The Department of Veterans Affairs is preparing to issue what’s likely to become one of the largest service contracts in government history as it restructures its arrangements, aiming for rigorous management of the department’s role as a health care payer and greater competition among health care management firms.

The massive contract vehicle represents only the second time VA has signed large contracts with health plans to coordinate private sector care for veterans. The first was shortly after the MISSION Act was signed in 2018. Those contracts are now expiring, and in their place, VA is preparing one large indefinite delivery/indefinite quantity contract with a total potential value of $700 billion over the next ten years.

Among the changes the department is aiming for is a much more rigorous approach to program management in its “community care network,” said Richard Topping, VA’s assistant secretary for management and chief financial officer.

“This program has been unmanaged since its inception. None of the tools, none of the controls that we are talking about introducing here have been available,” he told the House Veterans Affairs Committee on Thursday. “VA had no ability to manage this program, to drive quality, to focus on the outcomes for veterans, to focus on cost. We’ve now got the ability to do that in this contract. The way we designed this unmanaged program also made it very difficult for industry to partner with us. It made it very difficult for community providers to serve our veterans, because it didn’t operate like any other payer program.”

The new contract, called Community Care Network Next Generation, is meant to change much of that. VA says the department intends to cast a wide net for vendors — creating an indefinite delivery/indefinite quantity contract that doesn’t only attract large, national health insurers.

“We are very intentionally not limiting it to the large vendors. The intention is to open this up to competition, to non-large vendors, to those who might bring regional capabilities, regional capacity, and that would not be able to operate on a national or semi-national scale,” Topping said. “They will incur a cost to bid and be awarded a spot on the vehicle. But once they do that, the vendors who are on the vehicle with us, large and small, have a seat at the table with VA, with our program management team to design the task orders. There are two initial task orders in the initial award, those look a lot like what we have now. But we are going to immediately partner with the vendors on the vehicle to begin to build the next more regional, more adaptable, more local models in our task orders.”

Value-based payment models and utilization management

VA plans to use the ID/IQ for its purchased health care for up to ten years. The contract includes a three-year base period, followed by three two-year option periods, and a final one-year option period. During that time, the department plans to use on-ramps and off-ramps to bring new vendors onto the contract — and remove ones that aren’t meeting performance standards.

And contract performance will be overseen and measured by VA program officials who plan to start implementing measures that value quality care over numbers of procedures performed, Topping said.

“VA will implement a comprehensive quality program for community care providers based on nationally recognized measures from the Agency for Healthcare Research and Quality. Contractors will track patient safety events, identify veterans at risk of avoidable visits and readmissions through predictive analytics, and while respecting their choice, guide veterans towards higher performing providers,” he said. “Next Gen will modernize how VA pays its contractors for the care furnished to veterans by implementing value-based payment models. We will begin with episode-based payments for lower extremity joint replacements. As we gain the data and the expertise to manage alternative payments, we will introduce at least three additional models over the performance period of the contract to continually improve care. These models will shift payment away from volume and toward outcomes and total cost of care, which aligns contractor incentives with veterans’ health and system sustainability. We will introduce utilization management. This includes active management of inpatient admissions, emergency department use, concurrent hospital reviews, and high cost drugs administered in clinical settings. This will reduce unnecessary hospitalizations and inappropriate care while protecting veterans’ access to medically necessary services.”

Questions from Congressional overseers

But the department faced bipartisan skepticism during the hearing, partly because VA officials have been slow to detail their plans for the CCN Next Gen effort to members of Congress. VA’s overseers on the House Veterans Affairs Committee say they found out the details of the contract at the same time vendors did — when the request for proposals was released a little over a month ago.

“I understand the VA finds it unprecedented to hold a hearing on an active contract solicitation. I appreciate the sensitivity of the contract, but it is also unprecedented to avoid Congress’s oversight of $1 trillion of spending,” said Rep. Mike Bost (R-Ill.), the committee’s chairman. “My staff and the ranking member’s staff have been told that some topics are off limits because of the sensitive nature of the contract and solicitation. We’ve tried to create a venue in which VA would feel comfortable to speak candidly to our members, but unfortunately, VA failed to assure us of such candor.”

Meanwhile, Democrats on the committee also worry that the new contract will serve as a way to further privatize VA health care — pointing out that more than 40% of veterans’ care is already delivered by private providers through the existing contracts.

Rep. Morgan McGarvey (D-Ky.) said he worried that the contract will lead to large, vertically-integrated conglomerates driving veterans into facilities they control, and away from smaller community-based providers.

“I don’t trust big insurance companies to take care of anybody. The sole thing that motivates them is profit. It’s not people, and it’s certainly not our veterans,” he said. “We have the right to be skeptical when we are talking about private insurance companies taking care of people, because right now they don’t.”

But Topping said the department believes it can avoid problems like the ones McGarvey is worried about through strong oversight and program management.

“The vendors, our health plan partners on this, don’t make the clinical referral from the direct care system to community care. VA does that,” he said. “They don’t make the referral to the provider or determine eligibility [for community care], VA determines that. VA drives where and how our veterans receive care, and we want to know what we’re buying. We want to steer our veterans to the highest quality, lowest cost providers. That goal is not unique to VA — it’s new to us, but we’re bringing this into this program.”

Vendors hoping for a spot on the contract have until March 16 to submit their proposals.

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The Department of Veterans Affairs is officially lifting a hiring freeze on its health care workforce, after shedding tens of thousands of positions last year.

But the VA, which saw the first-ever workforce net decrease, is unlikely to hire its way to a higher headcount than what it currently has.

A report from Democrats on the Senate VA Committee released Thursday finds VA facilities are still operating “within strict staffing caps.”

“Facility leadership in the field are still reporting denials and severe delays in hiring approvals for all positions from clinical staff to custodians to claims processors,” lawmakers wrote.

The report claims the VA lost more than 40,000 employees last year, and that 88% of them worked in health care. About 10,000 of those employees worked in frontline positions that the department has struggled to fill.

VA workforce data shows the department saw a net decrease of 3,000 registered nurses last year, a net decrease of 1,000 physicians and a net decrease of 1,550 appointment schedulers.

In a typical year, the VA’s workforce sees a net gain of about 10,000 employees. But under the Trump administration, the VA sought to eliminate 30,000 positions through attrition by the end of fiscal 2025. The department previously envisioned cutting 83,000 jobs in part through layoffs.

VA Press Secretary Pete Kasperowicz disputed several of the report’s findings. He said the VA achieved its headcount reduction goal of 30,000 employees, but didn’t lose 40,000 employees, as Senate Democrats claim. The VA also disputes the report’s claims that veterans, in some cases, are seeing longer wait times for VA mental health care appointments. 

Committee Ranking Member Richard Blumenthal (D-Conn.) told reporters in a call that the report shows a “diminished” VA that is unable to keep up with the needs of veterans.

“The loss of talent is so deeply regrettable, and the results are basically longer wait times,” Blumenthal said.

Kasperowicz said in a statement that, “while Blumenthal stages political theater, VA is making major improvements for veterans under President Trump.”

The VA fired about 2,400 probationary employees last year, but largely reduced its workforce through voluntary separation incentives.

VA workforce data shows the department made about 21,000 hires last year, offsetting the total impact of these workforce cuts.  The latest data from the Office of Personnel Management shows the VA saw a net reduction of more than 27,000 positions in 2025.

But Blumenthal said these new hires have done little to improve the VA’s capacity.

“They are not the same skilled people as have been either fired or lost because of the toxic environment that’s been created in many areas of the VA,” he said.

 

VA workforce data shows the department made about 21,000 hires last year, offsetting the total impact of these workforce cuts.  The latest data from the Office of Personnel Management shows the VA saw a net reduction of more than 27,000 positions in 2025 (Source: OPM)In a memo last week, VA Under Secretary for Health John Bartrum told department leaders that “all hiring freeze restrictions” still in place at the Veterans Health Administration have been lifted.

Bartrum wrote in the memo that each Veterans Integrated Service Network (VISN) “has been allocated a baseline number of positions calculated on their budgeted FTE plus anticipated needs for growth,” and that requests to exceed that headcount must be approved by the VA Strategic Hiring Committee.

“Leaders and managers must manage operational needs within their cumulative full-time equivalent (FTE) budget and position thresholds,” Bartrum wrote.

The report claims veterans are seeing longer wait times for mental health care appointments. In early January, new-patient wait times for individual mental health care appointments in 14 states exceeded 40 days — twice the wait time threshold that allows veterans to seek treatment outside the VA’s health care network. Those states include California, Colorado, Connecticut, Iowa, Idaho, Kansas, Maryland, Maine, North Carolina, North Dakota, Nebraska, New Hampshire, New Mexico, and Virginia. According to the report, the national mean for new patients to sign up for individual mental health care appointments is 35 days.

However, Kasperowicz said VA data shows wait times for mental health care were under six days for established patients, and 19 days for new patients. 

The VA eased requirements for veterans to seek care from non-VA “community care” last year, and has increased spending on community care. The department is embarking on a $1 trillion next-generation community care contract, one of the largest government contracts in U.S. history.

House VA Committee Chairman Mike Bost (R-Ill.) said in a hearing Thursday that the contract, “if done properly,” would give the VA “unprecedented flexibility” to award contract and task orders that would lead to better health care outcomes for veterans.

In their report, Senate VA Committee Democrats found the VA last year cancelled about 2,000 contracts and let another 14,000 expire without plans to renew or replace those services.

VA Secretary Doug Collins has repeatedly defended his plans for a smaller workforce. He told lawmakers last May that increased staffing hasn’t always led to better outcomes for veterans.

Last year, the department decreased its backlog of benefits claims by nearly 60% despite a net decrease of about 2,000 VA claims processors.

Kayla Williams, a former VA assistant secretary and a senior advisor for the Vet Voice Foundation, said the department reduced the initial claims backlog, but has grown the volume of claims requiring higher-level review.

“These actions were never about efficiency or cost savings,” Williams said.

The VA anticipated a spike in the backlog after Congress passed the PACT Act, making more veterans eligible for VA health care and benefits, because they were exposed to toxic substances during their military service.

Lindsay Church, the executive director of Minority Veterans of America, said 1.2 million veterans have lost their VA providers under the Trump administration.

“Clinics can’t keep care teams staffed. Appointments are being canceled or delayed, and veterans who rely on consistent, trauma-informed care are being forced into instability and pressured into community care. Mental health access, which has always been a crisis for our community for decades, has deteriorated rapidly,” Church said.

Mary Jean Burke, the first executive vice president of the American Federation of Government Employees National VA Council, said that by the end of 2026, most VA facilities are on track to lose about 2-5% of their psychologists — and that locations, including Seattle and Buffalo, are on track to see “double-digit” attrition.

Burke said VA health care employees have left because the VA has slashed jobs, stripped away remote work and telework, and brought staff back into “overcrowded” spaces.

“These punishing policies haven’t just lowered morale, they end up compromising the quality of care we provide,” Burke said.

Collins is scheduled to testify before the Senate VA Committee next Wednesday, in a hearing about the department’s ongoing reorganization efforts.

The post VA officially lifts hiring freeze, but staffing caps still in place for shrinking workforce first appeared on Federal News Network.

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Bayern will use a “culmination" of his experience to lead MM Brands as federal cannabis rescheduling unfolds.

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The IRS is abandoning a customer service metric it’s been using for the past 20 years and replacing it with a new measurement that will more accurately reflect the public’s interactions with the tax agency, according to agency leadership.

The IRS is pursuing these changes as part of a broader shakeup of its senior ranks happening less than a week from the start of the tax filing season.

IRS Chief Executive Officer Frank Bisignano told employees in a memo obtained by Federal News Network that these changes will help the IRS achieve the “best filing season results in timeliness and accuracy.”

“At the heart of this vision is a digital-first taxpayer experience, complemented by a strong human touch wherever it is needed,” Bisignano wrote in the memo sent Tuesday.

In addition to overseeing day-to-day operations at the IRS, Bisignano also serves as the head of the Social Security Administration.

As part of these changes, Bisignano wrote that the IRS will place its current measurement of customer service over the phone with “enterprise metrics that reflect new technologies and service channels.”

“These updates will allow us to more accurately capture how the IRS serves taxpayers today,” he wrote.

The IRS and the Treasury Department did not respond to requests for comment. Bisignano told the Washington Post that the new metrics will track the agency’s average speed to answer incoming calls, call abandonment rates and the amount of time taxpayers spend on the line with the agency.

He told the Post that the agency’s old phone metrics didn’t help the IRS with its mission of solving taxpayers’ problems — and that the agency is investing in technology to better service its customers.

“We’re constantly investing in technology. We constantly must reap the rewards of it,” Bisignano told the Post.

The IRS is specifically sunsetting its Customer Service Representative Level of Service metric. The agency has used this metric for more than 20 years.

But the National Taxpayer Advocate, an independent watchdog within the IRS, told Congress last year that this metric is “misleading” and “does not accurately reflect the experience of most taxpayers who call” the agency.

National Taxpayer Advocate Erin Collins wrote in last year’s mid-year report to Congress that this Level of Service (LOS) metric only reflects calls coming into IRS accounts management phone lines, which make up only about 25% of the agency’s total call volume.

Using the LOS metric, the IRS achieved an 88% level of phone service in fiscal 2024. But IRS employees actually answered less than a third of calls received during the 2024 filing season — both in terms of total calls, and calls to accounts management phone lines.

The agency calculates its LOS metric by taking the percentage of phone calls answered by IRS employees and dividing it by the number of calls routed to IRS staff.

The IRS relies on this metric, as well as historical data on call volumes, to set targets for how many calls it has the capacity to answer, and to set hiring and training goals in preparation for each tax filing season.

Collins wrote that the LOS metric has become a proxy for the level of customer service taxpayers can expect from the IRS. But she told lawmakers that using this metric to drive taxpayer service decisions “is akin to letting the tail wag the dog.”

“The LOS is a check-the-box measure that fails to gauge the taxpayer’s telephone experience accurately and fails even to attempt to gauge the taxpayer experience in other important areas,” Collins wrote. “Yet because the IRS has adopted it as its primary measure of taxpayer service, sacrifices are made in other areas to boost the LOS as much as possible.”

Besides overhauling IRS call metrics, Bisignano announced a new leadership team at the agency.

As reported by the Associated Press, Gary Shapley, a whistleblower who testified about investigations into Hunter Biden’s taxes and who served as IRS commissioner for just two days last year, has been named deputy chief of the agency’s criminal investigation division.

According to Bisignano’s memo, Guy Ficco, the chief of the agency’s criminal investigation division, is retiring and will be replaced by Jarod Koopman, who will also continue to serve as the agency’s chief tax compliance officer.

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As he marked one year since being sworn into office, President Donald Trump on Tuesday touted the actions of his administration — including praising the major reductions to the federal workforce throughout 2025.

“I don’t want to cut people, but when you cut them and they go out and get a better job, I like to cut them,” Trump said during a nearly two-hour press briefing, while also stating his administration “slashed tremendous numbers of people off the federal payroll.”

The White House on Tuesday also released a list of “365 wins” over the last year, commending the administration’s efforts to ensure a “merit-based” federal workforce. The list includes federal workforce actions overhauling the probationary period; eliminating diversity, equity and inclusion across government; requiring employees to work on-site full-time; slashing federal jobs; and limiting agencies to one new hire for every four employees who exit the civil service.

“I say, get rid of everybody that’s unnecessary, because that’s the way you make America great again,” Trump said. “When you have all these jobs where people are sitting around doing nothing and they get a lot of money from the government, it’s no good.”

But good government groups such as the Partnership for Public Service tell a much different story of the administration’s impact on the federal workforce. Max Stier, the Partnership’s president and CEO, described 2025 as “the most significant reduction in federal government capacity that we’ve ever experienced in our history.”

“And that reduction in capacity is best represented in our most important asset: our federal workforce,” Stier told reporters on a press call last week.

Governmentwide, federal workforce data shows that about 320,000 federal employees left government during 2025, while just tens of thousands joined the civil service. The Office of Personnel Management reported a net loss of about 220,000 federal employees over the course of the year.

“It tells a disturbing story about who we’ve lost in our government and what is actually happening to the workforce,” Stier said. “But it doesn’t tell you anything about what is truly most fundamental — their morale and what they think about what’s happening right now.”

The Partnership, a non-profit organization that advocates for non-partisan, “good government” reforms, released a report on Tuesday, noting that the Trump administration’s actions over the last year created “confusion, distrust and stress within the federal workforce.”

“There were large-scale layoffs of employees, cuts to government programs and the ending of many grants, altering how the government does — or does not — serve the public and the outcomes it can achieve,” the report states. “Not only did the government lose invaluable expertise, it became less responsive to public needs and less prepared to keep Americans safe.”

“It is impossible to gain a full picture of the layoffs and their impact,” the Partnership added. “The administration has provided few specifics about what positions have been eliminated and which personnel have been laid off or incentivized to resign.”

The Partnership’s report also detailed the specific impacts of federal workforce losses over the last year, including effects at agencies like the IRS, Social Security Administration, Department of Health and Human Services, FEMA and many others.

As a result of the governmentwide staffing cuts, the Partnership argued, agencies are less prepared to deliver disaster assistance during emergencies, and less efficient in administering crucial government programs, leading to delays in basic services and increased wait times.

By contrast, OPM Director Scott Kupor has argued that the Trump administration’s federal workforce overhauls will lead to better employee accountability, merit and performance across government. Kupor also touted the loss of one-third of OPM’s internal workforce during 2025, while saying the agency’s service delivery improved.

“President Trump was clear from day one: The federal workforce must be accountable, performance-driven and focused on serving the American people,” Kupor said in a Dec. 31 press release. “This year, OPM delivered on that vision — modernizing government operations, rewarding excellence and putting taxpayers first.”

But Rob Shriver, director of the Civil Service Strong program at Democracy Forward, questioned the Trump administration’s workforce reductions, saying there are no forward-looking plans for continuing to effectively deliver services after the cuts.

“The singular focus on headcount reduction as a blunt instrument reveals that DOGE was never about efficiency,” Shriver, a former acting director of OPM during the Biden administration, said in commentary on Tuesday. “It was about retribution and stifling dissent by intimidating federal workers into leaving their jobs or, if they decided to stay, intimidating them into not questioning their political leaders.”

At the same time, information on the federal workforce’s perspective over the course of 2025 will likely be limited. After months of postponing, OPM last year opted to cancel the 2025 Federal Employee Viewpoint Survey. In an attempt to fill the data gap, the Partnership conducted its own federal workforce survey.

The results of the Partnership’s survey are expected to be released in March. But Partnership officials have said it will still be difficult as an external organization to replicate the depth of data OPM can attain through FEVS.

Going forward, the Trump administration is looking to make further changes for the federal workforce, including overhauls to the probationary period and federal hiring processes, as well as performance management and senior executive development.

OPM’s Kupor said the upcoming changes will make government “leaner,” while making federal employees more results-oriented, accountable and efficient.

But some painted a darker picture for federal employees throughout 2026.

“The harms caused by these cuts have already begun to play out, and we’ll see more and more of that in 2026, when the impacts of the thoughtless workforce cuts are felt more deeply around the country,” Shriver said.

The Trump administration is also expected to soon issue a final rule to implement “Schedule Policy/Career.” The forthcoming regulations will let agencies reclassify career federal employees in “policy-influencing” positions, in effect removing their civil service protections and making them easier to fire at-will.

“The change of our federal government into one that is a loyalist workforce, as opposed to a professional one, is a process that we anticipate moving forward in 2026,” Stier said. “As challenging as 2025 was, I think we can expect even harder days ahead in 2026.”

The post Trump lauds ‘tremendous’ federal workforce cuts. Good government group calls them ‘disturbing.’ first appeared on Federal News Network.

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Nicholas Moore pleaded guilty to stealing victims’ information from the Supreme Court and other federal government agencies, and then posting it on his Instagram @ihackthegovernment.

Interview transcript:

 

Terry Gerton Your office has recently published the results of your audit on the homeless screening clinical reminder process in the Veterans Health Administration. Let’s start by having you explain what that process is and how it’s supposed to work, and what difference it makes for veterans who are perhaps experiencing housing instability.

Steve Bracci First, I do want to acknowledge that VA has prioritized ending veteran homelessness. There are several programs to help veterans who are homeless or at risk of becoming homeless. The homeless screening clinical reminder process really is an outreach effort. During health care visits, the screening tool, which is a series of questions, is used as a proactive way for VA to identify and help veterans who are either homeless or concerned about their housing stability. And this is really important because veterans may be unaware of the programs and assistance VA has to offer, or they might be reluctant to ask for help. So the screening tool prompts clinical staff to ask veterans if they have any housing concerns that they want help with. This then allows the clinician to make a referral to a social worker who can then connect with the veteran to discuss options and provide them with the assistance they need. This is, again, really important because it can have a major impact on veterans’ housing stability and their overall health and wellbeing.

Terry Gerton And VHA has established a target timeframe for that follow-up, right? Will you walk us through that?

Steve Bracci When a veteran says they want help, they are supposed to acknowledge that and act on it within seven days, but the goal is to actually resolve and have a conversation with the veteran within 30 days. But of course they recognize that it’s important to do it as quickly as possible.

Terry Gerton And so I guess the big finding, as you did your audit, was that in cases where the medical centers used both VistA and the Oracle Health System, almost 61% of veterans didn’t receive appropriate follow-up. What exactly is going wrong there?

Steve Bracci First, I want to clarify the 61%. That only refers to the veterans we were able to review at the VistA sites. The issues we saw at the Oracle sites were more focused on the lack of reliable data, which prevented our team and actually prevents VA from being able to view veterans’ cases and make sure that they’re being followed up on. So the 61% does refer to the VistA site. I just wanted to make that clear. But to answer your question about what went wrong, there were two key breakdowns that we saw in the process. First, the staff that screened the veterans, the clinicians, did not always refer veterans to social workers. Facilities have different ways of doing this and the processes varied across the sites we reviewed. For example, some facilities do a formal referral through the electronic health record using the consult process, while others use more informal methods, like sending an instant message to social workers. That’s an example. But we did find instances where these referrals just weren’t made. And as a result, no one reached out to the veterans to provide them with the assistance they needed. So that was the first part. The second part is the staff who received the referrals didn’t always follow their local procedures for conducting outreach with respect to how they tried to reach the veterans or how many attempts they made to reach the veterans. The intent of a follow-up is for social workers to have an actual interaction with the veteran and to have a conversation, identify their needs, and then they can provide the appropriate intervention. But we found instances where there was no interaction at all and it was just a letter was sent, or an email. So there was no way to ensure that the veterans’ needs were actually being met.

Terry Gerton Homeless veterans can be amongst some of the toughest folks to actually contact. They may not have a reliable mailing address. They may have a predictable phone number. What are the contact mechanisms that the referral team is supposed to use to reach them?

Steve Bracci Whatever method possible. They try to reach them using a telephone number. They try email. They try text messages. I think that’s not something we really touched on too much in our report, but it does show the importance of trying multiple times to reach a veteran before closing out that referral.

Terry Gerton I’m speaking with Steve Bracci. He is a deputy assistant inspector general for the Office of Audits and Evaluations at the Department of Veterans Affairs. So you mentioned the 61% with VistA cases, but you also said with the Oracle Health System, they have unreliable data. I’m interested — it seems like two different IT systems, but I’m presuming they have sort of the same SOPs across the network, regardless of what IT system they’re using. What makes the difference in terms of reliable follow-up reports, or root causes?

Steve Bracci I think it’s just a matter of how reliable that follow-up report is. We found with the VistA sites that the report was accurate as far as identifying the actual veterans who screened positive and wanted help. It was the actual follow-up part of that that was missing, whether or not the veteran had actually been reached and whether or not the follow-up had been completed. So that was the piece that was missing with the VistA sites. With the Oracle sites, we just found that it wasn’t accurate at all. The actual report was somewhat unusable with identifying whether or not veterans had actually screened positive and then any sort of follow-up had been done. So, that was a distinction there.

Terry Gerton So you’ve got really two fundamentally different, systemic problems. Talk us through your recommendations. How do you want VA to tackle this issue?

Steve Bracci That’s a challenge for VA is when you have two systems — anytime you have IT systems and there need to be updates, that is a challenge. I think it’s just a matter of doing what they need to do to make sure that the systems are accurately capturing the data and reporting the veterans who need help so that that follow-up can be taken.

Terry Gerton How did VA respond to these recommendations, and who’s responsible for fixing the problem?

Steve Bracci I do want to acknowledge that VA concurred with our recommendations and they developed a responsive action plan for each one. So that’s important. Carrying out the action plans will require significant effort because not only are we dealing with two different systems, but we’re dealing with many VA medical facilities and each facility can do things a little bit differently. So identifying what works and taking steps to standardize that process across the system will take some effort. So that’s an important piece. Like I said, the recommendation about ensuring reliable reports could require additional coordination because we are dealing with VistA sites and Oracle sites, and it will require significant communication and collaboration across program offices and VA stakeholders to get the reports where they need to be. So ultimately responsible, you know, I mean the VA secretary is ultimately responsible for everything within VA. But you have many different program offices that are relevant in this case, and you have many different VA leaders also.

Terry Gerton Does VA have, say, a task force lead for this project?

Steve Bracci Not that I’m aware of.

Terry Gerton Let’s assume that they figure out how they’re going to orchestrate all of those different pieces that need to respond to this. What do you want veterans to know about how this might change their interaction or their service when they’re screened for homelessness or housing insecurity?

Steve Bracci I want veterans to know that they can expect to see improvements to the process. That’s why the OIG is so important: Our oversight focuses on topics and programs and services that are important to veterans. Our team does a really good job. When we conduct an audit, our team does really good job communicating with the different program offices and with VA leadership throughout the project. So when our report is issued, it doesn’t come as a surprise. So that communication, I think, is really important and it gives VA the opportunity to start making improvements and corrective actions immediately. And we’ve found that that is the case, that they take those meetings and they take our findings and our recommendations seriously. So I want veterans to know that. And, you know, I think VA as part of their response to our report, they have planned corrective actions that should be implemented by August of 2026. So if they follow through and they take action and they complete those plans, then veterans will see improvements to this process.

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Interview transcript:

Rep. Lou Correa My priority is taking care of those who fought and sacrificed so much for this country’s freedom. It’s veterans. Every day, 20 to 40 veterans take their own lives here in the United States. One is too many, let alone up to 40 a day. Trying to find solutions, trying to find cures, therapies for veterans. And in my opinion, everything I’ve seen, this is a cure, not only a treatment, but a cure: Psychedelics cure veterans, and that’s not coming from Lou, but rather my discussions with veterans. But not only is it just having this medicine there, it’s really a process. It’s making sure that we have experts who know what they’re doing when they treat veterans. Ibogaine, one of the psychedelics that’s widely used right now, is a very powerful medication, very powerful drug from Africa. If you don’t have people that know what they’re doing, we could have people injured or killed, lose their lives when they’re being through treatment. So what we want to do, what I want to with this legislation, is prepare, plow the field, so that when we can administer these medicines for our veterans, it’s done by people who are experts and who know what their doing.

Terry Gerton Congressman Bergman, you’ve seen the effects of PTSD up close in your own service in the Marine Corps. What is it about this legislation that would address the veteran mental health crisis in a way that current VA programs don’t?

Rep. Jack Bergman Well, you know, when it comes to our job as legislators, to compliment what Lou said, we’re here as elected representatives, to make sure we do the right things for all the American people, but especially focused here on veterans. And it’s our role as Congress to provide the guidelines and the guardrails, and in some cases, the money to enable the good research that in some small ways is being done, but we need more of it. And we need to bolster the quality of the research, but also bolster the confidence by risk-averse bureaucracies here. And bureaucracies aren’t bad, but risk aversion is one of the challenges that we have. If we’re going to send money for a program or a project, or in this case, research into alternative therapies for veterans, we need the researchers to go after it and feel that we’ve got their back so they can turn out the results that’ll lead to therapies that’ll help the veterans lead a more proactive, full life.

Rep. Lou Correa And Jack, not only do we want that research, we also want a deadline. We want to make sure people move on this stuff. Think about the situation in the United States. Sixty, 70 years of a war on drugs. It’s very hard for people to start thinking that things like psychedelics can actually be a treatment, a medicine for PTSD, a medicine for mental health, a medicine for alcoholism and a medicine to treat drug addiction. It’s very hard, it’s contradictory, and what we’ve got to do is change, like Jack said, that bureaucratic thinking. And it’s not easy, but we’ve got to do it.

Terry Gerton So, Congressman Correa, can you walk us through the core provisions of this bill? What would these centers of excellence look like and how would they operate within the VA system?

Rep. Lou Correa We want to keep it as flexible as possible, but the goal here is to make sure that these centers of excellence train people, have trained individuals who actually know how to implement these new treatments, these new medications, these new medicines. I’ve gone to Mexico a number of times. I’ve seen this treatment implemented. It’s not done in a back room somewhere. It’s done in a hospital setting. You have emergency room technicians there. You have the emergency room nurses prepared in the event something doesn’t go as planned. I’ve also talked to veterans who have gone through this treatment and come out very well. And a couple have said, almost cost me my life. So you’ve got to make sure that you know what you’re doing. And again, I use the term plow of the field, because when the VA says you can do this, well, who’s going to actually implement it? And that’s the goal. Make sure it’s ready to go.

Terry Gerton Congressman Bergman, you addressed the risk aversion kind of inherent in our bureaucracy. This bill would establish five centers. Is that enough to overcome the risk aversion and really make a national impact?

Rep. Jack Bergman Well, I believe it’s a start because we already have a model in place. The Centers of Excellence for Traumatic Brain Injury, the four centers that were established back in the ’90s: Palo Alto, Richmond, Minneapolis and Tampa were the original four. So there’s such a thing as starting too small and starting too big. I believe that this number is right. If you could, in an ideal world, the mindset within the research centers is that it’s a leapfrog of who can do better, in a very positive way so we all learn from the successes of the others. Not just research for research, as Lou said. We want outcomes and move forward, not just continue more research. Let’s get rolling.

Rep. Lou Correa You know, I met a gentleman he was active duty, in Mexico getting treatment. Didn’t want me to know his name, anything else he said. “I just want to get cured.” And I asked him, what was the process you went through in choosing this specific clinic? He said, I just did the best I could online research. Said, I didn’t have much to go with, but I’m desperate to get cured of my addictions and stay in the military. As Jack said, we want to start — is a number too big, too small, we just have to move forward and begin to give these desperate veterans a solution, something that works in a setting that is actually medically qualified and not just guessing about where to go and how to do it.

Terry Gerton I’m speaking with Rep. Lou Correa, Democrat of California, and Rep. Jack Bergman, Republican of Michigan. Congressman Bergman let me come back to you. This is a bipartisan effort. What is driving the bipartisanship and how do you plan to expand the folks who sign on to this as you introduce the bill?

Rep. Jack Bergman What drives the bipartisanship, I think it’s the same in any subject you go to. It’s people like Lou and I who came here to serve our constituents, but also serve our country. And in our case, focusing now on serving our veterans. Because when you think about what we’re proposing here, if these new ways of providing therapy and helping veterans overcome those issues that they have — if it’ll work for veterans, it’ll pretty much work for the vast majority of the American population. And as someone in the military who served for more than a few years, we used to joke about, hey, as veterans, we’ve been lab rats on some somebody’s experimental table. I’m OK with that. I’m OK with that because I came to serve our country and so did Lou. So we see this as only positive, for us being an example of people working together.

Rep. Lou Correa And let me add to Jack’s comments, which are these young men and women who sign up as volunteers to defend our country, they don’t go in asking whether Democrat or Republican to serve our nation. They all serve equally and they all sacrifice and give equally. And so to me, the job of helping veterans is not Democrat or Republican, but it’s a national job, responsibility that we have to comply with.

Terry Gerton Congressman Correa, in one of your earlier comments, you mentioned the war on drugs and concern about psychedelic drugs. Have your comrades in Congress expressed any concern about that approach?

Rep. Lou Correa Not openly, but you know, when you approach people and tell them about what we’re doing … they’ll smile at you and say, yes send me more information, and that’s essentially a nice “don’t call me, I’ll call you” situation. But again, it’s very hard, and again it’s not Republicans — but it’s Republicans and Democrats that are very hesitant to move in this direction. It’s kind of shocking to me. You always think about Democrats open to this. Uh-uh, this is across the board. Both Ds and Rs with a lot of hesitation. But I ask people to focus on the veterans; 20 to 40 suicides a day is way too many. One is too many. And this is the goal, making sure we cure these veterans of what haunts them. The things, those invisible wounds they bring back from the battlefield. We can do better as a country. The solutions are there.

Terry Gerton Congressman Bergman, beyond the perhaps concern about the particular medications, are there other major hurdles that you’re anticipating the bill will need to deal with in order to translate this into real capabilities?

Rep. Jack Bergman If you don’t think there’s going to be another hurdle in life, you’re already missing something. Because there’s, you know, Murphy’s Law and a law of unintended consequences and all those things that happen naturally. And we just assume there’s going to be natural hesitance on the part, as Lou just talked about, some of our colleagues who just, they just don’t want to have to put this on their plate. For whatever reason, they’re not comfortable with it. And I get that, that’s okay. That’s why we’re partnered together to build the confidence in as many of our colleagues as possible. We’re not Cheech and Chong here. We may think we’re funny, but as my wife says, you’re not funny. Okay. Don’t try to be funny. So, but, but the point is we are two rational gentlemen who have been around a long time, seen a lot, done a lot. And we believe that the role Congress can play here is one of positivity, if you will, for veterans first, and then the rest of the population second, to live a better, fulfilling life.

Rep. Lou Correa And the second part is the big one. Think about it. This works for veterans, it cures them of these mental challenges they have. Can you imagine what it’ll do for the rest of our society? And in my opinion, when you look at homelessness, drug addiction, alcoholism — all of that starts from mental health challenges. We may have stumbled on a tremendous cure for all the above. And to me, this means we’ve got to dig deep and make sure we can do this right.

Terry Gerton Congressman Correa, you’ve got an event on Wednesday night, a Capitol Hill briefing and public discussion on this topic. It’s at the Capitol Visitor Center from 6 to 8 p.m. What do you hope to accomplish in that session?

Rep. Lou Correa I’ll take your word that I have that event. I haven’t looked beyond tomorrow. I will continue to hope with Jack, with others, that we keep pushing forward with this medication, this cure for our veterans. Again, suicides every day. I talk to veterans on a daily basis who tell me, my friend just took his own life waiting for a cure that never came. And these are sad stories. And I’m desperate to get this medication, this cure, implemented with our veterans. I know right now, not only are veterans going to Mexico, to Costa Rica, to other foreign countries to get treatment, they have to pay cash —$5,000 or $7,000 or $8,000 per cure, per session. But there are also clandestine, below-the-radar operations that are springing up in the United States. Are they good or bad? I don’t know. Veterans deserve better from us. What do I expect to accomplish on Wednesday, today and every day? Get a system in place, get a medical procedure in place to take care of our veterans.

Terry Gerton Congressman Bergman, what message do you want to make sure that your Marines and other veterans who might be listening to this and considering joining that event on Wednesday, what do you want them to know?

Rep. Jack Bergman Number one, they’re not in this alone. You’ve got people here, Lou and I and others, that are engaged, are committed, and whoever is sitting in that room on Wednesday, I would hope that they leave that room feeling more informed that there’s a certain level of honesty and integrity involved in what we’re trying to accomplish. And if nothing else, if we could light their curiosity fire to explore this more through their staff and through others, because they see the confidence that we have in making this happen and figuring out a way towards better outcomes.

Rep. Lou Correa And let me add to Jack’s comments. We’re here, we have their back. We’ve got our veterans, we’ve got their back, we want their best interest. I don’t own any stock, any of these drug companies. I’m not in the business. I’m not here to make money off this. I’m here to help our veterans. A lot of those folks are my best friends. I grew up with them. I saw, I know many of them that didn’t come back from Vietnam. I know the pain a lot of the veterans go through. I just want to make sure that as Americans, we do the right thing for our veterans.

The post Could psychedelics help stop veteran suicide? Lawmakers hope so first appeared on Federal News Network.

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Congressional appropriators are seeking less aggressive budget cuts for the IRS than what the Trump administration has proposed.

Members of the House and Senate appropriations committees, in the latest package of spending bills for fiscal 2026, are also renewing efforts to shrink federal office space.

Funding for the State Department remains relatively unchanged, despite a massive reorganization carried out last year.

Meanwhile, lawmakers want agencies to use artificial intelligence tools to speed up the delivery of public-facing benefits and services.

Here are a few highlights from the FY 2026 spending bills on Financial Services and General Government, as well as National Security and the State Department.

Less dramatic cuts for the IRS

The spending package still includes budget cuts for the IRS, but less severe cuts than what the Trump administration and House Republicans proposed.

The minibus would give the IRS an $11.2 billion budget for the rest of fiscal 2026 — a $1.1 billion, or nearly 9% cut from current spending levels. This would be the fourth consecutive year the IRS has seen spending cuts or a flat budget.

Republican appropriators said the spending package “restrains the IRS,” while investing more funds in public-facing taxpayer services.

IRS would spend $3 billion on taxpayer services — about $256 million above current spending levels. But its enforcement budget would shrink to $5 billion — about a $439 million cut compared to current levels.

The Trump administration proposed a $9.8 billion annual budget for the agency — more than a 20% spending cut from current spending levels.

In recent years, the IRS has tapped into a multi-billion-dollar modernization fund from the Inflation Reduction Act to address shrinking annual appropriations. Moving around these funds, however, leaves the IRS with less funding to address long-standing problems with its outdated IT systems.

Democrats on the appropriations committee said the spending deal rejects “poison pill” provisions from earlier proposals. That includes a provision that would block the IRS from creating its own free tax filing software.

The IRS officially shut down Direct File, the agency’s free online tax filing platform that ran for two years, and is exploring alternatives operated by tax preparation companies. The spending bill grants the IRS authority to make new hires more quickly to help address backlogged tax returns.

Under this spending deal, the Small Business Administration would also receive a $1.25 billion budget under this spending deal, rejecting the Trump administration’s plan to cut its funding by over 40%.

GSA funding to offload underutilized office space

Lawmakers are calling on the General Services Administration to accelerate its plans to offload underutilized federal office space. The spending deal, however, falls short of what GSA officials have said is necessary to address a multi-billion-dollar maintenance backlog.

The spending bill allows GSA to spend $9.7 billion from the Federal Buildings Fund. That fund includes rent payments GSA collects from agencies working out of GSA-owned facilities. Included in those funds, GSA receives $166 million in funding for new federal construction projects, and $934 million for federal building repairs.

In a joint explanatory statement, appropriators wrote that they are concerned that deferred maintenance costs for federal real estate are “rising at an unsustainable rate.”

The spending deal would require GSA to conduct a study examining the “administrative and regulatory burdens” GSA faces in the real estate disposal process, and to brief the appropriations committees on its findings.

GSA currently has about $24 billion in deferred maintenance projects. Ed Forst, GSA’s newly confirmed administrator, recently told a Senate panel that about $6 billion is “urgently needed” within the next year or two to address the deferred maintenance backlog. The maintenance backlog, he added, is “likely underestimated,” and will only grow if left unaddressed.

The Public Buildings Reform Board, which advises GSA on underutilized federal properties it should sell or offload, recently told a House subcommittee that GSA will need about $50 billion to address a backlog of deferred maintenance and repairs in federal buildings.

GSA currently receives about $600 million annually to address those needs. Given those spending levels, the board estimates GSA’s portfolio would have to shrink by about 80% to keep up with its maintenance backlog.

The spending deal would give $3.6 million to the Public Buildings Reform Board. The board is set to disband by the end of this year. Members of the board, however, say their work is far from finished, and have asked Congress to consider reauthorizing the board.

The spending bill also supports President Donald Trump’s executive order designating classical architectural styles as the preferred style for new construction projects.

AI tools to deliver public-facing services

The spending bill also focused on GSA’s government IT portfolio, and directs GSA to help deliver benefits and services to the public more quickly through AI tools.

The spending bill awards $1.4 million to GSA’s Office of Technology Policy to make federal websites more accessible for people with disabilities, as required by Section 508 of the 1973 Rehabilitation Act.

“As the nation’s population ages, there will be more people with disabilities who rely on accessibility tools to access government resources. This underscores the importance of making Federal websites, apps, kiosks, and other technology accessible in the coming decades,” the joint explanatory statement states.

More than half of all federal websites have at least one accessibility issue, according to data collected in 2024 by GSA and the Office of Management and Budget.

The spending package also directs GSA to help agencies improve their public-facing benefits and services through AI tools. The spending deal, however, doesn’t put any funding behind this goal.

“Congress recognizes the importance of improving customer satisfaction for constituents seeking information about benefits and government resources,” appropriators wrote in their joint explanatory statement. “The agreement encourages the GSA to work with federal agencies to develop improved customer experiences when interfacing with their government on its progress toward issuing this guidance.”

State Department funding intact, spares independent agencies from elimination 

Lawmakers are proposing modest budget cuts for the State Department, despite going through its largest reorganization in decades.

The minibus gives the State Department a $9.7 billion operating budget, an essentially flat budget compared to the department’s current $9.8 billion operations budget.

The minibus requires the State Department to give Congress quarterly updates on staffing levels, hiring and attrition for its civil service and Foreign Service ranks. The State Department laid off nearly 1,350 employees last summer. It also eliminated or consolidated hundreds of offices and programs.

The bill also rejects the Trump administration’s deep cuts planned for some independent agencies — including the Millennium Challenge Corporation and the U.S. Agency for Global Media, which includes Voice of America. But it doesn’t address the Trump administration’s dismantling of the U.S. Agency for International Development last year. All USAID programs spared from elimination have been folded into the State Department.

Senate Appropriations Committee Vice Chairwoman Patty Murray (D-Wash.) said the spending package reflects “tough negotiations under extremely challenging circumstances,” but is a “significantly better outcome than another yearlong continuing resolution.”

Senate Appropriations Committee Chairwoman Susan Collins (R-Maine) said the “appropriations process continues to move forward and advance priorities of the American people.”

House Appropriations Committee Ranking Member Rosa DeLauro (D-Conn.) said the minibus rejects “extreme cuts to humanitarian aid programs.”

House Appropriations Committee Chairman Tom Cole (R-Okla.) said that with this spending package, lawmakers “are advancing President Trump’s vision of a golden age defined by security, responsibility, and growth.”

The post Shrinking federal office space, more agencies spared from major cuts: Highlights from latest spending bills first appeared on Federal News Network.

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A bipartisan group of lawmakers wants the Defense Department and the Department of Veterans Affairs to use a single credentialing and privileging system for medical providers, which would allow clinicians to move between DoD and VA facilities without having to go through months-long approval processes.

Currently, the DoD and the VA rely on separate credentialing and privileging systems to approve their clinicians. But those approvals don’t transfer between the two agencies, forcing providers who switch facilities to restart the approval process from the beginning. The process can take several months, during which clinicians are unable to see patients, which delays access to care and leaves facilities understaffed.

The legislation, introduced by Sens. Jacky Rosen (D-Nev.) and Marsha Blackburn (R-Tenn.), would require DoD and VA to provide Congress with a report on the medical provider credentialing and privileging systems they currently use. The report would assess what data each system stores, how portable provider’s credentialing and privileging information is, how interoperable the systems are and where gaps or limitations exist in their interoperability. It would also require recommendations for scaling those systems with the goal of establishing a single, uniform credentialing and privileging system across both departments.

Under the bill, the Pentagon and the VA would have to jointly select a single credentialing and privileging system by January 2027 and notify Congress that the system is operational by 2028.

“Health care providers shouldn’t be hindered by bureaucratic red tape when caring for the men and women who have bravely served our nation. Our bipartisan legislation would end unnecessary duplication so that medical providers can move between the DoD and VA more quickly, ensuring service members and veterans get the high-quality care they need without delay,” Blackburn said in a statement. 

The credentialing process ensures that providers treating service members and veterans meet required qualifications. Meanwhile, privileging determines the medical services a provider can deliver based on their qualifications and experience.

Reps. Greg Murphy (R-N.C.) and Susie Lee (D-Nev.) introduced a companion bill in the House titled the “Department of Defense and Department of Veterans Affairs Medical Credentialing Integration Act of 2025.”

“This legislation is a strategic opportunity for the advancement of healthcare priorities throughout the federal sector healthcare system that strengthens workforce recruitment and retention, refines effective government health agency practices and provides for service members and veterans, all while safeguarding and better utilizing Americans’ hard-earned tax dollars,” Murphy said in a statement. 

It is unclear what strategy the lawmakers plan to pursue — while it’s a bipartisan effort, standalone bills often face political hurdles, and lawmakers frequently try to attach such proposals to larger legislative packages like the annual National Defense Authorization Act to increase their chances. 

The DoD only recently streamlined its privileging process, which now allows medical providers to move between military treatment facilities with minimal administrative delays. 

As of October, providers no longer have to reapply for their clinical privileges when moving within the enterprise, including across stateside and overseas military hospitals and clinics.

“Health care providers should be able to focus on their patients. With portable privileges, they can do so more quickly,” Stephen Ferrara, acting assistant secretary of defense for health affairs, said in a statement. “Enterprise-wide privileging is just one of many efforts to make the Military Health System more agile. Previously, our health care providers renewed their privileges every two years. With this expanded policy, we have extended the renewal window to three years to reduce their administrative load.” 

The Military Health System said the process of obtaining clinical privileges remains the same under the new policy.

The post Bipartisan bill seeks to create joint DoD–VA credentialing system first appeared on Federal News Network.

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Interview transcript:

 

Mike Meese When you think about it, [2025] had as many changes for the federal workforce and for military service members as we have had almost in the last 60 years that was not during wartime. You know, if you think about it we had massive changes after 9/11, an external crisis. We had massive changes after the 2008-2009 Great Recession; another economic crisis and obviously massive changes after COVID. But here we had the election of President Trump, and in a lot of ways that he came in was adjusting for the expansions of government that took place during the last three crises, where he peeled back a lot of that. People may agree with it, people may disagree with it, but it certainly had a huge impact on people in the military, people that were veterans that were serving in the civilian workforce and many other aspects of government.

Terry Gerton Give us a couple of examples of things you saw there at Armed Forces Mutual.

Mike Meese A lot of our members, a lot of our folks were former military, they end up now working for the federal government and were given the option of the early retirement. Consequently, many of them had to go through very rapidly and assess, what is my financial situation? How much longer can I work? If I take this fork in the road, so to speak, is my family going to be secure? Again, without knowing the unknown of what happens if you leave federal service, are there going to be jobs that are going to be out there within the economy? At the same time, you had other pretty radical changes. It wasn’t an economy that you knew that you were jumping out into. There was the liberation day, so to speak, on the first of April when the tariffs were put in place, and there was substantial economic uncertainty. So it was, there’s one government train that you were on that you might want to step off of, and if you recall back earlier in this year, many economists felt that we were going to go into a recession. Fortunately, we managed to avoid that. The market continues to do well. The economy actually seems to continue to be doing well in spite of some of the mastications of a lot of economists.

Terry Gerton Were there any changes you saw in the past year that you’d want to make sure continue?

Mike Meese Well, I think being able to be respectful of government workers and giving them the options wherever you did. The people in the Department of Veterans Affairs talked very rapidly about that they were going to try to take down 80,000 workers. Most of those have tended to be by voluntary separations or not hiring new people, and it’s had an impact on the workforce. But as much as possible, respecting the wishes of government workers and being able to do that has been a positive thing. Also, it will be very interesting because, as sort of a studier of this from a public policy perspective, the president has really stretched the bounds of executive power, and now courts and increasingly the Congress are peeling that back. One example was when the president adjusted the collective bargaining rights of many federal workers, Congress has recently started to peel that back. And so the question is, are many of these changes that were done unilaterally by the executive going to stand the test of time as a powerful president doing things? Whether you agree or disagree with them, unless they become institutionalized, we will tend to revert back to where we were before.

Terry Gerton That’s helpful insight. Certainly one of the things that marked the calendar year 2025, the beginning of fiscal year 2026, was the government shutdown, the longest lapse in appropriations ever. I think so many folks don’t understand the tenuousness of many service members and veterans’ financial status. And whether they missed a SNAP payment or they missed up a paycheck, many were really significantly impacted. Talk us through that and what you saw at Armed Forces Mutual.

Mike Meese Yeah, it’s unfortunate, but somewhere in between a quarter and a third of service members are just one or two paychecks away that if they had a $400 extraordinary expense, that would really set them back. And so consequently, although fortunately, the shutdown was resolved and no military paychecks did not take place, there was a heck of a lot of uncertainty in that. For Armed Forces Mutual, for example, we have a lot of people that pay us their insurance payments by allotment. Normally we get those allotments four days before payday, or we get the information from the Defense Finance and Accounting Service four days before payday. We actually did not get them until about 12 hours before payday. So it literally was the federal government putting things together right before the 31st of October to be able to get things done. And that anxiety for us, and I’m sure every other military-supporting organization, all the banks and everybody else, were working right at the last minute. Service members were postponing vacations. The biggest issues that we saw was people that were literally in the middle of a permanent change of station and the funds either would not come through for that, or maybe they were supposed to go into government quarters, but it was not an essential person that was going to inspect those government quarters. So they’re living on the economy having to pay for a hotel bill while they were moving into those quarters. And so although it did not affect everybody across the board, there were selected pockets where people ended up with some very extraordinary expenses that they might not have been prepared for.

Terry Gerton Mike, there was some proposed legislation that would perhaps mitigate this in the future. What’s your sense of its possibility?

Mike Meese The good news was, and I think we talked about this when we talked in October, everything in the law says that people that were going to be furloughed were in fact going to get back pay. And when this passed, part of the law was for individuals to get back pay. That ought to be permanently part of that law so that you remove the uncertainty and the potential threats that people are not going to get paid on that. In fact, what we really ought to do is find a way for Congress and the executive to work together to get all 13 bills passed by the end of the fiscal year. And that way, you don’t run into this challenge. In fact, this shutdown is probably a good example because I don’t think, whether you’re on one side or the other, anybody hugely politically benefited from this one way or the other. People will write op-eds about it, but nobody outside of Washington cares about that. They just know that government didn’t function for almost a month and a half.

Terry Gerton I’m speaking with Mike Meese. He’s the president of Armed Forces Mutual. Mike, what lessons do you want to make sure that service members, families and veterans take from 2025?

Mike Meese Well, the first is, just following up on the shutdown, some people, especially federal civilian workers, they got lump sum pays in November, at the end of November, where they deferred going out to dinner, deferred vacation or deferred other spending in October. When you get that lump sum pay, that’s actually a good opportunity because you can’t go back out to dinner like you were going to in October. Save that money, set it aside in an emergency fund. Prepare for future potential shutdowns and put the money toward your long-term goals. So that, I think, would be a very important thing. The second thing is, be prepared yourself, always. And that’s keeping your skills up, keeping your resume handy, keeping that LinkedIn profile there. I don’t know what will happen in the future in terms of other federal government shutdowns or opportunities for a deferred retirement system, but it’s always something that people should bear in mind that, especially since we have seen that government jobs that they thought were going to be permanent may not be permanent, you’ve got to be able to have other options.

Terry Gerton Well, speaking of that smart financial planning, any advice for folks who are navigating financial stress through the holidays or perhaps just after?

Mike Meese Well, that is always a challenge. What I tell people, we sometimes have gotten a little bit of a habit; back during COVID when you couldn’t travel, you tended to get more extravagant gifts for the family that you were not visiting. Now that you’re visiting and traveling to them, recognize that just being there is part of that gift, so you don’t need to be quite as lavish on the expenditures. The other thing that I talk with military families, there was one Christmas where I had five members of our family, it turned out that visiting two sets of relatives, we actually flew on Christmas day. And if you fly on Christmas, it’s actually a very cheap fare. It’s kind of strange being in the airport on Christmas but all the flight attendants and pilots are wearing hats and singing Christmas carols. They have to work that day and it turned out to save us a lot of money for a family of five. So there are ways that you can get deals even during the holidays.

Terry Gerton And as you turn your attention to 2026, what legislation or policy changes will you be watching for as the new year begins?

Mike Meese Well, it’ll be very interesting what happens with federal government workers as well as the military. Currently in the National Defense Authorization Act, the military pay increase is going to be 3.8%. And so that is actually ahead of inflation. For me as a military retiree, my pay increase as military retiree and Social Security age is only 2.8%, so the military is doing a little bit better. Federal workers, on the other hand, are going to get a 1% increase, except if they are in federal law enforcement positions, like the FBI, Customs and Border Protection, Secret Service and any other federal border law enforcement. The proposal is for them to get a 3.8% increase, the same as the military. So when you do get that pay increase, whether it’s 1% as a civilian worker, well you’ll be a little bit behind inflation, or 3. 8% in the military or law enforcement, be sure to use that judiciously and maybe put some of that away into savings because you don’t know what will end up happening in 2026.

The post From paychecks to policy shifts, 2025 tested military families. How will they fare in 2026? first appeared on Federal News Network.

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In recent weeks, powerful atmospheric river storms have swept across Washington, Oregon and California, unloading enormous amounts of rain.

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The IRS is weeks away from the start of a busier-than-usual filing season. But a group of senators is warning that the agency may be stretched too thin after losing more than a quarter of its employees.

Sen. Elizabeth Warren (D-Mass.), a member of the Senate Finance Committee, and Sen. Angus King (I-Maine) led 15 other senators in a Dec. 21 letter raising concerns about the start of the IRS filing season.

The letter, addressed to Treasury Secretary Scott Bessent — who is also serving as acting IRS commissioner — and IRS Chief of Taxpayer Services Ken Corbin, states the 2026 tax filing season “will present a huge test for the IRS.”

“We write with serious concerns that the Internal Revenue Service (IRS) is not prepared for the upcoming tax filing season and that American taxpayers may face delays and difficulties in filing their tax returns and receiving their tax refunds,” the senators wrote.

All senators on the list are Democrats, except for King and Sen. Bernie Sanders (I-Vt.) — both of whom caucus with Senate Democrats.

The IRS lost about 25% of its workforce last year through voluntary separations and retirements.

A recent report from the Treasury Inspector General for Tax Administration found these staffing cuts will make it more difficult for the IRS to detect fraud, process tax returns, and provide tax help over the phone and in-person at its Taxpayer Assistance Centers.

The TIGTA report also raises concerns that staffing cuts in the IRS’s IT department are delaying the agency’s ability to modernize its systems, including an initiative to digitize much of its paper-based workload.

“Taxpayers deserve to have the information and assistance they need to file their taxes and receive their refunds in a timely manner,” the senators wrote. “The Trump administration’s relentless attacks on the IRS threaten its ability to serve the public and undercut its mission to provide taxpayers with top-quality service and ensure that our tax laws are enforced with integrity and fairness.”

The IRS paused its IT modernization efforts in March. But internal documents show the agency is planning to modernize a more than 50-year-old IT system that’s critical to its work every filing season.

Internal documents obtained by Federal News Network show the agency is working on a “future state” of its Integrated Data Retrieval System (IDRS), a massive clearinghouse of taxpayer data.

IDRS allows IRS employees to review an individual’s tax information when they call asking for help, or send tax notices to individuals. The system also makes it possible for taxpayers to track the status of their federal tax return refund check.

The IRS expects that this modernization project, once complete, will make it much easier for employees to retrieve a taxpayer’s records when they contact the agency asking for help.

The internal documents show the IRS is working with several tech companies on this project, including Salesforce, Amazon Web Services and Palantir.

IRS employees were told last summer that layoffs were off the table. But during the recent government shutdown, the Treasury Department sent reduction-in-force notices to nearly 1,400 IRS employees.

Employees affected included those working in tax enforcement, IT and human resources. Those RIFs were rescinded, but layoff protections contained in a stopgap spending bill are set to expire on Jan. 30.

The agency lacks a permanent commissioner. Seven acting commissioners led the agency last year. Former congressman Billy Long, President Donald Trump’s first permanent pick to lead the agency, stepped down last August.

During his two-month tenure at the IRS, Long fell out of step with senior Treasury officials on several decisions. Those included rescinding RIFs within its Office of Civil Rights and Compliance, announcing that Direct File was “gone” months ahead of the agency’s official announcement, and stating the 2026 filing season would begin in mid-February, later than usual, to give the IRS workforce more time to prepare.

The IRS has not yet announced the start date of this year’s filing season. Federal News Network has reached out to the Treasury Department and the IRS for comment.

National Taxpayer Advocate Erin Collins, in her mid-year report to Congress last summer, said this year’s filing season was “largely successful.” But taxpayers may see delays during the 2026 filing season, given major staffing cuts.

This year’s filing season will be busier than usual. The IRS must update dozens of federal tax forms to reflect changes made under the One Big Beautiful Bill Act.

The IRS, as part of its fiscal 2026 budget request, said it needs to hire 11,000 call center representatives to “maintain” its current level of phone service. Without those hires, the agency warned it would only be able to answer about 16% of phone calls during next year’s filing season.

The IRS in July put out hiring notices to fill 4,500 full-time contact service representative jobs, but quickly pulled down those notices from USAJobs.

Months later, the IRS announced it would fill more than 2,150 frontline customer service positions. More than 70% of those job posts are for seasonal hires that can’t stay on the job for more than four years.

Term appointments generally don’t count toward career tenure, making it harder for employees to qualify for certain competitive service rights or transfer opportunities.

The Trump administration proposed giving the IRS more than $850 million to help the IRS hire those employees and roll out new automation tools to assist taxpayers.

But the House Appropriations Committee advanced its fiscal 2026 spending bill without these funds — and deeper overall IRS budget cuts than what the administration proposed.

The IRS recently moved about 1,000 IT employees out of its tech shop as part of a reorganization plan that’s been underway for months.

Impacted employees say they have few details about what work they’ll be doing, reportedly advised by the agency to instead “focus on completing an orderly transition of your current work.” The notice they received states that they will no longer be working on IRS IT projects.

According to the notice, obtained by Federal News Network, the reassignments went into effect on Dec. 28.

Employees who received the email have until Jan. 9 to complete an “orderly transition.” That includes wrapping up current work, offloading assignments and supporting project handoffs.

Employees in question have been told that their reassignment is “permanent realignment out of the CIO organization,” but the move to the Office of the Chief Operating Officer is temporary. The agency’s HR office is looking to reassign the employees to jobs across the IRS and Treasury.

Reassigned employees are being asked to upload their resumes no later than Jan. 23, 2026.

The IRS stayed open on Dec. 24 and Dec. 26, even though President Donald Trump gave most federal employees those days off. The agency sought volunteers to work those days, offering holiday pay to those who signed up.

The agency’s acting chief human capital officer told staff in a memo that keeping the IRS open would allow employees to “continue to work mission-critical efforts.”

The post ‘A huge test for the IRS’: Senators warn shrinking workforce may hamper upcoming filing season first appeared on Federal News Network.

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In an era where cyber threats evolve faster than most organizations can respond, effective cybersecurity leadership demands more than technical expertise. It requires discipline, grace under pressure, and the ability to make mission-critical decisions with limited information, which are precisely the qualities forged through military service. 

Veterans often enter federal cyber roles already trained to operate in high-pressure environments where the stakes are real and failure isn’t an option. Their service fundamentally shapes how they lead, build resilient teams, and anticipate threats before they emerge. 

As a veteran of the U.S. Air Force who now works as a cybersecurity executive, I’ve seen firsthand how the military prepares its service members for the workforce. Here are some of my observations of how service shapes cybersecurity leadership. 

Navigating cultural complexity

Military service immediately immerses its personnel in diverse environments, requiring them to understand how colleagues from different backgrounds operate and think. As service members advance, this cultural fluency deepens. Leaders must motivate people with varying needs, perspectives and communication styles. 

International deployments further build this perspective. For instance, understanding that Middle Eastern business partners may prioritize relationship-building before negotiations, or that other cultures approach hierarchy differently than Americans, becomes second nature. In an increasingly globalized federal workforce and threat landscape, this cross-cultural competency is invaluable.  

Executing the mission without exception

When federal agencies hire veterans, they gain professionals who see tasks through to completion. If an assignment falls outside normal responsibilities, veterans rise to the occasion without questioning whether it’s “their job.” This mission-first mindset, where every action contributes to a larger objective, stands in stark contrast to siloed thinking that can plague organizations. And this flexibility proves essential during cyber incidents when traditional roles blur and every team member must contribute wherever needed most. 

Decisions under pressure

Military training deliberately forces officers to make decisions without comprehensive information. The lesson: A leader who makes an imperfect decision is better than one who makes no decision at all. Veterans learn to work with the available information, commit to action, and move forward. 

The concept of “fog of war,” or confusion caused by chaos when engaged in military operations or exercises, teaches service members that everyone is doing their best with the information they have. This builds both decisiveness and humility, recognizing that perfection is aspirational, not achievable. 

For federal cybersecurity leaders managing events where every minute counts, this ability to analyze quickly, decide confidently, and remain non-emotional under pressure is indispensable. 

Thinking like the adversary

Operational security training teaches service members to identify mission-critical assets, anticipate adversary tactics, and spot subtle anomalies. These skills translate directly to cybersecurity threat modeling and risk assessment. 

Veterans naturally prioritize what matters most, evaluate threats methodically, and continuously reassess risk. Those who conducted offensive cyber operations in military roles have encountered nation-state activity at levels rarely accessible in the civilian world. They understand adversary tactics, techniques and procedures with a depth that strengthens any security team. 

Working across massive government enterprises, whether Air Force-wide or across the entire Defense Department, provides veterans with crucial experience managing cybersecurity at scales few civilian organizations can match.  

Communicating mission and intent

In the military, commanders often state their intent upfront, ensuring everyone understands not just what to do, but why. This clarity drives success. 

Federal agencies must adopt similar practices. When team members understand the larger mission, vision and goals, they make better decisions at every level. Leaders should regularly communicate organizational priorities and check that employees grasp the underlying purpose of their work. Transparency about intent helps prevent disengagement and ensures alignment across complex organizations.  

For instance, at my company (which employs many former service members), business leaders align every 90 days to identify top priorities, then cascade this information throughout the organization. Team leads verify that employees understand both the “what” and the “why.” This well-defined approach keeps everyone moving in the same direction.  

Leading through influence, not authority

The transition from military to civilian leadership requires adaptation. Military rank structure provides clear authority; civilian workplaces demand influence built through relationships. 

Veterans must develop power beyond their rank or title and not let this solely determine their workplace interactions. This means building genuine rapport with team members, establishing mutual respect, and creating working relationships strong enough that people want to deliver excellent work. When employees trust and respect their leader, motivation becomes intrinsic rather than imposed.  

This transition can be challenging for veterans accustomed to rule-driven environments with explicit policies for every situation. Success requires learning to lead through persuasion, collaboration and relationship-building. 

Translating military experience for civilian impact

Veterans transitioning into federal cybersecurity roles should focus on demonstrating technical depth over credentials. While certifications matter and are required by many federal jobs, hiring managers also desire that prospective talent can exhibit problem-solving ability and learnings from their actual experience. 

Veterans must learn to translate classified military work into language civilian employers will understand, avoiding military jargon while communicating substantive experience. This skill — articulating complex technical work without revealing protected information — is valuable in government roles requiring discretion. 

Additionally, veterans should ease the formality that military boards require and may have to adjust how they act. Serving in the military can mean following strict rules and displaying a fixed demeanor that isn’t always present in the workplace. Being personable and building personal connections accelerates how veterans assimilate into civilian teams. 

Offering lessons for all federal leaders

Veterans bring valuable perspective to federal cybersecurity leadership, but their lessons apply broadly. Any employee can second-guess decisions without visibility into the full decision-making process. While explaining reasoning requires effort, sharing the intent behind decisions keeps teams motivated and prevents disengagement. 

The military principle of operating in the “fog of war,” where decisions are made with imperfect information, applies equally to civilian leadership. Federal executives should embrace this reality: transparent communication about constraints and trade-offs builds understanding, even when decisions are unpopular. 

Building resilient cyber teams

The intersection of military experience and federal cybersecurity creates powerful synergies. Veterans bring operational discipline, threat awareness and mission focus, qualities that strengthen any security program. Their training in high-stakes decision-making, cultural navigation and adversarial thinking addresses critical gaps in federal cyber defense.  

As threats grow more sophisticated and federal networks more complex, the leadership qualities established through military service become increasingly vital. Organizations that effectively employ veteran talent and adopt their mission-first mindset position themselves to meet emerging cybersecurity challenges with confidence and resilience. 

Russel Van Tuyl is vice president of services at SpecterOps. 

The post The veteran advantage: How military service shapes cybersecurity leadership first appeared on Federal News Network.

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But wait, there’s more! Don’t miss a few festive New Year wishes…from (more than) a few good men and women:

U.S. Central Command commemorated 2025 by highlighting a year of successful warfighting, partnerships and innovation. (Courtesy CENTCOM)

 

The Navy marked a year of presence, partnership and power with a video of their year in action: “From the Red Sea to the southern border, from the Baltics to the Indo-Pacific, we were there. We celebrated epic deployments, honored our 250-year heritage, and invested in the future of our Golden Fleet.” (Courtesy U.S. Navy)

 

Defense Secretary Pete Hegseth declared it a year of achievements across the military. (Courtesy Department of Defense)

The post A look at how federal agencies rang in the new year first appeared on Federal News Network.

© AP/Rahmat Gul

Interview transcript:

Terry Gerton Recent DOD news revealed that the military says it’s short 20,000 cyber professionals, and we’ve heard a number probably bigger than that by an order of magnitude for the commercial sector. What are the biggest obstacles that you think are hindering building this cyber workforce?

Ryan Dunford I think some of the biggest obstacles to building that workforce come from the idea that the cyber industry is extremely complicated or that it requires some sort of superior intellect for somebody to get into, that it’s not accessible. I think another part is that the education feels out of reach for some, like they don’t have the ability to get the certifications or the schooling required in order to break into the industry.

Terry Gerton So you’re making the point that the veteran population would be a great target for building the cyber workforce if we could recruit more veterans into these kinds of positions. Tell me more about the connections that you draw between military experience and cyber work.

Ryan Dunford Well, from my own experience, when I was recruited into the Marine Corps, I took the ASVAB. They gave me a choice of jobs and to be honest, at 19 years old, I just picked the one that sounded the coolest and I had no IT background or anything like that. But what it allowed me to do was get myself the IT training, the experience, the on-the-job training, everything that would then serve me later on in my career when I got out into the private sector.

Terry Gerton And for veterans who may be leaving the military without military IT experience, how did they even begin to think about connecting to a cyber opportunity?

Ryan Dunford For somebody who’s been in the military, but not in military IT, the transition is not as hard as you would think. There is schooling out there, there is education out there for you, and the skills that you learned as an active-duty military member can serve you across the cyber industry in so many different ways. The inherent leadership training that we get as active-duty military members, the attention to detail that is stressed so much, operational excellence, all the great things that make you good at being a soldier, sailor, Marine will make you good at your job in the private sector as well. The only thing you need to bridge the gap is to just reach out and get the training.

Terry Gerton We talk a lot, in terms of veteran employment and transition, about those soft skills, those leadership skills, that flexibility and initiative. But cyber really does have some technical skill requirements. Where should folks be thinking about looking for the right kind of training? Are they just credentials? Are they degree programs? Is it all of the above? If someone’s interested in this, where should they start?

Ryan Dunford Without formal experience, there’s a few different places you can start. There are industry certifications from some of the big names like CompTIA, Microsoft, Cisco, Amazon, AWS. Those certifications are going to serve you extremely well. They are highly visible to employers on a resume and can help establish that you have put in the work and have the technical knowledge required to make it in the industry.

Terry Gerton I’m speaking with Ryan Dunford. He’s a former Marine and lead infrastructure engineer at Bit-Wizards. Let’s change the focus a little bit. We’ve been talking about veterans so far. But for folks who are still on active duty and maybe separating soon, what programs should they be looking at it? Are you engaged with the SkillBridge program or other sorts of GI Bill-funded certifications that folks might engage with to help prepare them for cyber opportunities?

Ryan Dunford First and foremost, listen to the transition assistance folks. That was a big part of transitioning out of the military. It’s easy, at the end there, to kind of blow it off and just get super impatient to get out. But the transition assistance program for the military is excellent and helps a lot. I would say to those people: Start looking around for colleges. There are a couple colleges out there that offer IT industry certifications to go along with your degree, and that just makes you even stronger in the workforce. There are programs out there that will allow you to leverage your GI Bill in order to break into the cyber field, whether it be in IT administration or cybersecurity or anything like that. All of those opportunities you have in front of you, take your time, find the one that you want, and pursue it with the same determination you do any other mission.

Terry Gerton You started by saying people are sometimes intimidated by the complexity or the technology in a cyber job. Why don’t you take just a minute and tell us what you think it means to work in cyber? What would people be doing day to day when they come into the office?

Ryan Dunford It’s a very diverse field. There’s a lot of choices out there as far as what you want your career to be and the path that you could take. I personally, as a lead infrastructure engineer, work a client-facing job where every day I’m taking calls from different clients with different types of IT problems. The biggest benefit to that is that I get a diverse challenge every day. But I have to maintain those customer service skills. I have maintain a sense of duty to the client. A lot of those things that I learned in the military. And then among the small team that I work with, having the adaptability and the leadership skills that I’ve learned in the military has also benefited me. If you want to specialize, you absolutely can. There are places you can go where you could, if you wanted to be a cybersecurity professional and just work in that security sector, you absolutely could do that. If you want to just work in the background and work in programming or software development or something like that — that’s all available to you. Just because you feel like the part of it that you’ve seen might be a little bit intimidating or that you don’t quite understand it, I’d still encourage every veteran to look into IT as a possible career because there could be something out there for you. There’s a little something for everybody; some of it more on the customer service and soft-skill side, some of the more on the highly technical side. But it’s all there for you.

Terry Gerton So should someone just go to Indeed, for example, and search “cyber jobs” and start reading about what they require? Is that a good way to get a feel for it?

Ryan Dunford A lot of the skills, like I mentioned before, are already there. A lot active duty military members have a lot of skills necessary to make it in the IT world. But that’s definitely something that can help. Go out to the job boards, start looking at the job postings that are out there. One of the challenges that veterans run into when they transfer into the private sector is the language barrier. The military has its own language, the acronyms and the different terminology that gets used for different things doesn’t always translate directly into the private sector. So it can be extremely valuable to read those job postings. Find out what terminology is being used in the private sector — what one thing means and how to associate that with the corresponding military term. Those sort of things will serve you really well when you’re out there looking for those jobs.

The post The Pentagon’s short more than 20,000 cyber pros. Veterans could help fill the gap. first appeared on Federal News Network.

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As a tumultuous year for the federal workforce comes to a close, many employees are in a much different position now than they were at the start of 2025.

The Trump administration’s efforts to reduce staffing across agencies resulted in the loss of more than 317,000 federal employees governmentwide. It’s a 13.7% decrease compared with September 2024 workforce numbers, Office of Personnel Management data shows.

At the same time, 68,000 new federal employees joined the civil service during 2025, according to OPM Director Scott Kupor. Combining both attrition and hiring data, the administration’s changes over the course of 2025 amounted to a net staffing decrease of about 10.8%.

Kupor touted the results as exceeding the administration’s goals, saying relatively few losses were due to reductions in force (RIFs) and firings of probationary employees. Out of all employees who left their jobs in the last year, “over 92% did so voluntarily,” he said, mainly via the deferred resignation program (DRP).

“None of this is to minimize the impact of anyone losing a job, but the ‘mass firing’ headlines do not in fact tell the full story,” Kupor wrote in a Dec. 10 post on X.

But some federal workforce experts argue that the administration’s reductions in 2025 amounted to a “forced exodus.” Max Stier, president and CEO of the Partnership for Public Service, pointed to what he said have become “dangerous gaps” in key federal services, like food safety inspection, Social Security processing, veterans’ healthcare and disaster response.

“This loss of expertise directly harms Americans’ access to critical services and will take decades to repair,” Stier told Federal News Network.

Rep. James Walkinshaw (D-Va.) also pushed back against the idea of the administration’s DRP being “voluntary.” He said many feds who left government felt they had no choice — they felt threatened they would be fired anyway, if they did not leave through the DRP.

“Federal workers were hit with DOGE, watched agencies shutter, were threatened with imminent reductions in force, demagogued and bombarded with those mindless ‘5 things’ emails,” Walkinshaw said Dec. 11. “Nothing about that was voluntary — the ‘fork in the road’ was coercion.”

Still, the workforce cuts so far align with the Trump administration’s overall goal to “downsize the federal workforce,” as the Office of Management and Budget recently laid out in the new President’s Management Agenda. Specifically, the administration said it is targeting cuts of “unnecessary positions” and “poor performers,” while emphasizing more efficiency.

“We’ve seen significant success in right-sizing the federal workforce and addressing performance issues,” Eric Ueland, OMB’s deputy director for management, said during a Dec. 9 Chief Human Capital Officers (CHCO) Council meeting.

The workforce reductions hit some agencies harder than others. The top three agencies facing staffing reductions are the departments of Defense, Agriculture and Treasury — with Treasury’s reductions mostly concentrated within the IRS, according to research from the Partnership for Public Service.

By scale, DoD has seen the largest staffing reduction across government. The department lost over 61,600 employees during 2025 — a total of about 8% of its total workforce.

Following just behind DoD, the Treasury Department lost more than 31,600 employees, yielding a staffing reduction of nearly 28%.

And at USDA, the loss of more than 21,600 employees over the last year amounted to a roughly 22% staffing decrease overall.

But other agencies, such as USAID and the Education Department, saw even deeper cuts to their workforces, despite being smaller agencies by volume.

Governmentwide, the loss of more than 300,000 federal employees has shown up in a multitude of ways. At the IRS, for instance, an agency watchdog warned there will likely be issues with the 2026 tax filing season, as a direct result of the 25% cut to the IRS workforce. And at USDA, the staffing reductions are affecting the work of some of the department’s underlying agencies.

The Partnership for Public Service said the cuts are harming communities as well. An analysis of more than 530 stories on the federal government throughout 2025 shows the impacts of the federal workforce reductions across the country.

“Notably, more than 45% of these stories involve harms to science-related sectors, including agricultural research, healthcare and public land management,” the Partnership said. “Together, they show the direct, tangible consequences these changes are having on individuals, organizations and communities.”

Over the course of 2025, the impacts also continued to spread. In a survey the Partnership conducted in September, 46% of respondents said they or someone they know had been impacted by the government cuts. That’s up from 29% of respondents who said the same in March.

Still, there are many who view the Trump administration’s changes positively. About 80% of those who are supportive of the federal workforce overhauls said they believe the changes will make their communities and lives better, the Partnership’s September survey found. But even among those who were supportive of the changes, 41% still expressed concerns about a loss of experience and knowledge in the federal workforce in the short term.

The changes are impacting many who have stayed in their jobs as well. Federal employees are experiencing disruptions in the workplace at a rate far higher than the national average, according to a recent Gallup survey.

Close to one-third — about 29% — of federal employees say their workplace has been disrupted “to a very large extent.” That’s nearly triple the 10% of U.S. employees who say the same, Gallup found. Across the federal workforce, it’s leading to increases in stress and loneliness, as well as a decline in employee engagement.

Robert Shea, a federal workforce policy expert and former OMB official from the George W. Bush administration, said the workforce changes have had a “chilling effect” on leaders across the career civil service — something he believes will continue into 2026 and beyond.

“Many career officials are now more cautious about how, when and whether they offer professional advice,” Shea told Federal News Network. “That’s particularly when that advice could be perceived as resistance rather than implementation.”

The post How staffing cuts in 2025 transformed the federal workforce first appeared on Federal News Network.

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The Office of Personnel Management is addressing what have become growing concerns in Congress over the significant delays in federal retirement processing this year.

In a letter sent Tuesday to a group of House Democrats, OPM Director Scott Kupor touted the benefits of the new online retirement application (ORA) in helping to streamline processing, while at the same time arguing that outdated systems — not staffing levels — are to blame for the current challenges HR employees are facing.

“The main issues with federal HR, we have found, are not low staffing levels, but inefficient and outdated technology and antiquated, cumbersome regulations and processes,” Kupor wrote in the Dec. 30 letter, obtained by Federal News Network. “OPM under the Trump administration has done in a matter of months what the government failed to do for multiple generations: modernize the paper-based federal retirement system.”

Kupor’s comments are a response to a Dec. 22 letter from Democrats on the Oversight and Government Reform Committee, which raised concerns about the significant delays retiring federal employees are currently experiencing. Those delays are largely due to a surge of retirement applications from employees who opted into the deferred resignation program (DRP) earlier this year.

Now two months after thousands of federal employees separated from government on Sept. 30, some retirees have told Federal News Network they are still awaiting any retirement-related payments. Some also expressed frustrations about limited information from their agencies on the status of their applications.

In light of the challenges, a group of Democratic lawmakers last week pressed OPM for more details on retirement processing, and how OPM is helping other agencies manage the high volumes of applications. The Democrats’ letter criticized the DRP-inflicted surge of retirements as a “foreseeable and avoidable administrative failure.”

Kupor, in response, pushed back against the lawmakers’ criticisms that the DRP was not a truly voluntary program for federal employees. He also said OPM is “rapidly fixing” the manual, paper-based processes involved in federal retirement — namely through the launch of the ORA earlier this year. Over the last few months, Kupor said ORA helped expedite the retirement process at agencies where applications had been stalled.

“For example, just recently we were able to fast track 1,500 ORA applications that had been backlogged in the HR department of an executive branch agency to bypass the HR organization and transmit the applications electronically to payroll and then to OPM,” Kupor wrote. “These applications had been sitting for months — and were likely to be sitting for months longer; ORA enabled us to address this challenge.”

This year, OPM has also managed to improve its ability to provide interim annuities to more retirees immediately after their applications reach OPM, according to Kupor.

“This is a massive benefit to our retirees that we designed specifically to address the significant volume of applications we anticipated receiving in the wake of DRP,” Kupor wrote.

Rep. James Walkinshaw (D-Va.), who led the Democrats’ letter to OPM last week, said he appreciated Kupor’s response to their concerns, but added that “the facts remain and are stubborn.”

“First, the Trump administration fired or drove out hundreds of thousands of qualified civil servants. Now they’re facing a historic backlog of retirement applications managed by understaffed HR departments in the midst of a rocky rollout of a new IT system,” Walkinshaw said in a statement to Federal News Network. “I very much hope that Mr. Kupor can succeed in ensuring timely processing of federal retirement applications. But right now, he is failing.”

Due to the Trump administration’s efforts to reduce the federal workforce, HR staffing decreased by about 5%, with agencies losing a cumulative total of about 2,600 employees, according to fiscal 2025 data. That does not include HR employees who took the DRP offer themselves and separated after September.

Despite the reductions, Kupor said federal HR is “hardly understaffed,” and that the main challenge is not with workforce size, but rather with outdated systems. With fully digital retirement applications in the ORA, he said processing times become much faster.

“As of today, ORA applications are being completed in approximately 40 days, compared with 90 days for paper-based applications,” Kupor wrote. “I am fully confident that this 40-day time period will continue to be reduced as we are able to get the payroll providers fully integrated into the new system.”

Kupor said OPM has also been meeting regularly with agency HR offices, payroll providers and the CHCO Council to “provide information about digitalization of the retirement process and offer support on an ongoing basis.”

“Any delays that annuitants are experiencing from HR-related activities should be directed toward these individual agencies,” he added.

Many retiring federal employees have told Federal News Network their applications are stuck in the earlier steps of the retirement process, with progress lagging in their agency HR offices and payroll providers. Some employees who retired in September said their applications have not yet made it to the later part of the process at OPM, where annuity finalization occurs.

Federal retirement experts have also said more issues appear to be occurring in individual agency HR offices, rather than at OPM — but that both entities are seeing delays. At the IRS, for instance, several retirees told Federal News Network they are still awaiting payments, or any information on the status of their retirement applications, and that phone calls to the HR office often go unanswered.

“It’s all dead ends,” one retiring IRS employee, speaking anonymously for fear of retaliation, told Federal News Network. “As a government employee, and after all the service that I gave, this is how we’re getting treated. People are sitting here with nothing because of the decisions they made. We can’t afford it.”

Still, Kupor pointed again to significant progress with the rollout of ORA earlier this year. The government’s major payroll providers — the National Finance Center (NFC), Defense Finance and Accounting Service (DFAS) and Interior Business Center (IBC) — have been onboarded to the new platform. Additionally, all CFO Act agencies, aside from the State Department, are currently using ORA, according to Kupor.

Smaller payroll providers including those at the General Services Administration and Postal Service are in an “interim adoption status,” Kupor said. OPM expects those providers to be fully onboarded to ORA in early 2026.

The largest remaining challenge with retirement processing delays, according to Kupor, is payroll providers who have not managed to fully automate their processes.

“We will be prevented from full automation until they free up the required resources to integrate with ORA,” Kupor wrote. “This integration will enable us to receive employee payroll information electronically, which will vastly accelerate processing times.”

The post OPM touts digitization efforts, blames outdated tech for retirement delays first appeared on Federal News Network.

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A few thoughts on the year about to close.

Driving on the Donald J. Trump George Washington Memorial Parkway the other day, I was impressed by the progress in the reconstruction of this vital artery. The contractors and the Trump National Park Service planned well, and the road has remained reasonably passable over the past couple of years. Now the trip to the Donald J. Trump John F. Kennedy Center for the Performing Arts has gotten easier. Ditto for trips to the Donald J. Trump Ronald Reagan Washington National Airport.

I’ve always liked where the Parkway runs close to the Trump Potomac River. You can see across to Trump Washington Monument and the Trump Tidal Basin. But, stately as the nation’s capital appears, change and lots of chaos have marked the calendar year about to end.

But seriously, looking at the D.C. skyline, one wonders about the real state of the republic.

If you search “trump timeline,” you’ll find timelines from many interest groups, most of whom feel aggrieved by the second Trump administration. The release of the Epstein files, “undermining elections,” deportation and Immigration and Customs Enforcement activity, reversing energy policies, legal tangling with Harvard University, military activity against Venezuela — Trump activities make for compelling observation. A lot of this is press-induced, and the Trump style eggs it on. Yet norms have stretched.

I would add that only some of what Trump has done is completely original. But he does things, let’s say, in highly original ways. The result is we have two branches of government in contention with one another. The third branch, and the one detailed first in the Constitution, has rendered itself into an observant chorus with no say over the score.

For federal employees, 2025 will rank as the oddest year many have ever endured. It started with the DOGE swarms, slashing their way to and fro. Then came the deferred resignation program and layoffs. Mass return to the office. Cancellation of collective bargaining agreements at several agencies. Difficulties in settling retirement benefits.

So much news, it almost made me regret retiring. The workforce reductions and changes of conditions may all fall within an administration’s discretionary powers. But rough treatment of persons falls outside of decency. Let’s hope it stops in 2026. I remember a time when a new president of a company I worked for brought in a gaggle of MBAs to do cost cutting. The attitudes felt worse than the cuts, and the company eventually disappeared anyhow.

One thing 2025 has taught me: Keep things in perspective. The worst job situations I remember? I can chuckle about them now. That’s what time does. I once secretly flew to New Jersey and back for a job interview — all in a really extended lunch hour. To be honest, the new job seemed dull, and I never got the offer. Luckily, the situation I was seeking to leave changed overnight for the better, the way better. While you are going through cavalier and high-handed treatment, it’s no fun.

And what about the nation you serve? The absence of any serious debate about what the Government Accountability Office politely calls fiscal unsustainability strikes me as the worst quality in Congress and executive branch policy makers.

It’s not as if no one knows that next year alone the federal deficit will add $2 trillion to the $30 trillion national debt. That Social Security outlays increasingly surpass revenues for as far as the eye can see. That healthcare programs exceed the $3 trillion mark. That interest payments on public debt have passed the $1 trillion mark. The absolute numbers are big, and they are worsening when expressed as a percentage of the nation’s economic output.

So my wish for the nation in the year ahead is fact-facing and rationality, especially on the part of so-called lawmakers.

Beyond thinking of any possible policy and programmatic fixes, the government must resolve to become a better steward of the money it does print and spend.

I’m thinking of Minnesota. The federal prosecutor on the Minnesota Medicare fraud scheme described it as “staggering industrial-scale fraud.” As Trump would say, and McDonald’s used to say, billions and billions. The theft — and it is simple, naked theft — is both heartbreaking and maddening. At an estimated $9 billion, it makes the worst armed robbery seem like child’s play. One almost thinks the perpetrators deserve hanging, such is the extent and callous shrewdness of the crimes. But it also evidences a near total breakdown in program planning, execution and oversight — mainly at the state level, but there’s federal responsibility too. Did anyone notice or care that this was going on?

The staff cuts and turmoil have affected constituent service. People I speak to seem amusedly resigned to how places like the IRS, Social Security and the Postal Service operate. Line employees mostly want to serve effectively, but what kind of backing do they get?

The week before Christmas, I stopped in at my local Postal Service office. It’s busy, a beehive of a facility. I recently became president of a very small non-profit foundation, and we needed to move the P.O. box from Virginia to Maryland so I could easily get the incoming donation checks.

On a Thursday morning, only one employee manned the four-bay counter. Efficiently as she worked, still the line kept stretching to nine, then a dozen, people deep. For a reason I only dimly comprehended, I couldn’t complete the transfer because of a mismatch in phone numbers. I straightened it out a couple of days later, when I had the right information. Two clerks were then on duty, and they kept the lines short.

The post My wish for 2026: Rationality in the Trump era first appeared on Federal News Network.

© AP Photo/J. Scott Applewhite