A statement of record issued by the General Accounting Office with an abstract that begins "This testimony discusses management shortcomings at the Architect of the Capitol (AOC) in such areas as strategic planning, organizational alignment, strategic human capital, financial management, and information technology. AOC has demonstrated a commitment to change through ongoing management improvements. It is also revisiting its strategic planning efforts, working with a consultant to implement best practices, and implementing a new financial management system. AOC recognizes that change will not come quickly or easily. AOC must ensure that it has the policies, procedures, and people in place to effectively implement the needed changes. GAO believes that AOC must ensure top leadership commitment to change; identify long-term, mission-critical goals through a re-invigorated strategic planning process tied to serving the Congress; develop annual goals and a system for measuring progress; and establish individual accountability and commensurate authority for achieving results."

A letter report issued by the General Accounting Office with an abstract that begins "Federal programs in the Federal Housing Administration (FHA), the Department of Veterans Affairs (VA), and the Rural Housing Service (RHS) promote mortgage financing for low-income, first-time, minority, veteran, and rural home buyers. Congress has also chartered private corporations--Fannie Mae and Freddie Mac--to provide mortgage lending and to promote homeownership opportunities. Many homeowners fall behind in their mortgage payments each year due to unemployment, health problems, or the death of a provider. To avoid high cost foreclosure proceedings when home buyers fall behind on their obligations, FHA, VA, and RHS instruct mortgage servicers, typically large financial institutions, to assist the home buyers in bringing their mortgage payments current. Despite these efforts, in 118,000 cases in 2000 the mortgage servicers engaged in various foreclosure proceedings under the direction of the organizations. FHA procedures delay the initiation of critical steps necessary to preserve the value of foreclosed properties and to sell them quickly. Although Fannie Mae, Freddie Mac, VA, and RHS designate one entity as responsible for the custody, maintenance, and sale of foreclosed properties, FHA divides these responsibilities between its mortgage servicers and management and marketing contractors, which …

Testimony issued by the General Accounting Office with an abstract that begins "The Department of Transportation's (DOT) Job Access and Reverse Commute (Job Access) Program, has presented implementation challenges for the Federal Transit Administration (FTA). In November 1999, DOT's process for selecting Job Access grantees was inconsistent and the basis for some selections was unclear. In response, DOT took steps to improve its process for selecting grantees by developing a standard format for reviewing proposals and providing more detailed guidance to its reviewers. Grantees reported problems in meeting standard grant requirements for obtaining Job Access funding. Half of the respondents GAO surveyed said that it took too long to satisfy standard FTA grant requirements--on average, about nine months from the time an applicant had been selected for a grant until the time the applicant had satisfied the requirements and received its grant. The Transportation Equity Act for the 21st Century required DOT to evaluate the Job Access program and issue a report by June 2000. However, DOT reportedly has no estimated date for issuing the report. DOT developed a plan and selected an increase in access to employment sites as the sole measure of program success. The use of employment …

Testimony issued by the General Accounting Office with an abstract that begins "The lack of outpatient prescription drug coverage may leave Medicare's most vulnerable beneficiaries with high out-of-pocket costs. Recent estimates suggest that, at any given time, more than a third of Medicare beneficiaries lack prescription drug coverage. The rest have some coverage through various sources--most commonly employer-sponsored health plans. Recent evidence indicates that this coverage is beginning to erode. The short- and long-term cost pressures facing Medicare will require substantial financing and programmatic reforms to put future Medicare on a sustainable footing. In the absence of a drug benefit, many Medicare beneficiaries obtain coverage through health plans, public programs, and the Medigap insurance market. The price, availability, and level of such coverage varies widely, leaving substantial gaps and exposure to high out-of-pocket costs for thousands. Despite pressures to adopt a prescription drug benefit, the rapidly rising cost of current obligations argues for careful deliberation and extreme caution in expanding benefits. GAO's long-term simulations show that the aging of the baby boomers and rising per capita health care spending will, absent meaningful reform, lead to massive fiscal challenges in future years."

A letter report issued by the General Accounting Office with an abstract that begins "The Department of the Interior has cut its aviation accident rate in half since 1975--from 18.8 accidents to 8.7 per 100,000 flight hours. The department's lower accident rate can be attributed to the implementation of a standard aviation operating policy and to aviation safety standards that exceed the Federal Aviation Administration's requirements. The Office of Aircraft Services (OAS) has not fully recovered aviation program costs. From fiscal years 1999 to 2000, OAS has charged bureaus about $4 million less than actual costs, representing an undercharge of about two percent. OAS set rates that were based on flight hour projections of actual usage that turned out to be low, and OAS did not include all the cost elements that needed to be considered. Periodic monitoring of the rates and actual costs would ensure that all costs are recovered. OAS has yet to develop a more cost-effective approach for using aircraft. To cut costs, OAS has reduced its staffing levels by 24 percent since 1992."