Testimony issued by the General Accounting Office with an abstract that begins "The District of Columbia Superior Court has made progress in planning the transition of its Family Division to a Family Court, but some challenges remain. The Superior Court's transition plan addresses most, but not all, of the required elements outlined in the District of Columbia Family Court Act of 2001. Significantly, the completion of the transition hinges on timely completion of a complex series of interdependent plans intended to obtain and renovate physical space to house the court and its functions. All required space may not be available, as currently planned, to support the additional judges the Family Court needs to perform its work in accordance with the act, making it uncertain as to when the court can fully complete its transition. Although not required as part of its transition plan efforts, the Superior Court has begun to coordinate its activities with social services agencies in the District. However, the court and agencies face challenges in achieving coordinated services in the longer term. Finally, the development and application of the District of Columbia Courts' Integrated Justice Information System will be critical for the Family Court to be able …

Testimony issued by the General Accounting Office with an abstract that begins "The Commercial Activities Panel is a congressionally mandated panel to study, and make recommendations for improving, the policies and procedures governing the transfer of commercial activities from government to contractor personnel. The growing controversy surrounding competitions under the Office of Management and Budget's Circular A-76 to determine whether the government should obtain commercially available goods and services from the public or private sectors led to the establishment of this Panel. In establishing the Panel, several steps were taken to ensure representation from all major stakeholders as well as to ensure a fair and balanced process. To ensure a broad range of views on the Panel, a Federal Register notice was used to seek suggestions for the Panel's composition. As the Panel began its work, it recognized the need for a set of principles for sourcing decisions. These principles provide for an assessment of what does or does not work in the current A-76 process and provide a framework for identifying needed changes. Many of the Panel's recommendations can be accomplished administratively under existing law, and the Panel recommends that they be implemented as soon as practical. The Panel …

Correspondence issued by the General Accounting Office with an abstract that begins "Under the Department of Housing and Urban Development's (HUD) Community Development Block Grant (CDBG) program, entitlement communities--also called grantees--receive funds that they can spend to support specific community development activities, such as rehabilitating housing, improving public facilities, and providing public services. Most grantees are prohibited by statute from spending more than 15 percent of their CDBG funding on public service activities, such as child care, health care, and crime prevention. However, in the aftermath of the 1992 Los Angeles civil unrest, Congress gave an exemption from this statutory cap to two grantees--the City of Los Angeles and the County of Los Angeles--allowing them to spend up to 25 percent of their funds on public services. In December 2001, the exemption was extended through 2003. Between 1993 and 2001, the City of Los Angeles spent between 20 and 25 percent of its CDBG funding to support public service activities, while the County of Los Angeles spent between 9 and 20 percent. According to HUD data for 1999 through 2001, the city and county used a majority of their public service funding to support general public services and either youth …

Correspondence issued by the General Accounting Office with an abstract that begins "GAO reviewed the roles and responsibilities of the General Services Administration's (GSA) Federal Supply Service (FSS) and Federal Technology Service (FTS). Specifically, (1) the possible impact of the current FSS/FTS overlap on the prices paid for and quality of the services provided customer agencies by FSS and FTS, (2) whether the use of streamlined practices and procedures could result in savings and increases in service effectiveness, and (3) whether the statement of work that governs the study of the FSS and FTS that GSA has under contract will likely result in the kind of information needed to assess whether the current organization needs to be restructured."

Correspondence issued by the General Accounting Office with an abstract that begins "To meet long-standing concerns about the Department of Defense's (DOD) organization and management of national security space activities, Congress chartered the Commission to Assess United States National Security Space Management and Organization to study the organization and management of space activities that support U.S. national security interests and make recommendations for improvements. DOD has decided to take actions related to 10 of the commission's 13 recommendations. These include recommendations for organizational changes aimed at consolidating some activities, changing chains of command, opening lines of communications, and modifying policies to achieve greater responsibility and accountability. Many changes have been implemented within the last few months, and thus related processes and procedures have not been completed. As a result, it is too early to determine whether these changes will enable DOD to promote and protect U.S. interests in space more effectively. Moreover, DOD has not yet completed plans for achieving some long-range goals, such as developing a cadre of space professionals and integrating military and intelligence space activities. The Secretary of Defense chose not to implement three of the commission's recommendations and is instead (1) opting to establish a focal …

Correspondence issued by the General Accounting Office with an abstract that begins "The Department of Energy's (DOE) complex of research and nuclear facilities is not inspected or licensed by an independent external regulator, such as the Nuclear Regulatory Commission (NRC). Instead, DOE and its predecessors have, since 1946, been granted legislative authority to self-regulate nuclear and worker safety in the department's facilities. DOE officials told GAO that (1) the department's current position on external regulation is "neutral" because the Secretary has insufficient information on which to make a decision; (2) another study is needed to develop data on the costs and benefits of making the transition to, and operating under, external regulation, and (3) a realistic implementation plan cannot be developed for the six to nine months DOE estimates the study will take. On the other hand, NRC and the Occupational Safety and Health Administration (OSHA) report that they are prepared to begin regulating the department's 10 science laboratories. The cost of upgrading DOE facilities to regulator standards may not be significant for a variety of reasons. First, NRC concluded from its simulations that few changes to DOE facilities are needed to meet it's licensing requirements. Second, NRC stated that …

Correspondence issued by the General Accounting Office with an abstract that begins "The Secretary of Transportation, in consultation with the Comptroller General, is required by the Department of Transportation and Related Agencies Appropriations Act for FY 2002 to study the transportation of hazardous and radioactive materials and its effects on public health and safety, the environment, and the economy. GAO has had no substantive consultation with the Department of Transportation on the study and only received a draft report one week prior to its scheduled delivery date to Congress. Consequently, GAO has not had the opportunity to perform a comprehensive review of the report's contents or to make timely suggestions for modifications."

Testimony issued by the General Accounting Office with an abstract that begins "The Department of Defense (DOD) faces complex financial and management problems that are deeply rooted in DOD's business operations and management culture. During the past 12 years, DOD has begun several broad-based departmentwide reform efforts to overhaul its financial operations and other key business areas. These efforts have been unsuccessful. GAO identified several key elements that are essential to the success of any DOD financial management reform effort. These include (1) addressing the department's financial management challenges as part of a comprehensive, integrated, DOD-wide business reform; (2) providing for sustained leadership and resource control to implement needed reforms; (3) establishing clear lines of responsibility, authority, and accountability for such reform; (4) incorporating results-oriented performance measures and monitoring tied to the reforms; (5) providing appropriate incentives or consequences for action or inaction; (6) establishing and implementing an enterprise architecture to guide and direct financial management and modernization investments, and (7) ensuring effective oversight and monitoring."

Testimony issued by the General Accounting Office with an abstract that begins "This testimony reviews two case studies that clearly demonstrate the need for the Department of Defense (DOD) to reform its business operations. These two case studies are microcosms of the broad management challenges facing DOD that were highlighted in GAO's June 2002 testimony (See GAO-02-784T). GAO provided views on the underlying or root causes of DOD's long-standing inability to successfully reform its business operations, including a lack of sustained top-level leadership, cultural resistance to change, and military service parochialism. In addition, GAO found seven key elements necessary for successful reform, including approaching DOD's broad array of management challenges using an integrated, enterprisewide approach."

Testimony issued by the General Accounting Office with an abstract that begins "During World War I, the U.S. Army operated a large research facility to develop and test chemical weapons and explosives in the area that became the Spring Valley neighborhood in Washington, D.C. Buried ordnance, discovered there in 1993, led to the designation by the Department of Defense (DOD) of 61 acres as a formerly used defense site. Through fiscal year 2001, DOD had spent over $50 million to identify and remove hazards at the site. The government entities involved have identified and removed a large number of hazards, but the number remaining is unknown. The health risks influencing cleanup activities at Spring Valley are the possibility of injury or death from exploding or leaking ordnance and containers of chemical warfare agents and potential long-term health problems from exposure to arsenic-contaminated soil. As of April 2002, the U.S. Army estimated that the remaining cleanup activities would cost $7.1 million and take 5 years, but these estimates are unreliable. This testimony summarized a June report (See GAO-02-556)."

Testimony issued by the General Accounting Office with an abstract that begins "The Environmental Protection Agency's (EPA) hazardous waste ombudsman was established as a result of the 1984 amendments to the Resource Conservation and Recovery Act. Recognizing that the ombudsman provides a valuable service to the public, EPA retained the ombudsman function as a matter of policy after its legislative authorization expired in 1988. Over time, EPA expanded the national ombudsman's jurisdiction to include Superfund and other hazardous waste programs, and, by March 1996, EPA had designated ombudsmen in each of its ten regional offices. In November 2001, the agency announced that the national ombudsman would be relocated from the Office of Solid Waste and Emergency Response to the Office of the Inspector General (OIG) and would address concerns across the spectrum of EPA programs, not just hazardous waste programs. Although there are no federal requirements or standards specific to the operation of ombudsman offices, several professional organizations have published standards of practice relevant to ombudsmen who deal with public inquiries. If EPA intends to have an ombudsman function consistent with the way the position is typically defined in the ombudsman community, placing the national ombudsman within the OIG does …

Correspondence issued by the General Accounting Office with an abstract that begins "Congress limited the Executive Office of the President's use of systems modernization funds until the White House gave Congress a report that included an enterprise architecture, a description of information technology (IT) capital planning and investment control processes, a capital investment plan, and an IT human capital plan. The White House submitted its report to Congress in March 2002. GAO reviewed the report and found progress in the following four areas: (1) developing an officewide blueprint for modernizing its enterprise architecture; (2) defining officewide IT capital planning and investment control processes for implementing the enterprise architecture consistent with best practices; (3) correcting existing system problems and introducing infrastructure upgrades consistent with its defined technical rules and definitions; and (4) facilitating ongoing and planned efforts to complete the enterprise architecture, expand the capital planning and investment process, and manage the implementation of its fiscal year 2002 and 2003 capital investment plans. The White House has also begun using effective IT human capital management practices. Theses efforts should be considered a work in progress rather than a completed task. Therefore, the success of the White House's modernization effort depends on …

Testimony issued by the General Accounting Office with an abstract that begins "This testimony discusses the Federal Bureau of Investigation's (FBI) proposed reorganization and realignment plans. The FBI's plans are part of a broader effort to fundamentally transform the federal government in light of recent trends and long-range fiscal challenges. As it moves into the 21st century, the country faces several key trends, including global interdependence; diverse, diffuse, and asymmetrical security threats; rapidly evolving science and technologies; dramatic shifts in the age and composition of the population; important quality of life issues; and evolving government structures and concepts. The second phase of the reorganization focuses on major aspects of FBI's realignment efforts, including realigning staff, building analytical capacity, the National Infrastructure Protection Center, and recruiting. Other issues include (1) major communications and information technology improvements, (2) development of an internal control system that will ensure protection of civil liberties as investigative constraints are loosened, and (3) management of the ripple effect that changes at the FBI will have on other aspects of the law enforcement community. As the FBI moves to effectively meet the realities and challenges since September 11, it should reconsider employing the major elements of successful transformation …

Correspondence issued by the General Accounting Office with an abstract that begins "The Centennial of Flight Commission was created in November to commemorate the 100th anniversary of the Wright brothers' flight at Kitty Hawk, North Carolina, in 1903. The Commission is to provide recommendations and advice to the President, Congress, and federal agencies on the most effective ways to encourage and promote national and international participation and sponsorships in commemoration of the centennial of powered flight. All 156 of the Commission's recorded obligations and expenditures during fiscal year 2001 were supported by documentation that was approved by management. The Commission recorded no donations, user fees, or in-kind donations for fiscal year 2001. The Commission's financial records for fiscal year 2001 contained some minor errors that went unnoticed due to a lack of complete records being maintained by the Commission, as well as the Federal Aviation Administration and the National Aeronautics and Space Administration which provide administrative support to the Commission."

Testimony issued by the General Accounting Office with an abstract that begins "The Federal Financial Management Improvement Act (FFMIA) of 1996 ensures that agency financial management systems routinely provide reliable and timely financial information on the investment of resources, reduced costs and programs oversight. Although many agencies are receiving unqualified opinions on their financial statements, auditor determinations of FFMIA compliance are lagging. To achieve the financial management improvements envisioned by the Chief Financial Officers Act, FFMIA, and more recently, the President's Management Agenda, agencies need to modernize their financial systems to generate reliable, useful, and timely financial information throughout the year and at year-end."

Testimony issued by the General Accounting Office with an abstract that begins "The United States spent $50 billion (2002 dollars) on food aid between 1979 and 2003. Notwithstanding these sizable donations and donations by other countries, the need for food aid in the developing world far exceeds available supply. U.S. food aid is provided through six programs administered by the Department of Agriculture and the U.S. Agency for International Development (USAID). These programs use various methods for providing resources and have different ways of delivering aid to the recipient nations. USAID manages the largest program--P.L. 480, Title II--using annual appropriations to purchase commodities that are then donated to recipient nations principally through private voluntary organizations and the World Food Program. The large fluctuations in U.S. food aid since 1990 are the result of three key factors: U.S. food aid policies, agricultural surpluses, and international events. The success of food aid programs in meeting their objectives is hampered by the competing objectives of the programs and by management weaknesses such as a lack of management attention to monitoring and accountability in food aid programs."

Correspondence issued by the General Accounting Office with an abstract that begins "Title I of the Global AIDS and Tuberculosis Relief Act provided for the creation of a trust fund to be administered by the World Bank to combat the HIV/AIDS epidemic. The act mandates that the Comptroller General of the United States submit a report to Congress evaluating the effectiveness of the fund within 2 years of enactment of the statute. In January 2002, the Global Fund to Fight AIDS, Tuberculosis, and Malaria was formally established, but as of May 2002, funds had not been disbursed to any project. GAO reviewed the status of the Global Fund and found that as of May 2002, the Global Fund had received more than $2 billion in pledges, with $700 million available for disbursement in 2002. The United States has pledged a total of $300 million to the Fund through fiscal year 2002, and the administration has requested an additional $200 million in its fiscal year 2003 budget request. At its first board meeting in January 2002, the Fund called for proposals for its first round of grants and had received 322 proposals for projects in 101 countries by the March deadline. …

Correspondence issued by the General Accounting Office with an abstract that begins "Congress has provided funding for numerous highway demonstration projects in legislation authorizing surface transportation programs as well as annual appropriations acts for the Department of Transportation (DOT). In some cases, the projects are identified in the legislation itself. In others, they are identified in committee reports accompanying the legislation. These projects are all designated for specific locations within states and for specific purposes, and funds made available for them generally remain available until expended. As of March 31, 2002, there were 30 highway demonstration projects with unobligated balances no longer needed by the states totaling $5.6 million. These unobligated funds were provided in authorization or appropriations acts enacted from 1978 through 1994. Eight of the 30 projects have very small unobligated balances of less than $1.50 each."

Testimony issued by the General Accounting Office with an abstract that begins "Since the terrorist attacks on September 11, 2001, and the subsequent anthrax incidents, there has been concern about the ability of the federal government to prepare for and coordinate an effective public health response given the broad distribution of responsibility for that task at the federal level. More then 20 federal departments and agencies carry some responsibility for bioterrorism preparedness and response. The President's proposed Homeland Security Act of 2002 would bring many of these federal entities with homeland security responsibilities--including public health preparedness and response--into one department to mobilize and focus assets and resources at all levels of government. The proposed reorganization has the potential to assist in the coordination of public health preparedness and response programs at the federal, state, and local levels. There are concerns, however, about the proposed transfer of control of public health assistance programs that have both basic public health and homeland security functions from Health and Human Services to the new department. Transferring control over these programs, including priority setting, to the new department has the potential to disrupt some programs critical to basic public health responsibilities. The President's proposal is …

Testimony issued by the General Accounting Office with an abstract that begins "Since the terrorist attacks of September 2001, and the subsequent anthrax incidents, there has been concern about the ability of the federal government to prepare for and coordinate an effective public health response to such events. More than 20 federal departments and agencies carry some responsibility for bioterrorism preparedness and response. Emergency response is further complicated by the need to coordinate actions with agencies at the state and local level, where much of the response activity would occur. The President's proposed Homeland Security Act of 2002 would bring many of the federal entities with public health preparedness and response responsibilities into one department to mobilize and focus assets and resources at all levels of government. The proposed reorganization has the potential to repair the fragmentation in the coordination of public health preparedness and response at the federal, state, and local levels. In addition to improving overall coordination, the transfer of programs from multiple agencies to the new department could reduce overlap among programs and facilitate response in times of disaster. However, there are concerns about the proposed transfer of control from the Department of Health and Human Services …

Testimony issued by the General Accounting Office with an abstract that begins "Since September 11, the President and Congress have taken aggressive steps to protect the nation, including creating an Office of Homeland Security (OHS); passing new laws, such as the USA Patriot Act and an emergency supplemental spending bill; establishing a new agency to improve transportation security; and working with federal, state, and local governments, private sector entities, non-governmental organizations and other countries to prevent future terrorist acts and to bring those individuals responsible to justice. More recently, Congress and the President have proposed greater consolidation and coordination of various agencies and activities. The President has proposed establishing a Department of Homeland Security (DHS) and has sent draft legislation to Congress. This testimony focuses on two major issues: (1) the need for reorganization and the principles and criteria to help evaluate what agencies and missions should be included in or left out of the new DHS and (2) issues related to the transition, cost, and implementation challenges of the new department."

Testimony issued by the General Accounting Office with an abstract that begins "Identity theft involves "stealing" another person's personal identifying information, such as their Social Security number, date of birth, or mother's maiden name, and using that information to fraudulently establish credit, run up debt, or take over existing financial accounts. Another pervasive category is the use of fraudulent identity documents by aliens to enter the United States illegally to obtain employment and other benefits. The prevalence of identity theft appears to be growing. Moreover, identity theft is not typically a stand-alone crime; rather identity theft is usually a component of one or more white-collar or financial crimes. According to Immigration and Naturalization Service (INS) officials, the use of fraudulent documents by aliens is extensive, with INS inspectors intercepting tens of thousands of fraudulent documents at ports of entry in each of the last few years. These documents were presented by aliens attempting to enter the United States to seek employment or obtain naturalization or permanent residency status. Federal investigations have shown that some aliens use fraudulent documents in connection with more serious illegal activities, such as narcotics trafficking and terrorism. Efforts to combat identity fraud in its many forms …

Testimony issued by the General Accounting Office with an abstract that begins "The Immigration and Naturalization Service (INS) developed strategies in the 1990s to control illegal immigration across U.S. borders and to address enforcement priorities within the country. In 1994, INS's Border Patrol issued a strategy to deter illegal entry through "prevention through deterrence;" that is, to raise the risk of being apprehended for illegal aliens to where they would consider it futile to try to enter. The plan called for targeting resources in a phased approach, starting in areas with the greatest illegal activity. In 1999, INS issued its Interior Enforcement Strategy to focus resources on areas that would have the greatest impact on reducing the size and annual growth of the illegal resident population. The strategy established the following five areas: (1) identify and remove criminal aliens and minimize recidivism; (2) deter, dismantle, and diminish smuggling or trafficking of aliens; (3) respond to community reports and complaints about illegal immigration; (4) minimize immigration benefit fraud and other document abuse; and (5) block and remove employers' access to undocumented workers. For these to be effective, INS needs better data to determine staff needs, reliable information technology, clear and consistent …

The sourcebook is a reference for industrial steam system users, outlining opportunities to improve steam system performance. This Sourcebook is designed to provide steam system users with a reference that describes the basic steam system components, outlines opportunities for energy and performance improvements, and discusses the benefits of a systems approach in identifying and implementing these improvement opportunities. The Sourcebook is divided into the following three main sections: Section 1: Steam System Basics--For users unfamiliar with the basics of steam systems, or for users seeking a refresher, a brief discussion of the terms, relationships, and important system design considerations is provided. Users already familiar with industrial steam system operation may want to skip this section. This section describes steam systems using four basic parts: generation, distribution, end use, and recovery. Section 2: Performance Improvement Opportunities--This section discusses important factors that should be considered when industrial facilities seek to improve steam system performance and to lower operating costs. This section also provides an overview of the finance considerations related to steam system improvements. Additionally, this section discusses several resources and tools developed by the U. S. Department of Energy's (DOE) BestPractices Steam Program to identify and assess steam system improvement opportunities. …