Correspondence issued by the General Accounting Office with an abstract that begins "GAO initiated a governmentwide review of the implementation of the Federal Civil Penalties Inflation Adjustment Act of 1990. The act requires each federal agency to issue a regulation adjusting its covered maximum civil monetary penalties for inflation by October 23, 1996, and requires each agency to make necessary adjustments at least once every 4 years thereafter. During the review, GAO determined that the Department of Commerce had adjusted its civil penalties in a manner inconsistent with eh requirements of the statute."

A letter report issued by the General Accounting Office with an abstract that begins "The Federal Aviation Administration (FAA) administers the Airport Improvement Program (AIP), which provides billions of dollars in federal grants to airports for planning and development projects. The total funds awarded by FAA was consistent with the total amount of AIP funds available for obligation for fiscal years 1996 through 2000. FAA also made available or awarded AIP grant funds in accordance with the statutory formulas and set-asides contained in the authorization acts for the five fiscal years reviewed. In some cases, FAA awarded more funding than required to some airports and projects when it distributed the remaining AIP discretionary funds, which are not subject to statutory formulas or set-asides. GAO also found that small airports received greater amounts than large airports."

Correspondence issued by the General Accounting Office with an abstract that begins "This report provides a status of the Internal Revenue Service's (IRS) efforts to implement recommendations GAO made on its audits of IRS's financial statements. In updating the status of these recommendations, GAO included the results of its audit of IRS's financial statements for fiscal year 2001 and 2000."

Correspondence issued by the General Accounting Office with an abstract that begins "Over two decades ago, Congress deregulated the airline industry, phasing out the federal government's control over domestic fares and routes served and allowing market forces to determine the price, quantity, and quality of service. Concerned that air service to some small communities would suffer in a deregulated environment, Congress established the Essential Air Service (EAS) program as part of the Airline Deregulation Act of 1978. The act guaranteed that communities served by air carriers before deregulation would continue to receive a certain level of scheduled air service. As of July 1, 2002, the EAS program provided subsidies to air carriers to serve 114 communities--79 in the continental United States and another 35 in Alaska, Hawaii and Puerto Rico. From 1995 to July 2002, the net member of EAS-subsidized communities increased by four in the continental United States. Several factors--including increasing carrier costs, limited passenger revenue, and increasing numbers of eligible communities requiring subsidized service--are likely to affect potential future subsidy requirements of the EAS program. GAO identified and evaluated major categories of options to enhance the long-term viability of the EAS program, each of which has associated potential …

A letter report issued by the General Accounting Office with an abstract that begins "The U.S. surface and maritime transportation systems include roads, mass transit systems, railroads, and ports and waterways. One of the major goals of these systems is to provide and enhance mobility, that is, the free flow of passengers and goods. Mobility provides people with access to goods, services, recreation, and jobs; provides businesses with access to materials, markets and people; and promotes the movement of personnel and material to meet national defense needs. During the past decade, total public sector spending increased for public roads and transit, remained constant for waterways, and decreased for rail. Passenger and freight travel are expected to increase over the next 10 years, according to Department of Transportation projections. Passenger vehicle travel on public roads is expected to grow by 24.7 percent from 2000 to 2010. Passenger travel on transit systems is expected to increase by 17.2 percent over the same period. Amtrak has estimated that intercity passenger rail ridership will increase by 25.9 percent from 2001 to 2010. The key factors behind increases in passenger travel, and the modes travelers choose, are expected to be population growth, the aging of …

A letter report issued by the General Accounting Office with an abstract that begins "Every year, some meat and poultry products are contaminated with microbial pathogens--such as Salmonella and E. coli--that cause foodborne illnesses and deaths. To improve the safety of meat and poultry products, the U.S. Department of Agriculture's (USDA) Food Safety and Inspection Service (FSIS) introduced additional regulatory requirements for meat and poultry plants. These requirements are intended to ensure that plants operate food safety systems that are prevention-oriented and science-based. These systems, called Hazard Analysis and Critical Control Point (HACCP) systems, were phased in from January 1998 through January 2000 at all meat and poultry slaughter and processing plants. As the foundation of the HACCP system, plants are responsible for developing HACCP plans that, among other things, identify all of the contamination hazards that are reasonably likely to occur in a plant's particular production environment, establish all of the necessary steps to control these hazards, and have valid scientific evidence to support their decisions. GAO found that FSIS is not ensuring that all plants' HACCP plans meet regulatory requirements. As a result, consumers may be unnecessarily exposed to unsafe foods that can cause foodborne illnesses. In particular, …

Correspondence issued by the General Accounting Office with an abstract that begins "GAO reviewed regulations issued by the Department of Defense (DOD) to cover transfers from a new fund created by Congress to finance the cost of expanded health care programs' benefits for Medicare-eligible uniformed services retirees and their eligible dependents. These health care programs include pharmacy benefits and coverage of the deductible portion of Medicare benefits. The Floyd D. Spence National Defense Authorization Act for Fiscal Year 2001 established the Department of Defense Medicare Eligible Retiree Health Care Fund in the U.S. Treasury. Beginning on October 1, 2002, the fund will finance DOD's liabilities under the uniformed services retiree health programs for Medicare-eligible beneficiaries. The legislation requires that (1) the Secretary of Defense establish by regulation the methods for calculating amounts to be transferred periodically from the fund to applicable appropriations that incur the programs' cost and (2) the Comptroller General report to the Secretary of Defense and to Congress on the adequacy and appropriateness of these regulations within 30 days of receiving them from the Secretary. GAO found that regulations establishing the methods for calculating transfers from the fund to finance eligible health care costs were issued in …

A statement of record issued by the General Accounting Office with an abstract that begins "This testimony discusses group purchasing organizations (GPO) for medical devices and supplies used in hospitals. By pooling the purchases of their member hospitals, these specialized firms negotiate lower prices from vendors. GAO found that a hospital's use of a GPO contract did not guarantee that the hospital saved money: GPOs' prices were not always lower and were often higher than prices paid by hospitals negotiating directly with vendors. GAO studied price savings with respect to: (1) whether hospitals using GPO contracts received better prices than hospitals that did their own contracting, (2) the size of the hospital, and (3) size of the GPO. This data raises questions about whether GPOs, specially large GPOs, achieve consistent price savings."

A letter report issued by the General Accounting Office with an abstract that begins "Federal agencies are increasingly expected to focus on achieving results and to demonstrate, in annual performance reports and budget requests, how their activities will help achieve agency or governmentwide goals. Assessing a program's impact or benefit is often difficult, but the dissemination programs GAO reviewed faced a number of evaluation challenges--either individually or in common. The breadth and flexibility of some of the programs made it difficult to measure national progress toward common goals. The programs had limited opportunity to see whether desired behavior changes occurred because change was expected after people made contact with the program, when they returned home or to work. The five programs GAO reviewed addressed these challenges with a variety of strategies, assessing program effects primarily on short-term and intermediate outcomes. Two flexible programs developed common measures to conduct nationwide evaluations; two others encouraged communities to tailor local evaluations to their own goals. Congressional interest was key to initiating most of these evaluations; collaboration with program partners, previous research, and evaluation expertise helped carry them out. Congressional concern about program effectiveness spurred two formal evaluation mandates and other program activities. Collaborations …

A letter report issued by the General Accounting Office with an abstract that begins "Electric power plants burn fuels that can produce harmful emissions, such as carbon dioxide, mercury, nitrogen oxides, and sulfur dioxide, which can pose human health and environmental risks. To assess the potential risks of meeting future electricity demand, congressional committees asked GAO to (1) report on the Energy Information Administration's (EIA's) national and regional projections of such emissions by 2020, and (2) determine how the projections would change using alternative assumptions about future economic growth and other factors that advisers in these fields recommended. GAO also assessed the potential effects of future electricity demand on water demand and supply."

A statement of record issued by the General Accounting Office with an abstract that begins "Despite regulations limiting emissions and improved vehicle and fuel technologies, the air in many cities and towns still does not meet air quality standards. Vehicle emissions contain substances, including carbon monoxide, nitrogen oxides, and volatile organic compounds, that degrade air quality and threaten public health and the environment. Vehicles emissions account for about one third to one-half of these pollutants. Epidemiological and other studies have consistently found that breathing emissions containing these compounds contributes to respiratory and other health problems. Vehicle emissions also harm vegetation and cause crop damage. Provisions in the clean air and surface transportation laws have encouraged transportation planners to look for ways to curb harmful emissions, but predominantly in areas that already suffer pollution problems. The Clean Air Act requires planners to demonstrate that their plans and programs will not worsen air quality, but only in areas with current or prior air quality problems. Congress and federal agencies have opportunities to provide more help to transportation planners and communities considering the environmental impacts of their transportation and land use decisions."

A letter report issued by the General Accounting Office with an abstract that begins "The Air Force expeditionary aerospace force concept seeks to spread deployments more evenly across its forces and increase the predictability of deployments. By dual-tasking some fighter squadrons the Air Force could fulfill two requirements as the 2010 Concept envisions. Although significant challenges could impede the ability to maximize these benefits, the Air Force has not specifically analyzed what is needed to implement dual-tasking by 2010. Dual-tasking would result in more efficient use of squadrons and greatly reduce the need to use squadrons for more than one 90-day deployment every 15 months. Dual-tasking would provide theater commanders with the same number of aircraft to meet requirements as under current practice; however, the aircraft would come from fewer squadrons. Because a larger proportion of a squadron's aircraft would be used to meet requirements, and because dual-tasking uses fewer squadrons to meet requirements, the need to repeatedly use the same squadrons would be reduced. The number of squadrons needed for more than one 90-day period over a 15-month period would decline from 26 squadrons to five. More training would be required under dual-tasking. Yet, the Air Force has not …

A letter report issued by the General Accounting Office with an abstract that begins "GAO reviewed purchasing controls and activities within the Airway Facilities Division of the Federal Aviation Administration (FAA) in Alaska. This unit, referred to as AFA, is responsible for maintaining airway navigation and communication equipment throughout the state. AFA implemented a pilot program in March 1997 called the Corporate Maintenance Philosophy (CMP) that reduced periodic maintenance and certification requirements for equipment, thus allowing AFA to work with fewer staff. Under this program, AFA's funds originally intended for payroll compensation and benefits were freed for use on capital improvements and an employee recognition system. However, AFA did not have good internal controls. GAO reviewed 150 purchases made in fiscal years 1999 through 2001. Of these, 118 did not comply with one or more FAA purchasing requirements. AFA's highly decentralized operating environment made it susceptible to internal controls weaknesses and improper or wasteful purchases. FAA headquarters in Washington, DC, provides little oversight of spending practices, and regional officials in Alaska have no oversight authority over AFA's practices. AFA personnel work in various locations, with more than half having agency credit cards. GAO found that most cardholders received no training …

A letter report issued by the General Accounting Office with an abstract that begins "Oregon Inlet is the primary route to the ocean for hundreds of commercial and recreational fishing vessels operating in the Outer Banks region of North Carolina. However, the inlet experiences more high winds, strong tides, and shifting sand than any other inlet on the coast of the United States. This high-energy environment often creates sand bars and large breaking waves at the inlet's entrance to the ocean, commonly known as the ocean bar. These conditions, especially when combined with the severe storms that frequent the area, can swamp a boat or run it aground, imperiling both life and property. During the past 19 years, the Army Corps of Engineers has had difficulty maintaining the ocean bar navigation channel at Oregon Inlet at its authorized 14-foot depth. Specifically, from 1983 through 1994, the Corps spent on average $4.1 million per year dredging the channel, but was only able to maintain the authorized 14-foot depth on average 23 percent of the time. After 1994, the Corps spent an average of $2 million per year, but the percentage of time the channel depth was maintained at its authorized depth …

Testimony issued by the General Accounting Office with an abstract that begins "The Veterans Equitable Resource Allocation (VERA) system allocated $17.8 billion of its $20.3 billion health care budget to 22 regional health care networks in fiscal year 2001. Before Vera resources were allocated to facilities on the basis of their historical expenditures. By aligning resources with workloads VERA shifted about$921 million among VA's networks in fiscal year 2001. VERA's design is reasonable for equitably allocating resources, but improvements could better allocate comparable resources for comparable workloads. VERA's allocations are based primarily on network workload, with adjustments made for factors beyond the control of network management. These include the health care needs of veterans and some local cost differences. VERA's design also protects patients from the effects of network budget shortfalls. However, GAO found that $200 million annually that could be reallocated to better align network resources with workloads. First, VERA's measurement of network workload is not accurate enough to determine each network's allocation because VERA excludes most veterans with higher incomes who do not have service-connected disabilities--about one-fifth of VA's workload. Second, VERA does not accurately adjust for cost differences among networks for differences in patients' health care needs …

A letter report issued by the General Accounting Office with an abstract that begins "The radiofrequency spectrum is the medium that enables wireless communications of all kinds, such as mobile phone and paging services, radio and television broadcasting, radar, and satellite-based services. As new spectrum-dependent technologies are developed and deployed, the demand for this limited resource has escalated among both government and private sector users. Meeting these needs domestically is the responsibility of the Department of Commerce's National Telecommunications and Information Administration (NTIA) for federal government users and the Federal Communications Commission (FCC) for all other users. The current legal framework for domestic spectrum management evolved as a compromise over the questions of who should determine how spectrum is allocated among competing users and what standard should be applied in making this determination. Current methods for allocating spectrum face difficulties, and FCC and NTIA's efforts are not guided by a national spectrum strategy. Since nearly all of the usable radio spectrum has been allocated already, accommodating more services and users generally involves redefining current radiofrequency allocations. One method used by FCC and NTIA is to increase the amount of spectrum that is designated for shared use, so that additional types …

A letter report issued by the General Accounting Office with an abstract that begins "Over the past 12 years, federal disaster assistance costs have totaled more than $39 billion (in fiscal year 2001 dollars)--a nearly fivefold increase over the previous 12-year period--as a result of a series of unusually large and frequent disasters and an increasing federal role in assisting communities and individuals affected by disasters. The Federal Emergency Management Agency (FEMA), the lead agency for providing federal disaster relief, has provided the bulk of the assistance to help those in need respond to and recover from disasters. As the costs for disaster assistance have risen, FEMA has made disaster mitigation a primary goal in its efforts to reduce the long-term cost of disasters and has developed mitigation programs designed to minimize risk to property or individuals from natural or man-made hazards. FEMA's multihazard mitigation programs differ substantially in how they have sought to reduce the risks from hazards but each has features that the state emergency management community believes has been successful for mitigation. The Hazard Mitigation Grant Program (HMGP), FEMA's oldest multihazard mitigation programs, is a post disaster program that has provided the bulk of mitigation assistance to …

A chapter report issued by the General Accounting Office with an abstract that begins "The National Aeronautics and Space Administration (NASA) uses several mechanisms to capture and disseminate lessons learned. NASA has established an agency-wide Lessons Learned Information System that managers are required to review on an ongoing basis. NASA uses training, program reviews, and periodic revisions to agency policies and guidelines to communicate lessons learned. Several NASA centers and key programs also maintain lessons learned systems that are geared toward their own staff. To improve the way it captures and shares information, NASA has developed a strategic plan, assembled a management team to coordinate knowledge management and activities at NASA's centers, and begun several information technology pilot projects. Despite the processes and procedures in place to capture and share lessons learned, there is no assurance that lessons are being applied toward future missions success. Although some lessons learning does take place, lessons are not routinely identified, collected, or shared by programs and project managers. Furthermore, there are challenges or cultural barriers to the sharing of lessons learned, such as the lack of time to capture or submit lessons and a perception of intolerance for mistakes. Although NASA's current efforts …

A letter report issued by the General Accounting Office with an abstract that begins "At the direction of the House Committee on National Security, the Army began developing the Army Workload and Performance System (AWPS) in 1996. This automated system was intended to address a number of specific weaknesses highlighted in several GAO and Army studies since 1994 regarding the Army's inability to support its civilian personnel requirements by using an analytically based workload forecasting system. Army's May 2002 report on AWPS does not provide Congress with adequate information to assess the Army's progress in implementing the system. Specifically, the 2002 plan does not include (1) a detailed summary of all costs that the Army has incurred, or the expenditures that it anticipates in the future, to develop and implement the system; (2) a list of the milestones that the Army has, or has not, achieved in the previous year and a list of milestones that are projected for the future; and (3) an evaluation of how well the system has performed to date in fulfilling its primary function--that is, of matching manpower needs with depot workloads. Although the Army has begun developing an interface between AWPS and the Logistics …

A letter report issued by the General Accounting Office with an abstract that begins "Since the early 1970's, the federal government has provided a large share of the nation's capital investment in urban mass transportation. Much of this funding has come through the Federal Transit Administration's (FTA) New Starts Program, which helps pay for rail, bus, and trolley projects. The Transportation Equity Act for the 21st Century authorized about $6 billion in "guaranteed" funding for the New Starts program through fiscal year 2003. FTA's evaluation process assigns candidate projects individual ratings for project justification and local financial commitments. The process also assigns an overall rating intended to reflect the project's merit. FTA recommended four projects for funding commitments for fiscal year 2003 in its New Starts report and budget proposal. FTA evaluated 50 proposed projects for fiscal year 2003 and developed ratings for 31 of them. Twenty-seven of these projects were rated as "highly recommended" or "recommended." Although FTA has faced transit budget crunches for years, the agency will end the act's authorization period with $310 million in unused commitment authority. Proposals to limit the amount of New Starts funds would allow more projects to receive such funding, but could …

A letter report issued by the General Accounting Office with an abstract that begins "To obtain government services, members of the public must often provide agencies with personal information, which includes both identifying information (such as name or Social Security number, which can be used to locate to identify someone) and nonidentifying information (such as age or gender). GAO was asked to review agencies' handling of the personal information they collect and whether this handling conforms with federal law, regulation, and agency guidance."

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Energy (DOE) spends between $6 billion and $7 billion annually to store, clean up, and monitor nuclear and hazardous waste at its sites. Various federal and state agencies with jurisdiction over environmental and health issues related to the cleanup are therefore involved in regulating and overseeing DOE's activities. Much of the cleanup activity has been implemented under compliance agreements between the DOE and these agencies. There are three types of compliance agreements governing DOE's sites: (1) legal requirements that address the cleanup of federal sites on the National Priorities List of the nation's most serious hazardous waste sites or that address treatment and storage of mixed hazardous and radioactive waste at DOE facilities; (2) court-ordered agreements resulting from lawsuits initiated primarily by states; and (3) other agreements, such as state administrative orders enforcing state hazardous waste management laws, that do not fall into the first two categories. Through the end of fiscal year 2001, DOE had completed 4,500 milestones, although for several reasons, the number of milestones is not a good indication of cleanup progress. Many of the milestones are administrative in nature, …

A letter report issued by the General Accounting Office with an abstract that begins "Rigorous, realistic training is key to military readiness. All U.S. military forces conduct frequent training exercises to hone and maintain their war-fighting skills. Combat units stationed outside the continental United States are able to meet many of their training requirements but face constraints in such areas as (1) maneuver operations, (2) live ordnance practice, and (3) night and low altitude flying. Training constraints cause adverse effects, including (1) requiring workarounds that can breed bad habits affecting combat performance; (2) requiring military personnel to be away from home more often; and (3) preventing training from being accomplished. To address these concerns, military commands and services are negotiating with host governments to lessen restrictions on existing training areas, but such actions are often done at an individual-service level and sometimes create unforeseen problems for other services and for existing training capabilities."

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Education's Office of Federal Student Aid (FSA) administers more than $53 billion in financial aid for more than 8.1 million students. Since 1990, GAO has included student financial aid on its high-risk list. To address these and other long-standing management weaknesses, Congress established FSA as a performance-based organization (PBO) within Education in 1998. To develop and implement a strategic direction, FSA set three strategic goals, created indicators to measure progress toward these goals, and developed a tool to link employees' day-to-day activities to these goals. The goals are to (1) increase customer satisfaction, (2) increase employee satisfaction, and (3) reduce unit cost. FSA's efforts have generally improved customer and employee satisfaction scores. FSA has begun to implement some human capital practices to better organize its services and manage its employees. But gaps exist, and FSA has not yet implemented performance management initiatives to develop and assess its employees. To better serve customers, FSA reorganized to reflect its different customers--students, schools, and financial partners. To encourage accountability, FSA is linking staff bonuses to FSA's strategic goals. Education continues to clarify FSA's level of independence …