Correspondence issued by the Government Accountability Office with an abstract that begins "In connection with fulfilling our requirement to audit the financial statements of the U.S. government, we audited and reported on the Schedules of Federal Debt Managed by the Bureau of the Public Debt (BPD) for the fiscal years ended September 30, 2006 and 2005. As part of these audits, we performed a review of the general and application information security controls over key BPD financial systems. In our audit report on the Schedules of Federal Debt for the fiscal years ended September 30, 2006 and 2005, we concluded that BPD maintained, in all material respects, effective internal control relevant to the Schedule of Federal Debt related to financial reporting and compliance with applicable laws and regulations as of September 30, 2006, that provided reasonable assurance that misstatements, losses, or noncompliance material in relation to the Schedule of Federal Debt would be prevented or detected on a timely basis. We found matters involving information security controls that we do not consider to be reportable conditions but that nevertheless warrant BPD management's attention and action. BPD mitigated the potential effect of such issues with physical security measures, a program of …

Testimony issued by the Government Accountability Office with an abstract that begins "Today's testimony will focus on (1) the Architect of the Capitol's (AOC) construction progress since the last CVC hearing on September 25, 2007, and (2) the project's expected cost at completion and funding status. Today's remarks are based on our review of schedules and financial reports for the CVC project and related records maintained by AOC and its construction management contractor, Gilbane Building Company; our observations on the progress of work at the CVC construction site; and our discussions with the CVC team (AOC and its major CVC contractors), AOC's Chief Fire Marshal, and representatives from the U.S. Capitol Police. We also reviewed AOC's construction management contractor's periodic schedule assessments, potential change order log, and weekly reports on construction progress. In addition, we reviewed the contract modifications made to date."

Testimony issued by the Government Accountability Office with an abstract that begins "The Coast Guard's Deepwater program is a 25-year, $24 billion plan to replace or modernize its fleet of vessels and aircraft. While there is widespread acknowledgment that many of the Coast Guard's aging assets need replacement or renovation, concerns exist about the acquisition approach the Coast Guard adopted in launching the Deepwater program. From the outset, GAO has expressed concern about the risks involved with the Coast Guard's acquisition strategy, and continues to review Deepwater program management. This statement discusses (1) the Coast Guard's acquisition approach for the Deepwater program; (2) previous GAO recommendations to the Coast Guard on Deepwater, highlighting the importance of Integrated Product Teams; and (3) operational challenges the Coast Guard is facing because of performance and design problems with Deepwater patrol boats."

Testimony issued by the Government Accountability Office with an abstract that begins "The Department of Homeland Security (DHS) is responsible for addressing the threat of nuclear smuggling. Radiation detection portal monitors are key elements in our national defenses against such threats. DHS has sponsored R&D and testing activities to develop a "next generation" portal monitor, known as the advanced spectroscopic portal monitor. However, each one costs 6 times more than a current portal monitor. In March 2006, we recommended that DHS conduct a cost-benefit analysis to determine whether the new portal monitors are worth the additional cost. In June 2006, DHS issued its analysis. In October 2006, we issued our report that assessed the DHS study. GAO's statement, based on our October 2006 report, addresses whether DHS's cost-benefit analysis provides an adequate basis for its decision to purchase and deploy the next generation portal monitors."

Deposit summary of $100.00 made on April 14, 2007.

Testimony issued by the Government Accountability Office with an abstract that begins "FAA operates one of the safest air transportation systems in the world. It is, however, a system under strain. The skies over America are becoming more crowded every day. FAA faces the daunting task of safely integrating a growing influx of passengers and aircraft into the system and simultaneously leading the transition to the Next Generation Air Transportation System (NextGen)--a complicated effort to modernize the system. FAA's broad responsibilities to maintain and modernize the nation's air transportation system must be met in an uncertain budgetary and long-term fiscal environment. GAO's concerns about financing the nation's transportation system, including aviation, led GAO to designate this issue as high-risk."

Testimony issued by the Government Accountability Office with an abstract that begins "The Freedom of Information Act (FOIA) establishes that federal agencies must provide the public with access to government information, enabling them to learn about government operations and decisions. To help ensure proper implementation, the act requires that agencies annually report specific information about their FOIA operations, such as numbers of requests received and processed and median processing times. In addition, a recent Executive Order directs agencies to develop plans to improve their FOIA operations, including decreasing backlogs. GAO was asked to testify on the results of its study on FOIA processing and agencies' improvement plans. The draft report on the study is currently out for comment at the agencies involved (and is thus subject to change). For the study, GAO reviewed status and trends of FOIA processing at 25 major agencies as reflected in annual reports, as well as the extent to which improvement plans contain the elements emphasized by the Executive Order. To do so, GAO analyzed the 25 agencies' annual reports and improvement plans."

Testimony issued by the Government Accountability Office with an abstract that begins "GAO's Forensic Audits and Special Investigations team (FSI), which was created in 2005 as an interdisciplinary team consisting of investigators, auditors, and analysts, conducts covert tests at the request of the Congress to identify vulnerabilities and internal control weaknesses at executive branch agencies. These vulnerabilities and internal control weaknesses include those that could compromise homeland security, affect public safety, or have a financial impact on taxpayer's dollars. FSI conducts covert tests as "red team" operations, meaning that FSI does not notify agencies in advance about the testing. Recently, concerns have arisen as to whether top management at the U.S. Transportation Security Administration (TSA) were negatively impacting the results of red team operations by leaking information to security screeners at the nation's airports in advance of covert testing operations. Consequently, GAO was asked to (1) briefly explain FSI's processes and procedures concerning covert testing and (2) provide examples of covert activities performed"

Meeting agenda for the steering committee dated Tuesday, August 14th, 2007. The meeting agenda includes underlined headers for bulleted lists along with three sections of handwritten notes lining the right margin of the page. The second page includes a collated page of yellow and orange coded financial spreadsheets.

Testimony issued by the Government Accountability Office with an abstract that begins "In fiscal year 2006, outlays for Medicaid were about $324 billion; about $185 billion was paid by the federal government. Because GAO previously identified abusive and criminal activity associated with government contractors owing billions of dollars in federal taxes, the subcommittee requested GAO expand our work to Medicare and Medicaid providers. Today's testimony covers Medicaid providers who abused the federal tax system from 7 selected states. GAO was asked to (1) determine if Medicaid providers have unpaid federal taxes, and the magnitude of such debts; (2) identify examples of Medicaid providers that have engaged in abusive or related criminal activities; and (3) determine whether the Centers for Medicare & Medicaid Services (CMS) and the states prevent health care providers with tax problems from enrolling in Medicaid or participating in the continuous levy program to pay federal tax debts. To perform this work, GAO analyzed tax data from the Internal Revenue Service (IRS) and Medicaid data from seven selected states and performed investigative activities."

Correspondence issued by the Government Accountability Office with an abstract that begins "The National Transportation Safety Board (NTSB) opened a training center in 2003 to train its investigators and others from the transportation community on accident investigation techniques. As GAO reported last year, NTSB's training center is not cost-effective, as its revenues, when combined with the external training costs NTSB staff avoid by using the center, do not cover its costs. In fact, in fiscal year 2006, costs exceeded revenues by $2.7 million. We concluded that potential strategies to increase revenues or decrease costs could increase the cost-effectiveness of the training center; however, vacating the space may be the strategy that reduces costs the most. On December 21, 2006, Congress passed Public Law 109-443, requiring NTSB to prepare a utilization plan for the training center that would, among other things, consider other revenue-generating measures, such as subleasing the training center to another entity; include a detailed financial statement covering current training center expenses and revenues and an analysis of the projected expenses and revenues; and submit the plan to us for review and comment within 90 days of passage of the act. NTSB prepared a draft business plan for the …

The National Museum of the Pacific War presents an oral interview with Carlo Didio. Didio joined the Navy in early 1942, having already worked as a patternmaker in the ship repair unit at the Norfolk Naval Yard. After basic training, he was stationed at the Philadelphia Naval Shipyard as a second class patternmaker. He commissioned and boarded the USS Kermit Roosevelt (ARG-16) as part of the repair crew at the Panama Canal. The ship then headed for Saipan. Didio then traveled to Okinawa, where his ship immediately disembarked with countless other ships, fleeing a typhoon. After 12 days in the storm, the ship lost track of the seven LSTs they were shepherding. The captain advised everyone to put on their life vests as he turned back into the wind and waves to find them. Six were recovered, one having washed ashore on Formosa. Didio’s last station before discharge was Sing Tao, where the locals were neither friendly nor unfriendly but simply wanted to sell goods. He returned home in June 1946.

The National Museum of the Pacific War presents an oral interview with Earl Kohlman. Kohlman joined the Navy in 1944 after beginning college in pre-med. Despite requesting to be a medic, after an aptitude test he was assigned to radio school. Upon completion, he narrowly missed being assigned to the USS Indianapolis (CA-35). He instead boarded the USS Langley (CVL-27), copying code around the clock and maintaining the ship’s antennae. His battle station was in the navigator’s compartment, where he was in charge of communications within the ship. He worked briefly in the Combat Information Center (CIC) and hated to hear the distress calls of ships in combat or, worse, to lose all communication with them. But he found typhoons to be even more dangerous than battle. When he received the message that the first atomic bomb had been dropped, he copied the code and handed it to his communications officer, who immediately decoded it and accused Kohlman of dreaming. After the war he visited Naples, and was caught in a major storm off of Gibraltar. Kohlman returned home and was discharged in June 1946. He returned to school, earning a teaching degree in economics and government.

The National Museum of the Pacific War presents an oral interview with James O. Painter. Painter was born in Johnson County, Texas 21 August 1923. He quit school in 1940 and joined the Texas National Guard, being assigned to Battery B, 132nd Field Artillery, 36th Infantry Division. When the National Guard was federalized I n1940, Painter’s unit went to Camp Bowie, Texas for basic training. He then went to Fort Sill, Oklahoma where he received advanced training with the 105mm howitzer. In January 1942 the division conducted maneuvers in North and South Carolina for several months. The unit left from Fort Dix aboard the SS Argentina bound for Algeria in November 1942. Upon landing, Painter trained in the use of mines and demolition. On 9 September 1943 he landed at Salerno in the third wave aboard a DUKW, which carried a 105mm Howitzer and crew. He witnessed the death of a childhood friend. He also landed at Anzio, working as a forward observer with the 142nd Infantry. On 15 August 1944 he participated in Operation Dragoon. Painter was captured by Germans in September and taken to Stalag XIIA, then to Stalag IIIC. While there a German officer offered him the …

The National Museum of the Pacific War presents an interview with James Rudd. Rudd joined the Army Air Forces in October of 1942. He completed Radio School and served as a Radio Operator with the 83rd Troop Carrier Squadron, 437th Troop Carrier Group. In January of 1944, the group deployed to England. In June, during the Normandy campaign, they released gliders over Cherbourg, France and carried troops, weapons, ammunition and other supplies for the 82nd Airborne Division. In August through December, they participated in the invasion of southern France and Operation Market Garden, releasing paratroopers and gliders, and resupplied the 101st Airborne Division in Bastogne, Belgium. Rudd returned to the US and was discharged in late 1945.

The National Museum of the Pacific War presents an interview with Jerry Okrina. Okrina joined the U.S. Marines in January of 1943 and served as a rifleman. He traveled to New Caledonia, joined the Marine Raiders and describes his training on the island. They participated in assault landings on Guadalcanal and Bougainville from 1943 into January 1944. In 1944 he were assigned to the 6th Marines. In July they participated in the Battle of Guam. In April of 1945 they were the first wave into Okinawa. While on Okinawa Okrina was knocked unconscious by an artillery shell but recovered to lead his platoon to a safe area before he was evacuated. Additionally, a bullet just missed Okrina’s heart and passed through both lungs. His recovery took about five months and he was sent home. He had already been in the service three years before he was wounded. He received a Purple Heart for each of these incidents. He provides details of each battle. He received a medical discharge in 1945.

The National Museum of the Pacific War presents an oral interview with Kurt Muller. Muller joined the Marine Corps soon after 7 December 1941. He describes his training as an officer candidate. Muller was sent to the 2nd Marine Division as a replacement and landed on Saipan and Tinian. He describes the brutal combat including a large scale banzai charge on Saipan. Muller was sent to Nagasaki as a part of the occupation and describes the damage caused by the atomic bomb.

The National Museum of the Pacific War presents an oral interview with R.V. Burgin. Burgin was born in Marquez, Texas 13 August 1922 and joined the Marine Corps in March 1941. Completing boot camp, he went to Camp Elliott, California for training with 60mm mortars. He boarded the USS Mount Vernon (AP-22) and went to Melbourne, Australia. Upon arrival, he was assigned to K Company, 3rd Battalion, 5th Marines, 1st Marine Division (Eugene B. Sledge, author of With the Old Breed, served in K/3/5 with Burgin). On 1 January 1944 he landed on Cape Gloucester, New Britain. Burgin describes repelling a number of Japanese banzai charges. Burgin also describes the invasion of Peleliu and comments on the high casualty rate. Once the island was secured his unit went to Pavuvu for rest. On 1 April 1945 he landed on Okinawa. During the battle, Burgin was wounded. After being treated at a field hospital he returned to the front lines and remained there until the island was secured.

The National Museum of the Pacific War presents an oral interview with Sam Laser. Laser was born in Clarksville, Arkansas on 22 December 1919. He enlisted in the Navy in September 1941, and was assigned to the USS Yorktown (CV-5) at Norfolk, Virginia, as a yeoman in the gunnery division. The ship departed Pearl Harbor as part of Task Force 17 and Laser recalls participating in the Battle of the Coral Sea during which the ship was damaged by a Japanese bomb. After being repaired in Pearl Harbor the Yorktown participated in the Battle of Midway and Laser describes the action and damage that resulted in the order to abandon ship. He vividly describes the actions he took while abandoning the ship. He was picked up by a destroyer and transferred to the USS Portland (CA-33) by breeches buoy. After being transferred to the USS Fulton (AS-11) he was taken to Pearl Harbor. After he recuperated, he went to San Francisco where he was assigned to United States. Navy. Carrier Air Service Unit 6 (CASU-6). In early 1943 Laser became a direct commission officer with the rank of ensign. He was sent to Naval Air Station Bunker Hill, Indiana and …

Website page about the McKinney chapter of the Texas Society, Sons of the American Revolution.

Testimony issued by the Government Accountability Office with an abstract that begins "The Small Business Administration (SBA) and Department of Agriculture (USDA) Rural Development offices share a mission of attending to underserved markets, promoting economic development, and improving the quality of life in America through the promotion of entrepreneurship and community development. In the past, these agencies have had cooperative working relationships to help manage their respective rural loan and economic development programs. At this subcommittee's request, GAO has undertaken a review of potential opportunities for SBA to seek increased collaboration and cooperation with USDA Rural Development (Rural Development), particularly given Rural Development's large and recognizable presence in rural communities. In this testimony, GAO provides preliminary views on (1) mechanisms that SBA and USDA have used to facilitate collaboration with other federal agencies and with each other; (2) the organization of SBA and USDA Rural Development field offices; and (3) the planned approach for GAO's recently initiated evaluation on collaboration between SBA and Rural Development. GAO discussed the contents of this testimony with SBA and USDA officials."

Testimony issued by the Government Accountability Office with an abstract that begins "The Small Business Administration (SBA) helps individuals and businesses recover from disasters such as hurricanes through its Disaster Loan Program. SBA faced an unprecedented demand for disaster loan assistance following the 2005 Gulf Coast hurricanes (Katrina, Rita, and Wilma), which resulted in extensive property damage and loss of life. In the aftermath of these disasters, concerns were expressed regarding the timeliness of SBA's disaster assistance. GAO initiated work and completed two reports under the Comptroller General's authority to conduct evaluations and determine how well SBA provided victims of the Gulf Coast hurricanes with timely assistance. This testimony, which is based on these two reports, discusses (1) challenges SBA experienced in providing victims of the Gulf Coast hurricanes with timely assistance, (2) factors that contributed to these challenges, and (3) steps SBA has taken since the Gulf Coast hurricanes to enhance its disaster preparedness. GAO visited the Gulf Coast region, reviewed SBA planning documents, and interviewed SBA officials."

Correspondence issued by the Government Accountability Office with an abstract that begins "Various laws and regulations constrain the ownership of television and radio stations. Five restrictions on the ownership of television and radio stations follow: (1) National television ownership cap - A single entity can own any number of television stations nationwide as long as the stations collectively reach no more than 39 percent of national television households. (2) Local television ownership limit - A single entity can own two television stations in the same DMA if (1) the "Grade B" contours of the stations do not overlap or (2) at least one of the stations is not ranked among the top four stations in terms of audience share and at least eight independently owned and operating full-power commercial and noncommercial television stations would remain in the DMA. (3) Local radio ownership limit - A single entity can own up to 5 commercial radio stations, not more than 3 of which are in the same service (that is, AM or FM), in a market with 14 or fewer radio stations; up to 6 commercial radio stations, not more than 4 of which are in the same service, in a market …

Document issued by the Office of the Attorney General of Texas in Austin, Texas, providing an interpretation of Texas law. It provides the opinion of the Texas Attorney General, Greg Abbott, regarding a legal question submitted for clarification: Authority of the Texas Alcoholic Beverage Commission or the City of Corsicana to regulate a business establishment that permits the possession and consumption of alcoholic beverages on a “BYOB” basis (RQ-0568-GA)