The Army has taken positive steps to address management deficiencies at Arlington and has implemented improvements across a range of areas. However, GAO identified opportunities to build upon these improvements. Specifically, GAO found that ANCP: (1) has invested in information-technology improvements and has begun projects to further enhance capabilities, but is not yet basing its investments on an enterprise architecture, or modernization blueprint, that could help ensure the planned investments will meet the organization's needs; (2) has taken steps to improve its workforce planning, but its plans were based on an incomplete understanding of ANCP's requirements and outdated business processes that have since been revised, with the result that ANCP lacks an updated and validated workforce structure; (3) is in the initial stages of developing a program for assessing and improving cemetery operations, but until ANCP completes this program, it may be limited in its ability to evaluate and improve aspects of cemetery performance; and (4) has improved its coordination with other Army organizations, but is experiencing challenges coordinating with some operational partners due in part to a lack of written agreements. Finally, because ANCP officials have focused on addressing the immediate crisis at Arlington, they have not yet developed a strategic plan aimed at prioritizing and achieving long-term goals. Without a strategic plan, ANCP's actions may not be well coordinated and its resources may be used ineffectively.