assessment data, which is used in requirements gathering meetings with OI&T leaders. According to VA, during these meetings organizational needs and next steps are discussed in detail. Additionally, the department's latest version of its VIP Guide states that the product team should be cross-functional and include all skills needed to deliver a product. Further, the department reported that data management activities, issues, and impacts will be managed using VIP, Agile, and IBM Rational Tools Suite. According to its VIP Guide, OI&T expects that all products follow the Agile product management process and use the Rational Tools Suite to manage scheduled product sprints and backlog, product requirements, risks and issues, and product planning and engineering documentation, among others. Also, VA stated that Agile methodologies will require stakeholders to be involved in the daily scrum meetings, user acceptance testing, and acceptance of deliverables, which will address stakeholders being involved regularly and documenting the results of stakeholder involvement status reviews. According to the VIP Guide, the Agile development methodologies require development teams to meet often with stakeholders to ensure transparency and foster a collaborative work environment. Additionally, the department stated that critical decision events are using Rational based data assessments to report on level of satisfaction of project controls and process compliance requirements. Further, according to the VIP Guide, the Product Owner will have a key role in the decision-making process during the development of the product and will be able to regularly express concerns and/or approvals to best meet user satisfaction. The department stated that critical decision events are being held at the portfolio level, and action items from these events are being tracked. VA provided meeting minutes from critical decision events that were held in October and December 2016. The December 2016 meeting minutes identified action items and the status of those items. Although VA has taken actions to address the majority of best practices related to project monitoring and control, the department's new VIP process does not include two practices that call for (1) tracking expended effort and (2) monitoring the utilization of staff and resources. Until OI&T's documented processes for project monitoring and control fully reflect best practices, the office is at risk that its projects will not achieve expected results.
    Recommendation: To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to process and product quality assurance, to include (1) documenting a description of the quality assurance reporting chain and defining how objectivity will be ensured, and (2) periodically reviewing open noncompliance issues and trends with management that is designated to receive and act on them.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and reported that the implementation of the Veteran-Focused Integration Process (VIP), Agile processes, and the Rational Toolset within OI&T will address process and product quality assurance. According to VA, as a part of VIP, the Product Owner is engaged from intake through project completion, which will ensure that the quality of the product is maintained throughout the life cycle. Additionally the department reported that the process of periodically reviewing open non-compliance issues and trends with management that is designated to receive and act on them will be accomplished through CIOStat meetings held with OI&T senior leadership. VA also reported that the Rational Quality Manager tool is used to automate routine testing activities to identify non-compliance issues and trends. As of July 2017, the department stated that the Product Owner is beginning to have a stronger role on the project team, which enables them to assist in all types of issues, including quality assurance. VA also stated that Release Agents develop and distribute Release Readiness Reports, which provide a status of all release requirements and of traceability among requirements, deliverables, and test results. VA expects to complete its actions in response to this recommendation by the end of fiscal year 2017.
    Recommendation: To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to project scheduling, to include the 9 best practices that were missing from the guidance and revise the documented processes where the guidance was contrary to best practices.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: VA concurred with our recommendation and reported that the implementation of VIP and Agile processes within OI&T will address five of the nine best practices related to project scheduling that are missing from its guidance. According to VA, business and compliance requirements will be captured during the planning phase and maintained in the IBM Rational Tools Suite to manage scheduled project/product builds and backlog which will allow the project to more accurately maintain the schedule baseline, capture all schedule changes, and provides an audit trail of all the changes. Additionally, the department reported that the IBM Rational Tools Suite connects requirements, change orders, test cases, and test results in order to have full traceability in a closed loop system. VA also noted that the use of short development builds within Agile increases the probability of successful adherence to the schedule; and Agile provides the flexibility to make schedule changes using the backlog to prioritize requirements. As of July 2017, VA stated that Project Build Planning sessions capture and prioritize all backlog items with high level activities captured in the VIP Dashboard; and that each project task receives an estimated duration. The department also stated that the project team commits to a high level scope for each build and then the scope is solidified and committed to in detail at each Sprint Plan. According to VA, at the end of each sprint the Product Owner accepts or rejects the product of what was committed to at Sprint Planning. The department also stated that there is a high-level commitment at the Critical Decision 1 meeting; that each build gets committed to at a more granular level; and that sprint planning includes establishing a firm commitment for exactly what will be completed during the sprint. The department further stated that part of the Agile process being used by OI&T removes rigid, mandatory constraints as long as project teams follow compliance epics. Additionally, the department reported that because of the use of Agile methodology, if a task is critical today, the project team can reprioritize and address the needs of the project immediately. According to VA, Agile supports both sustainment and development projects, by allowing changes to the project backlog to address high priority functionality. VA also stated that Agile allows flexibility to shift from one build to another based on priorities and to shift backlog items based on VIP Triad priorities. Additionally, according to the department, risks are managed in the Rational Tools Suite and impediments are raised and escalated during daily scrums and scrum of scrum calls. The VIP Guide indicates that product teams are required to make timely updates to the VIP Dashboard regarding schedule and that the Rational Tools Suite will be used to manage and administer source control and baselines; manage risks and issues; and manage scheduled product sprints and backlogs. However, the VIP Guide does not include practices to (1) document that each project task should receive a duration estimate; (2)require that the project schedule be traceable horizontally and vertically; (3) sequence all activities; and (4) confirm that the critical path is valid. Until OI&T's documented processes for developing schedules fully reflect best practices, the office is at risk that schedules created for its projects will not be reliable.
    Director: Garcia-diaz, Daniel
    Phone: (202) 512-8678

    5 open recommendations
    Recommendation: In order to more fully implement key practices and meet requirements and to better institutionalize standards and practices, the Secretary of HUD should clearly link HUD's strategic goals and objectives with federal priority goals in the next annual performance plan.

    Agency: Department of Housing and Urban Development
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information
    Recommendation: In order to more fully implement key practices and meet requirements and to better institutionalize standards and practices, the Secretary of HUD should describe the reasons that goals were not met and HUD's plans for achieving them in the next annual performance report.

    Agency: Department of Housing and Urban Development
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information
    Recommendation: In order to more fully implement key practices and meet requirements and to better institutionalize standards and practices, the Secretary of HUD should establish a process and schedule for regularly reviewing, revising, and updating HUD's human capital strategic plan, strategic workforce plan, and succession plan.

    Agency: Department of Housing and Urban Development
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information
    Recommendation: In order to more fully implement key practices and meet requirements and to better institutionalize standards and practices, the Secretary of HUD should establish a process and schedule for reviewing and updating policies and procedures to help ensure that policies and procedures for key management functions remain current and complete.

    Agency: Department of Housing and Urban Development
    Status: Open

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information
    Recommendation: In order to more fully implement key practices and meet requirements and to better institutionalize standards and practices, the Secretary of HUD should formalize lines of communication between the Chief Information Officer and the agency head, consistent with OMB guidance and internal control standards.

    Agency: Department of Housing and Urban Development
    Status: Open

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

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

    Agency: Department of Defense
    Status: Open

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

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

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

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

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

    1 open recommendations
    Recommendation: To further build on the efforts to improve emergency communications interoperability in the NCR, as part of its efforts to restructure the JFC, the Federal Emergency Management Agency Administrator should direct the Director of ONCRC to clearly articulate in a written agreement the roles and responsibilities of the participating agencies and specify how these agencies are to work together across agency boundaries.

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

    Comments: When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
    Director: Chris Currie
    Phone: (404) 679-1875

    1 open recommendations
    Recommendation: To enable FEMA to and more effectively respond to disasters, the Secretary of Homeland Security should direct the FEMA Administrator to develop a workforce strategy to manage and improve retention that includes a process for systematically gathering attrition data and a plan to retain IMAT Cadre-of On-Call Response Employees.

    Agency: Department of Homeland Security
    Status: Open

    Comments: In April 2017, FEMA provided an update on the status of actions taken in response to our report. In the update, FEMA officials said they had issued a new FEMA Human Capital Strategic Plan for fiscal years 2016-2020 that includes an objective to build a scalable and skilled workforce with associated measures including a decrease in attrition rate for permanent full time employees, and an increase in disaster workforce through improvements in the recruitment and retention of incident management employees. FEMA also stated that pay issues and work-life balance have been identified as contributing to retention on National Type I and Regional Type II IMATs. FEMA is actively addressing the pay issues. FEMA provided a brief summary of the actions being taken--which includes development of a policy that provides information on establishing base pay under the new pay system, movement within the pay bands, and merit-based increases is in development. Until completion of the action items, this recommendation will remain open. FEMA officials plan to provide a status update in October 2017.
    Director: Valerie Melvin
    Phone: (202) 512-6304

    2 open recommendations
    Recommendation: To help ensure that FDA's IT strategic planning activities are successful in supporting the agency's mission, goals, and objectives, the Commissioner of FDA should require the CIO to establish schedules and milestones for completing a version of an IT strategic plan that incorporates elements to align the plan's strategies with agency-wide priorities; includes results-oriented goals and performance measures that support the agency's mission, along with targets for measuring the extent to which outcomes of IT initiatives support FDA's ability to achieve agency-wide goals and objectives; identifies key IT initiatives that support the agency's goals; and describes interdependencies among the initiatives.

    Agency: Department of Health and Human Services: Food and Drug Administration
    Status: Open

    Comments: FDA concurred with the recommendation and stated that the agency plans to implement it. We contacted the agency in March 2017 and have requested documents regarding FDA's actions to address the recommendation. We are waiting to receive the documents. We will update the status of the agency's actions after we receive and evaluate their response.
    Recommendation: To help ensure that FDA's IT strategic planning activities are successful in supporting the agency's mission, goals, and objectives, the Commissioner of FDA should require the CIO to implement the plan to ensure that expected outcomes of the agency's key IT initiatives are achieved.

    Agency: Department of Health and Human Services: Food and Drug Administration
    Status: Open

    Comments: FDA concurred with the recommendation and stated that the agency plans to implement it. We contacted the agency in March 2017 and have requested documents regarding FDA's actions to address the recommendation. We are waiting to receive the documents. We will update the status of the agency's actions after we receive and evaluate their response.
    Director: Anne-Marie Fennell
    Phone: (202) 512-3841

    1 open recommendations
    Recommendation: As the Aquatic Nuisance Species Task Force considers how to measure progress toward accomplishing its strategic goals, the Task Force should develop and regularly use a tracking mechanism, to include elements envisioned for an operational plan and to largely meet requirements in the 1990 Act, including: (1) specifying the roles of member agencies related to its strategic plan, (2) tracking activities to be conducted by collecting information on those activities and associated funding, (3) measuring progress member agencies have made in achieving its strategic goals, and (4) reporting to Congress annually on the progress of its program.

    Agency: Aquatic Nuisance Species Task Force
    Status: Open

    Comments: As of August 2017, the Aquatic Nuisance Species Task Force (ANSTF) has issued its 2015 report to Congress and has a working draft of its 2016 report, according to agency officials. The ANSTF reported that it finalized and distributed a new activity tracking tool in October 2016 to collect accomplishments for fiscal years 2015-16, and that it plans to assess and update its tool in future years to align with the development of its next strategic plan.
    Director: Melissa Emrey-Arras
    Phone: (617) 788-0534

    1 open recommendations
    including 1 priority recommendation
    Recommendation: To strengthen management of the Direct Loan Program and ensure good customer service for borrowers, the Secretary of Education should direct the Office of Federal Student Aid's Chief Operating Officer to review its methods of providing instructions and guidance to servicers, identifying areas to improve clarity and sufficiency, and ensure consistent delivery of instructions and guidance to ensure program integrity and improve service to borrowers. For example, the Department could consider implementing a detailed, common servicing manual for the Direct Loan program.

    Agency: Department of Education
    Status: Open
    Priority recommendation

    Comments: The Department of Education agreed with this recommendation and has reviewed its guidance to servicers, as of October 2016. It has issued clarifications to servicers in several areas. In addition, the Department had been in the process of an acquisition for a new loan servicing solution but, as of September 2017, is reassessing its acquisition strategy. While the plan for the revised acquisition is not finalized, FSA expects its approach to significantly streamline the process of communicating instructions and guidance to servicers, as well as improve the overall experience for students and borrowers. Upon resolution of its acquisition strategy, Education needs to demonstrate that its final contract for a new loan servicing solution is structured to provide clear and consistent instructions and guidance to servicers to ensure program integrity and improve service to borrowers.
    Director: Johana Ayers
    Phone: (202) 512-5741

    4 open recommendations
    Recommendation: To help DOD ensure that it appropriately considers the manufacturing arsenals as a source of manufacture and is strategically positioned to sustain the manufacturing arsenals' critical capabilities, the Secretary of Defense should direct the Secretary of the Army to issue clear, step-by-step implementing guidance, such as an instruction or guidebook, on the process for conducting make-or-buy analyses in a consistent manner.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred with our recommendation related to issuing implementing guidance on make-or-buy analyses but provided no details on how or when it would issue such guidance. As of September 2016 DOD had not taken any action and this recommendation will remain open.
    Recommendation: To help DOD ensure that it appropriately considers the manufacturing arsenals as a source of manufacture and is strategically positioned to sustain the manufacturing arsenals' critical capabilities, the Secretary of Defense should direct the Secretary of the Army to identify and document fundamental elements--such as steps, interim milestones, time frames, and resources--for implementing the Army's Organic Industrial Base Strategic Plan 2012-2022.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred with our recommendation related to implementing its 2012 strategic plan but provided no details on how or when it would implement the recommendation. As of September 2016 DOD had not taken any action and this recommendation will remain open.
    Recommendation: To help DOD ensure that it appropriately considers the manufacturing arsenals as a source of manufacture and is strategically positioned to sustain the manufacturing arsenals' critical capabilities, the Secretary of Defense should direct the Office of the Deputy Assistant Secretary of Defense for Maintenance Policy and Programs--in coordination with the military services, as appropriate, to complete DOD's ongoing effort to establish a process for identifying the manufacturing arsenals' critical capabilities and a method for determining the minimum workload needed to sustain these capabilities.

    Agency: Department of Defense
    Status: Open

    Comments: DOD concurred with our recommendation related to developing a process to identify the arsenals? critical capabilities and a method to determine the minimum workload needed to sustain those capabilities. DOD stated that its effort to address this recommendation were on going. As of September 2016 DOD had not taken any action and this recommendation will remain open.
    Recommendation: To help DOD ensure that it appropriately considers the manufacturing arsenals as a source of manufacture and is strategically positioned to sustain the manufacturing arsenals' critical capabilities, the Secretary of Defense should direct the Office of the Deputy Assistant Secretary of Defense for Maintenance Policy and Programs--in coordination with the military services, as appropriate, to develop and issue guidance, such as a DOD instruction, to implement the process for identifying the manufacturing arsenals' critical capabilities and the method for determining the minimum workload needed to sustain these capabilities.

    Agency: Department of Defense
    Status: Open

    Comments: Although DOD did not specifically comment on our recommendation related to issuing guidance to implement a process for identifying the arsenals critical capabilities and a method for determining the minimum workload needed to sustain these capabilities, it commented that it expects to issue an instruction incorporating such a process by the end of fiscal year 2016. However, as of September 2016 DOD had not taken any action and this recommendation will remain open.
    Director: Mark Goldstein
    Phone: (202) 512-2834

    1 open recommendations
    Recommendation: To more clearly communicate what NTIA hopes to achieve with its ongoing broadband adoption efforts and to demonstrate the agency's progress, the Secretary of Commerce should include in NTIA's annual performance plan a quantifiable outcome-based performance goal and a related performance indicator for the agency's broadband adoption efforts consistent with the strategic plan.

    Agency: Department of Commerce
    Status: Open

    Comments: In responding to the recommendation in a draft of the report, the Department of Commerce stated that it agrees that outcome-based performance tools are important in evaluating the success of an agency program. However, it also stated that an outcome-based measure would not be an accurate measure of NTIA's performance because the agency's ongoing efforts to provide technical assistance to communities to support broadband adoption efforts are advisory and do not provide funding to communities. In August 2016, an NTIA official reiterated this position. We will continue to monitor NTIA's activities in this area, in case its broadband adoption efforts change.
    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: Mark Goldstein
    Phone: (202) 512-2834

    2 open recommendations
    Recommendation: To help FCC determine whether its efforts to provide consumers with broadband performance information are effective and meeting consumers' needs, and whether additional efforts--such as a standardized label suggested by FCC's transparency working group--could benefit consumers, FCC should conduct or commission research on the effectiveness of FCC's efforts to provide consumers with broadband performance information and make the results of this research publicly available.

    Agency: Federal Communications Commission
    Status: Open

    Comments: In written comments provided on the draft report, FCC indicated that it concurred with this recommendation. However, as of August 2017, FCC has not taken steps to address this recommendation.
    Recommendation: To help FCC determine whether its efforts to provide consumers with broadband performance information are effective and meeting consumers' needs, and whether additional efforts--such as a standardized label suggested by FCC's transparency working group--could benefit consumers, FCC should establish performance goals and measures under the agency's relevant strategic objectives that allow it to monitor and report on the impact and effectiveness of its efforts.

    Agency: Federal Communications Commission
    Status: Open

    Comments: FCC noted that its fiscal year 2015-2018 strategic plan has strategic objectives related to providing consumers with broadband performance information; however, these objectives lack performance goals that define desired outcomes for FCC's efforts to provide consumers with broadband performance information as well as performance measures to monitor the effectiveness of FCC's efforts.
    Director: Joel Willemssen
    Phone: (202) 512-6253

    2 open recommendations
    Recommendation: To help ensure that the Copyright Office makes improvements to its current IT environment, the Librarian of Congress should direct the Register of Copyrights to, for current and proposed initiatives to improve the IT environment at the Copyright Office, develop plans including investment proposals that identify the business problem, a proposed solution, the expected benefits, how the solution aligns with the Library's strategic plan, an initial 3-year cost estimate, and expected funding sources, and bring those to the Library's IT Steering Committee for review, as required by Library policy.

    Agency: Library of Congress
    Status: Open

    Comments: In commenting on our draft report, the Copyright Office neither agreed nor disagreed with our recommendation. Subsequently, the Copyright Office has begun to take steps to address this recommendation. For example, in November 2015 Copyright submitted to the Library's IT Steering Committee plans for three new fiscal year 2017 IT initiatives aimed at improving current systems, such as technical upgrades to the electronic (eCO) registration system. For each initiative, the office developed plans that identified the business problems, proposed solutions, expected benefits, alignment with the Library's strategic plan, initial 3-year cost estimates, and expected funding sources. In November 2016, the Librarian of Congress directed all top-level IT staff in the Library's various service units, including the Copyright CIO, to be detailed to the Library's OCIO. Subsequently, in April 2017 Library and Copyright Office officials stated that the Copyright Office, in coordination with the Library OCIO, will develop IT investment proposals for fiscal year 2018, including proposals for modernizing the Copyright Office's IT systems. We will continue to evaluate the Copyright Office's efforts to address our recommendation.
    Recommendation: To help ensure that the Copyright Office makes improvements to its current IT environment, the Librarian of Congress should direct the Register of Copyrights to develop an IT strategic plan that includes the office's prioritized IT goals, measures, and timelines, and is aligned with the Library's ongoing strategic planning efforts.

    Agency: Library of Congress
    Status: Open

    Comments: In commenting on our draft report, the Copyright Office neither agreed nor disagreed with our recommendation. In November 2016, the Librarian of Congress directed all top-level IT staff in the Library's various service units, including the Copyright Chief Information Officer (CIO), to be detailed to the Library's Office of the CIO. In light of this organizational realignment, in May 2017 the Library's Office of the CIO and the Copyright Office stated that they will be working in coordination to address our recommendation. We will continue to evaluate the Library and Copyright's efforts to address our recommendation.
    Director: Joel C. Willemssen
    Phone: (202) 512-6253

    24 open recommendations
    Recommendation: To provide strategic direction for the Library's use of its IT resources, the Librarian of Congress should establish a time frame for developing a complete and reliable enterprise architecture that accurately captures the Library's current IT environment, describes its target environment, and outlines a strategy for transitioning from one to the other, and develop the architecture within the established time frame.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to address, this recommendation. Specifically, according to Library officials, they have developed a schedule and processes for developing an architecture that describes the current and target IT environments. The Library plans to complete the steps necessary to implement this recommendation by September 2018. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide strategic direction for the Library's use of its IT resources, the Librarian of Congress should establish a time frame for implementing a Library-wide assessment of IT human capital needs and complete the assessment within the established time frame. This assessment should, at a minimum, analyze any gaps between current skills and future needs, and include a strategy for closing any identified gaps.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in July 2016 the Library engaged the Office of Personnel Management (OPM) to develop and conduct a skills assessment of the Library's IT workforce. According to Library officials, OPM led a focus group with IT specialists to review and revise competency and skill lists for IT positions. In June 2017, OPM administered a gap analysis survey to all IT specialists, supervisors, managers, and leaders within the Library. According to Library officials, the Library is developing a strategy for closing gaps identified in the survey results. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide a framework for effective IT investment management and ensure that the Library has accurate information to support its decisions, the Librarian should establish and implement a process for linking IT strategic planning, enterprise architecture, and IT investment management.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, the Library developed a template for IT investment proposals that calls for investment managers to provide information on how the investments align with the Library's IT strategic plan and enterprise architecture. Additionally, in February 2017, the Library provided us with IT investment proposals for 19 fiscal year 2017 investments. To the Library's credit, the proposals describe how many of the investments align with the IT strategic plan and enterprise architecture. However, we also identified instances where the alignment with the IT strategic plan and enterprise architecture was not included in the proposals or was not clearly defined. In a written response, the Library stated that the inconsistencies were attributable to manual processes for collecting the information and that it is working to make improvements to these processes for the fiscal year 2018 investments. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide a framework for effective IT investment management and ensure that the Library has accurate information to support its decisions, the Librarian should establish and implement policies and procedures for reselecting investments that are already operational.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, it is drafting several policies and directives relating to IT investment management, to include reselecting investments that are already operational. Additionally, in October 2016 the Librarian approved the Library's fiscal year 2017 IT investment plan, which describes $145 million in planned IT spending on systems across the Library that are both operational and in development. The Library plans to complete the steps necessary to implement this recommendation by September 2018. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide a framework for effective IT investment management and ensure that the Library has accurate information to support its decisions, the Librarian should establish and implement policies and procedures for ensuring that investment selection decisions have an impact on decisions to fund investments.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, it is drafting several policies and directives relating to IT investment management, to include ensuring that investment selection decisions have an impact on decisions to fund investments. The Library plans to complete the steps necessary to implement this recommendation by September 2018. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide a framework for effective IT investment management and ensure that the Library has accurate information to support its decisions, the Librarian should ensure that appropriate governance bodies review all investments that meet defined criteria.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, it is drafting several policies and directives relating to IT investment management, to include ensuring that appropriate governance bodies review all investments that meet defined criteria. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide a framework for effective IT investment management and ensure that the Library has accurate information to support its decisions, the Librarian should require investments in development to submit complete investment data (i.e., cost and schedule variances and risk management data) in quarterly reports submitted to the ITSC.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, it is drafting several policies and directives relating to IT investment management, to include requiring investments in development to submit complete investment data in quarterly reports submitted to the Information Technology Steering Committee. Additionally, officials stated that the Library has begun to require IT investments to submit quarterly reports with complete investment data, including cost and schedule variances and risk management data. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide a framework for effective IT investment management and ensure that the Library has accurate information to support its decisions, the Librarian should fully establish and implement policies for developing a comprehensive inventory of IT assets.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. The Library is revising its asset management policy to improve its process for developing and maintaining its inventory of IT assets. Additionally, the Office of the CIO engaged a contractor to perform a full inventory of its IT assets in September 2017. Further, the Library is working to reconcile the results of this IT asset inventory with the information in its asset management system. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To provide a framework for effective IT investment management and ensure that the Library has accurate information to support its decisions, the Librarian should fully establish and implement policies and procedures consistent with the key practices on portfolio management, including (1) defining the portfolio criteria, (2) creating the portfolio, and (3) evaluating the portfolio.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, it is drafting several policies and directives relating to IT investment management, to include key practices on portfolio management. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To effectively plan and manage its acquisitions of IT systems and increase the likelihood of delivering promised system capabilities on time and within budget, the Librarian should complete and implement an organization-wide policy for risk management that includes key practices as discussed in this report, and within the time frame the Library established for doing so.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, it is drafting several policies and directives to relating to IT investment management, to include requiring investments to identify and review risks. Additionally, in February 2017, the Library provided us with risk management information for 19 fiscal year 2017 investments. To its credit, the Library generally identified, documented, evaluated, and categorized risks for each of the 19 investments. However, the Library did not always document the context and consequences of occurrence for all risks and did not describe mitigation plans for all risks. In a written response, the Library noted that it will improve the guidance for risk management, providing examples that should ultimately elicit more useful information for the IT Steering Committee to make decisions or take action when necessary. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To effectively plan and manage its acquisitions of IT systems and increase the likelihood of delivering promised system capabilities on time and within budget, the Librarian should establish and implement an organization-wide policy for requirements development that includes key practices as discussed in this report.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in January 2017 the Library established a centralized Library-wide Project Management Office, located within the Office of the Chief Information Officer. Additionally, in June 2017 the Library updated its regulations to give the Project Management Office the authority to establish organization-wide policy for requirements development. Further, the Project Management Office has finalized detailed guidance for the Library on requirements development. We are reviewing this information to determine the extent to which the guidance includes key practices for requirements development. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To effectively plan and manage its acquisitions of IT systems and increase the likelihood of delivering promised system capabilities on time and within budget, the Librarian should establish and implement an organization-wide policy for developing cost estimates that includes key practices as discussed in this report.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in January 2017 the Library established a centralized Library-wide Project Management Office, located within the Office of the Chief Information Officer. Additionally, in June 2017 the Library updated its regulations to give the Project Management Office the authority to establish organization-wide policy for developing and maintaining project schedules. Further, the Project Management Office has finalized detailed guidance for the Library on developing and maintaining project schedules. We are reviewing this information to determine the extent to which the guidance includes key practices for developing and maintaining project schedules. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To effectively plan and manage its acquisitions of IT systems and increase the likelihood of delivering promised system capabilities on time and within budget, the Librarian should establish a time frame for finalizing and implementing an organization-wide policy for developing and maintaining project schedules that includes key practices as discussed in this report, and finalize and implement the policy within the established time frame.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in January 2017 the Library established a Project Management Office within the Office of the Chief Information Officer (OCIO) and tasked the office with communicating and enforcing Library requirements for project management and systems development. Additionally, according to the Library, it is working to give the OCIO's Project Management Office the authority to establish organization-wide policy for developing and maintaining project schedules. Further, the Project Management Office is drafting detailed guidance for the Library on developing and maintaining project schedules. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should revise information security policy to require system security plans to describe common controls, and implement the policy.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, the Information Technology Security Group reviewed all system security plans to ensure that they are complete. After the completion of this review, in August 2017 the Library provided us with system security plans for nine key systems. To its credit, the plans describe many of the common controls (i.e., where a system relies on controls established for another system) on which the systems relied. However, we also identified instances where the plans included conflicting information about whether certain controls are being implemented by the system, are inherited from another system, or are not being implemented. According to the Library, in August 2017 it hired additional information system security officers in order to improve the Library's management of information security, including information security planning. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should ensure that all system security plans are complete, including descriptions of how security controls are implemented and justifications for why controls are not applied.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, the Library?s Information Technology Security Group reviewed all system security plans to ensure that they are complete. After completing this review, in August 2017 the Library provided us with system security plans for nine key systems. Each of the plans generally includes descriptions of how security controls are implemented and justifications for why controls are not applied. However, we also identified instances where the plans included conflicting information about whether certain controls are being implemented. According to the Library, in August 2017 it hired additional information system security officers in order to improve the Library's management of information security, including information security planning. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should conduct comprehensive and effective security testing for all systems within the time frames called for by Library policy, to include assessing security controls that are inherited from the Library's information security program.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, according to the Library, in August 2015 the Library began monthly security testing and vulnerability scans for servers, networks, and workstations. Additionally, in November 2015 the Library finalized guidance for its continuous monitoring program, which includes the establishment of ongoing security controls assessments for each system. The Library began to implement this guidance in fiscal year 2016 and plans to complete the steps necessary to implement this recommendation by June 2018. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should ensure that remedial action plans for identified security weaknesses are consistently documented, tracked, and completed in a timely manner.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in August 2017, the Library provided us with remedial action plans for key Library systems. The Library has generally documented and tracked remedial action plans for these key systems and has completed many. However, we also identified instances of remedial actions that, as of August 2017, had yet to be completed and were past their expected completion date. According to the Library, in August 2017 it hired additional information system security officers in order to improve the Library's management of information security, including management of remedial action plans. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should finalize and implement guidance on continuous monitoring to ensure that officials are informed when making authorization decisions about the risks associated with the operations of the Library's systems.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in October 2015 the Library finalized its guidance on security assessment and authorization, which requires authorizing officials to review the security status of information systems on an ongoing basis to determine whether the risk of operating the system remains acceptable. The Library began to implement this guidance in fiscal year 2016 and plans to complete the steps necessary to implement this recommendation by June 2018. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should develop contingency plans for all systems that address key elements.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in December 2016 the Library finalized an IT system contingency planning template that generally addresses key elements of National Institute of Standards and Technology guidance. Additionally, in April 2017 the Library required that contingency plans be established for all systems by September 2017. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should establish and implement a process for comprehensively identifying and tracking whether all personnel with access to Library systems have taken required security and privacy training.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. According to Library officials, the OCIO is developing a process to track user accounts, including contractors and volunteers, on Library systems to ensure completion of required annual IT Security Training. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To better protect IT systems and reduce the risk that the information they contain will be compromised, the Librarian should establish a time frame for finalizing and implementing the Library's standard contract sections for information security and privacy requirements, and finalize and implement the requirements within that time frame.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. In April and September 2016 the Library provided us with IT contracts that included some, but not all, of the standard contract sections required by Library policy. In February 2017, the Library provided us with newly awarded IT contracts, each of which included the required information security and privacy sections. Further, according to the Library, it plans to incorporate its required information security and privacy provisions into its existing contracts for IT services as the Library exercises options for these contracts. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To help ensure that services provided by ITS meet the needs of the Library's service units, the Librarian should finalize and implement a Library-wide policy for developing service-level agreements that (1) includes service-level targets for agreements with individual service units and (2) covers services in a way that best meets the need of both ITS and its customers, including individual service units.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, in September 2016 the Library?s Office of the CIO finalized a new service catalog that captures its IT services. The catalog identifies 21 categories of IT services that are available to Office of the CIO customers (e.g., data network management, IT service desk, and website support) and describes applicable service-level targets relating availability, fulfillment, and response. Additionally, between May 2016 and May 2017, the Office of the CIO executed memorandums of understanding with the six main Library units. Each memorandum establishes roles and responsibilities for specialized application and services that the Office of the CIO provides to those units. Further, the Library's Office of the CIO is developing a directive on its memorandums of understanding and plans to brief its customers on that directive in November 2017. The Library plans to complete the steps necessary to implement this recommendation by December 2017. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: To help ensure that services provided by ITS meet the needs of the Library's service units, the Librarian should document and execute a plan for improving customer satisfaction with ITS services that includes prioritized improvement projects and associated resource requirements, schedules, and measurable goals and outcomes.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, the Office of the Chief Information Officer has begun drafting a customer satisfaction improvement plan. The Library expects this plan to be finalized by December 2017. The Library plans to complete the steps necessary to implement this recommendation by September 2018. We will continue to evaluate the Library's progress in implementing this recommendation.
    Recommendation: In addition, to help ensure an efficient and effective allocation of the agency's IT resources, the Librarian should conduct a review of the Library's IT portfolio to identify duplicative or overlapping activities and investments, including those identified in our report, and assess the costs and benefits of consolidating identified IT activities and investments.

    Agency: Library of Congress
    Status: Open

    Comments: The Library of Congress generally agreed with, and has begun to take steps to implement, this recommendation. Specifically, the Library is drafting several policies and directives to relating to IT investment management, to include reviewing the Library's IT portfolio to identify duplicative or overlapping activities and investments. In addition, according to Library officials, the Library has taken a number of steps to reduce duplicative IT activities. For example, in March 2015 we reported that the Office of Security and Emergency Preparedness (OSEP) managed its own network independent of the Library's central IT provider. However, in June 2017 the Library reported that the Office of the CIO is managing the OSEP network. Further, the Library plans to assess the costs and benefits of consolidating potentially duplicative email and network services identified in our March 2015 report. The Library plans to complete the steps necessary to implement this recommendation by March 2018. We will continue to evaluate the Library's progress in implementing this recommendation.
    Director: Anne-Marie Fennell
    Phone: (202) 512-3841

    8 open recommendations
    Recommendation: To better leverage the commissioners' expertise in the development of the annual work plan, Congress should consider amending the Denali Commission Act, potentially with one of the identified options.

    Agency: Congress
    Status: Open

    Comments: On December 10, 2016, Congress passed the Water Infrastructure Improvements for the Nation Act, or WIIN Act. As of December 14, 2016, the legislation had not yet been signed by the President. Section 5002 of the legislation included provisions related to the Denali Commission. If the legislation becomes law we will review it in more detail to see if it addresses this matter for congressional consideration.
    Recommendation: To address barriers to the operation of the Commission, Congress should consider amending the Denali Commission Act to include either a holdover or delegation of authority provision when the Federal Cochair position is vacant.

    Agency: Congress
    Status: Open

    Comments: On December 10, 2016, Congress passed the Water Infrastructure Improvements for the Nation Act, or WIIN Act. As of December 14, 2016, the legislation had not yet been signed by the President. Section 5002 of the legislation included provisions related to the Denali Commission. If the legislation becomes law we will review it in more detail to see if it addresses this matter for congressional consideration.
    Recommendation: To enhance the Commission's operations, the Commission's Federal Cochair should direct the Commission to consider options for fulfilling the Commission's statutory purpose and finalize that new approach in a new strategic plan.

    Agency: Denali Commission
    Status: Open

    Comments: As of December 2016, GAO is reviewing actions by the agency to implement this recommendation.
    Recommendation: To improve the Commission's grants management, the Commission's Federal Cochair should direct the Commission to issue Commission-specific policies for awarding and managing grants.

    Agency: Denali Commission
    Status: Open

    Comments: As of December 2016, GAO is reviewing actions by the agency to implement this recommendation.
    Recommendation: To improve the Commission's grants management, the Commission's Federal Cochair should direct the Commission to establish a documented process for ensuring that the findings of single audits of grantees are promptly resolved and take action to resolve any recent single audits that showed evidence of a potential problem.

    Agency: Denali Commission
    Status: Open

    Comments: As of December 2016, GAO is reviewing actions by the agency to implement this recommendation.
    Recommendation: To improve the Commission's grants management, the Commission's Federal Cochair should direct the Commission to continue efforts to close out grants and projects, including deobligating unspent grant funds in a timely manner.

    Agency: Denali Commission
    Status: Open

    Comments: As of December 2016, GAO is reviewing actions by the agency to implement this recommendation.
    Recommendation: To improve the Commission's grants management, the Commission's Federal Cochair should direct the Commission to take steps to consistently manage and retain Commission records, including implementing its record retention policy once it is approved.

    Agency: Denali Commission
    Status: Open

    Comments: As of December 2016, GAO is reviewing actions by the agency to implement this recommendation.
    Recommendation: To allow for greater flexibility in the Commission's operations, Congress should consider amending the Denali Commission Act to modify or end the 5 percent cap on administrative expenditures.

    Agency: Congress
    Status: Open

    Comments: As of December 14, 2016, no legislation had been enacted to address this issue.
    Director: Merritt, Zina Dache
    Phone: (202) 512-5257

    2 open recommendations
    Recommendation: To develop and implement a process to monitor performance and independently validate the effectiveness and sustainability of corrective actions, the Secretary of Defense should direct the Under Secretary of Defense for Acquisition, Technology and Logistics to assess, and refine as appropriate, existing performance measures to ensure the measures assess the implementation of individual initiatives as well as progress towards achievement of the overarching goals and objectives in the Strategy.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2016, DOD has not implemented this recommendation.
    Recommendation: To demonstrate sustained progress in having implemented corrective measures, the Secretary of Defense should direct the Under Secretary of Defense for Acquisition, Technology and Logistics, in collaboration with the military services, to continue the implementation of identified initiatives, refining them over time as appropriate, and demonstrate that implementation of initiatives results in measurable outcomes and progress toward achieving improvements in asset visibility.

    Agency: Department of Defense
    Status: Open

    Comments: As of August 2016, DOD has not implemented this recommendation.
    Director: David J. Wise
    Phone: (202) 512-2834

    1 open recommendations
    Recommendation: To promote and enhance federal, state, and local coordination activities, the Secretary of Transportation, as the chair of the Coordinating Council, should convene a meeting of the member agencies of the Coordinating Council and define and report on desired outcomes and collect related data to track and measure progress in achieving results, including the extent of coordination efforts that are under way, such as improved services for older adults. This effort could be conducted as a part of the Coordinating Council's process to update its strategic plan, which we have also recommended in a concurrent report.

    Agency: Department of Transportation
    Status: Open

    Comments: The Federal Transit Administration (FTA) has taken steps to enhance older adult mobility. For example, the agency and the Coordinating Council on Access and Mobility (CCAM) developed a draft strategic plan, which is being reevaluated in light of requirements in the Fixing America's Surface Transportation Act of 2015. FTA officials will provide GAO with an update on the status of those efforts after the July 2016 CCAM meeting.
    Director: Dave Wise
    Phone: (202) 512-2834

    3 open recommendations
    Recommendation: To promote and enhance federal, state, and local NEMT coordination activities, the Secretary of Transportation, as the chair of the Coordinating Council, should convene a meeting of the member agencies of the Coordinating Council and complete and publish a new or updated strategic plan that, among other things, clearly outlines a strategy for addressing NEMT and how it can be coordinated across federal agencies that fund NEMT service.

    Agency: Department of Transportation
    Status: Open

    Comments: The Federal Transit Administration (FTA) concurred with this recommendation. As of November 2016, FTA stated that Administrator-level members of the Coordinating Council on Access and Mobility (CCAM) met in July 2016 to begin the process of developing a strategic plan. A follow-up meeting of the same group is planned for December 2016. According to FTA, it is anticipated this meeting will result in agreement on a strategic plan framework and that interagency working groups will begin implementation of the framework in early 2017. Based on the minutes of the July 2016 CCAM meeting, emerging themes identified for the strategic plan included improved access to medical care and to better coordinate transportation planning, particularly integrating transportation planning into healthcare planning. This recommendation will be kept open pending finalization of the strategic plan framework and how it relates to NEMT.
    Recommendation: To promote and enhance federal, state, and local NEMT coordination activities, the Secretary of Transportation, as the chair of the Coordinating Council, should convene a meeting of the member agencies of the Coordinating Council and finalize and issue a cost-sharing policy and clearly identify how it can be applied to programs under the purview of member agencies of the Coordinating Council that provide funding for NEMT.

    Agency: Department of Transportation
    Status: Open

    Comments: FTA concurred with this recommendation. As of November 2016, FTA stated that Administrator-level members of the Coordinating Council on Access and Mobility met in July 2016 to begin the process of developing a strategic plan. A follow-up meeting of the same group is planned for December 2016. According to FTA, it is anticipated the December meeting will result in agreement on a strategic plan framework and that interagency working groups will begin implementing the plan in early 2017. FTA expects development of a cost-sharing policy and proposed model will be an objective in the strategic plan. We plan to keep this recommendation open pending completion of the strategic plan framework and further information related to implementing this recommendation.
    Recommendation: To promote and enhance federal, state, and local NEMT coordination activities, the Secretary of Transportation, as the chair of the Coordinating Council, should convene a meeting of the member agencies of the Coordinating Council and using the on-going work of the Health, Wellness, and Transportation working group and other appropriate resources, (1) identify the challenges associated with coordinating Medicaid and VA NEMT programs with other federal programs that fund NEMT, (2) develop recommendations for how these challenges can be addressed while still maintaining program integrity and fraud prevention, and (3) report these recommendations to appropriate committees of Congress. To the extent feasible, the Coordinating Council should implement those recommendations that are within its legal authority.

    Agency: Department of Transportation
    Status: Open

    Comments: FTA said they concurred in part with this recommendation. FTA announced the selection of 19 Rides to Wellness Demonstration and Innovative Coordinated Access and Mobility pilot projects, totally about $7.3 million, in September 2016. According to FTA, seven of the 19 projects have a NEMT focus. In addition, during 2016 FTA conducted outreach sessions in various cities throughout the United States to discuss partnership opportunities between the health and transportation industries. FTA stated that a new series of NEMT-specific listening sessions is now underway and additional sessions are planned for 2017. The purpose of these sessions is to identify challenges related to NEMT coordination that will be addressed by Coordinating Council on Access and Mobility (CCAM) working groups in the future. CCAM is also in the process of developing a strategic plan framework. FTA anticipates agreement on this framework in December 2016. The Fixing America's Surface Transportation (FAST) Act requires CCAM to develop and publish a strategic plan. FTA anticipates issues related to this recommendation will be developed through 2020. We plan to keep this recommendation open to further monitor CCAM and FTA progress and the extent challenges are identified and addressed related to better coordinating Medicaid and VA NEMT with other NEMT programs in the federal government, through the strategic plan framework or other actions resulting from the listening sessions.
    Director: Susan Fleming
    Phone: (202) 512-4431

    2 open recommendations
    including 1 priority recommendation
    Recommendation: In order to clarify the federal role related to freight-related local traffic congestion, in implementing MAP-21 and any subsequent reauthorization, in its final guidance on state freight plans, Secretary of Transportation should incorporate additional information to help states define and prioritize local community impacts of national freight movements, including traffic-congestion impacts, and to establish what data could be consistently collected and analyzed in order to prioritize impacts of freight on local traffic congestion.

    Agency: Department of Transportation
    Status: Open

    Comments: On October 14, 2016, DOT finalized guidance on state freight plans and state freight advisory committees. Among other things, the guidance incorporates information to help states define and prioritize local community impacts of national freight movements and identifies data sources to assist in collecting and analyzing data to prioritize impacts of freight on local traffic congestion. Including this information in the final guidance to states, will assist in better defining the extent of freight-related congestion, prioritizing projects to mitigate such impacts at both the state and national level and in DOT establishing a clear federal role for addressing these issues.
    Recommendation: In order to clarify the federal role related to freight-related local traffic congestion, in implementing MAP-21 and any subsequent reauthorization, the Secretary of Transportation should include in the National Freight Strategic Plan a written statement articulating the federal role in freight-related local congestion impacts, by clearly identifying potential objectives and goals (under the general area DOT has established for the Freight Transportation Conditions and Performance Report of reducing adverse environmental and community impacts) for mitigating local congestion caused by national freight movements and the type of role federal and state stakeholders could play in achieving each objective and goal, and including a written strategy for improving the availability of national data needed to quantify, assess, and establish measures on freight trends and impacts on local traffic congestion.

    Agency: Department of Transportation
    Status: Open
    Priority recommendation

    Comments: DOT concurred with this recommendation, and has developed a draft National Freight Strategic Plan, for which the public comment period ended in April 2016. In December 2016, DOT noted that it is continuing to review public comments received and beginning work on a final draft plan that will address the federal role in freight-related local congestion, as well as the other elements of GAO's recommendation. DOT stated that it plans to release a final National Freight Strategic Plan by its statutory due date of December 4, 2017. A number of our recommendations to DOT to address national freight issues are tied to the issuance of DOT's National Freight Strategic Plan.Implementing our recommendation in connection with development of the freight strategic plan expeditiously would help maximize the efficient movement of freight and ensure accountability around identified national interests and goals.
    Director: Beryl H. Davis
    Phone: (202) 512-2623

    1 open recommendations
    Recommendation: In order to ensure that the Commission receives effective oversight of its major programs and operations, the Commission IG, or the individual or entity that ultimately assumes IG oversight responsibilities for the Commission under an alternate structure, should conduct inspections that are fully in accordance with CIGIE's Quality Standards for Inspection and Evaluation and the OIG's policies and procedures.

    Agency: Denali Commission
    Status: Open

    Comments: The Denali Commissions' office's directives include policies and procedures to address planning for, conduct of, and reporting on inspections and include a section on annual planning, risk assessments, and internal and external quality control processes and procedures. In March 2017, the Denali Commission's Inspector General (IG) provided us a template, which will be used to ensure that inspections are conducted in accordance with the Council of Inspectors General on Integrity and Efficiency's (CIGIE) Quality Standards for Inspection and Evaluation and the Office of Inspector General's (OIG) policies and procedures. We have reviewed this template and concluded that it meets the intent of our recommendation. However, this template was not available in time for use during the last inspection, which was performed in 2016 and issued in March 2017. We will obtain a copy of the next inspection report once issued to ensure this latest template was used before we consider closing our recommendation. We will continue to monitor the agency's actions to address this recommendation.
    Director: James R. White
    Phone: (202) 512-9110

    3 open recommendations
    Recommendation: Congress should consider providing the Secretary of the Treasury with the regulatory authority to lower the threshold for electronic filing of W-2s from 250 returns annually to between 5 to 10 returns, as appropriate.

    Agency: Congress
    Status: Open

    Comments: As of March 2017, no legislative action identified. Lowering the threshold would help IRS prevent identity theft refund fraud by enhancing its ability to verify the employment information reported on tax returns before issuing refunds. Additionally, lowering the threshold would reduce the Social Security Administration's administrative costs of processing W-2 information.
    Recommendation: To provide timely, accurate, and actionable feedback to all relevant lead-generating third parties, the Commissioner of Internal Revenue should provide aggregated information on (1) the success of external party leads in identifying suspicious returns and (2) emerging trends (pursuant to section 6103 restrictions).

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

    Comments: As of March 2017, IRS had taken steps to address GAO's August 2014 recommendation, including developing timeliness metrics for managing leads and holding six feedback sessions with financial institutions participating in the External Leads Program, but had not provided GAO with documentation that the agency is providing meaningful feedback to external parties. In November 2015, IRS reported that it had developed a database to track leads submitted by financial institutions and the results of those leads. IRS also stated that it had held six sessions with financial institutions to provide feedback on external leads provided to IRS. These quarterly feedback sessions contained various types of information, including overall statistics for the External Leads Program, individual statistics tailored to a specific external party, and solicitations for how to improve the program. In December 2015, IRS officials stated that the agency sent a customer satisfaction survey asking financial institutions for feedback on the external leads process and was considering other ways to provide feedback to financial institutions. In August 2016, an industry group representing financial institutions reported that IRS had not begun providing meaningful feedback to financial institutions that are providing leads to IRS. In March 2017, IRS officials told us they were holding more frequent, monthly, feedback sessions with financial institutions. GAO will follow up with financial institutions to understand the extent to which IRS's feedback has been timely and is actionable. Without accurate, timely, and actionable feedback, the more than 600 external parties participating in the External Leads Program do not know if the leads they provide to IRS are useful and they may not be able to assess their success in identifying IDT refund fraud or improve their detection tools.
    Recommendation: To provide timely, accurate, and actionable feedback to all relevant lead-generating third parties, the Commissioner of Internal Revenue should develop a set of metrics to track external leads by the submitting third party.

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

    Comments: As of March 2017, IRS had taken steps to address GAO's August 2014 recommendation, including developing timeliness metrics for managing leads and holding six feedback sessions with financial institutions participating in the External Leads Program, but had not provided GAO with documentation that the agency is providing meaningful feedback to external parties. In November 2015, IRS reported that it had developed a database to track leads submitted by financial institutions and the results of those leads. IRS also stated that it had held six sessions with financial institutions to provide feedback on external leads provided to IRS. These quarterly feedback sessions contained various types of information, including overall statistics for the External Leads Program, individual statistics tailored to a specific external party, and solicitations for how to improve the program. In December 2015, IRS officials stated that the agency sent a customer satisfaction survey asking financial institutions for feedback on the external leads process and was considering other ways to provide feedback to financial institutions. In August 2016, an industry group representing financial institutions reported that IRS had not begun providing meaningful feedback to financial institutions that are providing leads to IRS. In March 2017, IRS officials told us they were holding more frequent, monthly, feedback sessions with financial institutions. GAO will follow up with financial institutions to understand the extent to which IRS's feedback has been timely and is actionable. Without accurate, timely, and actionable feedback, the more than 600 external parties participating in the External Leads Program do not know if the leads they provide to IRS are useful and they may not be able to assess their success in identifying IDT refund fraud or improve their detection tools.
    Director: Zina Merritt
    Phone: (202) 512-5257

    2 open recommendations
    Recommendation: To enhance DOD's ability to make consistent and informed decisions in its management of the TCC program in accordance with internal control standards, the Under Secretary of Defense for Acquisition, Technology and Logistics should require the Director, Corrosion Policy and Oversight Office, to track and maintain accurate records that include amounts of funds used for the TCC program, and have them readily available for examination to ensure that funding data will be accurately accounted for and reported in future reports, such as the annual budget report to Congress.

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

    Comments: DOD's Corrosion Office has consistently maintained that there was initially some inconsistency in financial reporting. The office plans to implement internal controls to identify and document budget categories for each financial transaction executed which will improve timeliness of reporting.
    Recommendation: To enhance DOD's ability to make consistent and informed decisions in its management of the TCC program in accordance with internal control standards, the Under Secretary of Defense for Acquisition, Technology and Logistics should require the Director, Corrosion Policy and Oversight Office, to document the procedures for selecting and approving military research labs supporting civilian and military institutions in conducting projects within the TCC program.

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

    Comments: DOD's Corrosion Office has consistently maintained that its existing process is adequately documented in the DOD Corrosion Prevention and Mitigation Strategic Plan and the Technical Corrosion Collaboration (TCC) Definitions Document. However, DOD plans to update the Appendix C "Technical Corrosion Collaboration" of the DOD Corrosion Prevention and Mitigation Strategic Plan to add additional details regarding the procedures for selecting and approving military research labs supporting civilian and military institutions in conducting projects.
    Director: Moran, Revae E
    Phone: (202) 512-7215

    8 open recommendations
    Recommendation: To provide for independent audit and investigative oversight of NMB, Congress should consider authorizing an appropriate federal agency's Office of Inspector General to provide such oversight.

    Agency: Congress
    Status: Open

    Comments: The Subcommittee on Financial and Contracting Oversight of the Senate Committee on Homeland Security and Governmental Affairs held a hearing in April 2014 to (1) review the processes and mechanisms by which small agencies and other federal entities without statutory inspectors general receive oversight, and (2) examine potential legislative actions to improve the oversight of small agencies. In advance of the hearing, the committee circulated draft legislation that would, among other things, assign the Inspector General of the National Labor Relations Board the responsibility of providing oversight of the National Mediation Board. However, this legislation was not formally introduced. No related legislation has been enacted since that time.
    Recommendation: In order to improve NMB's planning and make the most effective use of its limited resources, the Chairman of the National Mediation Board should develop a formal strategic planning process to fully implement key required elements of strategic planning, including a formal process to obtain congressional and stakeholder input.

    Agency: National Mediation Board
    Status: Open

    Comments: In April 2016, NMB indicated that it had reviewed strategic planning material from GAO and OMB, and would produce a formal planning process to guide future strategic plan development. It anticipated that the formal planning guide would be in place by the end of fiscal year 2016. In February 2017, GAO began another review of NMB. The status of this recommendation will be updated at the conclusion of that review, estimated for 2018.
    Recommendation: In order to improve NMB's planning and make the most effective use of its limited resources, the Chairman of the National Mediation Board should develop, and include in its performance plan, performance goals and measures that contain required elements to demonstrate results.

    Agency: National Mediation Board
    Status: Open

    Comments: In April 2016, NMB indicated it had been in contact with other federal labor agencies (Federal Mediation and Conciliation Service and Federal Labor Relations Authority) to discuss measurable performance goals that may be adapted to NMB's mission areas. It also indicated that it would review OPM guidance when developing updated performance goals. It anticipated that new performance metrics would be included in the fiscal year 2017 strategic plan update. In February 2017, GAO began another review of NMB. The status of this recommendation will be updated at the conclusion of that review, estimated for 2018.
    Recommendation: In order to improve NMB's planning and make the most effective use of its limited resources, the Chairman of the National Mediation Board should develop and implement a formal mechanism to ensure the prompt resolution of findings and recommendations by independent auditors, including clearly assigning responsibility for this follow-up to agency management.

    Agency: National Mediation Board
    Status: Open

    Comments: In April 2016, NMB indicated it would develop standard procedures to address all program audits. It anticipated that the new updated and new procedures would be in place before the next round of program audits in fiscal year 2017. In February 2017, GAO began another review of NMB. The status of this recommendation will be updated at the conclusion of that review, estimated for 2018.
    Recommendation: In order to improve NMB's planning and make the most effective use of its limited resources, the Chairman of the National Mediation Board should develop and fully implement key components of an information security program in accordance with the Federal Information Security Management Act of 2002.

    Agency: National Mediation Board
    Status: Open

    Comments: In April 2016, NMB indicated that it was reviewing the security certificates of the agencies with which it contacts for services and working with them to determine how to review their security audits in an efficient manner. In February 2017, GAO began another review of NMB. The status of this recommendation will be updated at the conclusion of that review, estimated for 2018.
    Recommendation: In order to improve NMB's planning and make the most effective use of its limited resources, the Chairman of the National Mediation Board should establish a privacy program that includes conducting privacy impact assessments and issuing system of record notices for systems that contain personally identifiable information.

    Agency: National Mediation Board
    Status: Open

    Comments: In April 2016, NMB indicated it is conducting a review of its record management program to assess the status of agency records and documents held in its cloud-based records management program. It indicated that this review would be completed before the end of fiscal year 2016 and would be used to assess any impact on privacy and issue any appropriate notices. In February 2017, GAO began another review of NMB. The status of this recommendation will be updated at the conclusion of that review, estimated for 2018.
    Recommendation: In order to improve NMB's planning and make the most effective use of its limited resources, the Chairman of the National Mediation Board should develop a strategic workforce plan that (1) involves input from top management, employees, and other stakeholders; (2) identifies critical skills and competencies needed by NMB; (3) identifies strategies, such as training, to address any gaps; and (4) provides for cost-effective evaluations of these strategic workforce planning efforts. This plan should also address succession for the significant proportion of NMB staff and senior managers who are eligible to retire in the next few years.

    Agency: National Mediation Board
    Status: Open

    Comments: In April 2016, NMB indicated that it would develop a formal process to elicit stakeholder input as it updates the current strategic workforce plan. In February 2017, GAO began another review of NMB. The status of this recommendation will be updated at the conclusion of that review, estimated for 2018.
    Recommendation: In order to improve NMB's planning and make the most effective use of its limited resources and to better inform its decisions about managing the rail grievance arbitration process, including addressing the backlog of cases, NMB should collect and analyze data on the types of grievances filed, and their disposition. NMB should use these data to improve the efficiency of the arbitration process and consider, as part of this effort, whether to establish fees for arbitration services. If NMB determines that the establishment of fees would improve the efficiency of the arbitration process, it should impose such fees or seek legislative authority to do so, as necessary.

    Agency: National Mediation Board
    Status: Open

    Comments: In April 2016, NMB indicated that data on rail grievance arbitration cases are being collected and that it anticipated presenting analysis of those data in the agency's fiscal year 2016 annual report. In February 2017, GAO began another review of NMB. The status of this recommendation will be updated at the conclusion of that review, estimated for 2018.
    Director: Goldenkoff, Robert N
    Phone: (202) 512-2757

    4 open recommendations
    including 3 priority recommendations
    Recommendation: To help maintain a more thorough and insightful 2020 Census development schedule in order to better manage risks to a successful 2020 Census, the Secretary of Commerce and Undersecretary of Economic Affairs should direct the U.S. Census Bureau to improve the comprehensiveness of schedules, including ensuring that all relevant activities are included in the schedule.

    Agency: Department of Commerce
    Status: Open
    Priority recommendation

    Comments: The Bureau agreed with this recommendation and stated that it is reviewing and refining project schedules to ensure that they include the full scope of work needed to reach operational decision points for the 2020 Census. The 2020 Research and Planning Office currently has 55 decennial project schedules, consisting of more than 3,700 activities. Several project schedules were re-baselined and pushed into production in January 2014. Focused integration sessions occurred in late January and February 2014, resulting in revised schedules. The Bureau released its operational plan and other documentation in November 2015, and announced in June 2016 that it would finalize and release its 2020 Census schedule in July 2016. To fully implement this recommendation, the Bureau needs to include within its integrated master activity schedule at lower levels the activities and milestones it has already identified as needed throughout the 2020 Census lifecycle. We are beginning an audit of the Bureau's scheduling practices this summer and will review actions the Bureau may have taken to address this recommendation.
    Recommendation: To help maintain a more thorough and insightful 2020 Census development schedule in order to better manage risks to a successful 2020 Census, the Secretary of Commerce and Undersecretary of Economic Affairs should direct the U.S. Census Bureau to improve the construction of schedules, including ensuring complete logic is in place to identify the preceding and subsequent activities as well as a critical path that can be used to make decisions.

    Agency: Department of Commerce
    Status: Open
    Priority recommendation

    Comments: The Bureau agreed with this recommendation and stated that it has already begun maturing project schedules to ensure that the logical relationships between discrete schedules are put into place. Schedule integration sessions across projects and programs were held in late January 2014 and into February 2014 and periodically since then, where work is deconstructed into detailed schedules. As the Bureau continues to mature its schedule and scheduling process for the 2020 Census and related tests, its officials say they are taking care to ensure that logical linkages are in place within the schedule and that they are adding additional activities on a rolling basis. Bureau officials believe this ongoing work with the 2020 schedule will ensure they have a robust tool to help manage the 2020 program and make key decisions. The Bureau released its operational plan and other documentation in November 2015 and announced in June 2016 that it would finalize and release its 2020 Census schedule in July 2016. To fully implement this recommendation, the Bureau needs to ensure linkage between activities and the estimated resources needed to complete them. We are beginning an audit of the Bureau's scheduling practices this summer and will review actions the Bureau may have taken to address this recommendation.
    Recommendation: To help maintain a more thorough and insightful 2020 Census development schedule in order to better manage risks to a successful 2020 Census, the Secretary of Commerce and Undersecretary of Economic Affairs should direct the U.S. Census Bureau to improve the credibility of schedules, including conducting a quantitative risk assessment.

    Agency: Department of Commerce
    Status: Open
    Priority recommendation

    Comments: The Bureau agreed with this recommendation and stated that it has already begun maturing project schedules to ensure that the logical relationships between discrete schedules are put into place. Schedule integration sessions across projects and programs were held in late January 2014 and into February 2014 and periodically since then, where work is deconstructed into detailed schedules. As the Bureau continues to mature its schedule and scheduling process for the 2020 Census and related tests, its officials say they are taking care to ensure that logical linkages are in place within the schedule and that they are adding additional activities on a rolling basis. Bureau officials believe this ongoing work with the 2020 schedule will ensure they have a robust tool to help manage the 2020 program and make key decisions. The Bureau released its operational plan and other documentation in November 2015 and announced in June 2016 that it would finalize and release its 2020 Census schedule in July 2016. As part of the maturation process, the Bureau expects to conduct a quantitative risk assessment of decennial project schedules. In 2015, the Bureau provided us with a preliminary output from its risk analysis software as a demonstration of the type of analysis it is committed to, but more recently its officials said that they may not be able to take all the steps needed to satisfy this recommendation. To fully implement this recommendation, the Bureau needs to conduct quantitative schedule risk analyses with the resulting schedule. We are beginning an audit of the Bureau's scheduling practices this summer and will review actions the Bureau may have taken to address this recommendation.
    Recommendation: The Director of the U.S. Census Bureau should initiate a robust workforce planning process for those working on schedules related to the Master Address File, including actions such as an analysis of skills needed, to identify and address gaps in scheduling skills.

    Agency: Department of Commerce: Bureau of the Census
    Status: Open

    Comments: The Census Bureau agreed with this recommendation and states it is taking steps to improve its scheduling practices and to initiate a comprehensive workforce planning process for those working on decennial project schedules. Bureau officials state they are currently evaluating the skills needed for scheduling support of the 2020 Census and will take the appropriate steps to acquire and develop the appropriate mix of skill sets, including but not limited to developing certified scheduling staff, hiring expert contractors to assist with periodic training, and scheduling standards implementation. They also state that the Bureau is committed to continuing to strengthen the schedule management plan, practices, and methods in place for the 2020 Census. The Bureau has experienced turnover in the leadership of the team responsible for 2020 scheduling, and, as of July 2017, Bureau officials have said they are working to collect artifacts that may demonstrate how this recommendation was addressed.
    Director: Crosse, Marcia G
    Phone: (202) 512-7114

    3 open recommendations
    Recommendation: To improve the usefulness of IACC data and enhance its efforts to coordinate HHS autism activities and monitor all federally funded autism activities, the Secretary of Health and Human Services should direct the IACC and NIH, in support of the IACC, to provide consistent guidance to federal agencies when collecting data for the portfolio analysis and web tool so that information can be more easily and accurately compared over multiple years.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: HHS continues to disagree with this recommendation. In the spring of 2016 NIH released fiscal years 2011 and 2012 data, and in the spring of 2017, it released fiscal year 2013 data and made these data available through the IACC Web Tool. GAO continues to believe that the issuance of consistent guidance could enhance coordination and monitoring and that implementing this recommendation would be beneficial.
    Recommendation: To improve the usefulness of IACC data and enhance its efforts to coordinate HHS autism activities and monitor all federally funded autism activities, the Secretary of Health and Human Services should direct the IACC and NIH, in support of the IACC, to create a document or database that provides information on non-research autism-related activities funded by the federal government and make this document or database publicly available.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: HHS continues to disagree with this recommendation. However, GAO believes that having a document or database that contains current information on these non-research activities is an important aspect of fulfilling the IACC's responsibility to monitor all federal autism activities, not just research. In May 2016, we issued another report on federal autism activities (GAO-16-446). During our work for this engagement, we found that HHS and the IACC have recently taken actions required by the Autism CARES Act that could help coordinate federal non-research autism activities and implement our November 2013 recommendation. First, as directed by the act, in April 2016, the Secretary of Health and Human Services designated an official to serve as the Autism Coordinator to oversee national autism research, services, and support activities and ensure that autism activities funded by HHS and other federal agencies are not unnecessarily duplicative. Secondly, the Act required the development of a strategic plan for autism research, including for services and supports as practicable, for individuals with autism and the families of such individuals. The plan is to include recommendations to ensure that autism research, and services and support activities to the extent practicable, of HHS and other federal departments and agencies are not unnecessarily duplicative. During IACC meetings in 2016, NIH staff and IACC members discussed updating the strategic plan to include services and supports. This plan is expected to be published in calendar year 2017. We acknowledge the steps taken by HHS and the IACC in response to the Autism CARES Act; however, we believe continued action is needed to develop these initial steps into methods for identifying and monitoring non-research autism-related activities funded by the federal government. We believe that continued fulfillment of provisions in the Autism CARES Act could help the department implement GAO's 2013 recommendation.
    Recommendation: To improve the usefulness of IACC data and enhance its efforts to coordinate HHS autism activities and monitor all federally funded autism activities, the Secretary of Health and Human Services should direct the IACC and NIH, in support of the IACC, to identify projects through its monitoring of federal autism activities--including Office of Autism Research Coordination's annual collection of data for the portfolio analysis and the IACC's annual process to update the strategic plan--that may result in unnecessary duplication and thus may be candidates for consolidation or elimination, and identify potential coordination opportunities among agencies.

    Agency: Department of Health and Human Services
    Status: Open

    Comments: HHS continues to disagree with this recommendation. However, GAO questions the purpose and value of devoting federal resources to collecting these data, if they are not then used to ensure federal funds are used appropriately. In May 2016, we issued another report on federal autism activities (GAO-16-446), which among other topics, examined the steps HHS and other federal agencies have taken to improve coordination and help avoid unnecessary duplication in autism research. We reported that HHS has recently taken actions required by the Autism CARES Act that could help coordinate federal autism research and implement our November 2013 recommendation. First, as directed by the act, in April 2016 the Secretary of Health and Human Services designated an official to serve as the Autism Coordinator to oversee national autism research, services, and support activities and ensure that autism activities funded by HHS and other federal agencies are not unnecessarily duplicative. Second, the Autism Cares Act requires that the IACC's strategic plan include recommendations to ensure that autism research funded by HHS and other federal agencies is not unnecessarily duplicative. During IACC meetings in 2016, NIH staff and IACC members discussed updating the strategic plan, including the aforementioned requirement. This plan is expected to be published in calendar year 2017. We acknowledge the steps taken by HHS and the IACC in response to the Autism CARES Act; however, until the designated Autism Coordinator takes steps to meet the act's requirements and the forthcoming strategic plan is published, there is a risk that opportunities to coordinate and create efficiencies and avoid unnecessary duplication in federal autism research will not be seized. We believe that continued fulfillment of provisions in the Autism CARES Act could help the department implement GAO's 2013 recommendation.
    Director: Scott, George A
    Phone: (202) 512-7215

    3 open recommendations
    Recommendation: The Secretary of the Interior should direct the Assistant Secretary-Indian Affairs to develop and implement decision-making procedures for BIE that specify who should be involved in the decision-making process for key decisions that affect BIE and its schools to ensure that BIE has effective management controls, is accountable for the use of federal funds, and comports with federal laws and regulations. Such procedures should be clearly documented in management directives, administrative policies, or operating manuals.

    Agency: Department of the Interior
    Status: Open

    Comments: In August 2017, Bureau of Indian Education (BIE) officials stated that they have developed decision-making procedures for BIE in consultation with staff from across the bureau. They indicated that the procedures will be implemented in the coming weeks, pending final approval from the Office of Regulatory Affairs and Collaborative Action and the Office of the Assistant Secretary-Indian Affairs. We reviewed Indian Affairs' draft procedures, which they plan to incorporate into Indian Affairs' policy manual. The procedures identify, by position, BIE leaders whose involvement in the decision-making process is necessary and define roles and responsibilities of such individuals, among other areas. We will consider whether Indian Affairs' actions fully address this recommendation once the agency provides us with its finalized procedures.
    Recommendation: The Secretary of the Interior should direct the Assistant Secretary-Indian Affairs to develop a strategic plan that includes detailed goals and strategies for BIE and for those offices that support BIE's mission, including the Bureau of Indian Affairs, to help Indian Affairs effectively implement its realignment. Development of the strategic plan should incorporate feedback from BIE officials and other key stakeholders. To gather stakeholder input, we recommend that the plan include a comprehensive communications strategy to improve communication within Indian Affairs and between Indian Affairs and BIE staff.

    Agency: Department of the Interior
    Status: Open

    Comments: In August 2017, Indian Affairs officials stated that the draft strategic plan for BIE developed by the agency several years ago did not address our recommendation. Officials also told us they began holding strategic planning sessions in March 2017, which they said would continue through late September 2017. Indian Affairs drafted several key elements of its new strategic plan for BIE. The draft includes information on its mission, vision, values and goals. According to agency officials, they are currently developing additional elements to include milestones, measures, and specific action plans. Officials also noted that BIE has reached out to external subject matter expert organizations, such as the Council of Chief State School Officers, in developing its strategic plan. Officials reported they expect to implement the new plan no later than the end of calendar year 2017. We will continue to monitor Indian Affairs' efforts to implement this recommendation.
    Recommendation: The Secretary of the Interior should direct the Assistant Secretary-Indian Affairs to revise its strategic workforce plan to ensure that employees providing administrative support to BIE have the requisite knowledge and skills to help BIE achieve its mission and are placed in the appropriate offices to ensure that regions with a large number of BIE schools have sufficient support.

    Agency: Department of the Interior
    Status: Open

    Comments: Although BIE completed a strategic workforce planning effort in 2016, the agency has not fully addressed this recommendation. We will monitor the agency's efforts to finish implementing this recommendation.
    Director: Gianopoulos, Kimberly M
    Phone: (202)512-8612

    1 open recommendations
    including 1 priority recommendation
    Recommendation: To improve the consistency, comprehensiveness, and transparency of information provided to Congress and policymakers on the federal investment in export promotion programs, the Secretary of Commerce, as chair of the TPCC, should report in its National Export Strategies on how resources are allocated by agency and aligned with priorities.

    Agency: Department of Commerce
    Status: Open
    Priority recommendation

    Comments: The Trade Promotion Coordinating Committee (TPCC) has not yet reported in its National Export Strategies (NES) on how resources are allocated by agency and aligned with the strategy's priorities. The TPCC did not issue National Export Strategies in fiscal years 2014 or 2015, but did issue one in 2016, but it did not include any budget information. According to TPCC Secretariat officials, as of June 2017 they had collected budget information arrayed by strategic categories from most of the principle TPCC agencies and were considering sending it to congressional stakeholders outside of an NES. However, the new 2017 budget and proposed 2018 budget from the new administration may make the information they have collected out of date.
    Director: Mihm, J Christopher
    Phone: (202)512-3236

    3 open recommendations
    Recommendation: To enhance the value of Performance.gov for intended audiences and improve the ability to identify and prioritize potential improvements, the Director of the Office of Management and Budget--working with the Performance Improvement Council and the General Services Administration--should clarify the ways that intended audiences could use the information on the Performance.gov website to accomplish specific tasks and specify the design changes that would be required to facilitate that use.

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

    Comments: OMB has taken some steps to address this recommendation, but additional actions are needed. The General Services Administration, on behalf of OMB, conducted usability testing on Performance.gov in September 2013. The test found that (1) sections of the website were not accessible; (2) users were unclear about the purpose of Performance.gov, its intended audiences, and what users can do on the website; (3) users had difficultly locating graphics and understanding if agencies had met their goals; and (4) the search functionality produced poor results and the search terms were not highlighted. This usability test produced several recommendations based on these findings. According to OMB and PIC staff in August 2015 and May 2016, they have taken some actions to address the recommendations. For example, staff addressed the accessibility issue and partly addressed the search issue. However, as of June 2017, OMB has not yet addressed the other two recommendations. Further, OMB and the PIC have not clarified the ways that intended audiences can use the information on the website to accomplish specific tasks, or specified design changes that would be required to facilitate that use, as we described in our report. We will continue to monitor progress.
    Recommendation: To enhance the value of Performance.gov for intended audiences and improve the ability to identify and prioritize potential improvements, the Director of the Office of Management and Budget--working with the Performance Improvement Council and the General Services Administration--should seek to more systematically collect information on the needs of a broader audience, including through the use of customer satisfaction surveys and other approaches recommended by HowTo.gov.

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

    Comments: The Office of Management and Budget (OMB), the General Services Administration (GSA) and the Performance Improvement Council (PIC) systematically collect information on the needs of its users, by implementing a website survey, a feedback form on Performance.gov and a working group focused on improving the PREP system. Staff have set up a backlog system to prioritize, store and address user feedback. According to PIC staff, feedback is prioritized based on several factors, including the value it would bring to a larger audience, the cost and estimated time to implement, and the risk and opportunity cost of addressing the feedback. The highest priority items on the product backlog system are placed on the monthly prioritized list for the contractor to begin work on. However, as of June 2017, OMB and the PIC have not identified, engaged, or collected information on the needs of a broader audience, such as interested members of the public, and how those needs might be addressed through the website.
    Recommendation: To enhance the value of Performance.gov for intended audiences and improve the ability to identify and prioritize potential improvements, the Director of the Office of Management and Budget--working with the Performance Improvement Council and the General Services Administration--should seek to ensure that all performance, search, and customer satisfaction metrics, consistent with leading practices outlined in HowTo.gov, are tracked for the website, and, where appropriate, create goals for those metrics to help identify and prioritize potential improvements to Performance.gov.

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

    Comments: As of June 2017, the Office of Management and Budget (OMB) and the Performance Improvement Council (PIC) monitor 18 of the 24 recommended performance metrics. PIC staff said that they now track the performance measures through the Digital Analytics Program, which does not track the remaining 6 measures. OMB and PIC staff have not created goals for the measures they track to help identify and prioritize potential improvements to Performance.gov. We will continue to monitor progress
    Director: Mctigue, James R Jr
    Phone: (202) 512-7968

    1 open recommendations
    Recommendation: Further, to provide greater assurance that the military departments will meet reporting milestones for future projects, the Under Secretary of Defense for Acquisition, Technology, and Logistics--in coordination with the Director of the Office of Corrosion Policy and Oversight-- should revise corrosion-related guidance to clearly define a role for the military departments' Corrosion Control and Prevention Executives to assist the Office of Corrosion Policy and Oversight in holding their departments' project management offices accountable for submitting infrastructure-related reports in accordance with the DOD Corrosion Prevention and Mitigation Strategic Plan.

    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: On July 24, 2013, DOD reported that it non-concurred with our recommendation. DOD reported that the Military Department Corrosion Control and Prevention Executives are given the freedom to manage their programs in the most efficient and effective manner for their respective departments. Additionally, DOD reported that the Corrosion Control and Prevention Executives know the reporting requirements and are working closely with the Corrosion Policy and Oversight Office and the project managers to ensure reports are submitted in accordance with the DoD Corrosion Prevention and Mitigation Strategic Plan. Therefore, DOD reported that further guidance is not necessary as the requirements are already clearly stated in the DoD Corrosion Prevention and Mitigation Strategic Plan. Our audit work showed that DOD's strategic plan and guidance do not define a role for the Corrosion Executives in assisting the Corrosion Office in the project reporting process. Our recommendation was intended to fortify the role of Corrosion Executives in ensuring that project management offices within the Corrosion Executives' respective military departments submit project reports as required in the strategic plan. We continue to believe that the Corrosion Executives could provide the additional management oversight necessary to strengthen corrosion project reporting. In May 2016, the Senate Armed Services Committee informed us that it have included language in its National Defense Authorization Act Bill for fiscal year 2017. Specifically, the language reads: SEC. 312. REVISION OF GUIDANCE RELATED TO CORROSION CONTROL AND PREVENTION EXECUTIVES. Not later than 90 days after the date of the enactment of this Act, the Under Secretary of Defense for Acquisition, Technology, and Logistics, in coordination with the Director of Corrosion Policy and Oversight, shall revise corrosion-related guidance to clearly define the role of the corrosion control and prevention executives of the military departments in assisting the Office of Corrosion Policy and Oversight in holding the appropriate project management office in each military department accountable for submitting the report required under section 903(b)(5) of the Duncan Hunter National Defense Authorization Act for Fiscal Year 2009 (Public Law 110-417; 10 U.S.C. 2228 note) with an expanded emphasis on infrastructure, as required in the long-term strategy of the Department of Defense under section 2228(d) of title 10, United States Code. As of October 2016, legislation was not passed.
    Director: Bertoni, Daniel
    Phone: (202)512-5988

    1 open recommendations
    Recommendation: The incoming Commissioner of Social Security should determine if realigning the agency's headquarters, regional, or field office structure could yield increases in the agency's effectiveness and efficiency by launching an exploratory effort to assess the utility and feasibility of such a realignment or consolidation. These efforts could include holding discussions with other federal agencies, such as the Census Bureau and the Internal Revenue Service, to learn about their experiences undergoing similar transformations and studying the likely costs and benefits of consolidation, as well as other potential impacts.

    Agency: Social Security Administration
    Status: Open

    Comments: SSA has determined that it will realign its office structure to support expanded online service delivery, but the agency has not yet taken steps to fully assess the utility and feasibility of such a realignment, such as studying the likely costs, benefits, and other potential impacts. In its March 2014 Agency Strategic Plan for Fiscal Years 2014-2018, SSA stated its intent to expand online services and encourage customers to conduct business with SSA online and said that the agency will streamline its field office structure, as well as its administrative office structure, to reduce costs and make the best use of its employees' time and skills. SSA also consulted with other federal agencies to learn about their experiences with similar efforts. In its April 2015 Vision 2025 document, SSA stated that the agency will align its physical infrastructure to efficiently meet customer and business needs. However, SSA needs to take additional concrete steps, such as defining specific actions the agency will need to take and resources required to achieve this vision.
    Director: Mihm, J Christopher
    Phone: (202) 512-6806

    4 open recommendations
    Recommendation: To improve performance management staff capacity to support performance management in federal agencies, the Director of OPM, in coordination with the PIC and the Chief Learning Officer (CLO) Council, should work with agencies to identify competency areas needing improvement within agencies.

    Agency: Office of Personnel Management
    Status: Open

    Comments: GAO reached out to Performance Improvement Council (PIC) and Office of Management and Budget staff in November 2016 and February 2017 for an update on the status of this recommendation, but has not received a response. In May 2016, the PIC had reported that it has an ongoing series of survey and focus group work that includes some issues related to learning needs, but that they do not address competency areas directly as the PIC community does not find this framework useful.
    Recommendation: To improve performance management staff capacity to support performance management in federal agencies, the Director of OPM, in coordination with the PIC and the CLO Council, should work with agencies to identify agency training that focuses on needed performance management competencies.

    Agency: Office of Personnel Management
    Status: Open

    Comments: GAO reached out to Performance Improvement Council (PIC) and Office of Management and Budget staff in November 2016 and February 2017 for an update on the status of this recommendation, but has not received a response. In May 2016, the PIC had reported that it had created and was piloting performance training to test the best way to make this training available to a broad audience. Previously, the PIC had planned to use a website, LearnPerformance.gov, to make courses on performance management competencies available. According to the PIC, the website had been taken down and there is ongoing discussion about what to do in its place.
    Recommendation: To improve performance management staff capacity to support performance management in federal agencies, the Director of OPM, in coordination with the PIC and the CLO Council, should work with agencies to share information about available agency training on competency areas needing improvement.

    Agency: Office of Personnel Management
    Status: Open

    Comments: GAO reached out to Performance Improvement Council (PIC) and Office of Management and Budget staff in November 2016 and February 2017 for an update on the status of this recommendation, but has not received a response. In May 2016, the PIC had reported that it had created and was piloting performance training to test the best way to make this training available to a broad audience. Previously, the PIC had planned to use a website, LearnPerformance.gov, to make courses on performance management competencies available. According to the PIC, the website had been taken down and there is ongoing discussion about what to do in its place.
    Recommendation: To ensure that the PIC has a clear plan for accomplishing its goals and evaluating its progress, the Director of OMB should work with the PIC to update its strategic plan and review the PIC's goals, measures, and strategies for achieving performance, and revise them if appropriate.

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

    Comments: GAO reached out in November 2016 and February 2017 to staff at the Office of Management and Budget and Performance Improvement Council regarding the status of this recommendation, but has not received a response.
    Director: Caldwell, Stephen L
    Phone: (202)512-9610

    1 open recommendations
    Recommendation: To address long-standing challenges that continue to hinder regional preparedness efforts in the NCR, the FEMA Administrator should require that the Director of NCRC assist regional officials in developing measures to better assess the implementation of the NCR's strategic plan.

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

    Comments: In May 2017, FEMA officials reported that (1) efforts to update the NCR Homeland Security Strategic Plan had been delayed o provide more time to determine targets for each core capability, and in light of anticipated changes in the NCR homeland security and emergency management governance structure; (2) FEMA's 's Office of National Capital Region Coordination (ONCRC) held a kick-off meeting of a new NCR Strategic Plan Working Group in February 2017; and (3) the working group will continue development of the new plan with a revised estimated completion date of November 2017.
    Director: Powner, David A
    Phone: (202) 512-9286

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

    Agency: Department of Transportation
    Status: Open

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

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

    Comments: OMB has made progress in developing a way to identify and report annually on all geospatial-related investments, but has not completed its efforts. In March 2014, the Federal Geographic Data Committee (FGDC) issued its National Geospatial Data Asset (NGDA) Management Plan. The plan was developed in conjunction with OMB officials. One of the objectives of the plan is to develop and apply a standard definition of a geospatial investment in order to facilitate reporting on budgeted geospatial data investments, due to the fact that different definitions are being used by OMB, the FGDC community, and individual agencies. There are two supporting actions for this objective. The first action was completed with the finalization and issuance of the FGDC's Geospatial Investment Definitions for Tracking and Reporting Geospatial Investment Costs document in April 2016. The document contains a set of geospatial definitions with specific examples for each. The second action is for the geospatial community to apply the definitions in submissions to OMB during the annual federal government budget planning and reporting process. According to FGDC officials, they expect this to be challenging for a number of reasons, including the need for agencies to determine how they can align their investment tracking systems to accommodate the new definitions and the extent to which agencies will be able to use a common reporting capability. As a result, a two-pronged approach is being used. First, FGDC developed a reporting method using the theme implementation plans to support federal geospatial data investment tracking. For example, in February 2017, an official provided an implementation plan from January 2017 which included an estimate of the amount of time federal employees spent on NGDA work, and reported this as a percentage of full-time equivalents. Second, OMB worked with FGDC to revise geospatial investment reporting guidance found in OMB Circular No. A-11. Starting with fiscal year 2018 allocations (Circular No. A-11 revised July 2016), agencies are required to report on annual aggregated geospatial data investments of $100,000 or greater using the Marketplace feature of the Geospatial Platform. According to an agency official, this approach leverages existing, federal government-wide reporting methods already in place and minimizes the potential for agencies to implement separate, potentially duplicative reporting mechanisms that are not integrated with existing OMB reporting procedures. According to OMB officials as of September 7, 2017, OMB anticipates that since fiscal year 2018 will be the first year of implementation, some agencies may have challenges identifying and reporting their data. As a result, OMB states that the content and completeness of the reported information will need to be evaluated prior to determining its fitness and application for overseeing geospatial investments.
    Director: Melvin, Valerie C
    Phone: (202)512-6304

    1 open recommendations
    Recommendation: In light of the agency's declining revenue associated with its basic statutory function and the charging for information that is often freely available elsewhere, Congress should consider examining the appropriateness and viability of the fee-based model under which NTIS currently operates for disseminating technical information to determine whether the use of this model should be continued.

    Agency: Congress
    Status: Open

    Comments: Congress has not yet enacted legislation to re-examine the fee-based model under which NTIS operates, although it has begun taking actions that give it an opportunity to do so. Specifically, the Department of Commerce Appropriations Acts, 2015, 2016 and 2017, prohibited NTIS from charging customers for reports authored by legislative branch offices unless the agency tells the customer how an electronic copy of the report can be accessed or downloaded for free online. The Act further stated that, if a customer still requires such a report from NTIS, the agency should not charge more than what is needed to recover the cost of processing, reproducing, and delivering the document requested. Additionally, in the 114th Congress, three bills (H.R. 443, S.787, and S.1636) were introduced and referred to the House Committee on Science, Space, and Technology and the Senate Committee on Commerce, Science, and Transportation. However, none of these bills were passed. The 115th Congress has yet to consider legislation that would ensure the assessment of the appropriateness or viability of NTIS functions.
    Director: St James, Lorelei
    Phone: (202) 512-2834

    1 open recommendations
    Recommendation: As the Chair of the Committee on the Marine Transportation System, the Secretary of Transportation should ensure the review and update, as needed, of the National Strategy for the Marine Transportation System. In ensuring the review and update of the National Strategy for the Marine Transportation System, the Secretary should (1) establish accountability mechanisms--such as developing clear and desired results, specific milestones, and outcome-related performance measures--for the recommended actions of the National Strategy for the Marine Transportation System, and (2) establish and implement a schedule for regular reporting of progress made in addressing the recommended actions of the National Strategy for the Marine Transportation System.

    Agency: Department of Transportation
    Status: Open

    Comments: As July 2017, the CMTS coordinating board approved the National Strategy for the Marine Transportation System and submitted to the Secretary of Transportation for approval.
    Director: Garcia-diaz, Daniel
    Phone: (202) 512-4529

    4 open recommendations
    Recommendation: To build on task force and working group efforts already underway to coordinate, consolidate, or improve housing programs, and help inform Congress's decision-making process, the Secretaries or other designated officials of HUD, Treasury, USDA, and VA should evaluate and report on the specific opportunities for consolidating similar housing programs, including those that would require statutory changes.

    Agency: Department of Agriculture
    Status: Open

    Comments: Through their rental policy working group and single-family program task force, HUD, USDA, and Treasury have continued their efforts to improve operations and better coordinate and align certain requirements among the agencies' multifamily and single-family housing programs. For example, in 2014, the agencies implemented a pilot in 26 states and 808 multifamily housing properties to test the feasibility of conducting a single physical inspection that would satisfy all agencies' inspection requirements. Additionally, HUD, USDA, and Treasury signed a memorandum of understanding in November 2016 to formalize interagency efforts on federal rental housing policy. They are also developing a white paper to document the history and best practices of the rental policy working group. Further, USDA's Rural Housing Service (RHS) has entered into a shared service agreement with the Department of Veterans Affairs (VA) to manage real-estate owned (REO) preservation and disposition of single-family properties acquired through RHS's direct loan program. RHS stated that it also meets with FHA and VA to discuss single-family housing issues and opportunities for collaboration. According to the Office of Management and Budget (OMB), the current administration may reevaluate ongoing collaborative efforts across the different agencies, which could have implications for housing program consolidation. OMB has participated in interagency discussions on federal housing assistance, credit budgeting, and management of HUD, VA, and USDA housing programs. Nonetheless, the charters of both the rental policy working group and the single-family program task force limit their missions to issues that can be dealt with administratively. As of March 2017, neither group has reported on the areas where specific statutory changes are needed to help mitigate overlap and fragmentation and decrease costs.
    Recommendation: To build on task force and working group efforts already underway to coordinate, consolidate, or improve housing programs, and help inform Congress's decision-making process, the Secretaries or other designated officials of HUD, Treasury, USDA, and VA should evaluate and report on the specific opportunities for consolidating similar housing programs, including those that would require statutory changes.

    Agency: Department of Housing and Urban Development
    Status: Open

    Comments: Through their rental policy working group and single-family program task force, HUD, USDA, and Treasury have continued their efforts to improve operations and better coordinate and align certain requirements among the agencies' multifamily and single-family housing programs. For example, in 2014, the agencies implemented a pilot in 26 states and 808 multifamily housing properties to test the feasibility of conducting a single physical inspection that would satisfy all agencies' inspection requirements. Additionally, HUD, USDA, and Treasury signed a memorandum of understanding in November 2016 to formalize interagency efforts on federal rental housing policy. They are also developing a white paper to document the history and best practices of the rental policy working group. Further, USDA's Rural Housing Service (RHS) has entered into a shared service agreement with the Department of Veterans Affairs (VA) to manage real-estate owned (REO) preservation and disposition of single-family properties acquired through RHS's direct loan program. RHS stated that it also meets with FHA and VA to discuss single-family housing issues and opportunities for collaboration. According to the Office of Management and Budget (OMB), the current administration may reevaluate ongoing collaborative efforts across the different agencies, which could have implications for housing program consolidation. OMB has participated in interagency discussions on federal housing assistance, credit budgeting, and management of HUD, VA, and USDA housing programs. Nonetheless, the charters of both the rental policy working group and the single-family program task force limit their missions to issues that can be dealt with administratively. As of March 2017, neither group has reported on the areas where specific statutory changes are needed to help mitigate overlap and fragmentation and decrease costs.
    Recommendation: To build on task force and working group efforts already underway to coordinate, consolidate, or improve housing programs, and help inform Congress's decision-making process, the Secretaries or other designated officials of HUD, Treasury, USDA, and VA should evaluate and report on the specific opportunities for consolidating similar housing programs, including those that would require statutory changes.

    Agency: Department of the Treasury
    Status: Open

    Comments: Through their rental policy working group and single-family program task force, HUD, USDA, and Treasury have continued their efforts to improve operations and better coordinate and align certain requirements among the agencies' multifamily and single-family housing programs. For example, in 2014, the agencies implemented a pilot in 26 states and 808 multifamily housing properties to test the feasibility of conducting a single physical inspection that would satisfy all agencies' inspection requirements. Additionally, HUD, USDA, and Treasury signed a memorandum of understanding in November 2016 to formalize interagency efforts on federal rental housing policy. They are also developing a white paper to document the history and best practices of the rental policy working group. Further, USDA's Rural Housing Service (RHS) has entered into a shared service agreement with the Department of Veterans Affairs (VA) to manage real-estate owned (REO) preservation and disposition of single-family properties acquired through RHS's direct loan program. RHS stated that it also meets with FHA and VA to discuss single-family housing issues and opportunities for collaboration. According to the Office of Management and Budget (OMB), the current administration may reevaluate ongoing collaborative efforts across the different agencies, which could have implications for housing program consolidation. OMB has participated in interagency discussions on federal housing assistance, credit budgeting, and management of HUD, VA, and USDA housing programs. Nonetheless, the charters of both the rental policy working group and the single-family program task force limit their missions to issues that can be dealt with administratively. As of March 2017, neither group has reported on the areas where specific statutory changes are needed to help mitigate overlap and fragmentation and decrease costs.
    Recommendation: To build on task force and working group efforts already underway to coordinate, consolidate, or improve housing programs, and help inform Congress's decision-making process, the Secretaries or other designated officials of HUD, Treasury, USDA, and VA should evaluate and report on the specific opportunities for consolidating similar housing programs, including those that would require statutory changes.

    Agency: Department of Veterans Affairs
    Status: Open

    Comments: In responding to the draft report, VA concurred in principle with this recommendation but would not support unilateral reporting and evaluation in this area. VA maintains that the consolidation of the VA Home Guarantee Program with housing program of HUD or another agency is counter to statute that authorizes that its program be operated by VA. VA participates in the single-family interagency task force, along with HUD, USDA, and OMB. A tangible result from that task force is that VA has established an inter-agency agreement with USDA in an effort to increase efficiency and reduce costs by using VA processes for disposing of USDA real estate assets. However, the task force's charter limits its mission to issues that can be dealt with administratively and thus has not reported on areas where specific statutory changes are needed. The recommendation calls for the Secretaries or other designated officials to evaluate and report on opportunities to consolidate similar housing programs, including those that would require statutory changes. As such, the recommendation will stay open until the agencies provide sufficient evidence that they are working together to identify such opportunities. According to the VA, the agency will not take any action to identify opportunities that require statutory changes.
    Director: Cackley, Alicia P
    Phone: (202)512-3000

    1 open recommendations
    Recommendation: The Interagency Council and the Office of Management and Budget; in conjunction with the Secretaries of HHS, HUD, Labor, and VA should consider examining inefficiencies that may result from overlap and fragmentation in their programs for persons experiencing homelessness. As a starting point, the agencies could use the program information from this report to further analyze the degree and effects of overlap and fragmentation. The results of this assessment could be used to take actions to reduce any identified inefficiencies and therefore better leverage their resources. Actions may include streamlining services offered within specific programs or by agencies, identifying programs that could benefit from further research or evaluations, or consolidating programs or services to reduce administrative costs.

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

    Comments: We have contacted OMB three times recently regarding this recommendation, most recently on August 24, 2017. We have yet to receive a response.
    Director: Maurer, Diana C
    Phone: (202) 512-9627

    3 open recommendations
    Recommendation: To help ensure that FEMA's agencywide workforce planning and training efforts are conducted in a comprehensive and integrated manner, the FEMA Administrator should identify and document long-term and quantifiable mission critical goals that reflect the agency's priorities for workforce planning and training.

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

    Comments: In October 2016, agency officials said they had contracted for the development of a Workforce Strategic Plan that is intended to assess current steady state staffing needs based on mission requirements and establish workforce models capable of determining future needs based on workload drivers. Further, they said the plan will monitor and evaluate FEMA's progress towards mission critical goals and the contribution that human capital results have made towards achieving programmatic priorities. In July 2017, they provided an updated estimate that the plan will be completed by June 2020. Pending completion of this effort, the recommendation will remain open.
    Recommendation: To help ensure that FEMA's agencywide workforce planning and training efforts are conducted in a comprehensive and integrated manner, the FEMA Administrator should establish a time frame for completing the development of quantifiable performance measures related to workforce planning and training efforts.

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

    Comments: In October 2016, agency officials said they had contracted for the development of a Workforce Strategic Plan that is intended to assess current steady state staffing needs based on mission requirements and establish workforce models capable of determining future needs based on workload drivers. Once complete, they said the plan will identify performance metrics to track FEMA's progress towards mission critical goals regarding workforce planning and training efforts. In July 2017, they provided an updated estimate that the plan will be completed by September 2020. Pending completion of this effort, the recommendation will remain open.
    Recommendation: To better inform FEMA's decision-making related to agencywide workforce planning and training efforts, the FEMA Administrator should develop systematic processes to collect and analyze workforce and training data.

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

    Comments: In July 2017, officials reported that FEMA's Chief Component Human Capital Office was preparing a Training Plan that will outline the collection and analysis methodology of training data with an estimated completion date of September 2018. Pending documentation of the results of these efforts this recommendation will remain open.
    Director: Williamson, Randall B
    Phone: (206)287-4860

    5 open recommendations
    Recommendation: To address weaknesses in DCOE's strategic plan, the Secretary of Defense, through the Director of TMA, should direct the DCOE director to revisit and revise as necessary the organization's goals for completing statutorily required responsibilities.

    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 address weaknesses in DCOE's strategic plan, the Secretary of Defense, through the Director of TMA, should direct the DCOE director to require the directorates to align their day-to-day activities to support DCOE's mission and goals.

    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 address weaknesses in DCOE's strategic plan, the Secretary of Defense, through the Director of TMA, should direct the DCOE director to improve the performance measures in the plan to enable DCOE to determine if achievement of each measure fully supports attainment of its associated goal.

    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 that DCOE obligations are properly classified and recorded in accordance with OMB guidance, the Secretary of Defense, through the Office of the Assistant Secretary of Defense (Health Affairs) (ASD(HA)), should direct TMA to develop written procedures with detailed steps to be performed for ensuring proper classification and recording of obligations in TMA's financial management systems.

    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 that DCOE obligations are properly classified and recorded in accordance with OMB guidance, the Secretary of Defense, through the ASD(HA), should direct TMA to assign responsibility for updating and maintaining procedural guidance and systems codes to assure consistency with annual OMB guidance.

    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.