Correspondence issued by the General Accounting Office with an abstract that begins "GAO addressed the Air Force's plan to replace a portion of its KC-135 aerial refueling tanker fleet with leased Boeing 767 aircraft. Although the Air Force has a long term requirement to replace its aging fleet of KC-135 tankers, the urgency of the need in the short term is unclear. The Air Force stated that the leasing arrangement would allow it to acquire new tankers three years earlier than through its most recent procurement plan. This would allow the Air Force to retire old, less capable KC-135s, thus saving maintenance costs on those aircraft. Because the Air Force is still negotiating the lease details, it could not provide information on the cost effectiveness of leasing aircraft instead of purchasing them. Although GAO has not taken a position on the overall policy of leasing versus purchasing defense equipment, it found that, from a cost standpoint, leasing is more expensive in the long run. Because the 767 aircraft is larger than the KC-135, there will be some infrastructure improvement costs, such as for building or modifying hangars, taxiways, and runway aprons. Additional costs would likely include simulators and project management. …

Correspondence issued by the General Accounting Office with an abstract that begins "GAO examined the underlying records for the net excise tax revenue distributed to the Airport and Airway Trust Fund (AATF) for fiscal year 2001. GAO (1) did a detailed test of transactions that represent the underlying basis of amounts distributed to AATF, (2) reviewed the Internal Revenue Service's (IRS) quarterly AATF certifications, (3) reviewed the Department of the Treasury Financial Management Service adjustments to AATF for fiscal year 2001, (4) reviewed procedures in the Office of Tax Analysis' process for estimating amounts to be distributed to AATF for the fourth quarter of fiscal year 2001, (5) compared net excise tax distributions to AATF during fiscal year 2001 and amounts reported in the financial statements prepared by the Bureau of the Public Debt for AATF and the Federal Aviation Administration's consolidated financial statements, and (6) reviewed key reconciliations of IRS records to Treasury records."

Correspondence issued by the General Accounting Office with an abstract that begins "GAO performed detailed tests of transactions that represent the underlying basis of amounts distributed to the Unemployment Trust Fund (UTF) and reviewed key reconciliations of the Internal Revenue Service records to the Department of the Treasury records. GAO found that the net federal unemployment tax revenue distributed to UTF for fiscal year 2001 is supported by the underlying records."

Correspondence issued by the General Accounting Office with an abstract that begins "The Federal Civil Penalties Inflation Adjustment Act of 1990 required each federal agency to issue a regulation adjusting its covered maximum civil monetary penalties for inflation by October 23, 1996. The act also required agencies to make necessary adjustments at least once every 4 years thereafter. During a review of the act's implementation, GAO found that the Federal Energy Regulatory Commission's (FERC) Office of the General Counsel indicated that four of the agency's civil penalties are covered by the act but that the agency had not adjusted them for inflation. FERC's Office of the General Counsel stated that the agency has several other statutory penalties that appear not to be covered by the Inflation Adjustment Act. GAO's review did not reveal any FERC regulations that increased the agency's civil penalties for inflation."

Correspondence issued by the General Accounting Office with an abstract that begins "Amtrak provides an Annual Operations Report to Congress that shows revenue, cost, and profit or loss on all its train routes in the form of route profitability schedules and an annual audited financial statement. In addition, Amtrak periodically receives congressional requests to provide route profitability schedules at different times of the year. In November 2001, Amtrak changed the way it prepared its route profitability schedules and applied this new method to information previously provided for fiscal years 1999 and 2000. Based on the initial information requested and provided, the schedule totals could not be readily reconciled to the audited financial statements for the corresponding periods. According to Amtrak officials, in order to focus on the operating profitability of Amtrak's routes, they excluded certain items included in the financial statement amounts in preparing the route schedule data. As a result, the totals for both sets of schedules did not tie directly to the audited financial statements. Amtrak also allocated certain profits from its other business activities to its routes as a reduction in route net cost. The allocation of these profits from other business activities undermines the ability to …

This is the manual for a collection of programs that can be used to invert angled-averaged (i.e. one dimensional) two-particle correlation functions. This package consists of several programs that generate kernel matrices (basically the relative wavefunction of the pair, squared), programs that generate test correlation functions from test sources of various types and the program that actually inverts the data using the kernel matrix.

Correspondence issued by the General Accounting Office with an abstract that begins "GAO reviewed several issues relating to the National Aeronautics and Space Administration's (NASA) workforce and management challenges. These issues are associated with NASA's proposed legislative provisions for additional flexibilities and authorities to help it address its human capital challenge. GAO found that agencies must ensure that their strategic human capital plans are results-oriented and data-driven. This includes developing appropriate information on the number and location of employees and their key competences and skills, as well as data on the profile of the workforce, and performance goals and measures for human capital approaches. NASA's legislative proposal for streamlined demonstration and alternative personnel system authority would provide a mechanism for converting a successful demonstration project, upon approval by the Office of Personnel Management (OPM), to a permanent alternative personnel system, without the need for special legislation and without any limitation on the number of employees that would be covered by the project as is under current authority. Human capital systems should have appropriate transparency and adequate safeguards in order to help ensure that it is efficient, effective, credible, and equitable."

Testimony issued by the General Accounting Office with an abstract that begins "Federal agencies need to work with other governmental organizations, nongovernmental organizations, and the private sector, both domestically and internationally, to achieve results. By focusing on accountable, results-oriented management, the federal government can use this network to deliver economical, efficient, and effective programs and services to the American people. The administration's plan to use the Executive Branch Management Scorecard to highlight agencies' progress in achieving management and performance improvements outlined in the President's Management Agenda is a promising first step. However, many of the challenges facing the federal government are long-standing and complex and will require sustained attention. Using broad standards, the scorecards in the president's budget grade agencies on the following five governmentwide initiatives: (1) strategic management of human capital, (2) competitive sourcing, (3) improved financial performance, (4) expanded electronic government, and (5) budget and performance integration. These initiatives cannot be addressed in an isolated or piecemeal fashion separate from other management challenges and high-risk areas."

Testimony issued by the General Accounting Office with an abstract that begins "Strategic human capital management is critical to maximizing government's performance and ensuring its accountability for the benefit of the American people. The early years of the 21st century are proving to be a period of profound transition being driven by several key trends, including global interdependence; diverse, diffuse, and asymmetrical security threats; rapidly evolving science and technology; dramatic shifts in age and composition of the population; important quality of life issues; the changing nature of the economy; and evolving governmental structures and concepts. GAO designated strategic human capital management as a governmentwide high-risk area because of a long-standing lack of a consistent strategic approach to marshaling, managing, and maintaining the human capital needed for government to deliver on its promises. Three broad human capital reform opportunities are instrumental to agency transformation efforts: aligning individual and organizational performance, implementing results-oriented pay reform, and sustaining agency transformation efforts."

Guidance issued by the General Accounting Office with an abstract that begins "GAO released an exposure draft on its Model of Strategic Human Capital Management, which is intended to help federal agency leaders better manage their organizations' most important asset--their people. The model is designed to help agency leaders effectively use their people, or human capital, and determine how well they integrate human capital considerations into daily decision-making and planning for the program results they seek to achieve. In so doing, the model highlights the importance of a sustained commitment by agency leaders to maximize the value of their agencies' human capital and manage related risks."

Correspondence issued by the General Accounting Office with an abstract that begins "In light of the increasing significance and potential costs of dealing with transportation in the national park system, we reviewed the Park Service's administration of the Alternative Transportation Program. Specifically, we are reporting on the Park Service's processes for (1) ensuring that alternative transportation projects are needed and cost-effective, and (2) evaluating the performance of the program. It is important to point out that in addressing these issues our work focused on the agency's process for reviewing and approving projects. Accordingly, we did not evaluate whether any specific project was in fact needed and cost-effective. In conducting the work, we examined agency files for a sample of 20 projects--10 planning projects and 10 construction projects--that account for 54 percent of the total program funding for fiscal year 2001 through fiscal year 2003."

Several software packages have been developed for use by NIF large optics vendors during production of NIF optics. These packages allow specific comparison of the interferometer measurements done on optics against the wavefront requirements for those optics, as given on relevant drawings. This document outlines the various packages, and their specific applications, and describes in some detail the calculational algorithms used. It is intended as the primary reference document for the codes (aside from the source codes themselves). In order to ensure good laser beam quality, NIF requires that all large optics be measured with an interferometer to monitor how that optic will affect beam wavefront quality and focusability. Various specifications for transmitted wavefront (TWF) and reflected wavefront (RWF) for the full-aperture parts, and for various sub-apertures, are given on the large optics drawings. For reference, a summary of the various specifications for the NIF large optics is given in Figure 1. Each large optic in production will be measured against some of these specifications. Other specifications will be monitored in a 'process validation' fashion by measuring a representative sample of parts to assure the process is yielding parts which pass specification. This document will focus on the specifications requiring …

The objectives of this project are to develop and evaluate nuclear power plant designs and layout concepts to maximize the benefits of compact modular Generation IV reactor concepts including factory fabrication and packaging for optimal transportation and siting. This report covers the ninth quarter of the project. The three reactor concept teams have completed initial plant concept development, evaluation and layout. A significant design effort has proceeded with substantial change and evolution from original ideas. The concepts have been reviewed by the industry participants and improvements have been implemented. The third phase, industrial engineering simulation of reactor fabrication has begun.

The National Museum of the Pacific War presents an oral interview with Abel Ortega. Ortega was drafted into the Army in March, 1941 and was in the Philippines by November. Ortega was with a tank battalion on Luzon and recalls the retreat to and subsequent surrender on Bataan. Ortega also recalls how his Christian faith served him, and others around him, during captivity. He describes his experiences on the Bataan Death March. Ortega remained in the Philippines for over two years before being shipped to Japan to perform more slave labor. After the war, Ortega was repatriated and describes his return home to his parents.

The National Museum of the Pacific War presents an oral interview with Albert Taylor. Taylor was born in Salesville, Texas on 23 March 1923 into a family of ten boys and six girls. He had only one term of formal schooling and then worked as an itinerate laborer from the age of four. Enlisting in the US Army in 1941 he was sent to Fort McDowell, California. Several months later he boarded the USAT Republic for Manila, Philippines where he joined the 31st Infantry Regiment. He discusses the Japanese invasion of the Philippines and tells of various combat situations, including one in which he was wounded and subsequently awarded the Silver Star. He describes surrendering on 9 April 1942 and the forced march out of Bataan. After spending time at Camp O’Donnell, he was later taken to Cabanatuan where he was hospitalized for malaria, dysentery and yellow jaundice. In July 1943, he was among 500 other prisoners of war put aboard the Matsu Maru which took them to Fukuoka, Japan. There, the POWs were put to work as slave laborers in the coal mines. He describes the conditions under which they worked and the treatment they received from their captors. …

The National Museum of the Pacific War presents an interview with Bill Brenner. Brenner joined the Army Air Corps in 1940. He completed medical training at Harris Health Hospital in San Francisco. He was assigned to Hamilton Army Field overseeing sick call, surgical procedures and inspecting quarters. He completed training to work as a flight surgeon. He joined the 34th Pursuit Squadron as a flight surgeon. They traveled to the Philippines in November of 1941, and participated in the Battle of Bataan. Their squadron was nearly wiped out, and Brenner and his fellow survivors continued on fighting in the infantry. He shares his experiences through the Bataan Death March and his time in Camp O’Donnell and Cabanatuan. Once rescued out of the camps, Brenner joined the 200th Medical Corps of New Mexico.

The National Museum of the Pacific War presents an interview with Bruce Heard. Heard worked for the Civilian Conservation Corps from 1937 to 1939 as a baker and he build houses and benches at a national park. He joined the Army in April of 1944, and served as a Tech Sergeant with the 1260th Combat Engineers Battalion, Headquarters Company. He provides details of his training. He traveled to France in late 1944. His battalion was attached to the 3rd, 7th and 15th Armies at different times. They moved into Nuremberg, Hanover and Berlin, and participated in the Battle of the Bulge. His job was to build bridges and haul ammunition to the Infantry and Artillery on the front lines. He shares some of his experiences through this battle, including casualties of fellow servicemen, bomb attacks and living accommodations. He was discharged around the spring of 1946.

The National Museum of the Pacific War presents an interview with Carlos Montoya. Montoya joined the National Guard in 1938. He was assigned as a Battery Clerk for Troop A, cavalry. In January of 1941 he traded his horse for anti-aircraft, joining the 200th Coast Artillery, continuing to serve as a Battery Clerk corporal. They were transferred to the Philippines in August of 1941, providing air defense for Clark Field while based at Fort Stotsenburg. After the 8 December 1941 attack made upon Clark Field, Montoya and his unit were captured by the Japanese in 1942. Montoya became a prisoner-of-war, suriving the Bataan Death March. He was then captive in the Philippines Bilibid Prison for 1 year and 9 months, then transferred to a prison camp in Niigata, Japan, Camp 5B for 1 year and 11 months. He provides vivid details of these events in his life. He was liberated in August of 1945, and given a disability discharge in July of 1946.

The National Museum of the Pacific War presents an oral interview with Dr. Donald C. Coldsmith. Coldsmith was born in Ottawa, Kansas in 1926, the son of a Methodist minister. He tells of hearing of the Japanese attack on Pearl Harbor while attending a state of Kansas YMCA convention. Being eligible for the selective-service act, he received his draft notice in 1944 and was inducted into the United States Army at Fort Leavenworth, Kansas. He was sent to Fort Sill, Oklahoma for basic training. He tells of the selection process and physical requirements needed for assignment into the mountain artillery pack mule training program and of training with pack mules. He comments on the mule’s intelligence. After washing out of Officer Candidate Sschool, he was assigned to the Pacific as a combat replacement. He was assigned to the 637th Tank Destroyer Battalion on Leyte. Soon afterward he was assigned as a medic and he tells of his training in the field. He recalls hearing of the dropping of the atomic bomb and soon thereafter being sent to Yokohoma, Japan where he was assigned to Omori Prison. Although only a Private First Class, he was medically responsible for the Japanese prisoners. …

The National Museum of the Pacific War presents an oral interview with Gabriel Chapa. Chapa was born in Alice, Texas on 7 August 1925. Upon being drafted into the US Navy in 1944, he was sent to San Diego for boot training. Soon after finishing the training he was assigned to USS LCI-470. He participated in the invasions of Saipan, Tinian and Okinawa. He describes being in a typhoon and of the decision being made to beach the ship to prevent it from sinking during the storm. The ship returned to San Diego and Chapa was discharged in April 1946.

The National Museum of the Pacific War presents an oral interview with Henry Kopkey. Kopkey joined the Army Air Forces in January 1942. Later in September, he was shipped overseas to England where he served as an ordnanceman in the 366th Bomb Squadron.

The National Museum of the Pacific War presents an oral interview with Jimmy Goldthorn. Goldthorn was drafted into the Army December 1, 1941 and went through basic training at Fort Knox, Kentucky. From there he went to Camp Chaffee, Arkansas where he became part of the 6th Armored Division which was a training division. At Camp Chaffee, Goldthorn was made a tank platoon leader which included five light tanks. During maneuvers in July 1942, Goldthorn was involved in a serious accident and spent almost a year in an Army hospital. When he got out, he spent the next two years on limited service. First he was the Quartermaster for a POW camp in Scotts Bluff, Nebraska. There were Italians in the camp at first then Germans. In the spring of 1944, he was transferred to Fort Lewis, Washington to the Combat Medics where he was the Administrative NCO in a headquarters company. When they found out about his injuries they told him he didn't belong there and they were going to send him home. He received a medical discharge (40% disabled) on December 7, 1944.

The National Museum of the Pacific War presents an oral interview with Jay Rye. Rye joined the Army in 1938 and trained at Fort Sill, Oklahoma. Eventually, Rye made his way to the Philippines as an infantryman in January, 1941. He discusses fighting on Bataan and participated in the Bataan Death March. Rye describes the misery at Camp O'Donnell and burying comrades. He also spent a little time at Cabanatuan and witnessed and execution of a POW who attempted an escape. Eventually, Rye was sent aboard a hell ship to Japan. After arrival at Omori, Rye was put to work in a Mitsubishi steel mill. he describes the treatment he received when he was sick. He also worked in the railyard at Tokyo and recalls stealing food and other materials from train cars. Rye also bore witness to the destruction to Tokyo caused by the firebombing in March, 1945. Rye also details the account of his being liberated from the POW camp in Japan. Rye recalls spending time in a Seattle hospital before going to a hospital in San Antonio. He tried calling home only to find his mother had passed away afew months prior to his liberation and return …

The National Museum of the Pacific War presents an interview with John Real. Real joined the Army Air Forces in early 1941. He served as an aerial photographer with the 2nd Observation Squadron. They were stationed at Clark Field in the Philippines when the Japanese invaded the Philippines. Real participated in the Bataan Death March and survived as a prisoner of war at Camp O’Donnell and Cabanatuan. He was liberated in early 1945, and discharged in May of 1946.