The National Museum of the Pacific War presents an oral interview with Merle Hatch. Hatch grew up in El Paso, Texas, and was drafted into the Army in January, 1941. Hatch was eventually attached to the 77th Infantry Division after he had gone to Officer Candidate School and received his commission as an infantry officer. Hatch speaks briefly about invading Guam and comments on Japanese soldiers in general. Hatch was a platoon leader on Guam. He relates a story about using a flamethrower on Guam. Hatch also served on Ie Shima and Okinawa. After securing Okinawa, Hatch's unit went to Cebu, in the Philippines, where Hatch was wounded by a renegade Japanese soldier. He met his future wife, who was a nurse, in the hospital on Leyte. He also shares a story about arriving on Hokkaido for occupation duty.

The National Museum of the Pacific War presents an oral interview with John Hausladen. Hausladen joined the Marine Corps in 1939 after two years of college. After boot camp came sea school, after which Hausladen went aboard the USS Oklahoma (BB-37). He was aboard when the Japanese attacked Pearl Harbor and recalls being in a 5-inch gun compartment when the ship rolled. He escaped and was rescued by a whaleboat. In April, 1942, he was sent to VMF-223 as an armory technician. He travelled with them to Guadalcanal, arriving in August, 1942. His unit returned to the US in October. He went to Bougainville briefly and was in the US training when the war ended. Hausladen was discharged in December, 1945.

The National Museum of the Pacific War presents an interview with Eugene Spencer. Spencer joined the Navy in March of 1934. He completed metalsmith school. He was assigned to the Engineer Department in the Fire Room aboard the USS Porter (DD-356). He later moved into the engine room, where he served as water tender. Around 1936 they traveled to South Hampton, England, Stockholm, Sweden, Helsinki, Finland, Amsterdam and Madeira. They experienced a hurricane in the Atlantic. In mid-1940 Spencer was transferred to the USS Shaw (DD-373), where he served as First-Class Metalsmith. He was aboard the Shaw while in dry dock at Pearl Harbor on 7 December 1941. Spencer provides vivid details of his experiences through the attack. From Pearl they joined MacArthur???s forces and traveled to Sydney, Australia to work on ships. Spencer was promoted to Warrant Officer. He was discharged in late 1945.

The National Museum of the Pacific War presents an interview with Evelyn Spencer. Spencer graduated from high school in 1931. She describes life growing up during the Great Depression. Her husband Gene was in the Navy and stationed in Hawaii, where she joined him in September of 1940. She describes life on the island up until, during and after the attack on Pearl Harbor in December of 1941. She worked full-time at Pearl Harbor after the attack as a storekeeper, issuing stores to the ships. On her days off she would visit wounded soldiers in the hospital, bringing them flowers, cards and magazines. They left Hawaii in 1947, as her husband was stationed in Key West, Florida.

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

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

Handwritten notes containing contact information for Berry Hanley and David Morris.

Custom summary report for June 2004-March 2005 from the Texas Stonewall Democratic Caucus.

Financial custom summary report for the Texas Stonewall Democratic Caucus for June 16, 2004 through March 11, 2005.

General ledger for Texas Stonewall Democratic Caucus as of March 11, 2005.

Testimony issued by the General Accounting Office with an abstract that begins "Small communities have long faced challenges in obtaining or retaining the commercial air service they desire. These challenges are increasing as many U.S. airlines try to stem unprecedented financial losses through numerous cost-cutting measures, including reducing or eliminating service in some markets, often small communities. Congress will be considering whether to reauthorize its federal assistance programs for small communities. GAO was asked to describe the kinds of efforts that states and local communities have taken to enhance air service at small communities; federal programs for enhancing air service to small communities; and issues regarding the type and extent of federal assistance to enhance air service to small communities."

Testimony issued by the General Accounting Office with an abstract that begins "The Office of Management and Budget's (OMB) Performance Assessment Rating Tool (PART) is meant to provide a consistent approach to evaluating federal programs during budget formulation. The subcommittee asked GAO to discuss its overall findings and recommendations concerning PART, based on a recent report, Performance Budgeting: Observations on the Use of OMB's Program Assessment Rating Tool for the Fiscal Year 2004 Budget (GAO-04-174)."

Correspondence issued by the General Accounting Office with an abstract that begins "After the National Instant Criminal Background System (NICS) has given the go ahead to a gun sale, it is still possible for the FBI to receive information from local law enforcement, the courts, or other sources that would prohibit a purchaser from owning a firearm. In these cases, the licensed dealer must be contacted to verify whether the purchaser received the firearm. If so, the local police department and the Bureau of Alcohol, Tobacco, and Firearms (ATF) are then notified. In these case, ATF guidance requires an investigation and the retrieval of the firearm in coordination with state or local law enforcement. Retained records that were more than one day old but less than 90 days old were used to initiate more than 100 firearm retrievals in the four-month period beginning July 2001, according to FBI officials. As a result, next-day destruction of NICS records could impair the ability of law enforcement to retrieve firearms from persons who were wrongly approved to purchase them."

Correspondence issued by the General Accounting Office with an abstract that begins "This letter is to highlight internal control advice we offered in our December 2002 decision to four certifying officers of the Department of Transportation (DOT). Their July 24, 2002 letter had requested a Comptroller General decision related to certifying payroll payments. Pursuant to 31 U.S.C. 3529, the four certifying officers asked us whether the method of approving an employee's time and attendance (T&A) information in the T&A system, to which the Transportation Security Administration (TSA) is transitioning, meets the requirements of Title 6 of GAO's Policy and Procedures Manual for Guidance of Federal Agencies."

Testimony issued by the Government Accountability Office with an abstract that begins "This testimony discusses our recent report on the Department of Energy's (DOE) decision to restructure the FutureGen program. The original FutureGen plant was to capture and store underground about 90 percent of its CO2 emissions. DOE's cost share was to be 74 percent, and industry partners agreed to fund the rest. Concerned about escalating costs, DOE announced in January 2008 that it had decided to restructure FutureGen. In October 2008, DOE received a small number of applications for the restructured FutureGen; however, some of these applications were for proposals outside the restructured FutureGen's scope. As we reported, DOE is currently assessing proposals received and stated it expected to announce a selection of projects by December 2008; however, as of the beginning of March 2009, it had made no decision. DOE requested supplemental information from restructured FutureGen applicants, which will be reviewed before any selection decision. As Congress may know, the recently enacted American Recovery and Reinvestment Act of 2009, known as the stimulus law, provides DOE an additional $3.4 billion for "Fossil Energy Research and Development." Such a substantial amount of funding could significantly impact DOE's decisions about …

Testimony issued by the Government Accountability Office with an abstract that begins "The federal government, including the Department of Defense (DOD), is increasingly relying on contractors to carry out its missions. Governmentwide spending on contractor services has more than doubled in the last 10 years. DOD has used contractors extensively to support troops deployed abroad. The department recently estimated the number of contractors in Iraq and Afghanistan to be about 196,000. DOD also relies heavily on contractors for various aspects of weapon system logistics support. While contractors, when properly used, can play an important role in helping agencies accomplish their missions, GAO has identified long-standing problems regarding the appropriate role and management of contractors, particularly at DOD. This testimony highlights the challenges federal agencies face related to the increased reliance on contractors and the specific challenges DOD has had in managing its increased reliance on contractors who support deployed troops and who provide logistics support for weapons systems. This testimony also highlights some of the recommendations GAO has made over the past several years to improve DOD's management and oversight of contractors, as well as DOD's actions in response to those recommendations."

Testimony issued by the Government Accountability Office with an abstract that begins "The Forest Service, within the Department of Agriculture, manages over 190 million acres of forest and grassland. The agency is responsible for managing its lands for various purposes--including recreation, grazing, timber harvesting, and others--while ensuring that such activities do not impair the lands' long-term productivity. Carrying out these often competing responsibilities has been made more difficult by the increasing cost of wildland fires and the budgetary constraints necessitated by our nation's long-term fiscal outlook. This testimony highlights some of the major management challenges the Forest Service faces in carrying out its land management responsibilities. It is based on numerous reports GAO has issued on a wide variety of the agency's activities."

Testimony issued by the Government Accountability Office with an abstract that begins "Since 2002, the Department of Homeland Security (DHS) has distributed over $19 billion in homeland security grants to enhance the nation's preparedness and response capabilities. The Federal Emergency Management Agency (FEMA) is responsible for all preparedness efforts including allocating and managing these grants. This testimony examines (1) the process and methods to allocate homeland security grants to state and local governments, (2) how DHS communicates with states and localities in making grant allocation decisions, (3) what challenges affect the expeditious spending of DHS grant funds by states and localities; and (4) the extent that DHS measured program outcomes as part of its efforts to monitor the expenditure of grant dollars. GAO's testimony is based on products issued from April 2005 through July 2007 on DHS's grant management system, and on GAO's ongoing mandated work related to FEMA's risk-based grant distribution processes for fiscal years 2007 and 2008. To conduct this work, GAO reviewed relevant documents on FEMA's risk analysis model and interviewed agency officials."

Testimony issued by the Government Accountability Office with an abstract that begins "The Joint Strike Fighter (JSF) is the Department of Defense's (DOD) most expensive aircraft acquisition program. DOD is expected to develop, procure, and maintain 2,443 aircraft at a cost of more than $950 billion. DOD plans for the JSF to replace or complement several types of aircraft in the Air Force, Navy, and Marine Corps. Given the program's cost and importance, it is critical that decisions are made within this program to maximize its benefit to the nation. This testimony highlights a number of those decisions and impacts. It (1) discusses emerging risks to the overall program, and (2) updates information for GAO's cost analysis of last year regarding sole-source and competitive scenarios for acquisition and sustainment of the JSF engine. Information on the overall program is from our mandated annual report, also issued today. GAO tracked annual cost and schedule changes, reasons for changes, decisions affecting development, and compared DOD cost estimating methodologies to best practices. For the two engines, GAO updated cost data from last year's testimony and made new projections."

Testimony issued by the Government Accountability Office with an abstract that begins "Companies that develop and produce federal oil and gas resources do so under leases administered by the Department of the Interior (Interior). Interior's Bureau of Land Management (BLM) and Offshore Minerals Management (OMM) are responsible for overseeing oil and gas operations on federal leases. Companies are required to self- report their production volumes and other data to Interior's Minerals Management Service (MMS) and to pay royalties either "in value" (payments made in cash), or "in kind" (payments made in oil or gas). GAO's testimony will focus on whether (1) Interior has adequate assurance that it is receiving full compensation for oil and gas produced from federal lands and waters, (2) MMS's compliance efforts provide a check on industry's self-reported data, (3) MMS has reasonable assurance that it is collecting the right amounts of royalty-in-kind oil and gas, and (4) the benefits of the royalty-in-kind program that MMS has reported are reliable. This testimony is based on ongoing work. When this work is complete, we expect to make recommendations to address these and other findings. To address these issues GAO analyzed MMS data, reviewed MMS, and other agency policies …

Testimony issued by the Government Accountability Office with an abstract that begins "Federal agencies collect and use personal information for various purposes from information resellers--companies that amass and sell data from many sources. GAO was asked to testify on its April 2006 report on agency use of reseller data. For that report, GAO was asked to determine how the Departments of Justice, Homeland Security, and State and the Social Security Administration used personal data from resellers and to review the extent to which agencies' policies and practices for handling this information reflected the Fair Information Practices, a set of widely accepted principles for protecting the privacy and security of personal data. GAO was also asked to provide an update on the implementation status of its recommendations and to comment on provisions of the proposed Federal Agency Data Protection Act. In preparing this testimony, GAO relied primarily on its April 2006 report."

Correspondence issued by the Government Accountability Office with an abstract that begins "Following the World Trade Center (WTC) attack, federal funding was provided to government agencies and private organizations to establish programs for screening, monitoring, or treating responders for illnesses and conditions related to the WTC disaster. Within the Department of Health and Human Services (HHS), the Centers for Disease Control and Prevention's (CDC) National Institute for Occupational Safety and Health (NIOSH) awards grants for and oversees the WTC health programs that provide services for responders to the WTC attack. Federal funds appropriated or awarded for the WTC health programs from October 2001 through November 2007 have totaled $261.1 million. These funds were provided for screening and monitoring services, outpatient and inpatient treatment, and program support. NIOSH has awarded the bulk of the funding. For fiscal year 2007, NIOSH estimated that medical monitoring, treatment services, and associated program support services for WTC health programs could range in cost from about $230 million to $283 million. However, in July 2007 we reported that NIOSH did not have a reliable cost estimation process. We found that NIOSH and its grantees had included potential costs for certain program changes that might not be …

Testimony issued by the Government Accountability Office with an abstract that begins "Since 2001, Congress has appropriated nearly $700 billion for the global war on terrorism. The majority of these funds have supported U.S. efforts in Iraq. Congressional oversight is crucial to improve performance, ensure accountability, and protect U.S. programs from fraud, waste, and abuse. Since 2003, GAO has issued nearly 130 Iraq-related reports and testimonies. This testimony addresses (1) factors contributing to poor contracting outcomes and accountability, (2) long-standing issues in the Department of Defense's (DOD) management and oversight of contractors supporting deployed forces, and (3) efforts to improve the capacity of the Iraqi government. GAO reviewed U.S. agency documents and interviewed officials from State, DOD, and other agencies; the United Nations (UN); and the Iraqi government. We also made multiple trips to Iraq."

Correspondence issued by the Government Accountability Office with an abstract that begins "The Coast Guard is in the midst of the largest acquisition program in its history--one that has experienced serious performance and management problems. The Deepwater program is intended to replace or modernize the Coast Guard's fleet of vessels, aircraft, and information management capabilities in order to carry out its missions along our coastlines and farther out at sea. Deepwater incorporates acquisition of 15 major classes of new or upgraded assets--5 major classes each of vessels and aircraft, and 5 other projects, including command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) systems. To carry out this acquisition, the Coast Guard contracted with a system integrator, Integrated Coast Guard Systems (ICGS). Since 2001, we have reviewed the Deepwater program and have informed Congress, the Department of Homeland Security (DHS), and the Coast Guard of the risks and uncertainties inherent with such a large acquisition. In March 2004, we made recommendations to the Coast Guard to address three broad areas of concern: improving program management, strengthening contractor accountability, and promoting cost control through greater competition among potential subcontractors. In April 2006 and June 2007, we issued follow-on reports describing efforts …