Correspondence issued by the General Accounting Office with an abstract that begins "Since October 1994, the Export-Import Bank of the United States has had statutory authority to provide loans, guarantees, and insurance to help finance U.S. exports of dual-use defense articles and services, provided that these items are nonlethal and meant primarily for civilian use. These dual-use exports include air traffic control systems. The U.S. Export-Import Bank used $153.2 million during fiscal year 1999 to finance three dual-use exports, including transport aircraft and aircraft parts to be used to develop and protect the Amazon region in Brazil and radar systems to be used for vessel and air traffic control in Croatia. End-use monitoring procedures are in place, but no end-use reports have been filed for these dual-use exports because none of the exports has been delivered. In fiscal year 2000, the Bank used $31.2 million to finance five dual-use exports, including transport aircraft parts, vehicles, and construction equipment to be used to protect and develop rural regions in Venezuela. In fiscal year 2001, the Bank used $202.6 million to finance three dual-use exports, including transport aircraft and support systems to be used for pipeline monitoring in Algeria and construction equipment …

Correspondence issued by the General Accounting Office with an abstract that begins "Earlier this year, in response to concerns about the use of stolen or counterfeit law enforcement badges or credentials to gain access to secure government buildings and airports, GAO conducted an undercover operation during which GAO special agents gained entry into many federal sites and two commercial airports in the Washington, D.C., area and in Orlando, Florida. GAO surveyed these federal facilities and airports, along with 23 other major federal agencies, about any security improvements that they may have taken as a result of GAO's investigation. All 43 agencies and airports queried responded to GAO's survey, and many said that they had either started or completed a security assessment of existing security policies and procedures. GAO has not verified whether the reported specific security enhancements have actually been implemented."

A letter report issued by the General Accounting Office with an abstract that begins "With the end of the Cold War, national security strategies changed to meet new global challenges. The Navy developed a new strategic direction in the early 1990s, shifting its primary focus from open ocean "blue water" operations to littoral, or shallow water, operations closer to shore. GAO found that although the Navy has recently placed more emphasis on transformation, it does not have a well-defined and overarching strategy for transformation. It has not clearly identified the scope and direction of its transformation; the overall goals, objectives, and milestones; or the specific strategies and resources to be used in achieving these goals. It also has not clearly identified organizational roles and responsibilities, priorities, resources, or ways to measure progress. Without a well-defined strategic plan to guide the Navy's efforts, senior leaders and Congress will not have the tools they need to ensure that the transformation is successful."

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Veterans Affairs (VA) runs one of the nation's largest health care systems. In fiscal year 2000, roughly four million patients made 39 million outpatient visits to more than 700 VA health care facilities nationwide. However, excessive waiting times for outpatient care have been a long-standing problem. To ensure timely access to care, VA established a goal that all nonurgent primary and specialty care appointments be scheduled within 30 days of request and that clinics meet this goal by 1998. Yet, three years later, reports of long waiting times persist. Waiting times at the clinics in the 10 medical centers GAO visited indicate that meeting VA's 30-day standard is a continuing challenge for many clinics. Although most of the primary care clinics GAO visited (15 of 17) reported meeting VA's standard for nonurgent, outpatient appointments, only one-third of the specialty care clinics visited (18 of 54) met VA's 30-day standard. For the remaining two-thirds, waiting times ranged from 33 days at one urology clinic to 282 days at an optometry clinic. Although two-thirds of the specialty clinics GAO visited continued to have long waiting …

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Commerce generates and disseminates important economic information that is of great interest to U.S. businesses, policymakers, and researchers. The dramatic rise in the number and sophistication of cyberattacks on federal information systems is of growing concern. This report provides a general summary of the computer security weaknesses in the unclassified information systems of seven Commerce organizations as well as in the management of the department's information security program. The significant and pervasive weaknesses in the seven Commerce bureaus place the data and operations of these bureaus at serious risk. Sensitive economic, personnel, financial, and business confidential information is exposed, allowing potential intruders to read, copy, modify, or delete these data. Moreover, critical operations could effectively cease in the event of accidental or malicious service disruptions. Poor detection and response capabilities exacerbate the bureaus' vulnerability to intrusions. As demonstrated during GAO's testing, the bureaus' general inability to notice GAO's activities increases the likelihood that intrusions will not be detected in time to prevent or minimize damage. These weaknesses are attributable to the lack of an effective information security program with a lack of centralized …

A letter report issued by the General Accounting Office with an abstract that begins "This report reviews the Cleveland and Milwaukee school voucher programs, which provide money for low-income families to send their children to private schools. Both programs require participating private schools to be located within the city or the city's school district and to adhere to state standards for private schools, such as those covering health and safety. In both Cleveland and Milwaukee, voucher students were more likely than public school students to come from poorer families that were headed by a single parent. Some information about the racial and ethnic composition of Cleveland's and Milwaukee's public school and voucher students is available, but it is unclear whether the composition changed as a result of the voucher programs. Ohio and Wisconsin use different methods to provide state funds for the voucher programs and spend less on voucher students than on public school students. The Cleveland voucher program is funded with Disadvantaged Pupil Impact Aid funds up to a limit set by the Ohio Legislature. Wisconsin funds the Milwaukee voucher program with general state aid funds on the basis of number of students participating in the program in a …

A letter report issued by the General Accounting Office with an abstract that begins "GAO analyzed federal government budget practices in order to produce a framework for agency budget practices that can guide an agency toward incorporating performance information into the budget process. GAO also reviewed challenges to implementing results-oriented budget practices that were identified by a panel of agency budget officials."

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Agriculture's (USDA) fiscal year 2000 performance report and fiscal year 2002 performance plan have the potential for focusing the department's missions, but these efforts are compromised in several areas. USDA's goals and measures are too general to give insight into what USDA is actually trying to achieve. It is difficult to assess USDA's progress when it uses unrealistic goals to achieve strategic outcomes and when it uses untimely data that has not been consistently verified. In two areas--strategic human capital management and information security--progress in measuring USDA's performance has been frustrated by the lack of goals and measures for identified issues. Finally, by not sharing information about the major management challenges identified by its own Inspector General, USDA's agencies miss the opportunity to develop strategies and plans to respond to these issues."