The National Mediation Board (NMB) has made some progress in addressing the seven recommendations GAO made in December 2013; however, additional actions are needed to fully implement those recommendations and strengthen operations. Without full implementation, NMB lacks reasonable assurance that its limited resources are effectively targeted and may be missing opportunities to improve performance

The National Mediation Board (NMB) recently updated its strategic plan but is not meeting some federal strategic planning and performance measurement requirements. NMB missed deadlines for updating its strategic plan and lacks performance measures to assess its progress in meeting its goals, even though an agency's strategic plan should form the basis for everything an agency does. NMB also lacks

The Army uses AWPS to generate reports on a variety of workload and workforce issues at its industrial activities located throughout the United States, but the accuracy of the reports varies. As we previously reported, information must be accurate in order for it to be useful in decision making. Some AWPS reports--such as those used to monitor the status of efforts to repair equipment and to asse

A variety of stakeholders, such as boards of trustees and external consultants and managers, are involved in guiding plan investments. Plan officials generally expressed a commitment to policies or principles cited by many experts as key to sound governance, such as enhancing the knowledge and skills of plan fiduciaries and increasing organizational transparency. State and local plans reported gr

The expenditure plan did not fully satisfy all of the legislative conditions and committee reports' directions. Specifically, of the 11 legislative conditions, the expenditure plan satisfied 4, partially satisfied 6, and did not satisfy 1. Also, of the 7 committee reports' directions, the expenditure plan satisfied 2 and partially satisfied 5. Based on the results of our review, we are not making

The John Warner National Defense Authorization Act for Fiscal Year 2007, Pub. L. No. 109-364, 323 directed the Comptroller General to assess (1) the Army's progress completing its modular transformation initiative; (2) the status of Army efforts to reconstitute its prepositioned material stock; and (3) the Army's progress in its efforts to repair, recapitalize, and replace equipment used in curre

Army and Marine Corps support forces undergo significant combat skills training, but additional actions could help clarify CENTCOM's training requirements, ensure the services fully incorporate those requirements into their training requirements, and improve the consistency of training that is being conducted. CENTCOM has issued a list of training tasks to be completed, in addition to the service

The JSF program continues to struggle with increased costs and slowed progress--negative outcomes that were foreseeable as events have unfolded over several years. Total estimated acquisition costs have increased $46 billion and development extended 2 1/2 more years, compared to the approved program baseline approved in 2007. Aircraft unit costs will likely exceed the thresholds established by th

Retention incentives encompass the majority of 3R incentives awarded to FDA employees in recent years. FDA's employees in mission-critical occupations received the greatest number of 3R incentives from 2007 to 2009. However, without an updated strategic workforce plan or established agencywide indicators for tracking its use of 3R incentives, FDA cannot assess the impact that these incentives hav

In summary, we found that ETA's research center lacks independent authority for research, has limitations with regard to transparency and accountability processes, has not routinely involved stakeholders in developing its research agenda, and has been slow to evaluate the programs and activities carried out under the Workforce Investment Act of 1998 (WIA). (1) ETA is currently in the process of r