A letter report issued by the General Accounting Office with an abstract that begins "Nonresponse follow-up--in which Census Bureau enumerators go door-to-door to count individuals who have not mailed back their questionnaires--was the most costly and labor intensive of all 2000 Census operations. According to Bureau data, labor, mileage, and administrative costs totaled $1.4 billion, or 22 percent of the $6.5 billion allocated for the 2000 Census. Several practices were critical to the Bureau's timely competition of nonresponse follow-up. The Bureau (1) had an aggressive outreach and promotion campaign, simplified questionnaire, and other efforts to boost the mail response rate and thus reduce the Bureau's nonresponse follow-up workload; (2) used a flexible human capital strategy that enabled it to meet its national recruiting and hiring goals and position enumerators where they were most needed; (3) called on local census offices to identify local enumeration challenges, such as locked apartment buildings and gated communities, and to develop action plans to address them; and (4) applied ambitious interim "stretch" goals that encouraged local census offices to finish 80 percent of their nonresponse follow-up workload within the first four weeks and be completely finished by the end of the eighth week, as opposed …

A letter report issued by the General Accounting Office with an abstract that begins "To assess the quality of the population data collected in the 2000 Census, the U.S. Census Bureau conducted the Accuracy and Coverage Evaluation (A.C.E.) program, which focused on a survey of housing units designed to estimate the number of people missed, counted more than once, or otherwise improperly counted in the census. GAO reviewed the life cycle costs of the A.C.E. program and its predecessor, the Integrated Coverage Measurement (ICM) program. GAO found that the original estimated cycle costs of conducting the ICM/A.C.E. programs were $400 million. The first evidence for the original $400 million estimate is in the original budget justifications for fiscal year 2000. The bureau based its estimates of ICM/A.C.E. costs on assumptions about the needs for personnel and benefits, contractual services, travel, office space, equipment, and other costs necessary to conduct and support operations of the programs. The budgeted amounts that GAO identified from bureau records for conducting the ICM/A.C.E. programs are $277 million through fiscal year 2003. The obligated costs that GAO identified from bureau records for conducting the ICM/A.C.E. programs are $207 million through fiscal year 2001. $58 million of …

A letter report issued by the General Accounting Office with an abstract that begins "The U.S. Census Bureau conducted the Accuracy and Coverage Evaluation (ACE) survey to estimate the number of people missed, counted more than once, or otherwise improperly counted in the 2000 Census. On the basis of uncertainty in the ACE results, the Bureau's acting director decided that the 2000 Census tabulations should not be adjusted in order to redraw the boundaries of congressional districts or to distribute billions of dollars in federal funding. Although ACE was generally implemented as planned, the Bureau found that it overstated census undercounts because of an error introduced during matching operations and other uncertainties. The Bureau concluded that additional review and analysis of these uncertainties would be needed before the data could be used. Matching more than 1.4 million census and ACE records involved the following four phases, each with its own matching procedures and multiple layers of review: computer matching, clerical matching, field follow-up, and clerical matching. The Bureau applied quality assurance procedures to each phase of person matching. Because the quality assurance procedures had failure rates of less than one percent, the Bureau reported that person matching quality assurance was …

A letter report issued by the General Accounting Office with an abstract that begins "GAO reviewed the funding of 2000 Census planning and development efforts and the impact it had on census operations. Total funding for the 2000 Census, referred to as the life cycle cost, covers a 13-year period from fiscal year 1991 through fiscal year 2003 and is expected to total $6.5 billion adjusted to 2000 year dollars. This amount was almost double the reported life cycle cost of the 1990 Census of $3.3 billion adjusted to 2000 year dollars. Considering these escalating costs, the experience of the U.S. Census Bureau in preparing for the 2000 Census offers valuable insights for the planning and development efforts now occurring for the 2010 Census. Thorough and comprehensive planning and development efforts are crucial to the ultimate efficiency and success of any large, long-term project, particularly one with the scope, magnitude, and the deadlines of the U.S. decennial census. For fiscal years 1991 through 1997, $269 million was requested in the President's Budgets for 2000 Census planning and development and the program received funding of $224 million by Congress, or 83 percent of the amount requested. According to U.S. Census Bureau …

A letter report issued by the General Accounting Office with an abstract that begins "To ensure the completeness and accuracy of the 2000 census data, Bureau of the Census analysts were to identify, investigate, and document suspected data discrepancies or issues to clear census data files and products for subsequent processing or public release. They were to determine whether and how to correct the data by weighing quality improvements against time and budget constraints. Because the bureau lacked sufficient staff to conduct a full count review on its own, it contracted out some of the work to members of the Federal-State Cooperative Program for Population Estimates (FSCPE). FSCPE documented 1,402 data issues, 29 percent of the 4,809 issues identified by both FSCPE and bureau analysts during the full count review. Of the 4,809 issues, 1,599 dealt with "group quarters," where counts for prisons, nursing homes, dormitories, and other group living facilities differed from what analysts expected. Of the 1,599 group quarters issues, FSCPE identified 567. Discrepancies relating to housing unit counts, population data, and demographic characteristics accounted for 1,150 issues, 375 of which were identified by FSCPE. Overall, of the 4,809 issues identified during review, 4,267 were not subjected to …

Correspondence issued by the General Accounting Office with an abstract that begins "This report describes the schedule, cost, and technical status of the 155mm Lightweight Howitzer program. The Army-Marine Corps Lightweight Howitzer Joint Program Office directs this program's development, with a British company as the prime contractor. Since GAO's April 2000 report (See GAO-01-603R), all key milestones have slipped because a 2-year low-rate initial production phase has been added to provide production representative howitzers for operational testing. Correspondingly, the full-rate production decision has slipped from September 2002 to October 2004. Since April 2001, total program cost estimates have increased from $1,209.0 million to $1,365.2 million, principally as the result of the large number of design modifications resulting from developmental testing and restructuring the program to add a low-rate initial production phase. In addition, the costs for the towed artillery digitization increased by $51 million. Technical problems--such as the durability of the optical fire control, bore sight retention, and accuracy--have been addressed through design changes. However, some of these changes have not yet been tested, and the Marine Corps Operational Test and Evaluation Activity has yet to review test data that the program office believes shows the howitzer has met accuracy …

Correspondence issued by the General Accounting Office with an abstract that begins "The accounting system's self-regulatory system for auditors, which largely depends on voluntary contributions from the accounting industry, is plagued by fragmentation, lack of coordination, poor communication, and conflicts of interest. In GAO's view, the current self-regulatory system is broken, and oversight by the Securities and Exchange Commission (SEC) has fallen short in protecting the public interest. Because of the important role played by independent auditors, GAO believes that direct government intervention is needed to create a new body to oversee the auditing of public companies by the accounting profession. Concerns about the timeliness, relevancy, and transparency of the financial reporting model could be addressed by closer cooperation between SEC and the Financial Accounting Standards Board (FASB), adequate and independent funding for FASB operations, and periodic reporting to Congress on FASB matters."

A letter report issued by the General Accounting Office with an abstract that begins "The accounting profession maintains a voluntary, self-regulatory system through the American Institute of Certified Public Accountants (AICPA) that includes establishing professional standards, monitoring compliance with professional standards, disciplining members for improper acts and substandard performance, and conducting oversight. The Panel of Audit Effectiveness, set up to examine the AICPA's methods, made recommendations to enhance the accounting profession's self-regulatory system. Implementing actions taken or in process have addressed many of the Panel's recommendations. However, the Panel's recommendations did not fully address the limitations of the self-regulatory system identified in its report. Also, some of the Panel's recommendations were either not accepted or are still under study. Additional experience is needed to evaluate the effectiveness of actions taken or planned. However, the system is fragmented, uncoordinated, and has a disciplinary function that is widely perceived to be ineffective. The self-regulatory system is unable to protect the confidentiality of investigative information about alleged audit failures or other disciplinary matters concerning members of the profession. The lack of such protective powers hinders the timing of investigations and affects the public's perception of the self-regulatory system's effectiveness. The Panel recognized the …

A letter report issued by the General Accounting Office with an abstract that begins "GAO's continuing reviews of the acquisition workforce, focusing on the Department of Defense (DOD); the Departments of the Army, Navy, and Air Force; the Departments of Veterans Affairs, Energy, and Health and Human Services; the General Services Administration; and the National Aeronautics and Space Administration, indicate that some of the government's largest procurement operations are not run efficiently. GAO found that requirements are not clearly defined, prices and alternatives are not fully considered, or contracts are not adequately overseen. The ongoing technological revolution requires a workforce with new knowledge, skills, and abilities, and the nature of acquisition is changing from routine simple buys toward more complex acquisitions and new business practices. DOD has adopted multidisciplinary and multifunctional definitions of their acquisition workforce, but the civilian agencies have not. DOD and the civilian agencies reviewed have developed specific training requirements for their acquisition workforce and mechanisms to track the training of acquisition personnel. All of the agencies reviewed said they had sufficient funding to provide current required core training for their acquisition workforce, but some expressed concerns about funding training for future requirements and career development, particularly …

A letter report issued by the General Accounting Office with an abstract that begins "The Department of Defense (DOD) downsized its acquisition workforce by half in the past decade. It now faces serious imbalances in the skills and experience of its remaining workforce and the potential loss of highly specialized knowledge if many of its acquisition specialists retire. DOD created the Acquisition 2005 Task Force to study its civilian acquisition workforce and develop a strategy to replenish personnel losses. In response to a legislative mandate, DOD reported on its plans to implement the task force's recommendations as required by the National Defense Authorization Act for Fiscal Year 2002. DOD's report shows that it has made progress in reshaping its acquisition workforce. For example, DOD is working to remove barriers to its strategic planning initiative; continuing to test various human capital innovations; and has begun making significant changes to its acquisition workforce-training program. DOD's report provides information on implementation of the task force's recommendations and their status. However, for many initiatives, DOD did not clearly describe the actions taken or when they occurred, nor did it identify all planned actions and schedules for completing the initiatives."

A letter report issued by the General Accounting Office with an abstract that begins "The federal government is dramatically changing the way it purchases goods and services--by relying more on judgment and initiative versus rigid rules to make purchasing decisions. At the same time, agencies are dealing with reductions in the civilian acquisition workforce. GAO was asked to determine what efforts federal civilian agencies are making to address their future acquisition workforce needs."

A letter report issued by the General Accounting Office with an abstract that begins "Private landowners own more than two-thirds of the continental United States' 1.9 billion acres. Recognizing the critical role that private landowners play in managing soil, water, and wildlife habitat, Congress directed the U.S. Department of Agriculture (USDA) to improve stewardship practices on these lands. USDA currently has more than 70 million acres of privately-owned land enrolled in programs that offer landowners financial incentives to implement conservation practices to protect or improve soil and water quality and wildlife habitat. USDA's conservation efforts address specific environmental concerns, target funding toward state and local environmental priority areas, and promote partnerships with state or local entities to leverage limited funding. State technical committee members indicated that although USDA's conservation programs are generally effective, some targeted programs are more effective than others. Committee members cited several elements of the current programs that hinder achievement of environmental objectives and indicated a preference for more flexibility in new or existing programs. More than two-thirds of members considered program provisions that prohibit landowners from receiving compensation for maintaining previously implemented landowner-financed conservation practices to be a hindrance. Members would like to be able to …

A letter report issued by the General Accounting Office with an abstract that begins "This report presents the views of members of state technical committees on (1) the effectiveness of USDA's conservation efforts in addressing environmental concerns related to agriculture, (2) any program elements that hinder the achievement of related environmental objectives, and (3) any program characteristics that current or new programs might include to better meet these objectives. GAO summarizes the responses of the state technical committee members and stratifies them by geographic region and organization."

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. …

A letter report issued by the General Accounting Office with an abstract that begins "The Floyd D. Spence National Defense Authorization Act for Fiscal Year 2001 requires GAO to review various aspects of the Department of Defense (DOD) policy that allows Defense Working Capital Fund activities to carry over a 3-month level of work from one fiscal year to the next. The DOD 3-month carryover standard applies to all DOD activity groups except for the contract portion of the Air Force depot maintenance activity group, for which DOD established a 4.5-month carryover standard because of the additional administrative functions associated with awarding contracts. Reported carryover balances for fiscal years 2000 and 2001 were inaccurate and, therefore, the balances were not reliable for decision-making or budget review purposes. The reported carryover balances were not accurate due to (1) faulty assumptions used in calculating work-in-process and (2) records not accurately reflecting work that was actually completed by year-end. As a result, the amount of carryover reported by the Air Force was understated by tens of millions of dollars and customers' funds were idle that could have been used for other purposes during the fiscal year. Even though the carryover was understated, Air …

A letter report issued by the General Accounting Office with an abstract that begins "Although fossil fuels--coal, natural gas, and oil--account for more than two thirds of the nation's electricity, generating units that burn these fuels are major sources of airborne emissions that pose health and environmental risks. To limit emissions and protect air quality, the Environmental Protection Agency regulates emissions of sulfur dioxide and nitrogen oxides from a variety of sources including electricity generating units that burn fossil fuels, other industrial sources, and automobiles. Older electricity generating units--those that began operating before 1972--emit 59 percent of the sulfur dioxide, 47 percent of the nitrogen oxides, and 42 percent of all electricity produced by fossil-fuel units. Units that began operating in or after 1972 are responsible for the remainder of the emissions and electricity production. For equal quantities of electricity generated, older units, in the aggregate, emitted twice as much sulfur dioxide and 25 percent more nitrogen oxides than newer units which must meet the new source standards for these substances. Older and newer units emitted about the same amount of carbon dioxide for equal quantities of electricity generated. Of the older units, those in the Mid-Atlantic, Midwest, and Southeast …

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 letter report issued by the General Accounting Office with an abstract that begins "The Tennessee Valley Authority (TVA) relied on its 11 coal-burning plants to supply 60 percent of its electric power in fiscal year 2001. These plants account for almost all of TVA's emissions of two key air pollutants--sulfur dioxide (SO2), which has been linked to reduced visibility, and nitrogen oxides (NOx), which contribute to the formation of harmful ozone. To meet an increase in demand of 1.7 percent annually through 2010, TVA estimates that it will need to expand its current generating capacity of 30,365 megawatts by 500 megawatts annually. Building new generating capacity can produce more emissions, which raises environment concerns. To lessen the need for new capacity, TVA and other electricity suppliers promote the efficient use of electricity through "demand-side management" programs, which seek to reduce the amount of energy consumed or to change the time of day when it is consumed. Even though TVA intends to increase its capacity to generate electricity through 2005, it also expects to reduce its SO2 and NOx emissions during the same time period, primarily by burning lower-sulfur coal, installing devices to control emissions at its existing plants, and …

A chapter report issued by the General Accounting Office with an abstract that begins "Thousands of the Federal Aviation Administration (FAA) controllers will soon be eligible to retire because of extensive hiring in the 1980's to replace striking air traffic controllers. Although the exact number and timing of the controllers' departures has not been determined, attrition scenarios developed by both FAA and GAO indicate that the total attrition will grow substantially in both the short and long term. As a result, FAA will likely need to hire thousands of air traffic controllers in the next decade to met increasing traffic demands and to address the anticipated attrition of experienced controllers, predominately because of retirement. FAA has yet to developed a comprehensive human capital workforce strategy to address its impending controller needs. Rather, FAA's strategy for replacing controllers is generally to hire new controllers only when current, experienced controllers leave. This does not take into account the potential increases in future hiring and the time necessary to train replacements. In addition, there is uncertainty about the ability of FAA's new aptitude test to identify the best controller candidates. Further, FAA has not addressed the resources that may be needed at its …

A letter report issued by the General Accounting Office with an abstract that begins "In fiscal year 2001, the Federal Aviation Administration (FAA) spent more than $15 million to move air traffic controllers and their managers to new permanent duty locations. FAA classifies the funds that it spends for these moves as permanent change of station (PCS) benefits. In 1998, as part of a broader effort to reform its personnel policies, FAA changed its policies on PCS benefits. Instead of fully reimbursing the costs of all PCS moves and prohibiting unfunded PCS moves, as it once did, FAA now determines the amount of PCS benefits to be offered on a position-by-position basis and allows employees and managers to move at their own expense. Under its new polices, FAA can fully reimburse the costs of a move if it determines that he move is in the interest of the government, or it can offer partial fixed relocation benefits if it determines that the agency will derive some benefit from the move. FAA's policies on eligibility for PCS benefits are the same for air traffic controllers and their managers, but the amounts of the benefits vary. According to these policies, eligibility depends …

A letter report issued by the General Accounting Office with an abstract that begins "The events of September 11, 2001 created several new challenges for the aviation industry in ensuring the safety and security of the national airport system. Chief among them is deciding to what extent Airport Improvement Program (AIP) grant funds should be used to finance the new security requirements at the nation's airports. Although many in the aviation industry believe that funding security projects has become even more important in the aftermath of September 11, they also recognize the need to continue funding other airport development projects, such as those designed to enhance capacity in the national airport system. During fiscal year 2002, the Federal Aviation Association (FAA) awarded a total of $561 million, 17 percent of the $3.3 billion available for grants, in AIP grant funds to airports for security projects related to the events of September 11, 2001. This amount is the largest amount awarded to airports for security projects in a single year since the program began in 1982. Based on data provided by FAA, all of the security projects funded with AIP grants since the events of September 11, 2001, met the legislative …

A letter report issued by the General Accounting Office with an abstract that begins "Airbus Industrie plans to introduce the New Large Aircraft (NLA) to U.S. airports in 2006. The Boeing 747 (B-747)is currently the largest commercial aircraft. The Federal Aviation Administration (FAA) sets standards that govern how an airport must be configured to safely serve aircraft with certain wingspans and weight. A B-747 operates under Design Group V standards, while FAA has determined that NLA will operate under Design Group VI standards. Determining the cost to serve NLA is difficult because several possible infrastructure changes at airports are unresolved. These include (1) whether and the extent to which FAA revises the standards or grants modifications, (2) which airlines buy NLA and the frequency of NLA service at U.S. airports, (3) when NLA begin serving these airports, and (4) the extent to which the cost estimates reported by the airports are attributed to NLA instead of changes to accommodate growth in air traffic. The 14 airports that expect to serve NLA by 2010 collectively report that their cost estimate for infrastructure changes is $2.1 billion; however, the ultimate cost will depend on how issues that affect cost will be resolved. …

A chapter report issued by the General Accounting Office with an abstract that begins "This report discusses the nature and extent of dismantlement, removal, and restoration requirements for oil industry activities that are occurring on both federal and state lands located on the North Slope of the state of Alaska. The state of Alaska, which owns the lands where most of the North Slope's current oil production occurs, has adopted general dismantlement, removal, and restoration requirements that contain no specific stipulations on what infrastructure must be removed or to what condition the lands used for oil industry activities must be restored once production ceases. Alaska's requirements are similar to those of some states but less explicit than those of other states, which create a fixed obligation to fully restore the land according to specific requirements. Until the state of Alaska defines the condition in which it would like its lands returned, there is no way to accurately estimate the cost of dismantling and removing the infrastructure and restoring the disturbed land on Alaska's North Slope. Existing financial assurances, such as bonding requirements, ensure the availability of only a small portion of the funds that are likely to be needed to …

Correspondence issued by the General Accounting Office with an abstract that begins "GAO has reviewed several major issues associated with the proposed full implementation of the American Community Survey (ACS) by the Bureau of the Census for 2003. If the ACS is approved, this mandatory mail survey would cost from $120 to $150 million a year, and would require responses from a sample of 3 million households to some 60 to 70 questions. The ACS would replace the decennial census long form for 2010 and subsequent decennial censuses. On the basis of sampling errors and related measures of reliability, the Census Bureau has decided that ACS data will be published annually for geographic areas with a population of over 65,000; as 3-year averages for geographic areas with a population of 20,000 to 65,000; and as 5-year averages for geographic areas with a population of less than 20,000. According to the Bureau, the annual ACS data and 3-year averages would be significantly less accurate than data for 2010 from the decennial census long form; 5-year averages, which would be available at the detailed long-form level of geographic detail, would be about as accurate as the long-form data. Federal agencies that extensively …