Michael R. Pompeo, Secretary of State
On behalf of the Government of the United States and the American people, I congratulate the people of Guinea and send best wishes as you celebrate the 62nd anniversary of your independence.
As Guinea’s presidential elections approach on October 18, we reaffirm our commitment to the democratic process, transparency, and accountability. We look forward to working with Guinea’s people, government, opposition groups, and civil society, in support of a free, fair, transparent, and peaceful electoral process. The United States continues to stand with Guinea to promote good governance, economic development, regional peace and security, and stronger health institutions.
May all Guineans enjoy peace, prosperity, and good health in the year ahead.
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- New Embassy Compounds: State Faces Challenges in Sizing Facilities and Providing for Operations and Maintenance RequirementsBy Sam NewsAugust 25, 2021In response to the 1998 bombings of two U.S. embassies, the Department of State (State) embarked on a multiyear, multibillion dollar program to replace insecure and dilapidated diplomatic facilities. Since 2001, State has constructed 52 new embassy compounds (NECs) under this program, and moved over 21,000 U.S. government personnel into more secure and safe facilities. GAO was asked to examine (1) the extent to which new facilities match the space and functionality needs of overseas missions and State's actions to address space and functionality challenges; and (2) operations and maintenance challenges at these new facilities and State's steps to address them. GAO analyzed staffing data and other documentation for 44 NECs built from 2001 to 2009 and interviewed State headquarters and embassy officials at 22 of these 44 NECs to obtain information on their functionality and operations and maintenance issues.State has located nearly one-quarter of overseas staff in NECs, which posts said are an improvement over older facilities. However, NECs do not fully meet the space and functionality needs of overseas missions. Current staffing levels exceed the originally-built desk--or office--space at over half of the 44 NECs GAO analyzed. Post management has dealt with space limitations by converting spaces, like conference rooms, into offices, but 4 posts have had to retain space outside the compound for staff that could not fit in the NECs. Also, officials at almost all of the 22 NECs that GAO reviewed in depth reported some spaces, like consular affairs spaces, did not fully meet their functional needs. According to State officials, it is difficult to predict changing foreign policy priorities that can affect staffing levels, and the process for planning NECs has been unable to fully account for these changes. Budget constraints also affected decisions about the size of NECs and types of features provided. State has taken some actions to improve NEC sizing, but does not have sufficient flexibility in its staffing projection and design processes to better address sizing challenges. To address problems with functionality, State implemented a lessons learned program to analyze issues in completed NECs and modify design criteria for future NECs, but State has not completed, in a timely manner, planned evaluations that are designed to identify such issues. While NECs are state-of-the-art buildings, they have presented operations and maintenance challenges, and the larger size and greater complexity of NECs, compared to facilities they replaced, have resulted in increased operations and maintenance costs. In 2010, State developed its first long-range maintenance plan that identifies $3.7 billion in maintenance requirements over 6 years for all overseas facilities, but it does not include time frames for implementing identified maintenance projects or address increased operating costs. Problems with testing, or "commissioning," new building systems have contributed to problems with building systems that do not function as they should, causing higher maintenance costs. State strengthened its commissioning process, though this change only applies to future NECs and does not address problems at existing NECs. Further, State does not currently recommission--or retest--NECs to ensure they are operating as intended. In addition, more than half of the 22 NECs that GAO reviewed in detail experienced problems with some building systems, resulting in the need for premature repair and replacement. Through its lessons learned program, State has changed some design criteria for future NECs to avoid problems with building systems. Finally, State has had problems hiring and training personnel who have the technical skills necessary to manage the complex NEC systems. State has taken initial steps to improve its staff hiring and training, but does not have an overall plan to establish its NEC human resource needs and the associated costs.[Read More…]
- Performance and Accountability Report Fiscal Year 2020By Sam NewsNovember 16, 2020Presented is GAO's Performance and Accountability Report for fiscal year 2020. In the spirit of the Government Performance and Results Act, this annual report informs the Congress and the American people about what we have achieved on their behalf. The financial information and the data measuring GAO's performance contained in this report are complete and reliable. This report describes GAO's performance measures, results, and accountability processes for fiscal year 2020. In assessing our performance, we compared actual results against targets and goals that were set in our annual performance plan and performance budget and were developed to help carry out our strategic plan. An overview of our annual measures and targets for 2020 is available here, along with links to a complete set of our strategic planning and performance and accountability reports. This report includes A Fiscal Year 2020 Performance and Financial Snapshot for the American Taxpayer, an introduction, four parts, and supplementary appendixes as follows: A Fiscal Year 2020 Performance and Financial Snapshot for the American Taxpayer This section provides an overview of GAO's performance and financial information for fiscal year 2020 and outlines GAO's near-term and future work priorities. Introduction This section includes the letter from the Comptroller General and a statement attesting to the completeness and reliability of the performance and financial data in this report and the effectiveness of our internal control over financial reporting. This section also includes a summary discussion of our mission, strategic planning process, and organizational structure, strategies we use to achieve our goals, and process for assessing our performance. Management's Discussion and Analysis This section discusses our agency-wide performance results and use of resources in fiscal year 2020. It also includes, among other things, information on our internal controls and the management challenges and external factors that affect our performance. Performance Information This section includes details on our performance results by strategic goal in fiscal year 2020 and the targets we are aiming for in fiscal year 2021. Financial Information This section includes details on our finances in fiscal year 2020, including a letter from our Chief Financial Officer, audited financial statements and notes, and the reports from our external auditor and Audit Advisory Committee. This section also includes an explanation of the information each of our financial statements conveys. Inspector General's View of GAO's Management Challenges This section includes our Inspector General's perspective on our agency's management challenges. Appendixes This section provides the report's abbreviations and describes how we ensure the completeness and reliability of the data for each of our performance measures. For more information, contact Timothy Bowling (202) 512-6100 or firstname.lastname@example.org.[Read More…]
- On the Passing of Former Marshallese President Litokwa TomeingBy Sam NewsOctober 19, 2020
- Puerto Rico: Efforts to Improve Competition for Medicaid ProcurementBy Sam NewsMarch 17, 2021What GAO Found Like other U.S. territories and states, Puerto Rico implements major functions of its Medicaid program by procuring services from contractors, such as the delivery of managed care services to Medicaid beneficiaries. In 2018, procurement costs represented $2.4 billion of Puerto Rico's $2.5 billion in total Medicaid expenditures. The Centers for Medicare & Medicaid Services (CMS)—the federal agency that oversees Medicaid—requires states and territories to use the same process for Medicaid procurements as they do for their non-federal procurements. However, in February 2021, GAO found that CMS has not taken steps to ensure Puerto Rico has met this requirement. Instead, CMS has relied on Puerto Rico to oversee the territory’s procurement process and to attest to its compliance. CMS officials told GAO that states and territories are in the best position to ensure compliance with their respective procurement laws. A 2019 federal indictment alleging Puerto Rico officials unlawfully steered Medicaid contracts to certain individuals has also raised questions about Puerto Rico's Medicaid procurement process, including whether this process helps ensure appropriate competition. The Further Consolidated Appropriations Act, 2020, directed Puerto Rico to publish a Medicaid procurement reform plan to combat fraud, waste, and abuse, which the territory provided to Congress in December 2020. In its procurement reform plan, Puerto Rico acknowledges the need to improve competition and outlines future initiatives and general timeframes to do so. For example, Puerto Rico notes that by August 2021, it will identify the circumstances under which the use of noncompetitive contracts is justified, as well as the factors it might consider in making this determination. By April 2021, Puerto Rico intends to identify procurement information it will make public as part of its competitive procurement process and will make such information public by the end of 2021. Such changes—if implemented as planned—could address some of the issues GAO identified in its review of eight selected Puerto Rico procurements. In its review, GAO found that Puerto Rico did not include important steps to promote competition and mitigate the risk for fraud, waste, and abuse, underscoring the need for federal oversight. GAO and others have found that competition is a cornerstone of procurement. Using competition can reduce costs, improve contractor performance, curb fraud, and promote accountability. As Puerto Rico continues to develop and carry out its planned reforms, implementing GAO’s recommendation for ongoing, risk-based oversight of Puerto Rico’s Medicaid procurement process could enable CMS to promote competition and efficiency while preventing fraud, waste, and abuse in the program. Why GAO Did This Study This testimony summarizes the information contained in GAO's February 2021 report, entitled Medicaid: CMS Needs to Implement Risk-Based Oversight of Puerto Rico’s Procurement Process (GAO-21-229). Specifically, the testimony discusses findings from the report as they relate to Puerto Rico’s Medicaid procurement reform plan.[Read More…]
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