A letter report issued by the General Accounting Office with an abstract that begins "The Environmental Protection Agency (EPA) performs limited oversight of states' processes for verifying the accuracy of large industrial facilities' emissions reports. EPA's data show that most emissions determinations from large sources are based on generic emissions factors. Although EPA allows facilities to estimate their emissions in this manner, EPA officials generally consider direct methods to be more reliable. The accuracy of these reports is important because they influence (1) the financing of states' regulatory programs through fees and (2) the development of emissions inventories, which, in turn, help regulators to develop control strategies and establish permit limits. Furthermore, steps taken to assess the accuracy of these reports, such as more thoroughly reviewing the supporting information, could improve compliance with Clean Air Act requirements. For example, a more thorough review of the information underlying a facility's emission reports, or a more systematic comparison of these reports over time, could identify increased emissions. Such indications could, in turn, trigger a review of compliance with new source review requirements, an area in which EPA found widespread noncompliance in four industries. In the four states that GAO reviewed, the states …

A letter report issued by the General Accounting Office with an abstract that begins "Instructor shortages are affecting the quality and quantity of Army truck driver training. Fort Leonard Wood, which trains about 90 percent of truck drivers, is especially affected by the instructor shortage. The result is that student drivers are not fully trained in all aspects of the instruction program when they graduate. If formal schools had enough instructors, they would presumably be able to teach the entire instruction program. The student imbalance between the schools at Fort Leonard Wood and Fort Bliss creates an ineffective use of resources. If the annual student load were more equally distributed between the two schools, student graduates from Fort Leonard Wood might receive more complete training. The formal schools are not adhering to the instruction program, which calls for some training with trucks carrying cargo. Furthermore, no training is provided on how to pull equipment. Similarly, students are not being trained to drive under different weather and surface conditions. Because annual check rides and sustainment are not always being performed, unsafe driving habits may go undetected. Although performing and recording check rides and sustainment may be time-consuming, these procedures can save …

A chapter report issued by the General Accounting Office with an abstract that begins "GAO examined how best practices could help the Department of Defense (DOD) maximize the benefits of integrated product teams in its development of weapon systems. GAO conducted eight case studies--three from leading commercial firms; four from DOD programs experiencing cost, schedule, and performance problems; and one from a DOD program that has been meeting its objectives. GAO found that effective integrated product teams can make significant development decisions quickly and without relying on heavy consultations with organizations outside of the team. These teams have developed and delivered superior products within predicted time frames and budgets--often cutting calendar time in half compared with earlier products delivered without such teams. Officials from the more successful programs GAO reviewed--three commercial and one from DOD--all cited integrated product teams as a main factor in achieving such results. GAO found that the teams did not operate as effectively in the four DOD programs that were not meeting cost and schedule objectives. Their decision-making processes were sequential and involved many outside consultations for information and approval."

A letter report issued by the General Accounting Office with an abstract that begins "GAO confirmed differences among the United States, the United Kingdom, and France in the rates at which illnesses have been reported among their Gulf War veterans; their assessment of nuclear, biological, and chemical threats in the Gulf; and their preparations to meet them. However, because of differences in the experiences of the three sets of veterans, there is no single, unambiguous cause that can be identified for the reported illnesses. If multinational allies are to act in a coordinated fashion, they require a similar level of awareness of and preparation for the threats to be faced; otherwise, force protection and operational success could be jeopardized and the utility of some forces restricted. Gulf War Coalition members prepared for somewhat different threats and used different countermeasures. In addition, the U.S. lacked clear doctrine for timely and systematic warning of allied forces and U.S. ground troops about pending strikes on suspected nuclear, biological, and chemical targets."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses three bills that would change the overall leadership and management of programs to combat terrorism. The three bills--H.R. 525, H.R. 1158, and H.R. 1292--vary in scope. H.R. 525 focuses on federal programs to prepare state and local governments for domestic terrorist attacks. Both H.R. 1158 and H.R. 1292 focus on the larger issue of homeland security, which includes terrorism and additional threats such as military attacks. The bills are similar in that they all advocate a single focal point for programs to combat terrorism. However, some bills place the focal point in the Executive Office of the President and others place it with a lead executive agency. In addition, the three bills provide the focal point with different, but often similar, duties to improve the management of federal programs. To the extent that these three bills--or some hybrid of them--address these problem areas, GAO believes that federal programs to combat terrorism will be improved. It will be important to develop a consensus on these matters and provide the focal point with legitimacy and authority through legislation are important tasks that lie ahead."

A letter report issued by the General Accounting Office with an abstract that begins "In November 1997, the President called for the Department of Veterans Affairs (VA) and the Department of Defense (DOD) to create an interface that would allow the two agencies to share patient health information. By allowing health care providers to electronically share comprehensive patient information, computer-based patient record's (GCPR) should help VA, DOD, and the Indian Health Service (IHS) to improve the quality of care for their beneficiaries. But without a lead entity, a clear mission, and detailed planning to achieve that mission, it is difficult to monitor progress, identify project risks, and develop appropriate contingency plans to keep the project moving forward and on track. Critical project decisions were not made, and the agencies were not bound by those that were made. The VA and DOD Chief Information Officers' (CIO) action to focus on short-term deliverables and to capitalize on existing technologies is warranted and a step in the right direction. However, until problems with the two agencies' existing systems and issues regarding planning, management, and accountability are resolved, project costs will likely continue to increase and implementation of the larger GCPR effort--and its expected …

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses GAO's analysis of security audits at federal agencies. The widespread interconnectivity of computers poses significant risks to federal computer systems and the operations and the infrastructures they support. GAO's evaluations show that federal computer systems are riddled with weaknesses that continue to put critical operations and assets at risk. GAO found weaknesses in following six areas: (1) security program management, (2) access controls, (3) software development and change controls, (4) segregation of duties, (5) operating systems controls, and (6) service continuity. Weaknesses in these areas place a broad range of critical operations and assets at risk for fraud, misuse, and disruption. Federal agencies have tried to address these problems, and many have good remedial efforts underway. However, these efforts will not be fully effective and lasting unless they are supported by a strong agencywide security management framework. Establishing such a management framework requires that agencies take a comprehensive approach that involves both (1) senior agency program managers who understand which aspects of their missions are the most critical and sensitive and (2) technical experts who know the agencies' systems and can suggest appropriate technical security …

A letter report issued by the General Accounting Office with an abstract that begins "In 1996, Congress authorized a test program that permits government buyers to use procedural discretion and flexibility, so that commercial items may be obtained in a simplified manner. This report discusses how federal agencies demonstrated whether the test program produced the desired results and (2) assesses how the authority provided under the test program was being used on selected contracts. GAO found that (1) the Office of Federal Procurement Policy did not collect data to provide a basis for measuring whether the test program produced the desired results and (2) government buyers did not always demonstrate that prices were fair and reasonable for the contracts included in GAO's review. However, OFPP's 1999 survey of procurement executives showed that these executives believed that the program has had a positive impact on the federal procurement process. These executives believed that the authority provided under the test program should be made permanent. However, OFPP's survey did not collect empirical data that would have supported these views."

A chapter report issued by the General Accounting Office with an abstract that begins "To better protect the nation's critical computer-dependent infrastructures from computer-based attacks and disruption, the President issued Presidential Decision Directive (PDD) 63 in 1998. The directive established the National Infrastructure Protection Center as a national focal point for gathering information on threats and facilitating the federal government's response to computer-based incidents. This report evaluates the center's progress in (1) developing national capabilities for analyzing cyber threat and vulnerability data and issuing warnings, (2) enhancing its capabilities for responding to cyber attacks, and (3) developing outreach and information-sharing initiatives with government and private-sector entities. GAO found that although the center has taken some steps to develop analysis and warning capabilities, the strategic capabilities described in PDD 63 have not been achieved. The center has provided important support to the Federal Bureau of Investigation's investigations of computer crimes by coordinating investigations and providing technical assistance. The center has also developed crisis management procedures and drafted an emergency law enforcement sector plan, which is now being reviewed by sector members. The center's information-sharing relationships are still evolving and will probably have limited effectiveness until reporting procedures and thresholds are defined …

A letter report issued by the General Accounting Office with an abstract that begins "Under TRICARE, the Department of Defense's (DOD) managed care program, military-operated hospitals and clinics are supplemented by contracted civilian services. Since the inception of TRICARE, DOD has made many changes to these contracts via contract change orders. Since July 1997, when GAO reported that DOD was trying to improve its change order process, the backlog of change orders has continued to grow. This report evaluates (1) the status of the change order backlog and how DOD addressed it, (2) factors that contributed to the growth of the backlog, and (3) DOD's new initiative to improve the change order process. GAO found that as of June, 2000, the number of change orders issued had almost tripled, while the number of unsettled change orders had more than doubled since July 1997. Despite recommendations to devote high-level attention to managing improvements to the change order process, this was not done. Until recently, none of TRICARE Management Activity's (TMA) many initiatives significantly improved the process or reduced the backlog. The current small backlog is the result of recent concerted effort, not better management over time. TMA's new Change Management Process …

A letter report issued by the General Accounting Office with an abstract that begins "In July 2000, the Defense Commissary Agency proposed changes to its regional management structure that it expects will generate savings, improve efficiencies, and provide more effective management of commissary operations. The plan calls for eliminating the two area offices within the Eastern Region and consolidating most of the Eastern Region's operations at the region's headquarters at Virginia Beach, Virginia. Although the agency has not fully refined its cost and savings estimates, it appears that these proposed changes will yield savings and improve operations. However, with the implementation of the plan comes a loss of operational expertise in the closing offices that could potentially disrupt operations and customer service. Whether the proposed regional reorganization is the best approach for achieving efficiencies is unclear because the agency did not assess alternative structural approaches to improving regional operations and creating efficiencies. The plan is limited because it considers only the Eastern Region and not the overall regional structure, which is to be considered in the agency's follow-on study of the current reorganization plan. Although the closure of the area offices is likely to improve efficiency, the planned study to …

A letter report issued by the General Accounting Office with an abstract that begins "Available information indicates that the Defense Department lacks an accurate inventory of historic properties. The inventory of historic military properties should include all properties that are listed on or eligible for the National Register of Historic Places. A complete inventory would ensure that the services are properly recording real property transactions, ensure the accuracy of reporting on real property required to be included in annual financial statements, and provide an improved basis for long-term planning for facility maintenance and repair. At the same time, composite data on the costs of maintaining historic structures are not readily available."

A letter report issued by the General Accounting Office with an abstract that begins "This report reviews the Department of Defense's (DOD) management practices for demilitarizing excess ammunition. Specifically, GAO evaluates (1) the extent to which the excess ammunition stockpile has been reduced and whether the liability associated with excess ammunition has been fully identified, (2) the Army's reliance on contracted demilitarization and the impact of doing so on government facilities that use similar environmentally friendly processes, and (3) the feasibility of using excess ammunition for U.S. training needs. GAO found that DOD's reported stockpile of excess ammunition has grown rather than decreased, rising from 354,000 tons in 1993 to 493,000 tons at the end of 2000. In addition, the reported stockpile does not include all excess ammunition, which understates DOD's ultimate liability for demilitarizing ammunition. In recent years, the Army has devoted 50 percent of its excess ammunition demilitarization budget to contractors that use environmentally friendly demilitarization processes. Although a congressional directive resulted in greater emphasis on contractor demilitarization, the Army began and later expanded this effort without considering the effect it would have on government facilities. With increased contractor demilitarization, the Army has retained and underutilized environmentally friendly …

A letter report issued by the General Accounting Office with an abstract that begins "To determine the number and type of munitions needed, the military annually evaluates its munition requirements using a multiphase analytical process. The Department of Defense (DOD) is working to ensure that the requirements determination process yields accurate numbers and the types of munitions needed to defeat threats specified in the Defense Planning Guidance. Although DOD has made progress and has identified specific areas still requiring attention, there is no clear plan with time frames for resolving key issues. Some of these issues have only been partially completed and others are in the early stages of evolution. Specifically, target templates have not been completed and munitions effectiveness data has not been updated, nor have decisions been made on more detailed warfighting scenarios and the ranking of scenarios. Consequently, the reliability of the services' munitions requirements remain uncertain and could affect munitions planning, programming, budgeting, and industrial production base decisions. Until these issues are resolved and a revised Capabilities-Based Management Requirements instruction is issued, the accuracy of the munitions requirements will remain uncertain."

Testimony issued by the General Accounting Office with an abstract that begins "GAO discusses the progress the National Nuclear Security Administration (NNSA) has made in implementing title 32 of the National Defense Authorization Act for Fiscal Year 2000. Title 32 established NNSA as a semiautonomous agency within the Department of Energy (DOE) with responsibility for the nation's nuclear weapons, nonproliferation, and naval reactors programs. GAO found that the agency is making progress in implementing changes to its organization; planning, programming, and budgeting functions; and use of personnel authority. However, it will be several months before real, tangible evidence of these changes will be seen. And it may be several years before these changes are fully implemented and can be definitively assessed. Important work remains to be done in (1) establishing an organization that clearly defines the roles and responsibilities of headquarters and field staff, moves program management officials as close to the action as possible, and establishes clear lines of authority between NNSA and its contractors; (2) implementing an integrated planning, programming, and budgeting system that can deliver information to decision makers and Congress in time for the 2003 budget deliberations; and (3) overcoming obstacles to using NNSA's Expected Service …

A letter report issued by the General Accounting Office with an abstract that begins "The District of Columbia is acquiring a new financial management system to improve its accountability over government expenditures. This report assesses the status of the District of Columbia's implementation of important components of this system, including its new core general ledger System of Accounting and Reporting (SOAR). GAO found that although the District is in its fourth year of implementing its new financial management system, essential elements of the system are not yet operational. Two components of SOAR have not been fully implemented: the budget module is on hold, and the fixed assets module is incomplete. The implementation of the systems that feed into SOAR--personnel and payroll, procurement, and tax--is incomplete and the systems lack electronic interfaces with SOAR. Because the financial management system is incomplete, much of the District's financial management and budget information is produced through cumbersome, manual processes and the extraordinary efforts of a few key staff. District officials need to take time to assess the current status of the city's financial system, to identify problems, and to establish a disciplined process to address these problems through the completion of its financial systems …

A briefing report issued by the General Accounting Office with an abstract that begins "This report provides information on the Department of Defense's (DOD) disability severance program, which provides a lump-sum payment for service members with a disability. GAO found that the administration of disability severance, like medical retirement pay, follows service-specific procedures using DOD guidance. The services assess members' fitness for duty along a scale ranging from 0 to 100 percent in gradations of 10. Members unfit for duty who have 20 or more years of military service with any disability rating or who are assigned a disability rating of 30 percent or higher receive medical retirement payment. In contrast, the lump-sum disability severance payment is made to members unfit for duty who have less than 20 years of military service and who are assigned a disability rating less than 30 percent. In fiscal year 2000, the number of assessments resulting in disability severance payment was more than double the number of assessments resulting in medical retirement. The services and DOD could not provide GAO with data on how much it costs to make disability decisions or issue payments or how long it takes. DOD does not provide special …

A letter report issued by the General Accounting Office with an abstract that begins "About two-thirds of the married and one-third of the single servicemembers in the United States live in private housing in the communities surrounding military bases. These members are given a cash allowance to help defray the cost of renting or buying housing. In fiscal year 2000, housing allowances totaled about $6 billion and covered about 81 percent of the typical member's housing and utility costs, with the member paying the remaining costs out-of-pocket. The National Defense Authorization Act for Fiscal Year 1998 required the Department of Defense (DOD) to better match the allowance rates with actual housing costs in various parts of the country. It was expected that the changes would cause some rates to rise and others to decline. As of January 2000, however, rate decreases outnumbered the increases. In some cases, these rate decreases were substantial. DOD quickly took steps to address the concerns about the new housing rates and to improve the process used to set allowance rates for 2001. However, because DOD does not routinely provide detailed feedback to installation officials explaining the basis for the rates for their areas, these officials …

A chapter report issued by the General Accounting Office with an abstract that begins "Each year, the Department of Defense (DOD) makes about 200,000 decisions to grant, deny, or revoke security clearances for its civilian, military, and contractor personnel. Through a process called adjudication, DOD personnel security specialists review the results of employees' background investigations and determine whether the individual is eligible for a clearance. This report (1) assesses whether DOD's adjudicators consistently document all significant adverse security conditions when determining individuals' eligibility for top secret security clearances and (2) identifies factors that hinder the effectiveness of DOD's adjudicative process. GAO found that DOD adjudicators have not consistently documented all significant adverse security conditions present in investigative case files when determining individuals' eligibility for top secret security clearances. DOD has been unable to demonstrate that it fully considered all significant adverse conditions often not documented, including financial matters. Several factors have hindered the effectiveness of DOD's adjudicative process. The Assistant Secretary has not (1) used common explanatory guidance, such as that contained in the Adjudicative Desk Reference he developed, or issued any other clarifying guidance to promote consistency in applying the federal guidelines; (2) required adjudicators to take DOD adjudicative …

A letter report issued by the General Accounting Office with an abstract that begins "This report examines the use of impact evaluations to determine program effectiveness for early childhood programs. GAO (1) describes the value of conducting impact evaluations, (2) describes their current use in evaluating selected early childhood education and care programs and (3) discusses the value of other types of early childhood education and care studies the Department of Health and Human Services (HHS) and Education promote and sponsor. GAO found that many researchers consider impact evaluations to be the best method of determining the extent to which the program itself is causing participant outcomes. Two federal programs that focus on early childhood education--Head Start and Even Start--are now being studied using impact evaluations. Both of these programs are intended to improve children's school readiness and educational outcomes, including enhanced literacy. HHS is conducting two studies on its Head Start program, which will cost about $28.3 million, and Education will conduct a $21 million study on its Even Start program. Finally, HHS and Education promote and sponsor many types of research and evaluation studies. The value of a varied study agenda is that it provides agencies with answers …

A letter report issued by the General Accounting Office with an abstract that begins "This report discusses the facts surrounding the ability of the Clinton White House to preserve certain electronic mail (e-mail) deemed official government records. GAO found that two malfunctions occurred in the White House e-mail system that prevented official records from being properly recorded in the Automated Records Management System (ARMS). The first problem involved an anomaly with incoming Internet e-mail users of the "Mail2" e-mail server. The second problem surfaced while the contractor was trying the resolve the first problem. During its efforts to determine the cause of the Mail2 e-mail errors, the letter D was deleted from a key piece of software, causing the ARMS scanner to skip e-mail accounts of users with first names beginning with the letter D. The White House began a costly and time-consuming project to recover e-mail records that had not been effectively managed. Several factors contributed to the cost and scope of the tape restoration project, including the contractor's performance of tape management and systems maintenance and legal scrutiny of e-mail malfunctions by external authorities."

A letter report issued by the General Accounting Office with an abstract that begins "The Army is acquiring a new, state-of-the-art radar countermeasures system--called the Suite of Integrated Radio Frequency Countermeasures to help helicopters and other aircraft identify, track, and defeat radar-guided missiles in complex electronic environments where many radar systems could be operating simultaneously. The Army has identified software and hardware modification needed for its new radar countermeasures system. The Army expects that future tests will enable it to determine whether the modified software performs as required before the planned low-rate initial production decision in early 2002. However, the testing of the modified hardware is not scheduled for completion until September 2002. By deferring low-rate initial production decision, the Army would reduce the risk of incurring anticipated costs to retrofit articles if the system does not work as expected."

A letter report issued by the General Accounting Office with an abstract that begins "Because of concerns about the long-term budgetary implications associated with the environmental cleanup of the Department of Defense (DOD) training ranges, GAO examined (1) the potential magnitude of the cost to clean up these ranges in compliance with applicable laws and regulations, (2) the scope and reliability of DOD's training range inventory, and (3) the methodologies used to develop cost estimates. GAO found that DOD lacks complete and accurate data with which to estimate training range cleanup costs. DOD has not done a complete inventory of its ranges to fully identify the types and extent of unexploded ordnance present and the associated contamination. Recently, DOD began to compile training range data, but these initial efforts have been delayed because DOD did not issue formal guidance to the services for collecting the information until October 2000. Because DOD has not completed an inventory of its ranges, the services have used varying methods to estimate the size and condition of the ranges necessary to estimate the cost of cleanup for financial statement purposes. As a result, environmental liability costs are not consistently calculated and reported across the services."

A letter report issued by the General Accounting Office with an abstract that begins "The Environmental Protection Agency (EPA) provides millions of dollars to grantees to conduct research, demonstrate pollution control techniques, and perform other activities. Oversight of this large pool of grantees has proven to be difficult. EPA's post-award grant management policy provides few guarantees that unallowable costs for nonprofit grantees will be identified. Identifying such costs is important for effective oversight of EPA's nonprofit grantees. EPA's on-site grantee visits could provide agency officials with a valuable opportunity to test for unallowable costs while they are testing the adequacy of the grantees' financial and administrative systems. Although more time may be required to test for unallowable costs and additional training may be required for regional personnel, the tests would provide greater assurance that grant funds are spent in accordance with Office of Management and Budget (OMB) requirements. The single audit is an important tool for ensuring that federal funds are properly spent. EPA has taken several steps to identify grantees that need a single audit, but it is difficult to identify them definitively because information on total federal expenditures by each grantee is unavailable. As a result, EPA is …