Testimony issued by the General Accounting Office with an abstract that begins "In the event of a domestic terrorist attack or other major disasters, the Department of Veterans Affairs (VA) is to provide backup medical resources to the military health system and local communities. VA now assists other federal agencies that have lead responsibility for responding to disasters, including terrorism. Its areas of responsibility include disaster simulation exercises and maintaining medical stockpiles. VA's efforts in these areas have enhanced national emergency preparedness by improving medical response procedures and by strengthening the security of federal pharmaceutical stockpiles to ensure rapid response to local authorities. VA also has resources that could play a role in future federal homeland security efforts. Its assets include the bricks, mortar, and human capital components of its health care system; graduate medical education programs; and expertise involving emergency backup and support activities. In managing large-scale medical emergencies arising from terrorist attacks, VA's emergency response capabilities have strengths and weaknesses. Determining how VA can best contribute to homeland security is especially timely given the extraordinary level of federal activity underway to manage large-scale disasters."

Testimony issued by the General Accounting Office with an abstract that begins "The United States has been providing assistance to Colombia since the early 1970s to help the Colombian National Police and other law enforcement agencies, the military, and civilian agencies reduce illegal drug production and trafficking. Recognizing that illegal drug activities are a serious problem, the Colombian government announced a counternarcotics plan known as Plan Colombia. This testimony reviews the U.S. counternarcotics efforts in Colombia. Although U.S.-provided assistance has enhanced Colombian counternarcotics capabilities, its usefulness has sometimes been limited because of long-standing problems in planning and implementation. For example, little progress has been made in launching a plan to have Colombia's National Police assume a larger role in managing the aerial eradication program, which requires costly U.S. contractor assistance. The governments of the United States and Colombia face continuing and new financial and management challenges in implementing Plan Colombia. The costs and activities needed to implement the plan are unknown at this time, and it will take years before any significant reduction in the drug trade is seen. Colombia must resolve problems with its political and economic stability and improve its management of counternarcotics funding in order to successfully …

Testimony issued by the General Accounting Office with an abstract that begins "Since the attacks against the World Trade Center and the Pentagon, the terrorist threat has risen to the top of the national agenda. Preparing for all possible contingencies is impractical, so a risk management approach should be used. This would include a threat assessment to determine which chemical or biological agents are of greatest concern. The federal government has various programs to prepare for and respond to chemical and biological terrorism, including response teams, support laboratories, training and equipment programs, and research efforts. Evaluations of chemical and biological preparedness have identified several problems and their solutions. Congress faces competing demands for spending as it seeks to invest resources to better prepare our nation for chemical and biological terrorism. Given the uncertainty of the chemical and biological threat, Congress may want to initially invest resources in efforts with broad applicability rather than in those that are applicable to a specific type of chemical or biological attack."

Testimony issued by the General Accounting Office with an abstract that begins "The original anthrax vaccine was developed in the 1950s and was first produced on a large scale by Merck. The BioPort Corporation in Michigan is now the sole facility in the United States capable of producing the vaccine. The Food and Drug Administration (FDA) licenses biological products and their production facilities. The manufacturer is required to comply with current good manufacturing practices, which regulate personnel, buildings, equipment, production controls, records, and other aspects of the vaccine manufacturing process. When there is a major change in the manufacturing process, the manufacturer must submit evidence to FDA showing that the change does not have any adverse effects. The manufacturer must also ensure that the quality of the product is maintained. In the case of the anthrax vaccine, the Michigan facility did not notify FDA of several changes to the manufacturing process in the early 1990s, and no specific studies were done to confirm that vaccine quality was not affected. FDA inspections found several deficiencies, many of which were not corrected in a timely manner."

Testimony issued by the General Accounting Office with an abstract that begins "The Environmental Protection Agency (EPA) needs comprehensive and accurate data to manage its programs more effectively. In reports going back to 1988, GAO has identified many long-standing problems in the agency's efforts to collect and use environmental data. This report summarizes GAO's findings on: (1) EPA's need to set risk-based priorities for its programs, and (2) develop outcome-oriented measures of its programs' results. EPA's ability to assess risks and establish risk-based priorities has been hampered by data quality problems, including critical data gaps, databases that do not operate compatibly with one another, and persistent concerns about the accuracy of the data in many of EPA's data systems. To ensure future success in developing outcome measures, however, EPA will need to make a long-term commitment to overcome major challenges to obtaining the data needed to show the results of environmental programs."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses (1) how internal control weaknesses make the departments of Housing and Urban Development (HUD) and Education vulnerable to, and in some cases have resulted in, improper and questionable payments and (2) strategies these and other federal agencies can use to better manage their improper payments. Despite a climate of increased scrutiny, most improper payments associated with federal programs continue to go unidentified as they drain taxpayer resources away from the missions and goals of our government. GAO found that both HUD and Education lacked fundamental internal controls over their purchase card programs that would have minimized the risk of improper purchases. Combined with a lack of monitoring, environments were created at HUD and Education where improper purchases could be made with little risk of detection. One of the most important internal controls in the purchase card process is the review of supporting documentation and approval of each purchase by the approving official. Another control that is effective in helping to prevent improper purchases is the blocking of certain merchant category codes. This control, available as part of the agencies' purchase card contracts with the card …

Testimony issued by the General Accounting Office with an abstract that begins "For a number of years, the Department of Defense (DOD) has been promoting departmentwide use of purchase cards, and their use has dramatically increased. DOD reported that in fiscal year 2001, more than 230,000 civilian and military cardholders made 10.7 million purchase card transactions valued at more than $6.1 billion. The Navy has the second largest purchase card program in DOD. As was previously reported, there were significant breakdowns in internal control at two Navy sites that left those units vulnerable to fraud, waste, and abuse. These weaknesses are representative of systematic Navy-wide purchase card control weaknesses that have left Navy vulnerable to fraudulent, wasteful, and abusive use of purchase cards. Since the original report, the Navy has been taking actions to improve the purchase card control environment and improve cardholder adherence to key purchase card control procedures. The Navy has also taken more aggressive actions to identify fraudulent, improper, and abusive or questionable purchase card acquisitions."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses challenges associated with building new runways and with ensuring that existing runways are properly maintained. Recent flight delays and cancellations as well as significant media attention have heightened public concern about the need to increase the capacity of the National Airspace System. According to the Federal Aviation Administration (FAA), 24 of the nation's 50 busiest commercial service airports have proposed, planned, or begun construction on new runways and runway extensions at an estimated cost of $6.5 billion. Airports and FAA face challenges in building new runways and in determining at what point runway pavement conditions warrant repair in order for existing runways to be maintained in the most cost-effective manner. The federal government and the aviation industry are involved in several efforts to balance airports' growth with environmental concerns and to address runway maintenance in a cost-effective way. Additional actions would help minimize some delays associated with adding capacity and problems with preserving existing capacity."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the temporary cessation of funding for new information technology (IT) infrastructure and business system investments related to the proposed Department of Homeland Security. Integrating the diverse communication and information systems of the myriad of organizations that would be part of the proposed Department of Homeland Security would be an enormous undertaking. Among the near-term challenges that would have to be addressed to successfully tackle this task is developing an enterprise architecture. Managed properly, enterprise architectures can clarify and help optimize the interdependencies and interrelationships among related enterprise operations and the underlying IT infrastructure and applications that support them. Another long-term challenge is establishing and enforcing a disciplined IT investment management process. Well managed IT investments that are carefully selected and focused on meeting mission needs can propel an organization forward, dramatically improving performance while reducing costs. To help tackle these challenges, in July the Office of Management and Budget (OMB) issued two memoranda to selected agencies telling them to "cease temporarily" and report on new IT infrastructure an business systems investments above $500,000, which are to be reviewed by IT infrastructure and business system investments …

Testimony issued by the General Accounting Office with an abstract that begins "The Department of Defense (DOD) believes it is increasingly likely that an adversary of the United States will use chemical or biological weapons against U.S. forces to degrade superior U.S. conventional warfare capabilities, placing service members' lives and effective military operations at risk. During the past 6 years, GAO has identified many problems with DOD's capabilities to defend against chemical and biological weapons and sustain operations in the midst of their use. Although GAO has found that DOD has made some improvements--in equipment, training, and reporting, and in the coordination of research and development activities--it has continuing concerns in each of these areas. One particular issue is the supply of chemical protective clothing and the way associated risk is assessed. Due to the upcoming expiration of existing protective suits, the slower rate at which new suits are entering the inventory, and DOD's method of assessing risk for individual items rather than complete protective ensembles, GAO believes that the risk for protective clothing shortages may increase dramatically from now through 2007. GAO is also concerned that certain management weaknesses, such as program organizational complexity and prolonged vacancies in key …

Testimony issued by the General Accounting Office with an abstract that begins "The Immigration and Naturalization's (INS) organizational structure has led to recurring management problems, including an inability to balance competing priorities, poor communications, and weaknesses in the development and fielding of critical information technology. Although restructuring may help, INS will still need to assemble the basic building blocks essential to any organization. These building blocks include clearly delineated roles and responsibilities, policies and procedures that effectively balance competing priorities, effective internal and external communication and coordination, and computer systems that provide accurate and timely information. Until these element are in place, it will be difficult to enforce the nation's immigration laws effectively."

Testimony issued by the General Accounting Office with an abstract that begins "The Department of Labor's (DOL) Disabled Veterans' Outreach Program (DVOP) and Local Veterans' Employment Representative (LVER) program allow states to hire staff members to serve veterans exclusively. The two programs are mandatory partners in the new one-stop center system created in 1998 by the Workforce Investment Act, which requires that services provided by numerous employment and training programs be made available through one-stop centers. The act also gives states the flexibility to design services tailored to local workforce needs. Although the DVOP and LVER programs must operate within the one-stop system, the act does not govern the programs--and the law that governs them does not provide the same flexibility that the act does. Because Congress sees employment service for veterans as a national responsibility, it established the Veterans' Employment and Training Service (VETS) to ensure that veterans, particularly disabled veterans and Vietnam-era veterans, receive priority employment and training opportunities. To make better use of DVOP and LVER staff services, VETS needs the legislative authority to grant each state more flexibility to design how this staff will fit into the one-stop center system. VETS also needs to be able …

Testimony issued by the General Accounting Office with an abstract that begins "It is essential that the government not only make and guarantee creditworthy loans but also collect the amounts owed. The Debt Collection Improvement Act of 1996 was intended to maximize collection of billions of dollars of non-tax delinquent debt owed to the government by requiring agencies to notify the Department of Treasury of debts delinquent more than 180 days for purposes of administrative offset. The act also requires agencies to refer such debts to Treasury for centralized collection action known as cross-servicing. The act authorizes agencies to garnish the wages of delinquent debtors and bars delinquent debtors from receiving federal financial assistance in the form of loans, loan insurance, or loan guarantees until they resolve their delinquencies. This report discusses selected agencies and focuses on (1) difficulties they experienced in identifying and referring eligible debts to Treasury's Financial Management Service or a Treasury designated debt collection center, (2) obstacles to prompt referral of eligible debts, and (3) whether exclusions from referral requirements were consistent with established criteria."

Testimony issued by the General Accounting Office with an abstract that begins "Federal research and preparedness activities related to bioterrorism center on detecting of such agents; developing new or improved vaccines, antibiotics, and antivirals; and developing performance standards for emergency response equipment. Preparedness activities include: (1) increasing federal, state, and local response capabilities; (2) developing response teams; (3) increasing the availability of medical treatments; (4) participating in and sponsoring exercises; (5) aiding victims; and (6) providing support at special events, such as presidential inaugurations and Olympic games. To coordinate their activities, federal agencies are developing interagency response plans, participating in various interagency work groups, and entering into formal agreements with each other to share resources and capabilities. However, GAO found that coordination of federal terrorism research, preparedness, and response programs is fragmented, raising concerns about the ability of states and localities to respond to a bioterrorist attack. These concerns include poor state and local planning and the lack of hospital participation in training on terrorism and emergency response planning. This report summarized a September 2001 report (GAO-01-915)."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the economic state of the airline industry. Many, but not all, major U.S. passenger airlines are experiencing their second consecutive year of record financial losses. In 2001, the U.S. commercial passenger airline industry reported losses in excess of $6 billion. For 2002, some Wall Street analysts recently projected that U.S. airline industry losses will approach $7 billion, and noted that the prospects for recovery during 2003 are diminishing. Carriers have taken many actions to lower their costs and restructure their operations. Since September 2001, carriers have furloughed 100,000 staff, renegotiated labor contracts, and streamlined their fleets by retiring older, costlier aircraft. Carriers have reduced capacity by operating fewer flights or smaller aircraft. In some cases, carriers eliminated all service to communities. As the aviation industry continues its attempts to recover, Congress will be confronted with a need for increased oversight of a number of public policy issues. First, airlines' reactions to financial pressures will affect the domestic industry's competitive landscape. Second, airlines' reductions in service will likely place additional pressure on federal programs supporting air service to small communities, where travel options are already limited. …

Testimony issued by the General Accounting Office with an abstract that begins "Before September 11, insurance coverage for losses from terrorism was a normal feature of insurance contracts. The attacks on the World Trade Center and the Pentagon have changed insurers' perceptions of their risk exposure. Both insurers and reinsurers say that they do not know how much to charge for this coverage, and because they cannot predict future losses, they may exclude terrorism insurance from future contracts unless the federal government provides some guidance to the industry. Several insurance programs in the United States and other countries ensure that insurance will be available to cover risks that the private sector has been unable or unwilling to cover, including losses from catastrophic events and terrorism. For government insurance programs, the question of long-term cost and program funding needs to be addressed before any program is established. Some federal insurance programs have a statutory intent to provide subsidized coverage, while others are intended to be self-funding. Regardless of statutory intent, if federal insurance is underpriced relative to its long-run costs and the federal government pays the difference, a government subsidy results."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses what can be accomplished with FirstGov.gov and identifies challenges that should be addressed as it continues to be developed and refined. Under FirstGov, an important and previously unavailable capability--searching the entire government's web pages--was rapidly and successfully put into place. The FirstGov Board of Directors needs to address the following four issues: (1) improving site security, (2) assessing and acting upon information in the Fed-Search database that might facilitate malicious activity, (3) addressing issues regarding private sector sponsorship, and (4) developing plans for the future. An overall management plan for FirstGov.gov would be a useful vehicle for setting expectations about what general functions are likely to be achievable for FirstGov in the near term, how the site will be managed on an ongoing basis, and how progress toward the larger goals set forth in the President's December 1999 memorandum will be measured."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the Department of Labor's Office of Workers' Compensation Programs (OWCP). GAO reviewed how OWCP communicates with injured federal workers, agencies who employ these persons, and medical and other service providers who treat them. To evaluate OWCP's system, GAO used criteria suggested by the National Partnership for Reinventing Government (NPR). This report summarizes GAO's findings on NPR's study of private sector practices for providing telephone customer service, which included: (1) setting challenging goals for meeting callers' needs for timely and accurate information; (2) collecting credible performance data to measure progress in attaining those goals; and (3) improving telephone service by using the performance data and results to periodic surveys of customers and stakeholders to determine levels of satisfaction. GAO found that OWCP provided consistent customer service regardless of where injured workers live. GAO made 2,400 telephone calls to OWCP's 12 district offices. To compare OWCP's goals and practices for telephone communication with those of model organizations, GAO surveyed three agencies that have won awards for their telephone communication practices: the Social Security Administration, the Department of Veterans Affairs' Benefits Administration, and Ohio's Bureau of Workers' Compensation."

Testimony issued by the General Accounting Office with an abstract that begins "Risk management is a systematic and analytical process that weighs the likelihood that a threat will endanger an asset, individual, or function and identifies actions to reduce the risk and mitigate the consequences of an attack. A good risk management approach includes the following three assessments: a threat, a vulnerability, and a criticality. After these assessments have been completed and evaluated, key steps can be taken to better prepare the United States against potential terrorist attacks. Threat assessments alone are insufficient to support the key judgments and decisions that must be made. However, along with vulnerability and criticality assessments, leaders and managers will make better decisions using this risk management approach. If the federal government were to apply this approach universally and if similar approaches were adopted by other segments of society, the United States could more effectively and efficiently prepare in-depth defenses against terrorist acts."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony focuses on the District of Columbia's progress and challenges in performance management. GAO discusses whether the District: (1) met the 29 performance goals that it scheduled for completion by the end of fiscal year 2000 that Congress chose from the more than 400 performance measures contained in the Mayor's fiscal year 2001 budget request, and (2) provided evidence that the performance data are sufficiently reliable for measuring progress toward goals. Mayor Williams' performance management system contains many--but not all--of the elements used successfully by leading organizations. The District could improve the usefulness of its mandated annual performance plans and reports by ensuring that the District government's most significant performance goals are included in both the annual performance plan and the annual performance report that federal law requires the Mayor to send to Congress every year."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony describes the benefits to the federal government of public-private partnerships on real property. Under these partnerships, the private sector finances the renovation or redevelopment of real property contributed by the federal government. Each partner then shares in the net cash flow. Key factors typically considered in public-private partnerships are whether the properties are in areas with a strong real estate market or strong demand for office space. As a result of these partnerships, the federal government can potentially gain efficient, repaired space, and properties that were once a net cost to the government can become revenue producers. This testimony summarized a July report (GAO-01-906)."

Testimony issued by the General Accounting Office with an abstract that begins "Federal research and preparedness activities related to bioterrorism center on detecting of such agents; developing new or improved vaccines, antibiotics, and antivirals; and developing performance standards for emergency response equipment. Preparedness activities include: (1) increasing federal, state, and local response capabilities; (2) developing response teams; (3) increasing the availability of medical treatments; (4) participating in and sponsoring exercises; (5) aiding victims; and (6) providing support at special events, such as presidential inaugurations and Olympic games. To coordinate their activities, federal agencies are developing interagency response plans, participating in various interagency work groups, and entering into formal agreements with each other to share resources and capabilities. However, GAO found that coordination of federal terrorism research, preparedness, and response programs is fragmented, raising concerns about the ability of states and localities to respond to a bioterrorist attack. These concerns include poor state and local planning and the lack of hospital participation in training on terrorism and emergency response planning. This report summarized a September 2001 report (GAO-01-915)."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the Department of the Navy's internal controls over the government travel card program. The Navy's average delinquency rate of 12 percent over the last 2 years is nearly identical to the Army's, which has the highest delinquency rate in the Department of Defense, and 6 percentage points higher than that of federal civilian agencies. The Navy's overall delinquency and charge-off problems, which have cost the Navy millions in lost rebates and higher fees, are primarily associated with lower-paid, enlisted military personnel. In addition, lack of management emphasis and oversight has resulted in management failure to promptly detect and address instances of potentially fraudulent and abusive activities related to the travel card program. During fiscal year 2001 and the first 6 months of fiscal year 2002, over 250 Navy personnel might have committed bank fraud by writing three or more nonsufficient fund checks to Bank of America, while many others abused the travel card program by failing to pay Bank of America charges or using the card for inappropriate transactions such as for prostitution and gambling. However, because Navy management was often not aware of these …

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the Department of Defense's (DOD) Anthrax Vaccine Program. Many questions have been raised about the program since DOD began vaccinating its 2.4 million active duty and reserve members in 1998. A major concern has been the program's effect on the National Guard and Air Force Reserve's retention of trained and experienced personnel. A questionnaire sent to 1,253 randomly selected Guard and Reserve pilots and others revealed that the anthrax immunization was a key reason these individuals left or otherwise changed their military status. Since September 1998, an estimated 25 percent of the pilots and aircrew members of the Guard and Reserve in this population transferred to another unit, left the military, or moved to inactive status."