This is the accessible text file for CG Presentations number GAO-07- 569CG entitled 'GAO's Initiatives to Improve Performance, Transparency, and Accountability in the Federal Government' which was released on March 5, 2007. This text file was formatted by the U.S. Government Accountability Office (GAO) to be accessible to users with visual impairments, as part of a longer term project to improve GAO products' accessibility. Every attempt has been made to maintain the structural and data integrity of the original printed product. Accessibility features, such as text descriptions of tables, consecutively numbered footnotes placed at the end of the file, and the text of agency comment letters, are provided but may not exactly duplicate the presentation or format of the printed version. The portable document format (PDF) file is an exact electronic replica of the printed version. We welcome your feedback. Please E-mail your comments regarding the contents or accessibility features of this document to Webmaster@gao.gov. This is a work of the U.S. government and is not subject to copyright protection in the United States. It may be reproduced and distributed in its entirety without further permission from GAO. Because this work may contain copyrighted images or other material, permission from the copyright holder may be necessary if you wish to reproduce this material separately. United States Government Accountability Office: GAO's Initiatives to Improve Performance, Transparency, and Accountability in the Federal Government: The Honorable David M. Walker: Comptroller General of the United States: CRS - GAO Senior Level Coordination Meeting: March 2, 2007: GAO's Organizational Chart: [See PDF for image] - graphic text: An organization chart showing GAO’s basic structure. The agency’s top level of organization was the Executive Committee, which includes the Comptroller General, the Chief Operating Officer, the Chief Administrative Officer/Chief Financial Officer, and the General Counsel. Twenty-three units report directly to the Comptroller General and the Chief Operating Officer. The units included the following staff offices: Public Affairs, Strategic Planning and External Liaison, Congressional Relations, Opportunity and Inclusiveness, and Inspector General, which report to the Comptroller General; and Quality and Continuous Improvement, which reports to the Chief Operating Officer. Other units that report to the Chief Operating Officer include teams and field operations that conduct audits, evaluations, and research. These teams perform work primarily supporting one of our three external strategic goals but several teams perform work in support of multiple strategic goals. Generally the teams fall under the following goals: Goal 1: Provide timely, quality service to the Congress and the federal government to address current and emerging challenges to the well-being and financial security of the American people. * Education, Workforce, and Income Security; * Financial Markets and Community Investment; * Health Care; * Homeland Security and Justice; * Natural Resources and Environment; * Physical Infrastructure; Goal 2: Provide timely, quality service to the Congress and the federal government to respond to the changing security threats and the challenges of global interdependence. * Acquisition and Sourcing Management; * Defense Capabilities and Management; * International Affairs and Trade; Goal 3: Help transform the federal government’s role and how it does business to meet 21st century challenges. * Applied Research and Methods; * Financial Management and Assurance; -Forensic Audits and Special Investigations; * Information Technology; * Strategic Issues; -Federal Budget and Intragovernmental Relations; Goal 4: Five units that report to the Chief Administrative Officer support our fourth goal; which is to maximize the value of GAO by being a model federal agency and a world-class professional services organization. These are: * Controller; * Human Capital Office: - Chief Human Capital Officer; * Information Systems and Technology Services: - Chief Information Officer; * Knowledge Services: - Chief Knowledge Services Officer; * Professional Development Program. General Counsel's structure largely mirrors the agency's goal structure, and attorneys assigned to a goal work with teams on specific engagements. General Counsel has support or advisory relationship with the goals and teams rather than a direct reporting relationship. General Counsel provides audit and other legal support services for all goals and staff offices and manages GAO’s procurement law and bid protest work. Source: GAO. Note: Everyone listed on this table is an SES level manager. With the exception of the Comptroller General of the United States, the Chief Operation Officer, the Chief Administrative Officer, the Inspector General, and the General Counsel, all managers are titled "Managing Director." [End of figure] GAO's Strategic Plan 2004-2009: [See PDF for image] - graphic text: Serving the Congress and the Nation: GAO's Strategic Plan Framework: Mission: GAO exists to support the Congress in meeting its constitutional responsibilities and to help improve the performance and ensure the accountability of the federal government for the benefit of the American people. Themes: * Long-term Fiscal Imbalance; * National Security; * Global interdependence; * Changing Economy; * Demographics; * Science and Technology; * Quality of Life; * Governance; Goals and Objectives: Provide Timely, Quality Service to the Congress and the Federal Government to Address Current and Emerging Challenges to the Well-Being and Financial Security of the American People related to: * Health care needs and financing; * Education and protection of children; * Work opportunities and worker protection; * Retirement income security; * Effective system of justice; * Viable communities; * Natural resources use and environmental protection; * Physical infrastructure; Respond to Changing Security Threats and the Challenges of Global Interdependence involving: * Emerging threats; * Military capabilities and readiness; * Advancement of U.S. interests; * Global market forces; Help Transform the Federal Government's Role and How It Does Business to Meet 21st Century Challenges by assessing: * Roles in achieving federal objectives; * Government transformation; * Key management challenges and program risks; * Fiscal position and financing of the government; Maximize the Value of GAO by Being a Model Federal Agency and a World- Class Professional Services Organization in the areas of: * Client and customer service; * Strategic leadership; * Institutional knowledge and experience; * Process improvement; * Employer of choice; Core Values: * Accountability; * Integrity; * Reliability; Source: GAO. GAO Strategic Plan 2004-2009. [End of figure] Forces That Will Shape America's Future: Themes from GAO's 2007 Strategic Plan Update: Ensuring the nation's readiness to face changing security threats: Addressing sustainability concerns about government services and national resources: Maintaining economic growth and competitiveness * Recognizing global interdependency: Adapting to societal changes: Maintaining the quality of life for U.S. citizens: Managing advancements in science and technology: GAO's Shared Business Model: GAO Serving Congress and the Nation: Strategic Business Architecture Shared Business Model: [See PDF for Image] - graphic text: A compilation of circles and arrows. In the center of the circles in Strategic management which consists of strategic planning and policy, relationship management, and portfolio management. The GAO provides Three areas of services: 1. Oversight, Insight, and Foresight: This area is where the Audit services, non-audit services, and legal decisions and opinions tasks are completed. 2. Engagement Services: This is the area where expert services and Knowledge management and communications as located. 3. Infrastructure services: This is where information and technology management, human capital management, financial services, and facilities management saftey and security sections are located. GAO's three main goals that guide these three areas are: 1. Improve perfomance: 2. Ensure Accountability: 3. Meet Statutory Responsibilities. Source: GAO. [End of figure] GAO's Annual Performance Measures: Performance Measure: Financial Benefits (billions); FY 98: $19.7; FY 06: $51. Performance Measure: Non-financial benefits (number); FY 98: 537; FY 06: 1342. Performance Measure: Past recommendations implemented; FY 98: 69%; FY 06: 82%. Performance Measure: New products with recommendations; FY 98: 33%; FY 06: 65%. Performance Measure: Timeliness(percent on time)[A]; FY 98: 93%; FY 06: 97%. Performance Measure: Return on Investment (ROI); FY 98: $56; FY 06: $105. [A] Calculated differently in FY '06 Source: GAO. [End of table] Selected Congressional Hearing Topics in Fiscal Year 2006: A Comprehensive Strategy to Rebuild Iraq: Global War on Terrorism Costs: Disaster Preparedness & Influenza Pandemic: Border Security: Tax Reform & Tax Gap: Federal Housing Administration Reforms: Census Design & Cost: Health Savings Accounts: Guardianships that Protect Incapacitated Seniors: Federal Crop Insurance Program: Long-term Fiscal Challenges: Nuclear Energy: Natural Gas Prices: Climate Change: United Nations' Oil for Food Program: Worldwide AIDS Relief Plan: Evaluation of Supplemental Education Services: Aviation Safety and Passenger Rail Security: Future Air Transportation System: Improving Intermodal Transportation: Protecting Personal Data: GAO's High-Risk List 2007: High Risk Areas: Addressing Challenges in Broad-based Transformations: Strategic Human Capital Management[A]; Designated High Risk: 2001. High Risk Areas: Addressing Challenges in Broad-based Transformations: Managing Federal real Property[A]; Designated High Risk: 2003. High Risk Areas: Addressing Challenges in Broad-based Transformations: Protecting the federal government's Information Systems and the Nation's Critical Infrastructures; Designated High Risk: 1997. High Risk Areas: Addressing Challenges in Broad-based Transformations: Implementing an transforming the Department of Homeland Security; Designated High Risk: 2003. High Risk Areas: Addressing Challenges in Broad-based Transformations: Establishing appropriate and effective information-sharing mechanisms to improve Homeland Security; Designated High Risk: 2005. High Risk Areas: Addressing Challenges in Broad-based Transformations: DOD approach to business transformation[A]; Designated High Risk: 2005. High Risk Areas: Addressing Challenges in Broad-based Transformations: DOD approach to business transformation[A]: DOD Business Systems Modernization; Designated High Risk: 1995. High Risk Areas: Addressing Challenges in Broad-based Transformations: DOD approach to business transformation[A]: DOD Personnel Security Clearance Program; Designated High Risk: 2005. High Risk Areas: Addressing Challenges in Broad-based Transformations: DOD approach to business transformation[A]: DOD Support Infrastructure Management; Designated High Risk: 1997. High Risk Areas: Addressing Challenges in Broad-based Transformations: DOD approach to business transformation[A]: DOD Financial Management; Designated High Risk: 1995. High Risk Areas: Addressing Challenges in Broad-based Transformations: DOD approach to business transformation[A]: DOD Supply Chain Management(formerly Inventory Management); Designated High Risk: 1990. High Risk Areas: Addressing Challenges in Broad-based Transformations: DOD approach to business transformation[A]: DOD Weapon Systems Acquisition; Designated High Risk: 1990. High Risk Areas: Addressing Challenges in Broad-based Transformations: FAA Air Traffic Control Modernization; Designated High Risk: 1995. High Risk Areas: Addressing Challenges in Broad-based Transformations: Financing the Nation's Transportation System[A] New; Designated High Risk: 2007. High Risk Areas: Addressing Challenges in Broad-based Transformations: Ensuring the Effective Protection of Technologies Critical to U.S. National Security Interests[A] New; Designated High Risk: 2007. High Risk Areas: Addressing Challenges in Broad-based Transformations: Transforming Federal Oversight of Food Safety[A] New; Designated High Risk: 2007. High Risk Areas: Managing Federal Contracting More effectively: DOD Contract Management; Designated High Risk: 1992. High Risk Areas: Managing Federal Contracting More effectively: DOE Contract Management; Designated High Risk: 1990. High Risk Areas: Managing Federal Contracting More effectively: NASA Contract Management; Designated High Risk: 1990. High Risk Areas: Managing Federal Contracting More effectively: Management of Interagency Contracting; Designated High Risk: 2005. High Risk Areas: Assessing the Efficiency and Effectiveness of Tax Law Administration: Enforcement of Tax Laws[A]; Designated High Risk: 1990. High Risk Areas: Assessing the Efficiency and Effectiveness of Tax Law Administration: IRS Business Systems Modernization; Designated High Risk: 1995. High Risk Areas: Modernizing and Safeguarding Insurance and Benefit Programs: Modernizing Federal Disability Program[A]; Designated High Risk: 2003. High Risk Areas: Modernizing and Safeguarding Insurance and Benefit Programs: Pension Benefit Guaranty Corporation Single-Employer Insurance Program; Designated High Risk: 2003. High Risk Areas: Modernizing and Safeguarding Insurance and Benefit Programs: Medicare program[A]; Designated High Risk: 1990. High Risk Areas: Modernizing and Safeguarding Insurance and Benefit Programs: Medicaid program[A]; Designated High Risk: 2003. High Risk Areas: Modernizing and Safeguarding Insurance and Benefit Programs: National Flood Insurance Program; Designated High Risk: 2006. Source: GAO. [A] Legislation is likely to be necessary, as a supplement to actions by the executive branch, in order to effectively address this high-risk area. [End of table] 21st Century Challenges Report: Provides background, framework, and questions to assist in reexamining the base: Covers entitlements & other mandatory spending, discretionary spending, and tax policies and programs: Based on GAO's work for the Congress: Issued February 16, 2005: [End of figure] Source: GAO. Twelve Reexamination Areas: Mission Areas: * Defense: * Education & Employment: * Financial Regulation & Housing: * Health Care: * Homeland Security: * International Affairs: * Natural Resources, Energy & Environment: * Retirement & Disability: * Science & Technology: * Transportation: Crosscutting Areas: * Improving Governance: * Reexamining the Tax System: Generic Reexamination Criteria and Sample questions: Relevance of purpose and the federal role: Why did the federal government initiate this program and what was the government trying to accomplish? Have there been significant changes in the country or the world that relate to the reason for initiating it? Measuring success: Are there outcome-based measures? If not, why? If there are outcome-based measures, how successful is it based on these measures? Targeting benefits: Is it well targeted to those with the greatest needs and the least capacity to meet those needs? Affordability and cost effectiveness: Is it using the most cost-effective or net beneficial approaches when compared to other tools and program designs? Best practices: Is the responsible entity employing prevailing best practices to discharge its responsibilities and achieve its mission? Key Oversight Areas for the 110th Congress: Examples of targets for near-term oversight: Reducing the tax gap: Addressing governmentwide acquisition and contracting issues: Transforming the business operations of the Departments of Defense: Examples of policies and programs that are in need of fundamental reform and re-engineering: Reviewing U.S. and coalition efforts to stabilize and rebuild Iraq and Afghanistan: Ensuring a strategic and integrated approach to prepare for, respond to, recover, and rebuild from catastrophic events: Reforming the tax code: Examples of governance issues that should be addressed to help ensure an economical, efficient ethical and equitable federal government capable of responding to the various challenges and capitalizing on related opportunities in the 21St century: Reviewing the need for various budget controls and legislative process revisions in light of current deficits and our long-range fiscal imbalance: Pursuing the development of key national indicators: Reviewing the impact and effectiveness of various management reforms: Securing, Stabilizing, and Rebuilding Iraq: GAO's Audit Approach and Findings: Since 2003, GAO has issued 67 Iraq-related reports and testimonies: Our analysis of the National Strategy for Victory in Iraq recommended that the National Security Council improve the strategy by articulating clearer roles and responsibilities, including key metrics and milestones, specifying future contributions, ad identifying current costs and future resources: In our examination of the cost of U.S. military operations abroad, we recommended that the Secretary of Defense improve the transparency and reliability of DOD's Global War on Terror (GWOT) obligation data. We also recommended that DOD build more funding into the baseline budget once an operation reaches a known level of effort and costs are more predictable: In assessing the capabilities of Iraqi security forces, we found that overall security conditions in Iraq have deteriorated despite increases in the numbers of trained and equipped security forces. A complete assessment of Iraqi security forces' capabilities is dependent on DOD providing GAO with the readiness levels of Iraqi units: We found that DOD faces significant challenges in maintaining U.S. military, readiness for overseas and homeland missions and in sustaining rotational deployments of duty, especially if the duration and intensity of current operations continue at the present pace: In assessing the impact of ongoing military operations in Ira g on military equipment, we found that the Army and the Marine Corps have initiated programs to reset (repair or replace) equipment and are likely to incur large expenditures in the future: In reviewing efforts to secure munitions sites and provide force protection, we recommended that DOD conduct a theater wide survey and risk assessment of unsecured conventional munitions in Iraq and incorporate storage site security into strategic planning efforts: In assessing acquisition outcomes, we found that DOD often entered into contract arrangements with unclear requirements, which posed additional risks to the government. DOD also lacked the capacity to provide sufficient numbers of contracting, logistics, and other personnel, thereby hindering oversight efforts: Fiscal Sustainability Issues: In early February 2007, we delivered a package of documents to all members of Congress: Fiscal Stewardship: A Critical Challenge Facing Our Nation GAO-07- 362SP: * Provides, in relatively brief and understandable form, selected budget and financial information regarding our nation's current financial condition, long-term fiscal outlook, and possible ways forward: The Nation's Long-Term Fiscal Outlook: September 2006 Update, GAO-06- 1077R: * Updates GAO's long-term fiscal simulations. * The January 2007 update was subsequently released on February 23, 2007, GAO-07-510 R: Understanding the Similarities and Differences between Accrual and Cash Deficits, GAO-07-117SP & an update GAO-07-341 SP: * Aims to improve understanding of the accrual deficit: Understanding the Primary Components of the Annual Financial Report of the United States Government GAO-05-958SP: * Provides a baseline understanding of the significant information provided in the primary components that make up the Financial Report of the United States Government, especially the financial statements. Fiscal Wake-up Tour Town Hall Meetings: Where We've Been: 2005: Richmond, VA * Minneapolis, MN * Portland, OR: 2006: Atlanta, GA * Raleigh, NC * Omaha, NE * Kansas City, KS: Wilmington, DE * Philadelphia, PA * San Diego, CA: Austin, TX * Chicago, IL * Denver, CO * Seattle, WA: 2007: Columbus, OH * Des Moines IA * Manchester, NH: Palm Beach/Treasure Coast, FL: Fiscal Wake-up Tour Town Hall Meetings: Where We're Headed in 2007: Confirmed Dates & Locations: March 6: Charleston, SC; The League of Women Voters of Greater Charleston & The Citadel: April 4: Syracuse, NY; Syracuse University's Maxwell School: October 29: University of Maryland, Baltimore County: Planned Locations: San Francisco, Sacramento, Los Angeles CA * Miami, FL: Phoenix, AZ * Las Vegas, NV: : On the Web: Web site: [Hyperlink, http://www.gao.gov/cghome.htm]: Contact: Paul Anderson, Managing Director, Public Affairs AndersonP1@gao.gov (202) 512-4800: U.S. Government Accountability Office 441 G Street NW, Room 7149 Washington, D.C. 20548: Copyright: This is a work of the U.S. government and is not subject to copyright protection in the United States. 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