A letter report issued by the General Accounting Office with an abstract that begins "This report discusses the Federal Emergency Management Agency's (FEMA) fiscal year 2000 performance report and fiscal year 2002 performance plan required by the Government Performance and Results Act of 1993. Although FEMA did not attain all of its goals for selected key outcomes in its fiscal year 2000 annual performance report, FEMA did make progress toward achieving the outcomes. FEMA's progress varied for each outcome, and the information presented in the performance report did not always provide enough information to allow an independent assessment of FEMA's progress in achieving the outcome. In general, FEMA's strategies for achieving these key outcomes appeared to be clear and reasonable. Although FEMA has more work to do on the outcomes GAO reviewed, its fiscal year 2000 performance report and fiscal year 2002 performance plan reflect continued improvement compared with the prior year's report and plan. FEMA has refined its performance goals and made them more outcome oriented. FEMA's fiscal year 2000 performance report and fiscal year 2002 performance plan generally addressed the management challenges GAO cited in earlier reports. The report and plan indicate that FEMA has taken some actions …

A chapter report issued by the General Accounting Office with an abstract that begins "The Federal Aviation Administration (FAA) issues regulations to strengthen aviation safety and security and to promote the efficient use of airspace. FAA's rulemaking is a complicated process intended to ensure that all aspects of any regulatory change are fully analyzed before any change goes into effect. During the last 40 years, many reports have documented problems in FAA's rulemaking efforts that have delayed the formulation and finalization of its rules. This report reviews FAA's rulemaking process. GAO reviewed 76 significant rules and found that FAA's rulemaking process varied widely. These rules constituted the majority of FAA's workload of significant rules from fiscal year 1995 through fiscal year 2000. GAO found that FAA had begun about 60 percent of the rulemaking projects by Congress and about a third of the rulemaking projects recommended by the National Transportation Safety Board within six months. For one-fourth of the mandates and one-third of the recommendations however, at least five years passed before FAA began the process. Once the rule was formally initiated, FAA took a median time of two and a half years to proceed from formal initiation of the …

A letter report issued by the General Accounting Office with an abstract that begins "Molluscan shellfish--oysters, clams, mussels, and scallops--cause more than 100,000 illnesses annually, according to the most recent available estimates made by the Food and Drug Administration (FDA). Unlike meat and most other seafood products, which are normally cooked before consumption, shellfish are often eaten raw, increasing the risk of illness. The severity of illnesses that occur from contaminated shellfish varies from mild gastrointestinal discomfort to death. The vibrio vulnificus (V. vulnificus) bacteria in shellfish, primarily raw oysters, have caused 275 reported illnesses and 143 deaths since 1989. FDA, state regulators, and shellfish industry representatives formed the Interstate Shellfish Sanitation Conference (ISSC) in 1982 to promote uniform shellfish policies for the safe harvesting, processing, and distribution of fresh and frozen shellfish. In 1997, FDA required processors of seafood, including shellfish, to implement Hazard Analysis Critical Control Point (HACCP) systems. Processors of raw molluscan shellfish must identify likely safety hazards establish controls to prevent or reduce contamination to acceptable levels. This report reviews (1) FDA's approach to oversight of state and foreign shellfish safety programs and (2) the ISSC's strategy for reducing the illnesses and deaths associated with V. …

A letter report issued by the General Accounting Office with an abstract that begins "This report reviews the Office of Personnel Management's (OPM) fiscal year 2000 performance report and fiscal year 2002 performance plan. OPM's mission, in part, is to provide strategic human capital management leadership and services to federal agencies. OPM's fiscal year 2000 performance report and fiscal year 2002 performance plan contain many goals that measure the extent of their activities, but there are few goals and measures that assess the actual state of strategic human capital management in the federal government or the specific contributions that OPM's programs and initiatives make. Although OPM does not directly control these outcomes in federal agencies, it needs to measure the results to assess how well its leadership services are working. OPM recognizes this weakness and is working with human resource directors at federal agencies to develop a series of human capital measures. In its report and plan, OPM also need to strengthen goals and measures to improve their reliability, link its internal human capital goals to OPM programs, and establishing a program management performance goal to assess fraud and error in the Federal Employees Health Benefits Program."

Daily newspaper from Baytown, Texas that includes local, state, and national news along with advertising.

Daily newspaper from Altus, Oklahoma that includes local, state, and national news along with advertising.

Weekly newspaper from Alvin, Texas that includes local, state, and national news along with advertising.

Daily newspaper from Chickasha, Oklahoma that includes local, state, and national news along with advertising.

Daily newspaper from Sapulpa, Oklahoma that includes local, state, and national news along with advertising.

Daily newspaper from Perry, Oklahoma that includes local, state, and national news along with advertising.