What GAO Found
For decades, the Department of Defense (DOD) reported to Congress on its costliest weapon programs via Selected Acquisition Reports. However, in January 2020, DOD adopted an Adaptive Acquisition Framework (AAF) with multiple acquisition pathways that broadened the range of approaches that could be used for costly, complex acquisition efforts. The National Defense Authorization Act for Fiscal Year 2020 mandated that DOD propose a new method for reporting on acquisition programs, including for programs using alternative acquisition pathways.
DOD proposed a web-based reporting approach intended to improve efficiency and data transparency by providing real-time access to acquisition information for Congress and other stakeholders. This proposal builds on larger, ongoing initiatives within the department to make data more accessible to users. However, despite proposing to begin using this approach in fiscal year 2022, DOD’s preparation for implementation has been limited and many open questions remain about how the approach would be implemented (see figure).
DOD Has Yet to Address Open Questions Related to Its Proposed Reporting Approach
DOD has yet to determine key aspects of implementing its proposal, in part, because it has not fully adopted leading practices associated with successful reform efforts. For example, DOD has yet to develop an implementation plan with key milestones or identify resources necessary to enact its proposal, among other actions it could take.
The National Defense Authorization Act for Fiscal Year 2022, enacted in December 2021, requires DOD to develop plans and demonstrations related to the reporting system that will replace Selected Acquisition Report requirements. As DOD moves forward with addressing these new requirements, fully following leading reform practices would improve the department’s preparation to effectively transform acquisition reporting in a timely manner. With programs already using the AAF, delays in DOD improving its reporting approach will ultimately affect Congress’ access to complete information on acquisition efforts that it needs to perform its oversight role.
Why GAO Did This Study
DOD spends billions of dollars annually to acquire systems critical to the nation’s security, including new major weapon systems—such as aircraft, ships, and satellites—and business systems to manage DOD operations. DOD weapon and business systems acquisition has been on GAO’s High-Risk List since the 1990s. Over the last several years, the department implemented significant reforms that introduced new considerations for tracking and reporting on acquisitions. However, the ability of congressional leadership to conduct timely oversight remains fundamental to ensuring the acquisition system responds to warfighter needs.
A House Report included a provision for GAO to review DOD’s proposal for a new reporting methodology for its acquisition programs. This GAO report describes DOD’s proposed methodology and assesses the extent to which the department is prepared to implement the proposed approach. GAO reviewed DOD’s proposal, as well as policies and other relevant documentation, and compared DOD’s planning efforts to its proposal and to leading reform practices from prior GAO work. GAO also interviewed DOD officials.
- Seven Charged in Connection with a $2.1 Million Money Laundering Scheme that Involved Money from the Paycheck Protection Program
September 10, 2020Seven individuals were charged in an indictment in the District of South Carolina with laundering over $750,000 of fraudulently obtained funds, including over $390,000 obtained from a fraudulent Paycheck Protection Program (PPP) loan. The seven individuals used a variety of methods to launder the money, including laundering the money through a casino. The indictment also identifies over $2.1 million in funds from twelve different bank accounts allegedly associated with the fraud scheme as subject to forfeiture which agents seized.
- Innovative Technologies in Manufacturing: Commerce Has No Plans to Implement the Program
January 27, 2022What GAO Found The Department of Commerce’s (Commerce) Economic Development Administration (EDA) has not taken steps or made plans to implement the Innovative Technologies in Manufacturing (ITM) federal loan guarantee program since January 2020, when GAO last reported on the program. EDA therefore has not issued any loan guarantees under the program. EDA officials provided several reasons for not implementing the program: Perceived lack of demand. EDA officials told GAO that they expected limited demand by small and medium-sized manufacturers for loans under the ITM program. However, they said that it would be helpful to gauge potential demand for loans, because the United States entered an economic recession around 2020 and the recent Coronavirus Disease 2019 (COVID-19) pandemic has led to changing conditions in the manufacturing sector and the global supply chain. Alternative loan programs. EDA officials said that it would be difficult to execute the ITM program without duplicating alternative loan programs available to help businesses, including those in the innovative manufacturing sector, such as the Small Business Administration’s (SBA) 7(a) loan program. Lender participation uncertainty. EDA officials expressed uncertainty over the level of interest and participation that potential lenders would have in the ITM program if EDA were to implement it—for example, because potential lenders are familiar with and might be more likely to continue their participation in SBA loan programs. Why GAO Did This Study Manufacturing plays a key role in the U.S. economy as a source of economic growth, high-paying jobs, and technological innovation. Small and medium-sized manufacturers represent a majority of manufacturers in the country but may lag behind large firms in Manufacturing plays a key role in the U.S. economy as a source of economic growth, high-paying jobs, and technological innovation. Small and medium-sized manufacturers represent a majority of manufacturers in the country but may lag behind large firms in innovation and adoption of new technologies. To invest in innovative manufactured goods and processes, improve U.S. competitiveness, and help address the capital needs of U.S. manufacturers, the America Creating Opportunities to Meaningfully Promote Excellence in Technology, Education, and Science (COMPETES) Reauthorization Act of 2010 directed the Secretary of Commerce to establish the ITM program. The ITM program was to provide loan guarantees to small and medium-sized manufacturers for the use or production of innovative technologies. Commerce’s EDA is responsible for implementing the program. The America COMPETES Reauthorization Act of 2010 also included a provision for GAO to conduct a biennial review of the Secretary of Commerce’s execution of the program. GAO’s January 2020 report found that EDA had not taken additional steps to implement the program after ceasing its implementation in October 2017 because of uncertainties about the demand for the program, among other reasons. This report examines any steps EDA has taken to implement the ITM program since GAO’s January 2020 report. GAO analyzed applicable laws and program documents, interviewed EDA and SBA officials, and collected information from other stakeholders. For more information, contact Candice N. Wright at (202) 512-6888 or firstname.lastname@example.org.
- International Trade: Foreign Sourcing in Government Procurement
August 24, 2021What GAO Found The U.S. government awarded contracts valued at about $12 billion to foreign-located firms, of which about $5 billion went to firms with reported locations in the other six main parties to the World Trade Organization Agreement on Government Procurement (GPA) and the North American Free Trade Agreement (NAFTA) (see figure). Conversely, government procurement databases indicated the central governments of these parties awarded an estimated $7 billion to foreign sources, out of which about $2 billion was U.S.-sourced. Canada and Mexico awarded most of the U.S.-sourced contracts. GAO was able to determine that the U.S. government awarded more, by contract value, to foreign-owned firms located abroad than to foreign-owned, U.S.-located firms. Moreover, more than 80 percent of U.S. government contracts awarded to foreign-owned firms located abroad were Department of Defense contracts performed abroad. Overall, while available contract data enable broad cross-country comparisons, they do not necessarily show where the goods are produced, where the services are delivered, or where the profits go, among other economic effects. Estimated Bilateral Procurement Flows between Central Governments of the United States and the Other Six Main Parties to Selected International Procurement Agreements, 2015 Foreign sourcing by the seven GPA and NAFTA parties within the scope of the study, using two alternative methods, is less than 20 percent of overall central government procurement. Foreign sourcing by central governments, estimated from government procurement databases of the United States and the other six main parties, varied in value by party from about 2 to 19 percent of overall central government procurement. Foreign sourcing by all levels of government, estimated from data on trade and public sector purchases, showed that the governments’ imports likely ranged from about 7 to 18 percent of the goods and services the governments purchased. In addition, contract data show that U.S., South Korean, and Mexican central government foreign sourcing was greater in value under contracts covered by GPA and NAFTA than under noncovered contracts, but the opposite was true for Canada and Norway. For the European Union and Japan, GAO found little difference or could not calculate an estimate. Why GAO Did This Study Globally, government procurement constitutes about a $4 trillion market for international trade. However, little is known about foreign sourcing in government procurement—how much governments procure from foreign-located suppliers or how much they acquire in foreign-made goods. GAO was asked to review the extent of foreign sourcing in government procurement across countries. GAO focused on the United States and the other six main parties to the GPA and NAFTA, selected international agreements that open procurement markets on a reciprocal basis. This report, the fourth of a related series, (1) provides broad estimates of foreign sourcing by the U.S. government and central governments of the other six main parties, and (2) assesses foreign sourcing as a share of estimated central government procurement and of estimated procurement by all levels of government, and the extent to which central government contracts that are covered under selected international procurement agreements are foreign-sourced. GAO analyzed the most recent comparable data available from two sources: (1) government procurement databases used in Canada, the European Union, South Korea, Mexico, Norway, and the United States, for 2015, and (2) 2014 trade data merged with data on the types of goods and services purchased by the public sector. Since Japan does not have a government procurement database, data for Japan were based on its 2015 GPA submission of 2013 data. GAO also interviewed cognizant government officials in Washington, D.C.; Ottawa, Canada; Mexico City, Mexico; Seoul, South Korea; and Tokyo, Japan. For more information, contact Kimberly Gianopoulos at (202) 512-8612 or email@example.com.
- Justice Department Seeks Forfeiture of Third Commercial Property Purchased with Funds Misappropriated from PrivatBank in Ukraine
December 30, 2020Today, the U.S. Department of Justice filed a civil forfeiture complaint in the U.S. District Court for the Southern District of Florida alleging that commercial real estate in Cleveland, Ohio, was acquired using funds misappropriated from PrivatBank in Ukraine as part of a multi-billion-dollar loan scheme.
- Army Corps of Engineers: Workforce Planning Follows Most Leading Practices but Could Be Enhanced with Additional Actions
December 10, 2021What GAO Found The U.S. Army Corps of Engineers (Corps) has a large civilian workforce that is highly specialized. The Corps faces workforce challenges, such as recruiting and retaining employees, due to competition from the private sector and other agencies. To address its civilian workforce challenges, the Corps implemented three successive strategic human capital plans during fiscal years 2010 through 2018. The most recent plan—developed in fiscal year 2017—addressed challenges in four stages: (1) planning, (2) recruiting, (3) developing, and (4) sustaining the workforce. For example, to address planning challenges, the Corps established an annual agency-wide assessment of workload-to-workforce capacity, competency, and balance. For fiscal year 2019, instead of developing a formal human capital plan, in late 2018, the Corps conducted an in-depth analysis of its workforce challenges that identified priority workforce initiatives and associated metrics for addressing these challenges. From fiscal year 2010 to fiscal year 2019, the Corps experienced changes to its workforce diversity, professional development, recruitment, and retention. For example, the percentage of employees identifying as Hispanic or Latino and White decreased from fiscal year 2010 to fiscal year 2019, while the percentage of employees identifying as Multiracial increased during the same period. Gender demographics remained the same each year, at 68 percent male employees and 32 percent female employees. Extent to Which the U.S. Army Corps of Engineers (Corps) Has Implemented Leading Practices for Strategic Workforce Planning Strategic workforce planning leading practice Implementation status Determine critical skills and competencies needed to achieve current and future programmatic results ● Develop workforce planning strategies designed to address gaps in critical skills and competencies ● Build administrative and other capabilities to support workforce planning strategies ● Monitor and evaluate progress toward human capital goals and programmatic results ● Involve top management, employees, and other stakeholders in strategic workforce planning ◒ Legend: Generally implemented ●; Partially implemented ◒ Source: GAO-04-39; GAO analysis of Corps documents and interviews.׀ GAO-22-104054 The Corps has generally implemented four of five leading practices of strategic workforce planning (see table). For example, the Corps generally implemented the leading practice of determining critical skills and competencies in part by conducting its annual agency-wide workforce assessment. However, the Corps only partially implemented the leading practice of involving top management in strategic workforce planning. Specifically, the Corps has not ensured that its top management set the overall direction and goals of workforce planning; top management has not updated the Corps’ strategic human capital plan since fiscal year 2017. In May 2020, Corps officials told GAO that a draft updated plan was under review. However, as of October 2021, the plan had not yet been approved. By finalizing and distributing agency-wide an updated human capital plan, the Corps would be better positioned to address its capacity and preparedness challenges and manage its current and future workforce. Why GAO Did This Study The Corps’ civilian workforce accounts for about 98 percent of its 35,000 civilian and military employees. According to Corps documentation, workforce challenges affect the agency’s ability to maintain the capacity to meet mission requirements and preparedness to meet current and future challenges. GAO has identified strategic human capital management as a government-wide high-risk area, including the need to improve talent management activities. GAO was asked to review the Corps’ civilian workforce. For fiscal year 2010 through 2019, this report (1) describes the Corps’ activities and tools for addressing civilian workforce challenges, (2) describes changes in the Corps’ civilian workforce, and (3) examines the extent to which the Corps has followed leading practices for strategic workforce planning. GAO reviewed the Corps’ civilian workforce planning documents and interviewed officials in headquarters and field offices about their activities; analyzed Corps workforce data from the Defense Civilian Personnel Data System; and compared Corps workforce planning activities to leading practices identified by GAO.
- Secretary Pompeo Travels to India to Advance U.S.-India Comprehensive Global Strategic Partnership
October 25, 2020
- Nevada Bottled Water Companies and Owners Ordered to Stop Distributing Adulterated and Misbranded Water Products
June 1, 2021A federal court permanently enjoined a Henderson, Nevada, company from preparing, processing, and distributing adulterated and misbranded bottled water.
- Puerto Rico: Perspectives on the Potential to Expand Air Cargo Operations
October 29, 2020Cargo was flown by air between more than 97 countries within the selected regions of Africa, Europe, Latin America, and the U.S. that may affect air cargo expansion in Puerto Rico. However, according to Department of Transportation (DOT) and European Union data, most international air cargo transportation was concentrated at a handful of countries and at airports in these regions. For example, four countries in Europe accounted for 72 percent of the U.S.-European Union air cargo transported, by weight. Likewise for airports, Miami International Airport accounted for 70 percent of air cargo transported between the U.S. and Latin America. Worldwide, cargo-only carriers transported on average 13.8 billion pounds of air cargo to and from the U.S. from 2016 through 2018. Of that cargo, two of the selected regions—Latin America and Europe—when combined accounted for 46 percent. Air Cargo Transported by Cargo-Only Airlines between the U.S. and Global Regions, Average Weight in Millions of Pounds, 2016 through 2018 Based on interviews with industry stakeholders and studies reviewed. GAO identified four factors that are generally associated with an airport’s ability to attract air cargo traffic: (1) an airport’s geographical location; (2) its proximity to transportation networks; (3) its supporting airport infrastructure and resources; and (4) the governmental and regulatory environments. For example, an airport located near businesses that generate large volumes of both inbound and outbound cargo that could be transported by air may be an important geographic factor for air carriers. Puerto Rican government and industry stakeholders GAO spoke with said that increased air cargo would benefit its airports and lead to positive effects on the Puerto Rican economy. For example, officials noted that expansion of air cargo operations could increase the use of underutilized airports and create opportunities for existing industry—such as the pharmaceutical, medical device, and aerospace industries—and help develop new ones. Puerto Rican and industry stakeholders had varying perspectives on the potential for Puerto Rico’s expanding its air cargo operations. For example, some stakeholders said Puerto Rico’s geographic location may allow it to serve as a refueling and cargo distribution point, particularly for flights between Europe and Latin America, while others said the island may be too close to some Latin American destinations to serve that purpose. Whether and to what extent Puerto Rico can increase air cargo operations depends on how air carriers weigh the various factors discussed above. Puerto Rico’s economy has been in decline for much of the last 15 years and was devastated by hurricanes in 2017. Puerto Rico has sought to increase air cargo and passenger traffic at its international airports as a means to bolster and diversify its economy. Specifically, Puerto Rico seeks to serve as a transshipment point for transferring cargo between air carriers flying from Europe to Latin America. Air cargo, whether carried in the holds of passenger aircraft or by cargo-only aircraft, is an important component of global trade. The FAA Reauthorization Act of 2018 includes a provision for GAO to study the international air cargo transportation services among the United States and the African, Latin American, and European regions and the potential expansion of air cargo operations in Puerto Rico. This report addresses (1) what is known about air cargo operations between these world regions; (2) factors affecting the development of air cargo markets; and (3) Puerto Rican officials’ and selected industry stakeholders’ views on the economic effect and potential of expanding air cargo operations in Puerto Rico. GAO analyzed DOT and European air cargo data for flights between the U.S. and the selected regions for 2016 through 2018 (the latest available data). GAO also interviewed officials from DOT, and stakeholders from Puerto Rico and the air-cargo industry, selected based on prior GAO work and stakeholder mission. For more information, contact Heather Krause at (202) 512-2834 or firstname.lastname@example.org.
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- Iranian Intelligence Officials Indicted on Kidnapping Conspiracy Charges
July 13, 2021A New York federal court unsealed an indictment today charging four Iranian nationals with conspiracies related to kidnapping, sanctions violations, bank and wire fraud, and money laundering. A co-conspirator and California resident, also of Iran, faces additional structuring charges.
- Workplace Safety and Health: Actions Needed to Improve Reporting of Summary Injury and Illness Data
February 18, 2021GAO’s analysis of Occupational Safety and Health Administration (OSHA) data showed that the number of recordkeeping violations OSHA cited fluctuated over 15 years (see fig.). An April 2012 federal court decision (that effectively limited the time period for citing these violations) and a January 2015 expansion of OSHA’s rule for reporting severe injuries and illnesses coincided with, and were cited by, OSHA staff as key factors explaining these fluctuations. Number Recordkeeping Violations OSHA Cited by Fiscal Year Employers did not report any summary injury and illness data on more than one-half of their establishments that GAO estimated met the reporting requirements (see table). Estimated Compliance with Summary Injury and Illness Reporting Requirement Calendar year Estimated establishments that met summary injury and illness reporting requirements Establishments whose employers submitted summary injury and illness data Number Percent 2016 451,000 159,000 35% 2017 454,000 189,000 42% 2018 459,000 212,000 46% Source: GAO analysis of U.S. Census Bureau County Business Patterns data and Occupational Safety and Health Administration (OSHA) summary (300A) injury and illness data. Establishments in all 50 states and the District of Columbia reported these data. Data rounded to the nearest thousand. | GAO-21-122 OSHA has limited procedures for encouraging compliance with this reporting requirement and for penalizing non-compliance. For example, OSHA officials told GAO that they identified nearly 220,000 employers in 2019 who may not have reported their data and mailed reminder postcards to about 27,000 of them. OSHA also cited 255 employers for failure to report their data from mid-December 2017 through September 2019 after OSHA conducted on-site inspections. OSHA uses the summary injury and illness data to target high-risk establishments for certain comprehensive inspections. Because OSHA has not evaluated its procedures, it does not know the extent to which its efforts may be improving injury and illness reporting or what other efforts it should undertake. Absent more complete information, OSHA is at risk for not achieving its objective of targeting inspections to establishments with the highest injury and illness rates. In 2018, about 3.5 million workers suffered job-related injuries, and illnesses and 5,250 died on the job, according to Bureau of Labor Statistics data. Employers are required to record work-related injuries and illnesses, promptly report severe injury and illness incidents to OSHA, and certain employers are required to report summary injury and illness data electronically on an annual basis. GAO was asked to review how OSHA addresses recordkeeping violations, and implements its rule for reporting summary data. This report examines: (1) how and why recordkeeping violations changed from fiscal years 2005 through 2019 and (2) the extent to which employers report summary injury and illness data and OSHA has taken steps to ensure compliance with this requirement. GAO analyzed 15 years of OSHA recordkeeping violation data and compared OSHA and Census data to estimate how many employers complied with summary reporting requirements. GAO also reviewed agency procedures and relevant federal laws and regulations and interviewed OSHA headquarters officials and staff at seven OSHA area offices, selected for geographic dispersion and varying amounts of recordkeeping violations. GAO recommends OSHA evaluate procedures for ensuring reporting of summary data and develop a plan to remediate deficiencies. OSHA generally concurred with our recommendation. For more information, contact Thomas Costa at (202) 512-4769 or email@example.com.
- Space Acquisitions: DOD Faces Challenges and Opportunities with Acquiring Space Systems in a Changing Environment
May 24, 2021What GAO Found The Department of Defense (DOD) is making changes to its space-related processes and organization that will present both opportunities and challenges to the way it acquires its space systems. GAO has reported over the past decades on challenges DOD faces in its space acquisitions—including schedule delays, multibillion-dollar cost increases, significant reductions in capabilities, and in some cases cancelation—and made recommendations that have improved program outcomes. For example, DOD took actions to implement a GAO recommendation to use an incremental approach to acquiring space launch services. DOD’s modified approach reduced risk by allowing it to incorporate knowledge gained from early launch competitions to inform subsequent competitions. Many of the most troubled programs are nearing completion, and DOD is starting new programs to develop the next generation of capabilities, some of which are being acquired under a streamlined acquisition process known as the middle-tier of acquisition pathway (see table below). Starting new programs is an opportunity to learn from past mistakes and take measures to put programs on successful paths. GAO’s work has shown that in many cases, DOD is attempting to do so. Selected New DOD Space Programs and Near-Term Estimated Costs Dollars in billions New program Current estimated costs for 5-year middle-tier effort Evolved Strategic SATCOM (ESS) Protected satellite communications $1.4 Future Operationally Resilient Ground Evolution (FORGE) Ground control for Next Generation Overhead Persistent Infrared satellites $3.0 Next Generation Overhead Persistent Infrared (OPIR) Block 0 Missile warning, infrared intelligence, surveillance, and reconnaissance $8.4 Protected Tactical SATCOM (PTS) Protected satellite communications $1.0 Source: Department of Defense (DOD) data. | GAO-21-520T However, DOD faces challenges because it will be starting these new programs amid significant changes to the acquisition environment. Some of these changes are external to DOD, such as increased threats to on-orbit space systems. But over the past several years, DOD also initiated substantial organizational and acquisition process changes. While the Space Force offers an important opportunity to streamline lines of authority, accountability, and decision-making and avoid duplication of effort, many details will require careful consideration. In addition, adopting leading practices for acquisition, as previously recommended, could help DOD achieve faster delivery of new capabilities, especially if DOD balances new, streamlined acquisition processes with sufficient oversight to help ensure program success. Why GAO Did This Study DOD space systems provide critical capabilities that support military and other government operations. Space systems can be expensive to acquire and field, costing billions of dollars each year. The U.S. Space Force was recently established as the sixth branch of the U.S. military. As planned, the Space Force will consolidate leadership, planning, and management for some DOD space programs, as appropriate and authorized. This statement discusses the challenges and opportunities DOD faces as it acquires space systems amid changes to the acquisition environment. This statement is based on GAO reports issued over the past 10 years on DOD space programs. It also draws on recent work supporting GAO’s 2021 annual report on the progress of major defense acquisition programs.
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- Global War on Terrorism: Observations on Funding, Costs, and Future Commitments
August 25, 2021After the terrorist attacks of September 11, 2001, the President announced a Global War on Terrorism (GWOT), requiring the collective instruments of the entire federal government to counter the threat of terrorism. Ongoing military and diplomatic operations overseas, especially in Iraq and Afghanistan, constitute a key part of GWOT. These operations involve a wide variety of activities such as combating insurgents, civil affairs, capacity building, infrastructure reconstruction, and training military forces of other nations. The U.S. has reported substantial costs to date for GWOT related activities and can expect to incur significant costs for an unspecified time in the future, requiring decision makers to consider difficult trade-offs as the nation faces increasing long-range fiscal challenges. GAO has issued several reports on current and future financial commitments required to support GWOT military operations, as well as diplomatic efforts to stabilize and rebuild Iraq. This testimony discusses (1) the funding Congress has appropriated to the Department of Defense (DOD) and other U.S. government agencies for GWOT-related military operations and reconstruction activities since 2001; (2) costs reported for these operations and activities and the reliability of DOD’s reported costs, and (3) issues with estimating future U.S. financial commitments associated with continued involvement in GWOT.Since 2001, Congress has appropriated about $430 billion to DOD and other government agencies for military and diplomatic efforts in support of GWOT. This funding has been provided through regular appropriations as well as supplemental appropriations, which are provided outside of the normal budget process. Since September 2001, DOD has received about $386 billion for GWOT military operations. In addition, agencies including the Department of State, DOD, and the Agency for International Development have received since 2001 about $44 billion to fund reconstruction and stabilization programs in Iraq ($34.5 billion) and Afghanistan ($9 billion) and an additional $400 million to be used in both Iraq and Afghanistan. Since 2001, U.S. government agencies have reported significant costs associated with GWOT, but GAO has concerns with the reliability of DOD’s reported cost data. Through April 2006, DOD has reported about $273 billion in incremental costs for GWOT-related operations overseas–costs that would not otherwise have been incurred. DOD’s reported GWOT costs and appropriated amounts differ generally because DOD’s cost reporting does not capture some items such as intelligence and Army modular force transformation. Also, DOD has not yet used funding made available for multiple years, such as procurement and military construction. GAO’s prior work found numerous problems with DOD’s processes for recording and reporting GWOT costs, including long-standing deficiencies in DOD’s financial management systems and business processes, the use of estimates instead of actual cost data, and the lack of adequate supporting documentation. As a result, neither DOD nor the Congress reliably know how much the war is costing and how appropriated funds are being used or have historical data useful in considering future funding needs. GAO made several recommendations to improve the reliability and reporting of GWOT costs. In addition to reported costs for military operations, U.S. agencies have obligated about $23 billion of $30 billion received for Iraqi reconstruction and stabilization, as of January 2006. U.S commitments to GWOT will likely involve the continued investment of significant resources, requiring decision makers to consider difficult trade-offs as the nation faces increasing fiscal challenges in the years ahead; however, predicting future costs is difficult as they depend on several direct and indirect cost variables. For DOD, these include the extent and duration of military operations, force redeployment plans, and the amount of damaged or destroyed equipment needed to be repaired or replaced. Future cost variables for other U.S. government agencies include efforts to help form governments and build capable and loyal security forces in Afghanistan and Iraq, and meet the healthcare needs of veterans, including providing future disability payments and medical services.
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October 6, 2020
- Justice Department Sues Ophthalmology Practice with 24 Facilities for Discriminating Against Individuals with Disabilities who Use Wheelchairs
December 20, 2021The Justice Department today filed a lawsuit against Barnet Dulaney Perkins Eye Center PC (BDP), an optometry and ophthalmology medical provider, for discriminating against patients who, because of their disabilities, need assistance in transferring from their wheelchairs to the surgical table for outpatient eye surgery.
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