GAO’s reports and testimonies give Congress, federal agencies, and the public timely, fact-based, non-partisan information that can improve government operations and save taxpayers billions of dollars.
Employees who leave DOD to work for DOD contractors may face restrictions designed to protect against conflicts of interest. For example, they are permanently prohibited from attempting to influence their former agency about a project they worked on.
As of 2018, there were more than 605,000 spouses of U.S. military active duty service members. Frequent moves and difficulty transferring occupational licenses are some of the challenges that these spouses may face when pursuing careers.
DOD uses term and temporary appointments to hire civilian personnel for non-permanent positions that have uncertain funding or workload. (Temporary appointments are generally shorter than term appointments.)
DOD recently extended the duration of its term and temporary appointments.
What GAO Found The Department of Defense's (DOD) May 2016 report on commissaries and exchanges does not provide a plan for achieving budget neutrality, which DOD interprets as ending the use of appropriated funding for commissaries and exchanges by October 2018.
What GAO Found The General Services Administration (GSA) has largely met its lead-agency responsibilities for implementing the Federal Buildings Personnel Training Act of 2010 (the Act) government-wide.
What GAO Found The Department of Defense (DOD) obligated $54.6 billion, or $280 million less than the limit on contract services for fiscal year 2014 due, in part, to increased oversight by the DOD Comptroller's office and military departments.
What GAO Found The Department of Defense (DOD) used two best value processes—tradeoff and lowest price technically acceptable (LPTA)—for approximately 93 percent of the 2,851 new, competitively awarded contracts awarded in fiscal year 2013 with obligations greater than $1 million.
What GAO FoundThe Department of Defense (DOD) strategy for improving the reporting of contractor past performance information consists of providing additional training to its acquisition workforce and developing tools and metrics to improve oversight.