Testimony issued by the Government Accountability Office with an abstract that begins "The Post-Katrina Emergency Management Reform Act of 2006 stipulates major changes to the Federal Emergency Management Agency (FEMA) within the Department of Homeland Security (DHS) to improve the agency's preparedness for and response to catastrophic disasters. For example, the act establishes a new mission for and new leadership positions within FEMA. As GAO has reported, DHS faces continued challenges, including clearly defining leadership roles and responsibilities, developing necessary disaster response capabilities, and establishing accountability systems to provide effective response while also protecting against waste, fraud, and abuse. This testimony discusses the extent to which DHS has taken steps to overcome these challenges This testimony summarizes earlier GAO work on: (1) leadership, response capabilities, and accountability controls; (2) organizational changes provided for in the Post-Katrina Reform Act; and (3) disaster management issues for continued Congressional attention."

Testimony issued by the Government Accountability Office with an abstract that begins "The Homeland Security Act was enacted in November 2002, creating the Department of Homeland Security (DHS) to improve homeland security following the September 11, 2001, terrorist attacks on the United States. The act centralized the leadership of many homeland security activities under a single federal department and, accordingly, DHS has the dominant role in implementing this national strategy. This testimony discusses the status of DHS's actions in fulfilling its responsibilities to (1) establish policies to define roles and responsibilities for national emergency preparedness efforts and prepare for the transition between presidential administrations, and (2) develop operational plans and performance metrics to implement these roles and responsibilities and coordinate federal resources for disaster planning and response. This testimony is based on prior GAO work performed from September 2006 to June 2008 focusing on DHS's efforts to address problems identified in the many post-Katrina reviews."

Testimony issued by the Government Accountability Office with an abstract that begins "The size and strength of hurricane Katrina resulted in one of the largest natural disasters in our nation's history and raised major questions about our nation's readiness and ability to respond to catastrophic disasters. GAO has a large body of completed and ongoing work on a range of issues relating to all phases of the preparation, response, recovery, and rebuilding efforts related to hurricane Katrina as well as a wealth of historical experience in reviewing the federal government's response to disasters and catastrophic events. A great deal of attention has been focused on lessons learned from the 2005 hurricane season and many recommendations have been advanced on how to improve the nation's preparedness and ability to effectively respond to catastrophic disasters. GAO's testimony today describes some factors for success and other issues that Congress may wish to consider as it determines what changes to make, including those of the Federal Emergency Management Agency's (FEMA) organizational placement, to improve the nation's readiness and ability to respond effectively to major disasters, including catastrophic disasters, regardless of cause."

A letter report issued by the Government Accountability Office with an abstract that begins "In 2005, Hurricanes Katrina and Rita destroyed thousands of homes and displaced over 1 million people. In light of widespread Congressional and public interest in U.S. agencies' performance in assisting hurricane victims, GAO initiated work under the Comptroller General's authority to examine federal housing assistance. Specifically, this report examines (1) the extent to which the National Response Plan (NRP) clearly described the responsibilities and capabilities of federal agencies and the Red Cross; (2) the extent to which these organizations had plans for providing sheltering and housing assistance; and (3) the perceptions of victims and others regarding the assistance needed and provided. GAO reviewed the NRP and related documents, interviewed Red Cross and federal agency officials and a limited number of storm victims, and convened a group of experts to discuss these issues."

A letter report issued by the Government Accountability Office with an abstract that begins "The Small Business Administration (SBA) is the federal government's primary provider of disaster loans to businesses, homeowners, and renters. In a previous report (GAO- 06-860), GAO found that SBA's limited information systems planning contributed to delays in processing disaster loans for the victims of the 2005 Gulf Coast Hurricanes (Katrina, Rita, and Wilma). To provide further insight into how SBA's disaster preparedness could be enhanced, this second report, initiated under the Comptroller General's authority, assesses other logistical issues (e.g., staffing and space acquisition) that may have affected the efficiency of the agency's response to the hurricanes. Specifically, this report (1) assesses SBA's logistical planning efforts prior to the Gulf Coast hurricanes and current planning efforts and (2) discusses SBA's outreach services to hurricane victims. GAO reviewed disaster planning reports, interviewed SBA officials, and visited the Gulf Coast region."

A letter report issued by the Government Accountability Office with an abstract that begins "In February 2003 reports, GAO identified actions needed to better prepare critical financial market participants for wide-scale disasters, such as terrorist attacks. To determine progress made since then, GAO assessed (1) actions that critical securities market organizations took to improve their ability to prevent and recover from disruptions, (2) actions that financial market and telecommunications industry participants took to improve telecommunications resiliency, (3) financial regulators' efforts to ensure the resiliency of the financial markets; and (4) SEC's efforts to improve its program for overseeing operations risks at certain market participants."

A letter report issued by the Government Accountability Office with an abstract that begins "Hurricane Katrina was one of the largest natural disasters in U.S. history. Despite a large deployment of resources at all levels, many have regarded the federal response as inadequate. GAO has a body of ongoing work that covers the federal government's preparedness and response to hurricanes Katrina and Rita. Due to widespread congressional interest, this review was performed under the Comptroller General's authority. It examined (1) the extent to which pre-Katrina plans and training exercises reflected the military assistance that might be required during a catastrophic, domestic, natural disaster, (2) the military support provided in response to Katrina and factors that affected that response, and (3) the actions the military is taking to address lessons learned from Katrina and to prepare for the next catastrophe."

A letter report issued by the Government Accountability Office with an abstract that begins "In addition to its primary mission of warfighting, the Department of Defense (DOD) plays an important role in civil support. Four years after the poorly coordinated national response to Hurricane Katrina, issues remain about DOD's progress in identifying its capability requirements for supporting a coordinated civilian-military response to a catastrophic domestic event. This report addresses the extent to which DOD (1) has identified and addressed its capability gaps for its civil support mission; (2) has clearly defined roles, responsibilities, and relationships and identified appropriate levels and types of personnel to assign to the FEMA regions; and (3) shares and tracks information concerning its civil support requirements response process with civil authorities. To do this, GAO analyzed DOD civil support guidance and plans and met with DOD and FEMA officials regarding the support that civilian authorities may request during a catastrophic incident."

A letter report issued by the Government Accountability Office with an abstract that begins "In the wake of the 2005 Gulf Coast Hurricanes, coordination and collaboration challenges created obstacles during the government's response and recovery efforts. Because of the many stakeholders involved in recovery, including all levels of government, it is critical to build collaborative relationships. Building on GAO's September 2008 report which provided several key recovery practices from past catastrophic disasters, this report presents examples of how federal, state, and local governments have effectively collaborated in the past. GAO reviewed five catastrophic disasters--the Loma Prieta earthquake (California, 1989), Hurricane Andrew (Florida, 1992), the Northridge earthquake (California, 1994), the Kobe earthquake (Japan, 1995), and the Grand Forks/Red River flood (North Dakota and Minnesota, 1997)--to identify recovery lessons. GAO interviewed officials involved in the recovery from these disasters and experts on disaster recovery. GAO also reviewed relevant legislation, policies, and the disaster recovery literature."

Correspondence issued by the Government Accountability Office with an abstract that begins "This letter in response to congressional direction accompanying the Consolidated Appropriations Act of 2008 reports on the Coast Guard's Deployable Operations Group. Specifically, we are reporting on the extent to which the Deployable Operations Group achieved its intended benefits and the challenges it faces as it continues to mature. Based on the results of our review, we are not making any recommendations for congressional consideration or agency action."

A letter report issued by the Government Accountability Office with an abstract that begins "Hurricane Katrina was the largest, most destructive natural disaster in our nation's history. The problems experienced in responding to Katrina resulted in a number of investigations--by congressional committees, the White House Homeland Security Council, and others--regarding the preparations for and response to Katrina. GAO assisted the congressional investigations and, under the Comptroller General's authority, initiated a number of Katrina-related reviews. In March 2006 testimony, GAO provided its preliminary observations to Congress. The purpose of this report is to summarize what went well and why, what did not go well and why, and what changes are needed to improve the nation's readiness to respond to a catastrophic disaster; and to identify selected issues associated with the Gulf Coast's recovery. This report is based on GAO's prior work on catastrophic disasters, including Hurricane Andrew in 1992, the over 30 GAO reports completed to date on Hurricanes Katrina and Rita, ongoing GAO work, and other Hurricane Katrina reviews and lessons learned."

A letter report issued by the Government Accountability Office with an abstract that begins "A well-defined enterprise architecture is an essential tool for leveraging information technology (IT) to transform business and mission operations. GAO's experience has shown that attempting to modernize and evolve IT environments without an architecture to guide and constrain investments results in operations and systems that are duplicative, not well integrated, costly to maintain, and ineffective in supporting mission goals. In light of the importance of enterprise architectures, GAO developed a five stage architecture management maturity framework that defines what needs to be done to effectively manage an architecture program. Under GAO's framework, a fully mature architecture program is one that satisfies all elements of all stages of the framework. As agreed, GAO's objective was to determine the status of major federal department and agency enterprise architecture efforts."

Testimony issued by the Government Accountability Office with an abstract that begins "As a new hurricane season approaches, the Federal Emergency Management Agency (FEMA) within the Department of Homeland Security (DHS) faces the simultaneous challenges of preparing for the season and implementing the reorganization and other provisions of the Post-Katrina Emergency Management Reform Act of 2006. The Act stipulates major changes to FEMA intended to enhance its preparedness for and response to catastrophic and major disasters. As GAO has reported, FEMA and DHS face continued challenges, including clearly defining leadership roles and responsibilities, developing necessary disaster response capabilities, and establishing accountability systems to provide effective services while protecting against waste, fraud, and abuse. This testimony (1) summarizes GAO's findings on these challenges and FEMA's and DHS's efforts to address them; and (2) discusses several disaster management issues for continued congressional attention."

Testimony issued by the Government Accountability Office with an abstract that begins "The Federal Emergency Management Agency (FEMA) within the Department of Homeland Security (DHS) faces the simultaneous challenges of preparing for the season and implementing the reorganization and other provisions of the Post-Katrina Emergency Management Reform Act of 2006. The Act stipulated major changes to FEMA that were intended to enhance its preparedness for and response to catastrophic and major disasters. As GAO has reported, FEMA and DHS face continued challenges, including clearly defining leadership roles and responsibilities, developing necessary disaster response capabilities, and establishing accountability systems to provide effective services while protecting against waste, fraud, and abuse. This testimony (1) summarizes GAO's findings on these challenges and FEMA's and DHS's efforts to address them; and (2) discusses several disaster management issues for continued congressional attention."

A letter report issued by the Government Accountability Office with an abstract that begins "Concerns over the Department of Homeland Security's (DHS) Federal Emergency Management Agency's (FEMA) provision of temporary housing assistance, including travel trailers at group sites, after the 2005 hurricanes led to the development of the National Disaster Housing Strategy. GAO was asked to assess (1) the challenges households faced in transitioning to permanent housing, (2) the extent to which FEMA measured its performance in closing and transitioning households in group sites, (3) the strategy's effectiveness in defining FEMA's roles and responsibilities for closing and transitioning households in group sites, and (4) the alternatives to travel trailers in group sites and how well the strategy assessed them. GAO reviewed the strategy and interviewed officials from FEMA, state agencies, and selected nonprofit and housing research groups."

A letter report issued by the Government Accountability Office with an abstract that begins "After the Small Business Administration (SBA) was widely criticized for its performance following the 2005 Gulf Coast hurricanes, the agency took steps to reform the Disaster Loan Program and Congress enacted the Small Business Disaster Response and Loan Improvements Act of 2008 (Act). GAO was asked to determine (1) the extent to which SBA addressed the Act's requirements, and (2) how SBA's response to major disasters in 2008 aligned with key components of its June 2007 Disaster Recovery Plan (DRP). GAO reviewed the Act, as well as SBA information on requirements addressed and steps taken, including the DRP, various reports to Congress, and policy memoranda. GAO also conducted site visits to areas affected by major 2008 disasters, reviewed SBA's customer satisfaction survey, and obtained the opinions of relevant stakeholders."

A letter report issued by the Government Accountability Office with an abstract that begins "The U.S. Army Corp of Engineers' (Corps) civil works mission has grown over the years, while its three-tiered headquarters, division, and district structure has remained the same since it was created in 1893. GAO was asked to examine for the Civil Works Program (1) over time, how the Corps has realigned its organization to take into account its changing mission, budget, staffing, and workload; (2) the challenges that the Corps has faced in realigning its organization; and (3) areas where officials and stakeholders believe changes to organizational alignment, if any, could enhance the Corps' civil works mission. Organizational alignment refers to, among other things, changes in structure, roles and responsibilities, and technical and policy guidance. GAO completed a historical and legislative review of the Corps' mission and past realignment efforts, reviewed budget, staffing, and workload data, and interviewed current and former officials and stakeholders."

Testimony issued by the Government Accountability Office with an abstract that begins "Voluntary organizations have traditionally played a major role in the nation's response to disasters, but the response to Hurricane Katrina raised concerns about their ability to handle large-scale disasters. This testimony examines (1) the roles of five voluntary organizations in providing mass care and other services, (2) the steps they have taken to improve service delivery, (3) their current capabilities for responding to mass care needs, and (4) the challenges they face in preparing for large-scale disasters. This testimony is based on GAO's previous report (GAO-08-823) that reviewed the American Red Cross, The Salvation Army, the Southern Baptist Convention, Catholic Charities USA, and United Way of America; interviewed officials from these organizations and the Federal Emergency Management Agency (FEMA); reviewed data and laws; and visited four high-risk metro areas--Los Angeles, Miami, New York, and Washington, D.C."

Correspondence issued by the Government Accountability Office with an abstract that begins "Congress asked us to examine issues regarding changes in obligations for administrative activities--generally conducted in CDC's leadership and management levels--and public health programs--generally conducted in CDC's division level--before and after the organizational restructuring and budget reorganization. GAO examined the following questions: 1. How were obligations distributed between CDC's division level and CDC's leadership and management levels from fiscal years 2003 through 2006? 2. How have obligations and activities at CDC's leadership and management levels--including shared business services in the CDC Office of the Director--changed from fiscal year 2003 through fiscal year 2006? 3. How have obligations and activities at CDC's division level changed from fiscal years 2003 through 2006?The Centers for Disease Control and Prevention's (CDC) mission is to promote health and quality of life by preventing and controlling disease, injury, and disability. In fiscal year 2005, CDC, an agency within the Department of Health and Human Services (HHS), completed its first major organizational restructuring in more than 25 years, known as the Futures Initiative, as part of its efforts to prioritize its strategies, programs, resources, and needs. In accordance with the conference report accompanying its 2005 appropriation, …

Testimony issued by the General Accounting Office with an abstract that begins "The Small Business Administration (SBA) has made organizational structure and service delivery changes during the past 10 years. However, ineffective lines of communication, confusion over the mission of district offices, complicated and overlapping organizational relationships, and a field structure not consistently matched with mission requirements all combine to impede SBA staff efforts to deliver services effectively. SBA's structural inefficiencies stem in part from realignment efforts during the mid-1990s that changed SBA's functions but left aspects of the previous structure intact, congressional influence over the location of field offices and centers, and legislative requirements such as specified reporting relationships. In response to GAO's findings and additional challenges identifies by the Office of Management and Budget and the SBA Inspector General, SBA recently announced a draft 5-year workforce transformation plan that discusses many of GAO's findings regarding the difficulties posed by its current structure. Organizational alignment is crucial if an agency is to maximize its performance and accountability. As SBA executes its workforce transformation plan, it should employ strategies common to successful transformation efforts both here and abroad. Successful efforts begin with instilling senior-level leadership, responsibility, and accountability for organizational …

A letter report issued by the General Accounting Office with an abstract that begins "People are the federal government's most valuable asset. Studies of private and public sector organizations have shown that high-performing organizations value and invest in their employees--human capital--and align their "people policies" to support organizational performance goals. In the federal government, however, strategic human capital management is a pervasive challenge. GAO has included human capital on its high-risk list. The Administration's emphasis on workforce planning and restructuring will require federal agencies to flatten their organizational hierarchy and improve their work processes. To optimize the services provided to citizens, federal employees must understand the link between their daily work and the results their organization seeks to achieve. For the initiatives GAO reviewed, agencies had to overcome organizational and cultural barriers, including a lack of trust, resistance to change and lack of buy-in from front-line employees and managers, and various implementation issues, such as workload demands. The agencies developed strategies to address these barriers, such as maintaining open communication and reassigning and hiring personnel. In implementing the practices to empower and involve employees, agencies identified a range of examples to demonstrate the performance improvements these efforts have accomplished."

Correspondence issued by the Government Accountability Office with an abstract that begins "The United States continues to face a myriad of broad and evolving threats, such as the October 2010 attempted attack on the nation's air cargo system, that underscore the high priority the federal government places on homeland security and efforts to coordinate security roles, responsibilities, and activities across a wide variety of stakeholders, including state, local, tribal, private sector, nongovernmental, and international partners. The Implementing Recommendations of the 9/11 Commission Act of 2007 (9/11 Commission Act) required that beginning in 2009 and every 4 years thereafter the Department of Homeland Security (DHS) conduct a quadrennial review that provides a comprehensive examination of the homeland security strategy of the United States. According to the act, the review is to delineate the national homeland security strategy, outline and prioritize critical homeland security missions, and assess the organizational alignment of DHS to the homeland security strategy and mission areas, among other things. The act required that DHS conduct the quadrennial review in consultation with stakeholders, such as heads of federal agencies; state, local, and tribal governments; private sector representatives; and academics and other policy experts. The act also specified that DHS …

Testimony issued by the Government Accountability Office with an abstract that begins "The size and strength of Hurricane Katrina resulted in one of the largest natural disasters in our nation's history. Hurricane Katrina raised major questions about our nation's readiness and ability to respond to catastrophic disasters. Hurricane Rita increased demands on an already stressed response and recovery effort by all levels of government. The two hurricanes provided a sobering picture of the overwhelming strains on response and recovery if there are back-to-back catastrophic disasters in the same area. GAO has a large body of ongoing work on a range of issues relating to all phases of the preparation, response, recovery, and rebuilding efforts related to Hurricanes Katrina and Rita."

Correspondence issued by the Government Accountability Office with an abstract that begins "On August 29, 2005, and in the ensuing days, Hurricanes Katrina, Rita, and Wilma devastated the Gulf Coast region of the United States. Hurricane Katrina alone affected more than a half million people located within approximately 90,000 square miles spanning Louisiana, Mississippi, and Alabama, ultimately resulted in over 1,600 deaths, and has spawned one of the largest natural disaster relief and recovery operations in U.S. history. Almost 3 years prior to the hurricanes, the Homeland Security Act of 2002 created the Department of Homeland Security (DHS) largely in response to the September 11, 2001, terrorist attacks. The Homeland Security Act merged 22 disparate agencies and organizations into the new department, including the Federal Emergency Management Agency (FEMA). The Homeland Security Act generally charged DHS with securing the homeland against terrorist attacks and carrying out the functions of all transferred entities, including acting as a focal point regarding natural and man-made crises and emergency planning. Hurricane Katrina severely tested disaster management at the federal, state, and local levels and revealed weaknesses in the basic elements of preparing for, responding to, and recovering from any catastrophic disaster. Beginning in February …