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The Department of Homeland Security (DHS) was created from a disparate group of agencies with multiple missions, values, and cultures into a cabinet department whose goals are to, among other things, protect U.S. borders and infrastructure, improve intelligence and information sharing, and prevent and respond to potential terrorist attacks. GAO designated the implementation and transformation of DHS as a high-risk area in 2003, and it remains so. While DHS has made progress, it continues to face challenges in transforming into an effective, integrated organization. In response to a request to provide information on diversity in DHS and steps DHS is taking to create and manage a diverse workforce, GAO is providing demographic data related to the federal government as a whole and DHS's workforce. GAO obtained these data from the Office of Personnel Management's (OPM) Central Personnel Data File (CPDF). GAO used its past work on leading diversity management practices (GAO-05-90) and reviewed data from DHS on its diversity management practices. Data in OPM's CPDF show that as of September 2007, the overall percentages of women and minorities have increased in the career SES governmentwide, the highest nonpolitically appointed leaders in the federal workforce, and the SES developmental pool for potential successors since September 2003. As part of GAO's recent analysis of the diversity of the SES and the SES developmental pool, GAO reviewed career, or permanent, SES appointments at DHS and DHS's SES developmental pool. During this 4-year period, the total number of career SES and those in the SES developmental pool for potential successors increased at DHS. The percentage of women in the SES increased, while the percentage of minorities decreased. For the SES developmental pool, the percentage of women and minorities increased. While GAO did not analyze the factors that contributed to changes in DHS's workforce for this period, OPM and the Equal Employment Opportunity Commission in their oversight roles require federal agencies, including DHS, to analyze their workforces. As part of a strategic human capital planning approach, agencies need to develop long-term strategies for acquiring, developing, motivating, and retaining a diverse workforce. An agency's human capital planning should address the demographic trends that the agency faces with its workforce, especially retirements, which provide opportunities for agencies to affect the diversity of their workforces. DHS reported taking steps to affect the diversity of its workforce. These steps are consistent with several leading diversity management practices: (1) a diversity strategy as part of its strategic plan, (2) recruitment, (3) employee involvement, and (4) succession planning. For example, DHS cited its use of intern programs for recruiting and its implementation of two leadership development programs for managing succession. GAO has not conducted a review of DHS's diversity... [ABSTRACT FROM AUTHOR]

Millions of people rely on the services of Social Security Administration (SSA) field offices. In fiscal year 2007, SSA's approximately 1,300 field offices provided service to about 42 million customers. People use these offices to apply for Social Security cards, apply for retirement and disability benefits, establish direct deposit, and a host of other services. While customers may conduct their business using SSA's online, telephone, or other service options, many prefer the personalized contact provided in field offices. Over the last several years, staffing reductions have challenged field offices' ability to manage work, while continuing to deliver quality customer service. To assess how field offices are managing these challenges, GAO was asked to determine (1) the effect that reduced staffing levels may be having on field office operations and (2) the challenges that SSA faces in meeting future service delivery needs. This statement is drawn from GAO's ongoing study on field offices for the committee, which is expected to be issued later this year. To conduct this work, GAO interviewed SSA officials in headquarters, and other components, and analyzed various data on SSA's workloads and other data. In commenting on a draft of this testimony, SSA said that GAO understated the connection between staffing stresses from increased work demands and the agency's funding shortfalls. SSA field offices largely met work demands between fiscal years 2005 and 2007 despite operating with fewer staff and an increased demand for services, but staffing reductions may have had some adverse effects. Field offices were able to minimize the impact of staffing reductions on work because staff productivity increased by 4.9 percent. SSA and its field offices used various strategies to manage its work with fewer staff. Field offices shared work among offices and redirected staff to meet critical needs. SSA also encouraged customers to make greater use of Internet and other electronic services. Additionally, SSA deferred work that it deemed a relatively low priority, such as conducting reviews of beneficiaries' continuing eligibility. Deferring these reviews, means that beneficiaries who no longer qualify for benefits may still receive payments--which may decrease SSA's chances of recovering the erroneous payments. Despite SSA efforts to manage the staffing reductions, customers experienced longer waiting times and more unanswered calls to field offices, according to SSA data. Also, staff reported experiencing high stress levels and insufficient time for training. Growth in claims from the nation's baby boomers and a retirement wave of its most experienced staff may pose serious challenges for SSA if the agency does not have a clear plan. The first wave of approximately 80 million baby boomers is reaching the age of retirement eligibility, and SSA estimates that retirement and disability filings will increase the agency's work by approximately 1... [ABSTRACT FROM AUTHOR]

With a workforce of about 35,000, the U.S. Army Corps of Engineers (the Corps) provides engineering services for civil works and military programs in the United States and overseas. Recently, the Corps' focus has shifted to also support contingency operations, such as responding to natural disasters. To meet its mission and emerging priorities, the Corps must have effective human capital planning processes to ensure that it can maintain its workforce. In this context, GAO was asked to examine the (1) extent to which the Corps has aligned its human capital plan with its strategic plan, (2) extent to which the Corps has the information necessary to identify and meet current and future workforce needs, and (3) challenges the Corps faces in meeting its workforce needs. To address these issues, GAO reviewed agency human capital and strategic planning documents, conducted structured interviews with eight Corps divisions and a purposeful sample of 14 of its districts, and interviewed other Corps officials. The Corps' strategic human capital plan is outdated; is not aligned with the agency's most recent strategic plan, which was developed in 2005; and is inconsistently used across the agency. Specifically, the human capital plan has not been revised since it was developed in 2002, and it is therefore not aligned with the Corps' current strategic plan. Headquarters officials told GAO they "abandoned" the use of the plan and replaced it with the human capital updates required under a presidential initiative. While these updates list the Corps' human capital activities and milestones for completing them, they do not contain key components of an effective human capital plan, such as goals, strategies, and a system for measuring performance. Moreover, the outdated human capital plan is being used inconsistently across the agency. Some divisions and districts are still using the 2002 plan to guide their human capital efforts, while others are relying on guidance from headquarters or the Office of Personnel Management or developing their own guidance. Without a current, consistently implemented human capital plan that is aligned with its strategic plan, the Corps' ability to effectively manage its workforce is limited. The Corps lacks the necessary agencywide information on critical skills to identify and assess current and future workforce needs and therefore cannot effectively perform its workforce planning activities. Effective workforce planning depends on consistent agencywide data on the critical skills needed to achieve the agency's mission. However, the Corps does not have a process for collecting consistent agencywide data, and headquarters has not provided guidance to the divisions and districts on how to gather this information systematically. Without guidance, some divisions and districts have collected this information independently, using varying methods, leaving the Corps with inconsistent and incomplete data with which to assess... [ABSTRACT FROM AUTHOR]

Since 2001, Labor has spent nearly $900 million on three workforce employment and training grant initiatives: High Growth Job Training Initiative (High Growth), Community-Based Job Training Initiative (Community Based), and the Workforce Innovation in Regional Economic Development (WIRED). GAO was asked to examine (1) the intent of the grant initiatives and the extent to which Labor will be able to assess their effects, (2) the extent to which the process used competition, was adequately documented, and included key players, and (3) what Labor is doing to monitor individual grantee compliance with grant requirements. To answer these questions, GAO obtained from Labor a list of grants for fiscal years 2001 through 2007, and reviewed relevant laws and Labor's internal grant award procedures. GAO interviewed grantees, and state and local workforce officials in seven states where grantees were located, Labor officials, and subject matter experts. According to Labor officials, the grant initiatives were designed to shift the focus of the public workforce system toward the training and employment needs of high-growth, in-demand industries, but Labor will be challenged to assess their impact. Under the initiatives, Labor awarded 349 grants totaling almost $900 million to foster this change. However, the grant initiatives were not fully integrated into Labor's strategic plan or overall research agenda; therefore, it is unclear what criteria Labor will use to evaluate their effectiveness. Labor lacks data that will allow it to compare outcomes for grant-funded services to those of other federally funded employment and training services. While grants under all three initiatives are now awarded competitively, the initial noncompetitive process for High Growth grants was not adequately documented and did not include key players. Community Based and WIRED grants have always been awarded competitively, but more than 80 percent of High Growth grants were awarded without competition. Labor began awarding some High Growth grants competitively in 2005 and Congress required Labor to award certain grants competitively in fiscal years 2007 and 2008. This requirement applies only to those years. Labor could not document criteria used to select the noncompetitive High Growth grants or whether these grants met internal or statutory requirements. Labor has taken steps to strengthen the noncompetitive process, but these procedures do not explicitly require documentation of compliance with statutory program requirements. Labor's process for identifying solutions for industry workforce challenges did not include the vast majority of local workforce investment boards, which oversee local employment and training services. Labor provides some monitoring for grantees under all three initiatives and uses a risk-based monitoring approach for the High Growth and Community Based grants, but not for WIRED. Labor has a process to address findings from single audit... [ABSTRACT FROM AUTHOR]

The federal workforce, like the nation's workforce as a whole, is aging. As experienced employees retire, they leave behind critical gaps in leadership and institutional knowledge, increasing the challenges government agencies face in maintaining a skilled workforce. We and others have emphasized the need to hire and retain older workers as one part of a comprehensive strategy to address expected labor shortages. The Office of Personnel Management (OPM), as the government's central personnel management agency, is responsible for helping agencies manage their human capital. The Chairman of the Senate Special Committee on Aging asked GAO to discuss (1) the age and retirement eligibility trends of the current federal workforce, (2) the strategies federal agencies are using to hire and retain older workers, and (3) our observations on how these strategies position federal agencies to engage and retain older workers. To address these objectives, we analyzed demographic data from OPM's Central Personnel Data File, and interviewed officials at OPM and selected federal agencies. OPM is taking action to address past recommendations related to better assisting agencies in using personnel flexibilities. GAO is making no new recommendations at this time. Governmentwide, about one-third of federal career employees on board at the end of fiscal year 2007 are eligible to retire between now and 2012. Many of these workers are concentrated in certain agencies. For example, nearly half of employees on board at the end of fiscal year 2007 at the Departments of Housing and Urban Development and Transportation, and at the Agency for International Development and the Small Business Administration, will be eligible to retire by 2012. The proportion of workers eligible to retire is also expected to be high in certain occupations, including those considered mission critical, such as air traffic controllers and customs and border protection agents, where more than half of the employees will be eligible at that time. Retirement eligibility will be especially pronounced among the agencies' executives and supervisors--over 60 percent of career executives are projected to be eligible by 2012. Federal agencies have a variety of flexibilities at their disposal to help them recruit and retain older workers, including using temporary hires to address short-term needs and rehiring retired federal workers. However, we found that agencies have not always been aware of the full range of available flexibilities. One agency we reviewed--the Social Security Administration--is particularly at risk of losing a substantial portion of its workforce to retirement and has used a variety of strategies to hire and retain older workers, including offering recruitment, retention, and relocation bonuses. Other agencies, such as the Environmental Protection Agency, have developed alternative approaches to attract experienced workers to meet their mission needs. Moreover, certain... [ABSTRACT FROM AUTHOR]

Hispanics are the fastest-growing segment of the civilian labor force, which is defined as those 16 and older (including federal workers) who are employed or looking for work and are not in the military or institutionalized. In August 2006, GAO reported on factors affecting Hispanic representation in the federal workforce and efforts being taken by the Equal Employment Opportunity Commission (EEOC), the Office of Personnel Management (OPM), and other agencies, including the Small Business Administration (SBA)--an independent agency that aids, counsels, assists, and protects the interests of small business concerns (GAO-06-832). In May 2007, GAO issued a report that contained data on Hispanic representation in the federal government through fiscal year 2006 (GAO-07-493R). In April 2008, GAO testified on diversity in the Senior Executive Service (SES) and the senior ranks of the U.S. Postal Service (GAO-08-609T). In response to a request to provide updated information on minorities and Hispanics in the federal workforce, GAO is providing demographic data--with an emphasis on Hispanic representation--related to the federal government as a whole and SBA's workforce. GAO obtained these data from OPM's Central Personnel Data File (CPDF). Data in OPM's CPDF show that Hispanic representation governmentwide for permanent and nonpermanent employees increased from 6.6 percent in 2000 to 7.7 percent in 2007. At SBA, Hispanic representation for 2007 among permanent and nonpermanent employees was 8.6 percent, which exceeded Hispanic representation governmentwide, but represented a decline from 9.7 percent in 2000. For the SES, the highest nonpolitically appointed leaders in the federal workforce, GAO recently looked more closely at the workforce diversity of those who were career, or permanent, appointments (GAO-08-609T). Data in OPM's CPDF show that as of September 2007, the overall percentages of women and minorities, including Hispanics, have increased in the career SES governmentwide and the SES developmental pool for potential successors since October 2000. As part of GAO's recent analysis of the diversity of the SES and the SES developmental pool, GAO looked more closely at career, or permanent, SES appointments at federal agencies, including SBA. Unlike the increase in the number of career SES governmentwide and those in the SES developmental pool for potential successors for October 2000 through September 2007, the number of career SES and those in the SES developmental pool at SBA declined. For this testimony, GAO did not analyze the factors that contributed to changes in SBA's workforce from October 2000 through September 2007. However, OPM and EEOC in their oversight roles require federal agencies, including SBA, to analyze their workforces. As part of a strategic human capital planning approach, agencies need to develop long-term strategies for acquiring, developing, motivating, and retaining staff. An agency's human capital... [ABSTRACT FROM AUTHOR]

The share of older persons in the U.S. population age 55 and older is projected to increase to 30 percent by 2025 and continue to grow through 2050. At the same time, more older persons are expected to continue working than in the past and, in doing so, may need employment and training services as they make transitions to different jobs and work arrangements. Several factors will contribute to this phenomenon. The number of older Americans and their proportion of the total population are increasing and are expected to continue to increase. Fewer of these older Americans are expected to have the traditional retirements of previous generations and many will continue working for financial or other reasons. At the same time, labor force growth is expected to slow and employers will be faced with a relatively smaller and younger available workforce. As a result, some businesses will need to retain existing older workers or attract additional older workers to meet their workforce needs. The Department of Labor (Labor) has identified one-stop career centers (one-stops) as a means to link older workers with employers through employment and training services. To address the role of one-stops in serving older workers, we examined: (1) Labor's actions to help one-stops link employers and older workers and (2) one-stops' actions to help employers hire and retain older workers. Labor has proposed action steps that one-stops may take to link employers and older workers and has ongoing efforts to promote employment for older workers to a wider audience. While Labor knows little about the results of these efforts, planned evaluations may provide some information on the impact of Workforce Investment Act(WIA) services on older workers. Based on our survey results, we estimate that most one-stops took multiple actions to link employers and older workers. One-stop officials identified some actions as most effective, such as training staff to assist older workers, and often used multifaceted approaches. Several factors--for example, the local economy and how workers' skills match with employers needs--might affect what actions one-stops take to serve older workers. One factor, the performance measure tracking participants' earnings, may create disincentives for serving older workers who are more likely to work part-time, which provides lower wages. We have previously recommended that Labor assess the potential for such disincentives, and we continue to believe that doing so would be worthwhile. [ABSTRACT FROM AUTHOR]

While many factors influence workers' decisions to retire, Social Security, Medicare, and pension laws also play a role, offering incentives to retire earlier and later. Identifying these incentives and how workers respond can help policy makers address the demographic challenges facing the nation. GAO assessed (1) the incentives federal policies provide about when to retire, (2) recent retirement patterns and whether there is evidence that changes in Social Security requirements have resulted in later retirements, and (3) whether tax-favored private retiree health insurance and pension benefits influence when people retire. GAO analyzed retirement age laws and SSA data and conducted statistical analysis of Health and Retirement Study data. Under the Comptroller General's authority, GAO has prepared this report on its own initiative. Federal policies offer incentives to retire both earlier and later than Social Security's full retirement age depending on a worker's circumstances. The availability of reduced Social Security benefits at age 62 provides an incentive to retire well before the program's age requirement for full retirement benefits; however, the gradual increase in this age from 65 to 67 provides an incentive to wait in order to secure full benefits. The elimination of the Social Security earnings test in 2000 for those at or above their full retirement age also provides an incentive to work. Medicare's eligibility age of 65 continues to provide a strong incentive for those without retiree health insurance to wait until then to retire, but it can also be an incentive to retire before the full retirement age. Meanwhile, federal tax policy creates incentives to retire earlier, albeit indirectly, by setting broad parameters for the ages at which retirement funds can be withdrawn from pensions without tax penalties. Nearly half of workers report being fully retired before turning age 63 and start drawing Social Security benefits at the earliest opportunity--age 62. Early evidence, however, suggests small changes in this pattern. Traditionally, some workers started benefits when they reached age 65. Recently, workers with full retirement ages after they turned 65 waited until those ages to start benefits. Also, following the elimination of the earnings test, some indications are emerging of increased workforce participation among people at or above full retirement age. GAO's analysis indicates that retiree health insurance and pension plans are strongly associated with when workers retire. After controlling for other influences such as income, GAO found that those with retiree health insurance were substantially more likely to retire before the Medicare eligibility age of 65 than those without. GAO also found that men with defined benefit plans were more likely to retire early (before age 62) than those without, and men and women with defined contribution plans were less likely to do so. [ABSTRACT FROM AUTHOR]

Increasing retirements and declining fertility rates, among other factors, could affect the labor force growth in many developed countries. To maintain the size and productivity of the labor force, many governments and employers have introduced strategies to keep workers, such as women and low-skilled workers, in the workforce throughout their working lives. Because other countries have also undertaken efforts to address issues similar to those occurring in the U.S., GAO was asked to (1) describe the policies and practices implemented in other developed countries that may help women and low-wage/low-skilled workers enter and remain in the labor force; (2) examine the targeted groups' employment following the implementation of the policies and practices; and (3) identify the factors that affect employees' use of workplace benefits and the resulting implications. We conducted an extensive review of workplace flexibility and training strategies in a range of developed countries, and we conducted site visits to selected countries. Our reviews were limited to materials that were available in English. While we identified relevant national policies in the U.S., we did not determine whether other countries' strategies could be implemented here. Labor provided technical comments, and State had no comments on this report. Governments and employers have developed a variety of laws, government policies, and formal and informal practices, including periods of leave, flexible work schedules, child care, and training. Each of the countries we reviewed has some form of family leave, such as maternity, paternity, or parental leave, that attempts to balance the needs of employers and employees, and, often, attempts to help women and low-wage/low-skilled workers enter and remain in the workforce. In Denmark, employed women with a work history of at least 120 hours in the 13 weeks prior to the leave are allowed 18 weeks of paid maternity leave. In addition to family leave for parents, countries provide other types of leave, and have established workplace flexibility arrangements for workers. U.S. federal law allows for unpaid leave under certain circumstances. All of the countries we reviewed, including the United States, also subsidize child care for some working parents through a variety of means, such as direct benefits to parents for child care or tax credits. For example, in Canada, the government provides direct financial support of $100 a month per child, to eligible parents for each child under 6. Last, governments and employers have a range of training and apprenticeship programs to help unemployed people find jobs and to help those already in the workforce advance in their careers. Although research shows that benefits such as parental leave are associated with increased employment, research on training programs is mixed. Leave reduces the amount of time that mothers spend out of the labor force. Cross-national studies show that child... [ABSTRACT FROM AUTHOR]

Increasing retirements and declining fertility rates, among other factors, could affect the labor force growth in many developed countries. To maintain the size and productivity of the labor force, many governments and employers have introduced strategies to keep workers who face greater challenges in maintaining jobs and incomes, such as women and low-skilled workers, in the workforce. This testimony discusses our work on (1) describing the policies and practices implemented in other developed countries that may help women and low-wage/low-skilled workers enter and remain in the labor force, (2) examining the change in the targeted groups' employment following the implementation of the policies and practices, and (3) identifying the factors that affect employees' use of workplace benefits and the resulting workplace implications. The testimony is based on a report we are issuing today (GAO-07-817). For that report, we conducted an extensive review of workforce flexibility and training strategies in a range of developed countries and site visits to selected countries. Our reviews were limited to materials available in English. We identified relevant national policies in the U.S., but did not determine whether other countries' strategies could be implemented here. The report made no recommendations. The Department of Labor provided technical comments; the Department of State had no comments on the draft report. Governments and employers developed a variety of laws, government policies, and formal and informal practices, including periods of leave, flexible work schedules, child care, and training. Each of the countries we reviewed provides some form of family leave, such as maternity, paternity, or parental leave, that attempts to balance the needs of employers and employees and, often, attempts to help women and low-wage/low-skilled workers enter and remain in the workforce. In Denmark, employed women with a work history of at least 120 hours in the 13 weeks prior to the leave are allowed 18 weeks of paid maternity leave. In addition to family leave for parents, countries provide other types of leave, and have established workplace flexibility arrangements for workers. U.S. federal law allows for unpaid leave under certain circumstances. All of the countries we reviewed, including the United States, also subsidize child care for some working parents through a variety of means, such as direct benefits to parents for child care or tax credits. For example, in Canada, the government provides direct financial support of $100 a month per child, to eligible parents for each child under 6. Last, governments and employers have a range of training and apprenticeship programs to help unemployed people find jobs and to help those already in the workforce advance in their careers. Although research shows that benefits such as parental leave are associated with increased employment, research on training programs is mixed. Leave reduces the... [ABSTRACT FROM AUTHOR]

More Americans remaining in the workforce at older ages could lead to benefits at several levels. First, working longer will allow older workers to bolster their retirement savings. Second, hiring and retaining older workers will help employers deal with projected labor shortages. Third, older workers will contribute to economic growth and increase federal revenues, helping to defray some of the anticipated costs associated with increased claims on Social Security and Medicare. Despite all of these gains to be had, there are barriers to continued employment for older workers. In addition, some employers remain reluctant to engage and retain this group. It is in the nation's interest for people to work longer, which requires that barriers to continued work be removed sooner rather than later. This testimony highlights issues discussed at a recent forum GAO convened on engaging and retaining older workers, as well as prior GAO work. Forum participants included experts representing employers, business and union groups, advocates, researchers, actuaries, and federal agencies. These highlights do not necessarily represent the views of any one participant or the organizations that these participants represent, including GAO. Obstacles continue to exist for older workers seeking continued or new employment and for employers who want to attract or retain older workers. The following obstacles, best practices, lessons learned, and strategies to address some of these obstacles and promote work at older ages were discussed at a recent GAO forum on older workers. Key Obstacles: (1) Some employers' perceptions about the cost of hiring and retaining older workers are a key obstacle in older workers' continued employment. (2) Workplace age discrimination, the lack of suitable job opportunities, layoffs due to changes in the economy, as well as the need to keep skills up to date, are all challenges facing older workers. (3) Strong financial incentives for workers to retire as soon as possible and some jobs that are physically demanding or have inflexible schedules provide strong disincentives to continued work. Best Practices and Lessons Learned: (1) Use nontraditional recruiting techniques such as partnerships with national organizations that focus on older Americans. (2) Employ flexible work situations and adapt job designs to meet the preferences and physical constraints of older workers. (3) Offer the right mix of benefits and incentives to attract older workers such as tuition assistance, time off for elder care, employee discounts, and pension plans that allow retirees to return to work. (4) Provide employees with financial literacy skills to ensure they have a realistic plan to provide for retirement security. (5) Treat all employees in a fair and consistent manner and employ a consistent performance management system to prevent age discrimination complaints. Strategies: (1) Conduct a national campaign to help change the national mindset... [ABSTRACT FROM AUTHOR]

In the future, older Americans are expected to be a larger share of the U.S. population, live longer, and spend more years in retirement than previous generations, and by 2025 labor force growth is expected to be less than a fifth of what it is today. Without major increases in productivity or immigration, low labor force growth will ultimately lead to slower economic and federal revenue growth. This in turn will accentuate the overall pressure on the federal budget, which will face increased claims for Medicare and Social Security benefits while relatively fewer workers pay into the benefits systems. Moreover, the possible loss of many experienced workers as the baby boomers retire could lead to further adverse effects. If older Americans were to remain in the labor force longer, it could ease some of the pressures on Social Security, supplement individual retirement incomes, and help finance health care. However, researchers have suggested that barriers may impede some older workers who want or need to work. GAO convened this forum to address the issues surrounding engaging and retaining older workers. Participants included experts representing employers, business and union groups, advocates, researchers, actuaries, and federal agencies. These highlights do not necessarily represent the views of any one participant or the organizations that these participants represent, including GAO. Forum participants discussed obstacles, best practices, and lessons learned from programs to help those older workers who can to work longer and better prepare for retirement. Participants also considered strategies for encouraging organizations to implement practices that will result in more opportunities for older workers. Key Obstacles: Some employers' perceptions about the cost of hiring and retaining older workers are a key obstacle in older workers' continued employment; total compensation and training costs were seen as primary concerns. Workplace age discrimination, the mismatch of workers' skills and availability of jobs because of changes in the economy, as well as the need to keep skills up to date, are all challenges facing older workers. There is a more limited pool of interested workers because of financial incentives to retire as soon as possible, workers' desire to retire or change careers, and some jobs' requirements that make continued work unappealing or unfeasible because of health issues. Legal and regulatory requirements hinder hiring and retaining older workers. Best Practices and Lessons Learned: Participants shared examples of best practices and lessons learned, such as (1) use nontraditional recruiting techniques such as partnerships to help identify and recruit older workers; (2) employ flexible work situations and adapt job designs to meet the preferences and physical constraints of older workers; (3) offer the right mix of benefits and incentives to attract older workers such as tuition assistance, time off for elder... [ABSTRACT FROM AUTHOR]

In 2005, 37 million people, approximately 13 percent of the total population, lived below the poverty line, as defined by the Census Bureau. Poverty imposes costs on the nation in terms of both programmatic outlays and productivity losses that can affect the economy as a whole. To better understand the potential range of effects of poverty, GAO was asked to examine (1) what the economic research tells us about the relationship between poverty and adverse social conditions, such as poor health outcomes, crime, and labor force attachment, and (2) what links economic research has found between poverty and economic growth. To answer these questions, GAO reviewed the economic literature by academic experts, think tanks, and government agencies, and reviewed additional literature by searching various databases for peer-reviewed economic journals, specialty journals, and books. We also provided our draft report for review by experts on this topic. Economic research suggests that individuals living in poverty face an increased risk of adverse outcomes, such as poor health and criminal activity, both of which may lead to reduced participation in the labor market. While the mechanisms by which poverty affects health are complex, some research suggests that adverse health outcomes can be due, in part, to limited access to health care as well as greater exposure to environmental hazards and engaging in risky behaviors. For example, some research has shown that increased availability of health insurance such as Medicaid for low-income mothers led to a decrease in infant mortality. Additionally, exposure to higher levels of air pollution from living in urban areas close to highways can lead to acute health conditions. Data suggest that engaging in risky behaviors, such as tobacco and alcohol use, a sedentary life-style, and a low consumption of nutritional foods, can account for some health disparities between lower and upper income groups. The economic research we reviewed also points to links between poverty and crime. For example, one study indicated that higher levels of unemployment are associated with higher levels of property crime. The relationship between poverty and adverse outcomes for individuals is complex, in part because most variables, like health status, can be both a cause and a result of poverty. These adverse outcomes affect individuals in many ways, including limiting their development of the skills, abilities, knowledge, and habits necessary to fully participate in the labor force. Research shows that poverty can negatively affect economic growth by affecting the accumulation of human capital and rates of crime and social unrest. Economic theory has long suggested that human capital--that is, the education, work experience, training, and health of the workforce--is considered one of the fundamental drivers of economic growth. The conditions associated with poverty can work against this human capital development by... [ABSTRACT FROM AUTHOR]

The National Oceanic and Atmospheric Administration (NOAA) accounts for about half of the Department of Commerce's (Commerce) acquisition spending, over $851 million in fiscal year 2005 alone. In recent years however, NOAA has experienced instances of poor contract management. GAO was asked to determine if NOAA is positioned to effectively carry out its acquisition function. Specifically, GAO assessed the extent to which NOAA has structured an acquisition organization that provides appropriate oversight; established policies and processes that promote, among other things, a knowledge-based acquisition process for development and production of complex systems; and planned and managed its contracting workforce to address future retirement challenges. NOAA has yet to structure all of its field acquisition activities under the direct oversight of its acquisition organization, increasing the risk that taxpayers are not getting the best value for their dollars. To improve oversight of its acquisition function, NOAA reorganized in 2005 by having all acquisition divisions report to the NOAA Director of Acquisition and Grants. However, NOAA's acquisition director still lacks direct line authority to oversee a National Weather Service field office that is responsible for one of the agency's contracts worth up to half a billion dollars. Also, without appropriate oversight from the acquisition organization, collateral duty field staff who are not career contracting officers have bought millions of dollars in goods and services. Our work has shown that a well-functioning acquisition organization has direct lines of oversight between the head of acquisition and various components to help enforce policies that enable efficient and effective contract spending. Although NOAA has established clear and consistent policies for some key areas, such as advance acquisition planning, the agency lacks a knowledge-based process for developing and producing complex systems--a situation that can increase the risk of cost increases and schedule delays. NOAA is missing key elements that promote successful outcomes for complex developmental systems because it must adhere to Commerce's acquisition policies that do not support a knowledge-based approach. Without such an approach, the multibillion-dollar satellite investment that NOAA is in the early stages of acquiring is at a higher risk of not meeting program requirements. NOAA has yet to focus on succession planning and management for its contracting workforce, although the agency is pursuing hiring flexibilities to recruit new contracting employees in anticipation of an impending wave of retirements. NOAA is facing a human capital challenge because of its aging contracting workforce and has reported that about 43 percent of contracting employees are now eligible to retire or will be eligible to retire by 2009. While senior acquisition managers are concerned with the loss of a high percentage of their... [ABSTRACT FROM AUTHOR]

After the creation of the Department of Homeland Security (DHS) in March 2003, two legacy enforcement agencies--the former Immigration and Naturalization Service (INS) and the U.S. Customs Service (USCS)--were among the 22 federal agencies brought together within DHS. This transformation in turn merged the legacy INS and USCS investigators into the U.S. Immigration and Customs Enforcement (ICE) Office of Investigations (OI), and legacy INS and USCS inspectors, among others, into Customs and Border Protection (CBP). It has been nearly 3 years since the merger and efforts to integrate thousands of federal employees within ICE and CBP continue. Congress raised questions about ongoing human capital challenges brought about by the integration of legacy enforcement employees within ICE and CBP. In prior work, we have reported on the management and human capital challenges DHS faces as it merges the workforces of legacy agencies, including the need to clarify the roles and responsibilities of the new agencies, the difficulty of legacy staff operating from separate locations, and how it decides to allocate investigative resources. This report addresses the following objectives: (1) How many investigative work years were dedicated to immigration enforcement activities for fiscal years 1999 through 2005? (2) What factors does ICE use as the basis for allocating its investigative resources? (3) What assessments do ICE and CBP use as a basis for making decisions on supervisory promotions? (4) Have ICE and CBP supervisory promotions been distributed between legacy INS and USCS staff in proportion to the supervisory staff each legacy agency brought to ICE and CBP? Investigative work years for immigration enforcement were generally declining under INS, but have increased since ICE was formed in 2003. Specifically, investigative work years for immigration enforcement under INS decreased by about 14 percent from fiscal years 1999 through 2002, and increased in fiscal year 2003. From fiscal year 1999 through fiscal year 2001, INS was having difficulty recruiting and retaining staff and INS experienced about an 8 to 9 percent annual attrition in investigative staff, which in part explains the decrease in work years during the 1999 through 2002 period. The number of investigative work years spent on immigration enforcement investigations rose by 2 percent in fiscal year 2004 and by 16 percent in fiscal year 2005. ICE uses a combination of factors to allocate its investigative resources, including whether an investigation indicates a potential threat to national security, the execution of special programs run out of headquarters divisions and units like Operation Community Shield, which targets violent street gang members, and carry-over legacy activities, such as support for implementation of the national drug control strategy. About half of ICE investigative resources were used for drug, financial (the criminal or civil violation of financial laws... [ABSTRACT FROM AUTHOR]

The President has emphasized the importance of safety, efficiency, and accountability in U.S. government staffing overseas by designating the achievement of a rightsized overseas presence as a part of the President's Management Agenda. One of the elements of rightsizing involves relocating certain administrative support functions from overseas posts to the United States or regional centers overseas, which can provide cheaper, safer, or more effective support. This report (1) reviews State's efforts in providing administrative support from remote locations, (2) identifies the challenges it faces in doing so, and (3) outlines the potential advantages and concerns associated with providing support remotely. State has a number of regional and domestic offices that provide some management support remotely to overseas posts in areas such as financial management and human resources. For example, State's Bureau of Western Hemisphere Affairs provides support to posts in its region through staff based in Florida. State announced in October 2005 it would identify and remove additional functions that do not need to be performed at post and could instead be performed domestically or at regional centers overseas. State faces several challenges in trying to expand its use of remote support. For example, restrictions on what management functions non-American staff can perform might limit the extent to which services can be provided remotely. In addition, current funding arrangements for various regional bureaus and posts might limit opportunities for remote support to be offered from one region to another, while posts' reluctance to change is a further constraint. State is assessing whether certain regulations could be waived or changed and how institutional challenges might be overcome. There are several potential advantages to providing administrative support to posts from remote locations, and several concerns. For example, one U.S.-based officer provides financial management support to multiple overseas posts, eliminating the need for an American financial management officer at each post served, which, according to State, could result in cost savings. Officials at posts we visited reported they were generally satisfied with the level of support and customer service at a regional or domestic service center, though some noted concerns. However, at the time of our review, State had neither analyzed the potential cost savings associated with providing remote support nor systematically assessed the quality of support provided. In addition, many officials in Washington and overseas were unaware of the full breadth of support offered by regional service centers. [ABSTRACT FROM AUTHOR]

The devastation experienced throughout the Gulf Coast region in the wake of Hurricanes Katrina and Rita has called into question the government's ability to effectively respond to such disasters. The government needs to understand what went right and what went wrong, and to apply these lessons to strengthen its disaster response and recovery operations. The federal government relies on partnerships across the public and private sectors to achieve critical results in preparing for and responding to natural disasters, with an increasing reliance on contractors to carry out specific aspects of its missions. This testimony discusses how three agencies--the General Services Administration, the Federal Emergency Management Agency (FEMA), and the U.S. Army Corps of Engineers (the Corps)--conducted oversight of 13 key contracts awarded to 12 contractors for hurricane response, as well as public and private sector practices GAO identified that provide examples of how the federal government could better manage its disaster-related procurements. Agency acquisition and contractor personnel have been recognized for their hard work in providing the goods and services required to be responsive. The response efforts nonetheless suffered from three primary deficiencies. First, there was inadequate planning and preparation in anticipating requirements for needed goods and services. Some key agencies did not always have adequate plans for contracting in a major contingency situation. For example, FEMA did not adequately anticipate needs for temporary housing and public buildings. Tensions also existed between selecting national contractors and the Stafford Act requirement for a preference for contractors from the affected area. Second, there was a lack of clearly communicated responsibilities for contracting activities across agencies and jurisdictions. When disasters occur, local or state officials sometimes determine contract requirements and send them to FEMA, which writes and awards the contract or passes that responsibility on to another agency. FEMA or another agency may then oversee contract performance. Although this process requires clear alignment of responsibilities and good communications, our fieldwork found examples that did not meet that standard. Although the process for ordering and delivering ice depends on good communications between FEMA and the Corps, for example, Corps officials said FEMA did not fully understand the contracting approach they used and ordered at least double the amount of ice required, resulting in an oversupply of ice and a lack of distribution sites to handle the volume ordered. Third, there were insufficient numbers and inadequate deployment of personnel to provide for effective contractor oversight. For example, FEMA's contracts to install temporary housing in four states had only 17 of the 27 technical monitors that were needed for oversight. GAO has identified practices in the public and private sectors... [ABSTRACT FROM AUTHOR]

Public opinion polls have shown continued negative sentiments toward the United States in the Muslim world. Public diplomacy activities--led by the State Department (State)--are designed to counter such sentiments by explaining U.S. foreign policy actions, countering misinformation, and advancing mutual understanding between nations. GAO was asked to examine (1) what public diplomacy resources and programs State has directed to the Muslim world, (2) whether posts have adopted a strategic approach to implementing public diplomacy, and (3) what challenges remain to be addressed. State has increased public diplomacy resources to countries with significant Muslim populations in recent years and launched three major initiatives directed at the Muslim world. Comparing data for fiscal years 2004 and 2006, overseas operations budgets have increased, with the largest percentage increases going to regional bureaus with significant Muslim populations. However, the number of authorized overseas positions in all regional bureaus increased slightly or not at all. As part of the Secretary of State's newly announced transformational diplomacy initiative, the department intends to reposition staff to better align with policy priorities. Since 2002, State has initiated three public diplomacy activities focused on the Muslim world--a media campaign, a youth-oriented magazine, and a group of youth-focused exchange programs--but these initiatives have been largely terminated or suspended. However, several exchange programs continue to target youth in the Muslim world. In addition, posts in the Muslim world use a range of standard programs and tools which the Under Secretary plans to supplement with several new initiatives. GAO's fieldwork revealed that posts' public diplomacy efforts generally lacked important strategic communication elements found in the private sector, which GAO and others have suggested adopting as a means to better communicate with target audiences. These elements include having core messages, segmented target audiences, in-depth research and analysis to monitor and evaluate results, and an integrated communication plan that brings all these elements together. These findings were reinforced by State's own post-level review. State established a new strategic framework for public diplomacy in fiscal year 2006, calling for, among other things, marginalizing extremists and demonstrating respect for Muslim cultures. However, posts have not been given written guidance on how to implement this strategy. Such guidance is a critical first step to developing in-depth communication plans in the field. Posts in the Muslim world face several challenges in implementing their public diplomacy programs, including the need to balance security with public outreach and concerns related to staff numbers and language capabilities. For example, we found that 30 percent of language designated public diplomacy positions in the Muslim world were filled... [ABSTRACT FROM AUTHOR]

Public opinion polls have shown continued negative sentiments toward the United States in the Muslim world. Public diplomacy activities--led by the State Department (State)--are designed to counter such sentiments by explaining U.S. foreign policy actions, countering misinformation, and advancing mutual understanding between nations. Since 2003, we have issued three reports on U.S. public diplomacy efforts that examined (1) changes in public diplomacy resources since September 11, 2001; (2) strategic planning and coordination of public diplomacy efforts; and (3) the challenges facing these efforts. We have made several recommendations in the last 3 years to the Secretary of State to address strategic planning issues, private sector engagement, and staffing challenges related to public diplomacy. For example, today's report recommends that the Secretary develop written guidance detailing how the department intends to implement its public diplomacy goals as they apply to the Muslim world. State has consistently concurred with our findings and recommendations for improving public diplomacy, and the department, in several cases, is taking appropriate actions. However, the department has not established a timetable for many of these actions. Since the terrorist attacks of September 11, 2001, State has expanded its public diplomacy efforts globally, focusing particularly on countries in the Muslim world considered to be of strategic importance in the war on terrorism. Since 2001, State has increased its public diplomacy resources, particularly in regions with significant Muslim populations. That funding trend has continued more recently, with increases of 25 percent for the Near East and 39 percent for South Asia from 2004 to 2006, though public diplomacy staffing levels have remained largely the same during that period. The Secretary of State recently announced plans to reposition some staff to better reflect the department's strategic priorities, including plans to shift 28 public diplomacy officers from posts in Europe and Washington, D.C., to China, India, and Latin America, as well as to the Muslim world. In 2003 and again in 2005, we reported that the government lacked an interagency communication strategy to guide governmentwide public diplomacy activities, and it continues to lack this strategy. We also noted that State did not have a strategy to integrate its diverse public diplomacy activities and that efforts to effectively engage the private sector had met with mixed success. Today, although State has developed a strategic framework to focus its public diplomacy efforts and related tactics to achieve these goals, the department has not issued guidance on how to implement these strategies and tactics. In addition, posts' public diplomacy efforts generally lack important strategic communication elements found in the private sector, which GAO and others have suggested adopting as a means to better communicate with target... [ABSTRACT FROM AUTHOR]

Under the Chief Human Capital Officers (CHCO) Act of 2002, an agency may request authority from the Office of Personnel Management (OPM) to offer employees voluntary separation incentive payments (buyouts) and voluntary early retirement (early outs) to help reshape its workforce. GAO was asked to identify (1) how many agencies have been granted authority to offer buyouts and early outs and how often agencies used them, (2) how agencies view OPM's role in facilitating the use of these tools, (3) how agencies have used practices associated with effective use of the tools, and (4) what challenges agencies identified, if any, to continued effective use. To respond, GAO reviewed the practices of the Departments of Agriculture, Commerce, Energy, Health and Human Services, Interior, and the Treasury because they were among the most frequent users of these authorities. [ABSTRACT FROM AUTHOR]

Demographic changes pose serious challenges for employers, the economy, and older Americans. As the baby boomers near traditional retirement ages, the loss of experienced workers could have adverse effects on productivity and economic growth. Also, many older Americans face less-secure retirements due to rising health care costs, pension coverage changes, and fiscal pressures on the nation's retirement programs. Due to the growing importance of workers aged 55 or older, GAO examined: (1) areas of the labor market affected by the aging of the workforce; (2) factors that influence the timing of retirement; and (3) what employers are doing to hire and retain older workers. All areas of the labor market are likely to be affected by the aging of the workforce. Like workers in general, a majority of older workers are employed in professional, management, service, office and administrative support, and sales occupations. However, employers in every occupation face the likelihood that a greater percentage of their workforce will be nearing retirement age. Potential skill gaps from impending retirements and a slowdown in the growth of the labor supply may make older workers a resource of growing importance. Focus group participants without a college degree cited health, finances, and layoffs most often as factors constraining the timing of their retirement and work decisions. Participants without such constraints, most often cited lifestyle and work perceptions as the factors driving their decisions. Also, despite survey findings showing that many older workers wish to gradually reduce their hours, overall, focus group participants indicated they either were not aware of options for continued work after retirement or that their current or former employer did nothing to retain them. Many saw barriers to future employment, including their own limited skills and perceived age bias. While some employers are making an effort to hire and retain older workers, such as offering flexible work arrangements, most have not yet made these efforts a priority. We found some examples of programs targeted toward older workers, and many employers express a willingness to initiate practices to retain older workers. However, most surveyed employers do not implement these practices widely. In addition, only about one-third of participants in a roundtable discussion of employers concerned about the aging workforce indicated that they provided a specific plan or program to recruit or retain older workers. Employers cite a number of barriers to offering more opportunities, such as federal pension regulations. [ABSTRACT FROM AUTHOR]

The Chairman, Subcommittee on Disability Assistance and Memorial Affairs, House Committee on Veterans' Affairs, asked GAO to submit a statement for the record highlighting findings from an examination of the Veterans Benefit Administration's (VBA) fiscal year 2005 budget justification. In that review, we assessed (1) VBA's determination and justification of claims processing staffing levels, and the role of productivity in such determinations, and (2) VBA's projections of future claims workload and complexity. We reported in November 2004 that VBA's fiscal year 2005 budget justification for disability compensation and pension staffing could have been more transparent. VBA inadequately explained how it planned to deal with a growing workload and meet its performance goals despite a lower staffing level. We recommended that to make its budget justification more transparent and useful for congressional oversight, VBA provide the Congress with information on explanation of the expected impact of specific initiatives and changes in incoming claims and workload. While the fiscal year 2005 justification identified a number of factors that could affect VBA's staffing requirements, VBA did not clearly explain how each of these initiatives and projections affected its funding request for fewer employees. We also recommended that VBA provide the Congress with information on claims processing productivity, including VBA plans to improve productivity. The fiscal year 2005 budget justification inadequately explained how VBA would achieve productivity improvements needed to improve claims processing performance with larger workloads and fewer staff. We further recommended that VBA provide the Congress with information on explanation of how claims complexity is expected to change and the impact of these changes on productivity and requested staffing levels. VBA stated that claims complexity is increasing, but did not project increases in disabilities per claim or explain how complexity changes would affect productivity. In responding to our report, VBA agreed to work to include this information in its future budget justifications for compensation and pension staffing and identified more specific steps that it plans to take in its fiscal year 2007 and 2008 budget cycles. We have observed that, in contrast to last year, the fiscal year 2006 justification contains performance goals that VBA believes are more achievable and it addresses how it will achieve these goals within higher resource levels, due to additional funding from the Congress. [ABSTRACT FROM AUTHOR]

Between 1994 and 2001, the Office of Community Oriented Policing Services (COPS) provided more than $7.6 billion in grants to state and local communities to hire police officers and promote community policing as an effective strategy to prevent crime. Studies of the impact of the grants on crime have been inconclusive. GAO was asked to evaluate the effect of the COPS program on the decline in crime during the 1990s. GAO developed and analyzed a database containing annual observations on crime, police officers, COPS funds, and other factors related to crime, covering years prior to and during the COPS program, or from 1990 through 2001. GAO analyzed survey data on policing practices that agencies reportedly implemented and reviewed studies of policing practices. GAO assessed: (1) how COPS obligations were distributed and how much was spent; (2) the extent to which COPS expenditures contributed to increases in the number of police officers and declines in crime nationwide; and (3) the extent to which COPS grants during the 1990s were associated with policing practices that crime literature indicates could be effective. In commenting on a draft of this report, the COPS Office said that our findings are important and support conclusions reached by others. About half of the COPS funds distributed from 1994 through 2001 went to law enforcement agencies in localities of fewer than 150,000 persons and the remainder to agencies in larger communities. This distribution roughly corresponded to the distribution of major property crimes but less so to the distribution of violent crimes. For example, agencies in larger communities received about 47 percent of COPS funds but accounted for 58 percent of the violent crimes nationwide. From 1994 through 2001, COPS expenditures constituted about 1 percent of total local expenditures for police services. For the years 1994 through 2001, expenditures of COPS grants by grant recipients resulted in varying amounts of additional officers above the levels that would have been expected without the expenditures. For example, during 2000, the peak year of COPS expenditures by grant recipients, they led to an increase of about 3 percent in the level of sworn officers--or about 17,000 officers. Adding up the number of additional officers in each year from 1994 through 2001, GAO estimated that COPS expenditures yielded about 88,000 additional officer-years. GAO obtained its results from fixed-effects regression models that controlled for pre-1994 trends in the growth rate of officers, other federal expenditures, and local- and state-level factors that could affect officer levels. From its analysis of the effects of increases in officers on declines in crime, GAO estimated that COPS funds contributed to declines in the crime rate that, while modest in size, varied over time and among categories of crime. For example, between 1993 and 2000, COPS funds contributed to a 1.3 percent decline in the overall crime rate and a 2.5 percent decline in the violent crime rate from the 1993 levels. The effects of COPS funds on crime held when GAO controlled for other crime-related factors--such as local economic conditions and state-level policy changes--in its regression models, and the effects were commensurate with COPS funds' contribution to local spending on police protection. Factors other than COPS funds accounted for the majority of the decline in crime during this period. For example, between 1993 and 2000, the overall crime rate declined by 26 percent, and the 1.3 percent decline due to COPS, amounted to about 5 percent of the overall decline. Similarly, COPS contributed about 7 percent of the 32 percent decline in violent crime from 1993 to 2000. From 1993 though 1997, agencies that received and spent COPS grants reported larger changes in policing practices and in the subsets of practices that focus on solving crime problems or focus on places where crime is concentrated than did agencies that did not receive the grants. The differences held after GAO controlled for underlying trends in the reported use of these policing practices. From 1996 to 2000, there was no overall increase in policing practices associated with COPS grants. In its review of studies on policing practices, GAO found that problem-solving and place-oriented practices can be effective in reducing crime. [ABSTRACT FROM AUTHOR]

Presents the Government Accountability Office's testimony before the Subcommittee on National Security, Emerging Threats, and International Relations Committee on Government Reform of the House of Representatives about the expected benefit of additional management actions by state and Department of Homeland Security for strengthened visa process. Improvements and remaining challenges to the visa process; Strengthened visa process; Further actions that would support ongoing improvements; Increased resources for visa function; Staffing shortages and other gaps.

Between 2002 and 2012 nearly 850,000 jobs will open in the construction industry; experts predict that there will not be enough skilled workers to fill them. This has heightened concerns about program outcomes and program quality in the nation's apprenticeship system and the U.S. Department of Labor's oversight of it. GAO assessed (1) the extent to which Labor monitors registered apprenticeship programs in the states where it has direct oversight, (2) its oversight activities in states that do their own monitoring, and (3) the outcomes for construction apprentices in programs sponsored by employers and unions in relation to programs sponsored by employers alone. Labor's monitoring of programs it directly oversees has been limited. We found that in 2004 Labor reviewed only 4 percent of programs in the 23 states where it has direct oversight. According to federal program directors in those states, limited staff constrained their ability to do more reviews. Also, Labor has focused in recent years on registering new programs and recruiting apprentices. Although Labor collects much data about the programs it oversees, it has not employed its database to generate information indicative of program performance, such as completion rates, that might allow it to be more efficient in its oversight. Labor does not regularly review council-monitored states or collect data from them that would allow for a national picture of apprenticeships. Labor is responsible for conducting formal reviews of the 27 states and the District of Columbia that established apprenticeship councils to monitor their own apprenticeship programs; but, according to directors in these states, the reviews have been infrequent and not necessarily useful. While Labor collects only aggregate data on apprentices from these states, we identified 10 states with large numbers of apprentices that were willing and capable of providing GAO data on apprentices by occupation as well as some information on completion rates, completion times, and wages. Data in Labor's apprenticeship database and from council-monitored states show that completion rates and wages for construction apprentices in programs sponsored jointly by employers and unions were higher than those for programs sponsored by employers alone. We found that completion rates for apprentices in programs jointly sponsored by unions and employers were 47 percent on average compared with 30 percent in programs sponsored solely by employers. Completion rates declined under both types of sponsorship for the period we examined, but Labor, as part of its oversight, does not track reasons for noncompletion, making it difficult to determine what lies behind this trend. [ABSTRACT FROM AUTHOR]

Presents the Government Accountability Office's border security report to Congressional Committees which suggested that strengthened visa process would benefit from improvements in staffing and information sharing. Improvements and remaining challenges to the visa process; Enhancement of visa policies, procedures, and guidance; Additional steps needed to ensure the implementation of reforms; Increased resources for visa function; Staffing shortages and other gaps; State's hiring of more consular officers and failure to assess overall resource needs.

The United States Patent and Trademark Office (USPTO) is responsible for issuing patents that protect new ideas and investments in innovation and creativity. However, the volume and complexity of patent applications to the agency have increased significantly in recent years, lengthening the time needed to process patents and raising concerns about the validity of the patents that are issued. Annual applications have grown from about 185,000 to over 350,000 in the last 10 years and are projected to exceed 450,000 by 2009. Coupled with this growth is a backlog of about 750,000 applications. Further complicating matters, the agency has faced difficulty in attracting and retaining qualified staff to process patent applications. USPTO has long recognized the need to automate its patent processing and, over the past two decades, has been engaged in various automation projects. More recently, in its strategic plan, the agency articulated its approach for accelerating the use of automation and improving workforce quality. In two reports issued in June 2005, GAO discussed progress and problems that the agency faces as it develops its electronic patent process, its actions to attain a highly qualified patent examination workforce, and the progress of the agency's strategic plan initiatives. At Congress's request, this testimony summarizes the results of these GAO reports. As part of its strategy to achieve an electronic patent process, USPTO had planned to deliver an operational patent system by October 2004. It has delivered important capabilities, for example, allowing patent applicants to electronically file and view the status of their applications and the public to search published patents. Nonetheless, after spending over $1 billion on its efforts from 1983 through 2004, the agency has not yet developed the fully integrated, electronic patent process articulated in its automation plans, and when and how it will achieve this process is uncertain. Key systems that the agency is relying on to help reach this goal--an electronic application filing system and a document imaging system--have not provided capabilities that are essential to operating in a fully electronic environment. Contributing to this situation is the agency's ineffective planning for and management of its patent automation initiatives, due in large measure to enterprise-level, systemic weaknesses in its information technology investment management processes. Although the agency has begun instituting essential investment management mechanisms, such as its enterprise architecture framework, it has not yet finalized its capital planning and investment control process, or established necessary linkages between the process and its architecture to guide the development and implementation of its information technology. The Under Secretary of Commerce for Intellectual Property and the agency's chief information officer have acknowledged the need for improvement. USPTO has taken steps to attract and retain a highly qualified patent examination workforce by, for example, enhancing its recruiting efforts and using many of the human capital benefits available under federal personnel regulations. However, it is too soon to determine the long-term success of the agency's efforts because they have been in place only a short time and have not been consistently sustained because of budgetary constraints. Long-term uncertainty about the agency's hiring and retention success is also due to the unknown impact of the economy. In the past, the agency had more difficulty recruiting and retaining staff when the economy was doing well. Further, USPTO faces three long-standing challenges that could undermine its efforts: the lack of an effective strategy to communicate and collaborate with examiners, outdated assumptions in production quotas that it uses to reward examiners, and the lack of required ongoing technical training for examiners. Patent examiners said the lack of a collaborative work environment has lowered morale and created an atmosphere of distrust between management and patent examiners. Overall, USPTO has made more progress in implementing its strategic plan initiatives aimed at increasing its patent processing capability through workforce and process improvements than in its initiatives to decrease patent pendency and improve electronic processing. It has fully or partially implemented all 23 capability initiatives, but only 8 of 15 initiatives to reduce patent pendency and improve electronic processing. The agency cited a lack of funding as the primary reason for not implementing all initiatives. [ABSTRACT FROM AUTHOR]

The employment verification process is primarily based on employers' review of work eligibility documents presented by new employees, but various weaknesses, such as the process' vulnerability to fraud, have undermined this process. Employers certify that they have reviewed documents presented by their employees and that the documents appear genuine and relate to the individual presenting the documents. However, document fraud (use of counterfeit documents) and identity fraud (fraudulent use of valid documents or information belonging to others) have made it difficult for employers who want to comply with the employment verification process to ensure that they hire only authorized workers and have made it easier for unscrupulous employers to knowingly hire unauthorized workers. In addition, the large number and variety of documents acceptable for proving work eligibility have hindered employers' verification efforts. In 1998, the former INS proposed revising the verification process and reducing the number of acceptable work eligibility documents; that proposal was never acted upon. DHS, however, at the direction of Congress, introduced the Basic Pilot Program, an automated system for employers to electronically check employees' work eligibility information with information in DHS and SSA databases, that may enhance this process. This program shows promise to help reduce document fraud and assist ICE in better targeting its worksite enforcement efforts. Yet, a number of current weaknesses in the pilot program's implementation, including its inability to detect identity fraud and DHS delays in entering data into its databases, could adversely affect increased use of the pilot program, if not addressed. In addition, CIS officials told us the current Basic Pilot Program may not be able to complete timely verifications if the number of employers using the program significantly increased. In fiscal year 2004, about 2,300 employers actively used the Basic Pilot Program. Under both INS and ICE, worksite enforcement has been a low priority. In fiscal year 1999, INS devoted about 240 full-time equivalents (or about 9 percent of its total investigative agent workyears) to worksite enforcement, while in fiscal year 2003 it devoted about 90 full-time equivalents (or about 4 percent of total agent workyears). Furthermore, the number of notices of intent to fine issued to employers for knowingly hiring unauthorized workers or improperly completing employment verification forms decreased from 417 in fiscal year 1999 to 3 in fiscal year 2004. According to ICE officials, the agency has experienced difficulties in proving employer violations and in setting and collecting fine amounts that meaningfully deter employers from knowingly hiring unauthorized workers. In addition, after September 11, 2001, INS and then ICE almost exclusively focused worksite enforcement resources on identifying and removing unauthorized workers from critical infrastructure sites, such as airports and nuclear power plants. [ABSTRACT FROM AUTHOR]

The U.S. Patent and Trademark Office (USPTO) is responsible for issuing U.S. patents that protect new ideas and investments in innovation and creativity. Recent increases in both the complexity and volume of patent applications have increased the time it takes to process patents and have raised concerns about the validity of the patents USPTO issues. Adding to these challenges is the difficulty that USPTO has had attracting and retaining qualified staff. In this context, GAO was asked to obtain information about USPTO's patent organization. Specifically GAO reviewed (1) overall progress in implementing the initiatives in its strategic plan; (2) efforts to attract and retain a qualified patent workforce; and (3) remaining challenges, if any, in attracting and retaining a qualified patent workforce. USPTO has made more progress in implementing its strategic plan initiatives to increase the agency's capability than initiatives aimed at decreasing patent pendency. USPTO has fully or partially implemented all 23 capability initiatives that focus on improving the skills of employees, enhancing quality assurance, and altering the patent system through changes in existing laws or regulations. In contrast, the agency has partially or fully implemented only 8 of the 15 initiatives aimed at reducing pendency. Lack of funding was cited as the primary reason for not implementing these initiatives. With passage of legislation in December 2004 to increase fees available to USPTO for the next two years, the agency is re-evaluating the feasibility of implementing some of these initiatives. Since 2000, USPTO has taken steps intended to help attract and retain a qualified patent examination workforce, such as enhancing its recruiting efforts and using many of the human capital benefits available under federal personnel regulations. However, it is too soon to determine the long-term success of the agency's recruiting efforts because they have been in place only a short time and have not been consistently sustained due to budgetary constraints. Long-term uncertainty about USPTO's hiring and retention success is also due to the unknown impact of the economy. In the past, when the economy was doing well, the agency had more difficulty in recruiting and retaining the staff it needed. USPTO faces three long-standing challenges that could also undermine its efforts to retain a qualified workforce: the lack of an effective strategy to communicate and collaborate with examiners; outdated assumptions in the production quotas it uses to reward examiners; and the lack of required ongoing technical training for examiners. According to patent examiners, the lack of communication and a collaborative work environment has resulted in low morale and an atmosphere of distrust that is exacerbated by the contentious relationship between management and union officials. Also, managers and examiners have differing opinions on the need to update the monetary award system that is based on assumptions that were established in 1976. As a result, examiners told us they have to contend with a highly stressful work environment and work voluntary overtime to meet their assigned quotas. Similarly, managers and examiners disagree on the need for required ongoing technical training. Examiners said they need this training to keep current in their technical fields, while managers believe that reviewing patent applications is the best way for examiners to remain current. [ABSTRACT FROM AUTHOR]

Before Social Security was enacted in 1935, at least half of those 65 and older in the United States were financially dependent upon others, including family members and public assistance. Today, the elderly's dependency on public assistance has dropped to a fraction of its depression-era levels, and poverty rates among this group are now lower than for the population as a whole. However, Social Security's long-term financing problems will require changes to restore fiscal stability to the program. The challenge for policymakers will be to make the necessary changes while retaining protections that are so important to millions of Americans. The Chairman of the Subcommittee on Social Security of the House Committee on Ways and Means asked GAO to discuss the importance of Social Security for vulnerable populations. This testimony will address the key provisions in the Social Security program that support vulnerable populations, the ways in which those populations and American society in general have changed over time, and the implications of those changes for the Social Security program. The Social Security program today continues to provide protection from poverty in old age just as it was designed to do 70 years ago. Social Security protects workers through a benefit formula that advantages low-wage workers, benefits for the disabled, spousal and survivor benefits, and a monthly annuity and yearly cost of living adjustment. At the same time, much in American society has changed greatly since the inception of the Social Security program. People are living longer, women's labor force participation has increased significantly and household composition has changed dramatically. In addition, labor force growth has slowed significantly, and the nature of work has changed in ways that affect workers' ability to save for retirement. These changes suggest that the Social Security system as it is currently designed may not be as effective as it could be in addressing the needs of our society. Some of the areas where changes in design could bring the program more in alignment with the current structures of work and families include encouraging older workers to remain in the labor force, addressing questions about the equity of spousal benefits, and redesigning the Disability Insurance program. Given its long-term solvency problems, however, there are difficult decisions to be made about Social Security, largely because the program is so important to so many. In addition, the more immediate financial problems of the Medicare program also require attention. Policymakers will need to address the escalating costs of both Social Security and Medicare while recognizing that these programs are crucial to retirement wellbeing. Most importantly, the solvency and sustainability of Social Security should be addressed within the context of the program's role of protecting vulnerable populations, while at the same time considering how carrying out that role may need to change to better address changing societal needs. [ABSTRACT FROM AUTHOR]

The federal government has created a framework to provide for EEO by prohibiting unlawful discrimination based on such factors as race, color, religion, gender, national origin, age, and disability, and offers redress when discrimination and retaliation have occurred. To further EEO and help bring about a diverse workforce, federal agencies are required to carry out affirmative employment and minority recruitment programs. EEOC and OPM have primary responsibility for ensuring that the government's policies for a fair, equitable, and inclusive workplace are carried out. In response to a congressional request that GAO provide information on the federal government's performance in promoting EEO and managing its diverse workforce, this report provides information on (1) the statutory and policy framework relating to EEO, affirmative employment, and workforce diversity and (2) the roles and responsibilities of EEOC and OPM within the framework and how these agencies carry out these roles and responsibilities. Various statutes, executive orders, and other executive policy form the framework of EEO policy that governs civil rights and personnel management in the federal workplace. In 1972 federal workers received statutory civil rights protections when Congress passed the Equal Employment Opportunity Act, which extended to federal workers protections under title VII of the landmark Civil Rights Act of 1964 prohibiting employment discrimination based on race, color, religion, gender, or national origin. The 1972 act also required federal agencies to establish affirmative employment programs to address the underrepresentation of minorities and women in the federal workforce. In 1973 federal employees and applicants for employment with disabilities received employment discrimination protections under the Rehabilitation Act, and federal agencies were required to prepare affirmative employment program plans for the hiring, placement, and advancement of such individuals. The Civil Service Reform Act of 1978 further underscored the government's commitment to EEO, stating that for the federal workforce to reflect the nation's diversity, federal personnel management should follow merit principles by treating employees fairly and equitably, and that personnel actions should be free from prohibited personnel practices, including discrimination. The 1978 act also required agencies to conduct a continuing recruiting program to address minority underrepresentation. Other statutes, executive orders, and executive policy are also part of the federal workplace EEO policy framework. EEOC and OPM each play important leadership roles within this framework in ensuring EEO in the federal workplace. EEOC is responsible for enforcing federal laws prohibiting discrimination and oversees federal agencies' EEO programs, including their affirmative employment programs. OPM is the government's human capital manager and is responsible for ensuring that personnel management functions follow the merit principles, including those related to EEO. OPM is to assist agencies in carrying out their minority recruitment programs and evaluating the effectiveness of these programs in eliminating minority underrepresentation. EEOC and OPM issue regulations and directives to carry out their responsibilities and exercise oversight by reviewing federal workforce demographic data; reviewing reports from agencies on their progress in meeting program requirements; conducting on-site reviews at federal agencies; and providing technical assistance, training, and guidance. In addition, both agencies publish annual reports on program activities and workforce demographics. Although responsibility for ensuring that EEO is shared among agencies, EEOC has also been charged under statute and executive order with providing leadership and coordination to promote efficiency and eliminate conflict, competition, duplication, and inconsistency. We provided OPM and EEOC with a draft of this report for their review and comment. OPM said that, in general, the report accurately reflects OPM's current roles and responsibilities. We clarified the report in response to EEOC's comments to indicate that this report focuses on affirmative employment and that we previously reported on EEOC's complaint process responsibilities. [ABSTRACT FROM AUTHOR]

In the 21st century our nation faces a growing fiscal imbalance. A demographic shift will begin to affect the federal budget in 2008 as the first baby boomers become eligible for Social Security benefits. This shift will increase as spending for federal health and retirement programs swells. Long-term commitments for these and other federal programs will drive a massive imbalance between spending and revenues that cannot be eliminated without tough choices and significant policy changes. Continued economic growth is critical and will help to ease the burden, but the projected fiscal gap is so great that it is unrealistic to expect that we will grow our way out of the problem. Early action to change existing programs and policies would yield the highest fiscal dividends and provide a longer period for prospective beneficiaries to make adjustments in their own planning. One of the potential policy changes is assisting older workers who want to stay in the workforce past retirement age. The Chairman and Ranking Member of the Senate Special Committee on Aging asked GAO to discuss demographic and labor force trends and the economic and fiscal need to increase labor force participation among older workers. This testimony will address those factors making it important to encourage those who want to work to continue doing so, as well as factors affecting older Americans' employment decisions. The aging of the baby boom generation (those born between 1946 and 1964), increased life expectancy, and falling fertility rates pose serious challenges for our nation. These trends will affect the size and productivity of the U.S. labor force and its output and will have real and important impacts on employers and the economy. With the impending retirement of the baby boom generation, employers face the loss of many experienced workers and possibly skill gaps in certain occupations. This could have adverse effects on productivity and economic growth. Furthermore, the expected increasing ratio of the elderly to those of working ages will place added pressure on Social Security and Medicare, both of which face long-term financial problems. Increasing the labor force by encouraging Americans to work longer may be one part of solutions to these problems. Although some people can benefit by remaining in the labor force at later ages, others may be unable or unwilling to do so. For those who are able, there are many factors that influence their choices. These include the eligibility rules of both employer pension plans and Social Security, an individual's health status, the need for health insurance, personal preference, and the employment status of a spouse. The availability of suitable employment, including part-time work or flexible work arrangements, may also affect the retirement and employment choices of older workers. [ABSTRACT FROM AUTHOR]

The tax-exempt sector under section 501(c) of the Internal Revenue Code covers over a million-and-a-half entities of varying sizes and purposes. Its diversity allows it to address the needs of many citizens. To help it do so, Congress and some in the tax-exempt sector itself encourage good governance practices by exempt entities. Transparency over exempt entities' activities is aided by public access to their annual tax returns. As the nation's tax administrator, the Internal Revenue Service (IRS) has a key role in overseeing this sector. Oversight can help ensure adherence to exempt purposes, protect against abuses, and sustain public support for the sector. The Chairman of the House Committee on Ways and Means asked GAO to address (1) the growth of the section 501(c) tax-exempt sector; (2) the role of governance and transparency in ensuring that tax-exempt entities function effectively and with integrity; (3) IRS's capacity for overseeing the exempt sector, including its results and efforts to address critical compliance problems; and (4) states' oversight and their relationship with IRS in overseeing the tax-exempt sector. The section 501(c) tax-exempt sector has grown steadily in reported assets, revenues, and expenses. For example, between 1998 and 2002 (the most recent year of data), its reported assets grew to over $2.5 trillion---with 12 percent growth for 501(c) charities and 22 percent growth for other 501(c) entities (noncharities). Accordingly, this tax-exempt sector comprises a significant part of the nation's economy and workforce. For example, spending in this sector appears to be about one-tenth of our economy and the paid exempt workforce appears to be comparable in size to some of the largest sectors of the U.S. civilian workforce, such as food and lodging. Good governance and transparency are essential elements to help provide assurance that exempt entities operate with integrity and effectiveness in meeting their missions. Good governance facilitates well-run operations that dissuade abusive behavior. Transparency sheds light on entities' practices, which enhances ethical and effective operations and facilitates oversight by the public and others. With recent concerns about abuses in the tax-exempt sector, renewed attention is being given to improving governance practices and increasing the transparency related to the sector. Staffing trends and insufficient data have contributed to IRS being challenged in executing its oversight role. IRS has begun to increase staffing, obtain better data on tax-exempt entities, and increase its capacity to analyze and use the data it obtains. For the critical compliance issues IRS has identified, it has started special initiatives to improve compliance. States often oversee tax-exempt entities, frequently focusing on protecting the public from fraudulent activities and guarding against misuse of charitable assets. States and the IRS believe that more data sharing would make their oversight more efficient and effective. Consistent with our earlier recommendations, IRS has improved its processes for sharing its oversight data with the states, and Congress is considering expanded data sharing. [ABSTRACT FROM AUTHOR]

• The funding we received in fiscal year 2004 allowed us to audit and evaluate a number of major topics of concern to the nation and, in some cases, the world. For example, we reported on the reconstruction efforts in Afghanistan and Iraq; important concerns about pay and other support for the National Guard and Reserve forces; numerous topics related to homeland and national security, including improving operations of the Departments of Homeland Security and Defense; curbing the use of counterfeit identity documents; and making the nation's transportation system safer from potential acts of terrorism. We also continued to raise concerns about the nation's long-term fiscal imbalance, summarized key health care statistics and published a proposed framework for related reforms, and provided staff support for the 9/11 Commission. In fiscal year 2004, we exceeded or equaled our all-time record for six of our seven key performance indicators while continuing to improve our client and employee feedback results. I am especially pleased to report that we documented $44 billion in financial benefits-a return of $95 for every dollar spent, or $13.7 million per employee. In fiscal year 2004, we also recorded 1,197 other benefits that could not be measured in dollar terms including benefits that helped to change laws, to improve services to the public and to promote sound agency and governmentwide management. Also, experts from our staff testified at 217 congressional hearings covering a wide range of important public policy issues during fiscal year 2004. • Shortly after I was appointed Comptroller General, I determined that our agency would undertake a transformation effort. This effort is consistent with the elements of House Report (H.Rpt.) 108-577 that focus on improving the efficiency and effectiveness of operations at legislative branch agencies. Our transformation effort has enabled us to eliminate a management layer, streamline our organization, reduce our overall footprint, and centralize many of our support functions. Currently, over 50 percent of our support staff are contractors, allowing us to devote more of our staff resources to our mission work. We recently surveyed managers of agency support operations and identified additional activities that potentially could be filled through alternative sourcing strategies. In fiscal years 2005 and 2006, we will further assess the feasibility of using a later date on our preliminary analyses. • In developing our fiscal year 2006 budget, we have taken into consideration the overall federal budget constraints and the committee's desire to lead by example. Accordingly, we are requesting $493.5 million which represents a modest increase of 4 percent over fiscal year 2005. This increase is primarily for mandatory pay costs and price level changes. This budget request will allow us to continue to maximize productivity, operate more effectively and efficiently, and maintain the progress we have made in technology and other areas, but it does not allow us sufficient funding to support a staffing level of 3,269-the staffing level that we requested in previous years. Even as we are tempering our budget request, it needs to be acknowledged that there are increasing demands on GAO's resources. For example, the number of congressional mandates for GAO studies, such as GAO reviews of executive branch and legislative branch operations, has increased more than 15 percent since fiscal year 2000. While we have reduced our planned staffing level for fiscal years 2005 and 2006 in order to keep our request modest, we believe that the staffing level we requested in previous years is a more optimal staffing level for GAO and would allow us to better meet the needs of the Congress and provide the return on investment that both the Congress and the American people expect. We will be seeking your commitment and support to provide the funding needed to rebuild our staffing levels over the next few fiscal years, especially as we approach a point where we may be able to express an opinion on the federal government's consolidated financial statements. [ABSTRACT FROM AUTHOR]

In fiscal year 2004 federal spending on service contracts grew to over $189 billion governmentwide. This growth, along with cuts in the acquisition workforce and increases in high-dollar procurement actions, creates a challenging environment. In November 2003 the Services Acquisition Reform Act (SARA) was enacted to provide federal agencies with tools to optimize mission performance in this challenging environment. To implement the act, regulations and guidance must be developed, and other actions taken. GAO was asked to report on progress in implementing SARA's provisions. Just over a year after the enactment of SARA, progress made on regulations, guidance, and other implementing actions varies. While nearly all the key provisions of SARA are being implemented, some provisions are further along than others. An Acquisition Workforce Training fund has been established. Efforts are ongoing to assess the skills and experience needed by the federal acquisition workforce, and to develop training to address those requirements. The Chief Acquisition Officers (CAO) Council, established in May 2004, has met five times. The council's executive committee meets monthly; and working groups on human capital, competitive sourcing, electronic government and small business have been established. Efforts to complete rulemaking on greater use of performance-based contracting are underway, with an interim rule issued and a final version being considered. An online acquisition center of excellence for services also has been created. Because of the complexities involved, rulemaking allowing the use of time-and-materials contracts to procure commercial services is proceeding at a more deliberate pace. Rules allowing special emergency procurement authority have been finalized, but actions allowing agencies to use "other transactions" authority are incomplete. [ABSTRACT FROM AUTHOR]

DOD does not have the strategic framework and associated policies necessary to maximize reserve component force availability for a long-term Global War on Terrorism. The manner in which DOD implements its mobilization authorities affects the number of reserve component members available. The partial mobilization authority limits involuntary mobilizations to not more than 1 million reserve component members at any one time, for not more than 24 consecutive months, during a time of national emergency. Under DOD's current implementation of the authority, reserve component members can be involuntarily mobilized more than once, but involuntary mobilizations are limited to a cumulative total of 24 months. Given this implementation that restricts the time personnel can be mobilized, DOD could eventually run out of forces. During our 2004 review of mobilization and demobilization issues, DOD was facing critical shortages of some reserve component personnel, and officials considered changing their implementation of the partial mobilization authority to expand the pool of available personnel. Under the proposed implementation, DOD could have mobilized its reserve component personnel for less than 24 consecutive months, sent them home for an unspecified period, and then remobilized them, repeating this cycle indefinitely and providing an essentially unlimited flow of forces. After our review was completed, DOD said it would continue its implementation of the partial mobilization authority that limits mobilizations to a cumulative total of 24 months. However, DOD did not clarify how it planned to meet its longer-term requirements for the Global War on Terrorism as successive groups of reserve component personnel reach the 24-month mobilization point. By June 2004, 30,000 reserve component members had already been mobilized for 24 months. DOD's policies also affect the availability of reserve component members. Many of the policies that affect reserve component availability were focused on the services' short-term requirements and the needs of individual members, rather than on long-term requirements and predictability. For example, DOD has sometimes implemented stop-loss policies, which are short-term measures that increase force availability by retaining active or reserve component members on active duty beyond the end of their obligated service. Overall, DOD's policies concerning the use of its reserve component forces reflect the past use of the reserve components as a later-deploying reserve force rather than current usage as a force to support continued overseas deployments. Because DOD's policies concerning the use of its reserve components were not developed within the context of an overall strategic framework with human capital goals concerning the availability of reserve forces, the policies did not work in conjunction with each other to meet the department's long-term Global War on Terrorism requirements. As a result, the policies underwent numerous changes as DOD strove to increase the availability of the reserve components to meet current requirements. These policy changes created uncertainties concerning unit cohesion, the likelihood of reserve component member mobilizations, length of service commitments and overseas rotations, the types of missions members would be asked to perform, and the availability of needed equipment. It remains to be seen how these uncertainties will affect recruiting, retention, and the long-term availability of the reserve components, but there are already indications that some portions of the force are being stressed. For example, the Army National Guard achieved only 87 percent of its recruiting goals in both fiscal years 2003 and 2004, and in the first quarter of fiscal year 2005 it achieved only 80 percent of its goal. In our previously published reports, we made several recommendations aimed at increasing the long-term availability of reserve component forces. In particular, we recommended that DOD develop a strategic framework that sets human capital goals concerning the availability of its reserve force to meet the longer-term requirements of the Global War on Terrorism, and we recommended that DOD identify policies that should be linked within the context of the strategic framework. DOD generally agreed with our recommendations concerning long-term availability of reserve component forces. [ABSTRACT FROM AUTHOR]

Responsibility for ensuring the safety and reliability of the nuclear weapons stockpile rests upon a cadre of workers at eight contractor-operated National Nuclear Security Administration (NNSA) weapons facilities. Many of these workers--including scientists, engineers, and technicians--have "critical" skills needed to maintain the stockpile. About 37 percent of these workers are at or near retirement age, raising concern about whether these specialists will have time to pass on their knowledge and expertise to new recruits. In this context, Congress asked us to (1) describe the approaches that NNSA, its contractors, and organizations with similar workforces are using to recruit and retain critically skilled workers; (2) assess the extent to which these approaches have been effective; and (3) describe any remaining challenges, strategies to mitigate these challenges, and the similarity of these challenges and strategies to those of organizations with comparable workforces. NNSA contractors have each developed and implemented a multifaceted approach to recruit and retain critically skilled workers. These approaches are similar to those used by six organizations with comparable workforces with whom GAO spoke and consist of combinations of activities tailored to meet the specific needs of each facility. These activities include offering internships and providing knowledge transfer opportunities. NNSA has supported the contractors' efforts by, for example, providing additional funding to help them recruit workers to fill critically skilled positions. The efforts of NNSA's contractors to recruit and retain a critically skilled workforce have been generally effective. The contractors' fiscal year 2000 through 2003 data show that all eight facilities have maintained the critically skilled workforce needed to fulfill its current mission. In addition, our review of the workforce planning processes of each facility shows that they have incorporated, to varying degrees, the five principles GAO has identified as essential to strategic workforce planning. Finally, most of the program managers GAO spoke with believe their facilities have, and are well poised to maintain, the critically skilled workforce needed to fulfill their mission. NNSA contractors and the six organizations with comparable workforces face ongoing challenges in recruiting and retaining a critically skilled workforce, but are using a number of similar strategies to mitigate most of these challenges. These challenges include the amount of time it takes new staff to obtain security clearances and a shrinking pool of technically trained potential employees. Beyond such identifiable challenges, NNSA contractors also face future uncertainties, such as the possibility that a new contractor might be awarded the contract and shifts in their mission that could affect their ability to recruit and retain a critically skilled workforce in the future. [ABSTRACT FROM AUTHOR]

Congress recently increased active military personnel levels for the Army and the Marine Corps. The Secretary of Defense has undertaken initiatives to use military personnel more efficiently such as rebalancing high-demand skills between active and reserve components. In view of concerns about active personnel, GAO reviewed the ways in which the Department of Defense (DOD) determines personnel requirements and is managing initiatives to assign a greater proportion of active personnel to warfigthing duties. GAO assessed the extent to which the Office of the Secretary of Defense (OSD) (1) has conducted a data-based analysis of active military personnel needed to implement the national defense strategy and (2) has a plan for making more efficient use of active military personnel and evaluating the plan's results. Our prior work has shown that valid and reliable data about the number of employees required to meet an agency's needs are critical because human capital shortfalls can threaten the agency's ability to perform missions efficiently and effectively. OSD provides policy and budget guidance on active personnel levels and has taken some steps toward rebalancing skills between active and reserve components, but it has not conducted a comprehensive, data-driven analysis to assess the number of active personnel needed to implement the defense strategy. A key reason why it has not conducted such a comprehensive analysis is that OSD has focused on limiting personnel costs in order to fund competing priorities, such as transformation. OSD conducts some analyses of active personnel, such as monitoring actual personnel levels, and the services have processes for allocating the active personnel they are authorized to key missions. However, OSD does not systematically review the services' processes to ensure that decisions about active personnel levels are linked to the defense strategy and provide required capabilities within acceptable risk. If OSD conducted a data-driven analysis that linked active personnel levels to strategy, it could more effectively demonstrate to Congress a sound basis for the active personnel levels it requests. The quadrennial review of the defense program planned for 2005 represents an opportunity for a systematic reevaluation of personnel levels to ensure that they are consistent with the defense strategy. Although OSD has identified some near- and long-term initiatives for assigning a greater proportion of active personnel to warfighting positions, it has not developed a comprehensive plan to implement them that assigns responsibility for implementation, identifies resources, and provides for evaluation of progress toward objectives. OSD officials told us a key reason why OSD does not have a plan to oversee its initiatives is that they have had to respond to other higher priorities. Sustained leadership and a plan for implementing initiatives and measuring progress can help decision makers determine if initiatives are achieving their desired results. Without such a plan, OSD cannot be sure that initiatives are being implemented in a timely manner and having the intended results. For example, the initiative to convert military positions to civilian or contractor performance is behind schedule. Specifically, OSD's goal was to convert 10,000 positions by the end of fiscal year 2004; however, the services estimate that they had converted only about 34 percent of these positions. By establishing performance metrics and collecting data to evaluate the results of its initiatives, OSD could better determine its progress in providing more active personnel for warfighting duties and inform Congress of its results. [ABSTRACT FROM AUTHOR]

A high-performance organization relies on a dynamic workforce with the requisite talents, multidisciplinary knowledge, and up-to-date skills to ensure that it is equipped to accomplish its mission and achieve its goals. Such organizations typically (1) foster a work environment in which people are enabled and motivated to contribute to mission accomplishment and (2) provide both accountability and fairness for all employees. To accomplish these objectives, high-performance organizations are inclusive, drawing on the strengths of employees at all levels and of all backgrounds--an approach consistent with diversity management. For purposes of our review, diversity management is defined as a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organization's strategic goals and objectives. As part of a request that GAO report on the federal government's performance in managing its diverse workforce, GAO was asked to identify (1) leading diversity management practices and (2) examples of the identified practices in the federal government. This report contains no recommendations. Of the experts in the field of diversity management we spoke with or whose publications we reviewed to identify leading diversity management practices, a majority cited the following nine practices as leading. Top leadership commitment--a vision of diversity demonstrated and communicated throughout an organization by top-level management. Diversity as part of an organization's strategic plan--a diversity strategy and plan that are developed and aligned with the organization's strategic plan. Diversity linked to performance--the understanding that a more diverse and inclusive work environment can yield greater productivity and help improve individual and organizational performance. Measurement--a set of quantitative and qualitative measures of the impact of various aspects of an overall diversity program. Accountability--the means to ensure that leaders are responsible for diversity by linking their performance assessment and compensation to the progress of diversity initiatives. Succession planning--an ongoing, strategic process for identifying and developing a diverse pool of talent for an organization's potential future leaders. Recruitment--the process of attracting a supply of qualified, diverse applicants for employment. Employee involvement--the contribution of employees in driving diversity throughout an organization. Diversity training--organizational efforts to inform and educate management and staff about diversity. Experts and the literature generally agree that a combination of the identified practices should be considered when an organization is developing and implementing diversity management. We selected 10 agencies with the highest summary rankings from a 1999 governmentwide survey of federal agencies' diversity management programs to review for examples of the implementation of the identified practices. The implementation of the leading practices by these agencies may provide insights to other agencies as they undertake or attempt to strengthen or improve their own diversity management initiatives. We provided a draft of this report to the Equal Employment Opportunity Commission and the U.S. Office of Personnel Management for review and comment. In their comments, agency officials generally agreed with the findings of the draft report. [ABSTRACT FROM AUTHOR]

Because meatpacking is one of the most dangerous industries in the United States, we were asked to provide the Congress with information on the characteristics of workers in the meat and poultry industry and the conditions in which they work, the types of injuries and illnesses these workers incur, how injury and illness rates have changed over the past decade, and factors that may have affected these rates. We were also asked to determine what is known about the effectiveness of the Occupational Safety and Health Administration's (OSHA) efforts to improve safety and health in the meat and poultry industries. The largest proportions of workers in the meat and poultry industry, according to the Bureau of Labor Statistics (BLS), are young, male, and/or Hispanic. Although the majority of workers are citizens, an estimated 26 percent of them are foreign-born noncitizens. They work in hazardous conditions involving loud noise, sharp tools, and dangerous machinery. Many workers must stand for long periods of time wielding knives and hooks to slaughter or process meat on a production line that moves very quickly. Workers responsible for cleaning the plant must use strong chemicals and hot pressurized water. While, according to BLS, injuries and illnesses have declined over the past decade, the meat and poultry industry still has one of the highest rates of injury and illness of any industry. The most common injuries are cuts, strains, cumulative trauma, and injuries sustained from falls, but more serious injuries, such as fractures and amputation, also occur. According to BLS, the injury and illness rate for the industry has declined from an estimated 29.5 injuries and illnesses per 100 full-time workers in 1992 to 14.7 in 2001. Injury and illness rates can be affected by many factors, such as the amount and quality of training, employee turnover rates, increased mechanization, and the speed of the production line. Some evidence suggests that OSHA's efforts have had a positive impact on the injury and illness rates of workers in meat and poultry plants. However, while the criteria OSHA uses to select plants for inspection--which focus on plants with relatively high injury and illness rates--are reasonable, OSHA could improve its selection process by also considering trends in plants' injury and illness rates over time. In addition, it is difficult to assess the effectiveness of OSHA's efforts because the agency does not assign a unique identifier to each plant, making it hard to compare the data it collects on specific plants' injury and illness rates with the information the agency collects on the results of its plant inspections and other programs. [ABSTRACT FROM AUTHOR]

The Homeland Security Act of 2002 authorized the Department of Homeland Security (DHS) to establish a pilot program for the use of acquisition agreements known as "other transactions." Because they are exempt from many of the requirements that apply to government contracts, other transactions can be useful in acquiring cutting-edge technologies from entities that traditionally have declined to do business with the government. The act requires GAO to report to Congress on the use of other transactions by DHS. To fulfill this obligation, GAO (1) determined if DHS has developed policies and established a workforce to manage other transactions effectively and (2) evaluated how effectively DHS has used its other transactions authority to attract nontraditional government contractors. The Department of Homeland Security has issued policy and is developing a workforce to implement its other transactions authority, but the department's policies need further development and its contracting workforce needs strengthening to promote the successful use of the authority in the future. Soon after it was established, DHS issued other transactions solicitations using some commonly accepted acquisition practices and knowledge-based acquisition principles. Subsequently, the department issued a management directive and drafted guidance for using other transactions, loosely modeled on the practices of the Department of Defense (DOD), one of several other agencies with other transactions authority and the one with the most experience with using these agreements. Unlike DOD, however, DHS has not specified in its policies or guidance when its contracting staff should consider the use of independent audits to help ensure, for example, that payments to contractors are accurate. Similarly, DHS has not established training requirements to aid staff in understanding and leveraging the benefits of other transactions. The DHS contracting workforce is limited in size and capacity, which could impede the department's ability to manage a potential increase in its other transactions workload. DHS is taking steps to enhance the capacity of its contracting workforce. The DHS Science and Technology Directorate included nontraditional government contractors in its first two other transactions projects. The Directorate engaged in extensive outreach efforts, such as conducting briefings on its mission and research needs to industry and academic institutions and using a number of Web-based tools to publicize its solicitations. But DHS has not yet developed mechanisms to capture and assess the knowledge gained about the use of other transactions. As a result, DHS may not be able to leverage information from current projects for use in future solicitations that use other transactions. [ABSTRACT FROM AUTHOR]

Health care providers are concerned about the quality of Medicare guidance issued by the Centers for Medicare & Medicaid Services (CMS), an agency within the Department of Health and Human Services (HHS). Specifically, they have reported that (1) they receive unclear guidance on program requirements and (2) because policies and procedures change frequently, they may rely on obsolete guidance, resulting in billing errors. Some government agencies issue advisory opinions in response to specific questions from requesters. These opinions permit agencies to apply law and regulation to a particular set of facts and provide requesters with specific guidance. The Medicare Prescription Drug, Improvement, and Modernization Act of 2003 directed GAO to determine the appropriateness and feasibility of establishing in the Secretary of Health and Human Services authority to issue legally binding advisory opinions to interpret Medicare regulations. GAO (1) identified factors relevant in establishing an advisory opinion process and (2) assessed the role such a process could play in clarifying program requirements. GAO examined four federal agencies' advisory opinion processes and interviewed officials from organizations representing Medicare stakeholders to learn how such a process might address their concerns. GAO identified five common elements in the way four agencies--CMS, the Employee Benefits Security Administration (EBSA) of the Department of Labor, the Internal Revenue Service (IRS), and HHS's Office of Inspector General (HHS-OIG)--set up their advisory opinion processes. While the processes at the four agencies reflected differences in the agencies' respective constituencies and responsibilities, each agency cited five key factors as critical. These were (1) establishing criteria for submitting advisory opinion requests, to define the scope of their processes, (2) developing alternative ways of responding to advisory opinion requests, such as providing other forms of written communication, (3) determining the time frame for issuing advisory opinions, (4) considering anticipated workload, staffing requirements, and user fees as a means of offsetting expenses incurred by the government, and (5) creating internal review and external coordination procedures with other federal agencies with a stake in the outcome of an issued opinion. These five factors and lessons learned from other agencies that issue advisory opinions may be useful in structuring a process for Medicare. Most of the representatives of provider organizations GAO contacted agreed that an advisory opinion process would partially address their concerns, for example, by providing them with reliable, written responses to their Medicare-related questions. However, they recognized that an advisory opinion process would not address all their concerns and that it is one of several approaches that could improve Medicare guidance. For example, refining existing forms of guidance would also be of value. In commenting on a draft of this report, HHS stated that a more formal advisory opinion process for Medicare would be costly to implement, not provide quick answers to providers' questions, and have limited applicability. HHS acknowledged that the Medicare program and its implementing regulations are inherently complex and underscored its efforts to improve stakeholders' understanding of the program's complexities. [ABSTRACT FROM AUTHOR]

There is widespread agreement that the federal government faces a range of challenges in the 21st century that it must confront to enhance performance, ensure accountability, and position the nation for the future. Federal agencies will need the most effective human capital systems to address these challenges and succeed in their transformation efforts during a period of likely sustained budget constraints. More progress in addressing human capital challenges was made in the last 3 years than in the last 20, and significant changes in how the federal workforce is managed are underway. On April 14, 2004, GAO and the National Commission on the Public Service Implementation Initiative hosted a forum with selected executive branch officials, key stakeholders, and other experts to help advance the discussion concerning how governmentwide human capital reform should proceed. Forum participants discussed (1) Should there be a governmentwide framework for human capital reform? and (2) If yes, what should a governmentwide framework include? There was widespread recognition that a "one size fits all" approach to human capital management is not appropriate for the challenges and demands government faces. However, there was equally broad agreement that there should be a governmentwide framework to guide human capital reform built on a set of beliefs that entail fundamental principles and boundaries that include criteria and processes that establish the checks and limitations when agencies seek and implement their authorities. While there were divergent views among the participants, there was general agreement that the following served as a starting point for further discussion in developing a governmentwide framework to advance needed human capital reform. Principles: (1) merit principles that balance organizational mission, goals, and performance objectives with individual rights and responsibilities; (2) ability to organize, bargain collectively, and participate through labor organizations; (3) certain prohibited personnel practices; and (4) guaranteed due process that is fair, fast, and final. Criteria: (1) demonstrated business case or readiness for use of targeted authorities; (2) an integrated approach to results-oriented strategic planning and human capital planning and management; (3) adequate resources for planning, implementation, training, and evaluation; and (4) a modern, effective, credible, and integrated performance management system that includes adequate safeguards to ensure equity and prevent discrimination. Processes: (1) prescribing regulations in consultation or jointly with the Office of Personnel Management; (2) establishing appeals processes in consultation with the Merit Systems Protection Board; (3) involving employees and stakeholders in the design and implementation of new human capital systems; (4) phasing in implementation of new human capital systems; (5) committing to transparency, reporting, and evaluation; (6) dstablishing a communications strategy; and (7) assuring adequate training. [ABSTRACT FROM AUTHOR]

The Chairman and Ranking Minority Member, Senate Committee on Veterans' Affairs, asked GAO to assist the committee in its oversight of the Veterans Benefits Administration's (VBA) disability compensation and pension programs. This report examines (1) VBA's determination and justification of claims processing staffing levels, and the role of productivity in such determinations, and (2) VBA's projections of future claims workload and complexity. VBA's fiscal year 2005 budget justification did not clearly explain how the agency would achieve the productivity improvements needed to meet its compensation and pension claims processing performance goals with fewer employees. According to VBA officials, productivity improvements, workload changes, and employee attrition were considered in developing its fiscal year 2005 budget request. While some of these factors were identified in VBA's budget justification, they were not linked to the requested full-time equivalent (FTE) employment levels. Also, VBA's justification did not specifically address its claims processing productivity or how much VBA planned to improve productivity. Finally, VBA does not explain the impacts of VBA budgetary decisions on long-term productivity. VBA officials identified information technology improvements and training programs that could help improve productivity but have been delayed because VBA shifted funding from these initiatives to support higher staffing levels. This was done to help meet VBA's shorter-term goal to improve claims decision timeliness, in particular the Secretary of Veterans Affairs' goal to reduce decision time for rating-related claims to an average of 100 days. More transparent budget justifications would better inform congressional oversight of VBA by making it easier to evaluate whether the agency's budget requests reflect the resources, particularly staffing, needed to achieve expected performance. V BA estimated the number of claims it expects to receive (receipts) in fiscal year 2005 based on historical workload trends, with adjustments for factors that could affect future receipts, notably the impact of legislation allowing some military retirees to concurrently receive Department of Veterans Affairs (VA) disability compensation and military retirement pay. The accuracy of VBA's projections of rating-related receipts for fiscal years 2000 through 2004 was mixed, varying from underprojecting by about 11 percent to overprojecting by about 19 percent. Actual receipts in fiscal year 2004 exceeded VBA's projections. Meanwhile, VBA did not project claims complexity in its fiscal year 2005 budget justification and did not explain how it expected claims complexity to affect its productivity and requested staffing levels. A claim's complexity can be affected by many factors, such as the number and types of disabilities claimed. VBA's budget justification could be improved if the agency explained how changes in complexity affect workload and staffing requirements. [ABSTRACT FROM AUTHOR]

This document presents the results of a recent GAO survey of human capital issues at the Securities and Exchange Commission (SEC). In March and April 2004, we conducted a follow-up to our 2001 human capital survey of SEC attorneys, accountants, and examiners to benchmark their views after the agency had implemented pay parity and work-life programs. 2001 SEC survey respondents were overwhelmingly dissatisfied with pay and identified other nonpay issues as warranting SEC management's attention. The 2004 survey generally covered the same issue areas that we addressed in the 2001 survey, including (1) compensation, (2) overall job satisfaction, (3) work-life balance, (4) supervision and management, (5) performance appraisal and incentive system, (6) opportunities for advancement, (7) organizational structure and support, (8) communication within divisions and offices, and (9) training. Compared to the 2001 SEC survey respondents, the 2004 respondents were significantly more satisfied with their pay and their ability to use flexitime and flexiplace. The improvement in employee satisfaction with compensation and worklife programs could be attributed to SEC's recent implementation of pay parity and increased focus on implementing work-life programs. In addition, overall the employees remained satisfied with their jobs and the meaningfulness of their work. While employee satisfaction has improved with respect to compensation and worklife programs, the levels of satisfaction have decreased in three nonpay categories. Specifically, employees were less satisfied with (1) the quality of supervision provided by their immediate supervisor and (2) the extent to which management communicates, in a timely manner, information that affects their work and the guidance they receive from management on their work priorities, and they were more dissatisfied with (3) the ability of SEC's performance appraisal system to motivate employees to perform well and the consistency with which the system is applied. These areas, which were previously mentioned in our 2001 report as warranting management attention, appear to be areas SEC should continue to address. [ABSTRACT FROM AUTHOR]

The former Immigration and Naturalization Service (INS) had five interior (non-border-related) immigration enforcement objectives to address federal immigration law violations: identify and remove criminal aliens from the United States; deter and dismantle alien trafficking and smuggling; respond to community reports and complaints about illegal immigration; minimize immigration benefit fraud; and block employers' access to undocumented workers. After the terrorist attacks of September 11, 2001, the INS and other federal agencies began merging their law enforcement functions into the U.S. Bureau of Immigration and Customs Enforcement (ICE) within the Department of Homeland Security. Congress sought information on how the newly formed ICE was addressing legacy INS's immigration enforcement objectives. GAO addressed the following questions: (1) What is the status of ICE's efforts to incorporate legacy INS's interior immigration enforcement objectives? (2) How is ICE developing budget needs, workforce plans, and performance measures for immigration-related objectives? Though ICE does not have a formal, distinct interior enforcement strategy, all of the objectives contained in the legacy INS interior enforcement strategy have been incorporated within a broader mission aimed at strengthening homeland security through joint customs and immigration investigations. Two ICE offices--the Office of Investigations (OI) and the Office of Detention and Removal Operations (DRO)--have responsibility for addressing these objectives. Through six enforcement units in four operating divisions, OI is primarily responsible for addressing the following legacy INS objectives: deterring, dismantling, and diminishing the smuggling and trafficking of aliens; responding to community complaints about illegal immigration; minimizing immigration benefit fraud; and removing employers' access to undocumented workers. DRO is primarily responsible for identifying and removing criminal aliens, with some assistance from OI. DRO has begun to align its strategic goals with its budget requests and workforce plans in order to determine what resources it needs in fiscal year 2005 and beyond. DRO is also developing performance measures to help identify future workforce plans and budget requests. For example, DRO is measuring the percentage of the fugitive alien population that is apprehended annually to determine whether resource levels are adequate. DRO officials said that until performance measures have been developed for all activities, it will be difficult to determine which efforts are most effective. To develop its budget request and workforce plans for fiscal year 2007 and beyond, OI field offices conducted baseline threat assessments to identify risks--such as the presence of a business that transports biological materials and may employ terrorists--on a regional basis. Related performance measures have been developed, but are not in use, therefore, they will not be used for workforce planning in ICE's fiscal year 2006 budget request. OI's fiscal year 2005 budget request was based on other considerations, such as the need to monitor foreign visa holders. The Department of Homeland Security reviewed a draft of this report and had no official comments. [ABSTRACT FROM AUTHOR]

The District of Columbia's Child and Family Services Agency (CFSA) is responsible for ensuring the safety and well being of about 3,000 children in its care and ensuring that services are provided to them and their families. In fiscal year 2003, CFSA's total budget was about $200 million. Concerns have been raised about CFSA's supply of caseworkers, the foster care and adoptive homes, and the quality and timeliness of mental health services for foster care children. To help address these issues, the Congress appropriated $14 million in fiscal year 2004 to CFSA, the Department of Mental Health (DMH), and the Metropolitan Washington Council of Governments (COG) specifically for foster care improvement. GAO examined CFSA's (1) strategies for recruiting, retaining, and managing its caseworkers; (2) efforts to license an adequate supply of safe foster and adoptive homes; and (3) efforts to collaborate with DMH and the Family Court to provide timely mental health services to foster care children. GAO also reviewed plans for and use of the federal foster care improvement funds. CFSA actively recruited caseworkers and implemented retention strategies; however, caseworkers cited several management practices they said lowered their morale and adversely affected their ability to perform their duties. CFSA employed several recruitment approaches recommended by a number of child welfare organizations and exceeded most of its staffing goals for fiscal year 2003. Caseworkers cited high salaries and the training for new caseworkers as factors that encouraged them to remain at CFSA. However, GAO found a general consensus among the caseworkers with which GAO met that some management practices--poor communication, a lack of resources, poor supervision, and no rewards and recognition program--adversely affected their performance and morale. Agency officials said they had made some changes and were planning to take other actions to address these issues. CFSA has developed goals and strategies for recruiting new foster and adoptive homes and improved licensing requirements. CFSA has made progress licensing new families, although more families have stopped serving than expected. Further, CFSA does not have processes for identifying the reasons foster parents stop serving or for determining the effectiveness of its recruitment strategies. CFSA has standardized and raised licensing requirements for all foster and adoptive homes, but as of May 2004, 308 foster homes were unlicensed, with about 22 percent of CFSA's foster children residing in them. CFSA has begun collaborating with DMH and the Family Court to centralize and track mental health services for foster care children, but challenges remain to ensuring timely delivery. CFSA and DMH designed a standard process for referring foster care children to DMH for assessment and treatment and for tracking service delivery. DMH has also started expanding its service capacity for foster care children. For example, it has begun recruiting additional evaluators to perform assessments. While CFSA began using a database to track service delivery in August 2004, it has not analyzed the service delivery data collected on paper prior to August 2004 to determine whether foster care children were receiving timely services. Additionally, CFSA and DMH still face certain challenges, such as integrating caseworkers and Family Court judges into the new referral process. CFSA, DMH, and COG have spending plans that are consistent with the statutory language providing the federal funds, but only a small portion of the foster care improvement funds had been obligated or spent as of June 2004, in part because funding was not received until March 2004. Further, it is unclear how the District and COG plan to support some of these programs in the long-term because future funding is uncertain. [ABSTRACT FROM AUTHOR]

On July 20, 2004, GAO testified before the Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, Senate Committee on Governmental Affairs on "Building the 21st Century Federal Workforce: Assessing Progress in Human Capital Management." This letter responds to committee members' request that GAO provide answers to follow-up questions. A key reason GAO has sought additional human capital flexibilities is that while our people account for about 80 percent of our costs, they constitute 100 percent of our real assets. We have emphasized that in addressing their human capital challenges, agencies should first identify and make use of the flexibilities already available under existing laws and regulations and seek additional flexibilities only when necessary and based on sound business cases. Leading by example, GAO based its recent requests for additional flexibilities on demonstrated business cases. We have reported that educating agency managers and employees--including human resources professionals--on the availability and use of human capital flexibilities is a key practice to ensure they are used most effectively. The Chief Human Capital Officers (CHCO) Council can play a key role in helping agencies develop strategies to train their human resources workforce. While we have not done a recent comprehensive review of federal law enforcement retirement, classification, and pay, our work and the work of others continues to show that agencies need and want greater leadership from the Office of Personnel Management (OPM) in helping them address their human capital challenges. OPM recognizes the importance of exerting a stronger and more visible leadership role. While we have not taken an inventory of all agencies' hiring practices, we reviewed the activities of five agencies: the U.S. Geological Survey, the U.S. Census Bureau, and the Department of the Army, as well as the Agricultural Research Service and the Forest Service. We generally found that the changes these agencies implemented are actions that all agencies have the authority to implement. We have not conducted work with the private sector to determine whether companies are using any new work-life programs that federal agencies could adopt. We are studying the implementation of the pay adjustment provision that would allow us to determine the amount of the current annual across-the-board pay adjustment. This provision is designed, among other reasons, to afford additional flexibility to the Comptroller General to increase the funding for performance-based compensation. Leading by example, we have adopted safeguards that help to ensure that our performance-based pay program is fair, effective, and credible. Our work noted that selected agencies are using a variety of alternative service delivery options, in addition to contracting with the private sector, to address a wide range of human capital activities. "Alternative service delivery (ASD)" is the use of other than internal staff to provide a service or to deliver a product. Public sector providers are one of the primary ASD options agencies are using to accomplish traditional human capital service delivery, such as employee assistance programs, as well as training and advisory services. While we did not take a position in our report on the appropriateness of using ASD for various human capital activities, we do think there are opportunities to use contractor personnel to conduct at least some of the activities involved in functions such as classification appeals and administrative investigations. The Comptroller General and other GAO executives engaged in a broad range of outreach and consultation activities with GAO staff on the Human Capital II legislation as it was being developed. GAO will continue to solicit input from employees and incorporate their views as appropriate as part of the implementation process. While agencies need to develop and effectively implement the human capital approaches that best meet their needs, resources, context, and authorities, we are concerned that a pass/fail system does not provide enough meaningful information and dispersion in ratings to recognize and reward top performance, help everyone attain their maximum potential, and deal with poor performers. [ABSTRACT FROM AUTHOR]

GAO exists to support the Congress in meeting its constitutional responsibilities and to help improve the performance and ensure the accountability of the federal government for the benefit of the American people. To accomplish its mission, GAO depends on a diverse and knowledge-based workforce comprising individuals with a broad spectrum of technical and program skills and institutional memory. This workforce represents GAO's human capital--its greatest asset--and is critical to the agency's success in serving the Congress and the nation. This strategic human capital plan is a key step in continuing GAO's progress to build a highly effective, performance-based organization by attracting, retaining, motivating, and rewarding a high-performing, top-quality workforce. GAO believes that strategic human capital management must be the centerpiece of any serious change management initiative and effort to transform the culture and operations of any large organization, including government agencies. This plan extends and builds upon what GAO has already accomplished by using existing administrative authorities and by pursuing incremental additional tools and flexibilities legislatively. From the demonstrated results that GAO has achieved, it is clear that we have been a leader in human capital or people strategy within the federal government. At the same time, this strategic human capital plan is intended to build on these accomplishments and position GAO for the future. The plan includes a continuing emphasis on the skills, knowledge, and performance of GAO's workforce as the primary factors in connection with GAO's employment and compensation policies. Additionally, achieving a diverse, empowered, and enabled workforce while assuring opportunities for all and preventing discrimination are also important elements in this plan. Importantly, this strategic human capital plan is directly linked to GAO's overall strategic vision of what it wants to accomplish and will serve as a cornerstone in our future change management and agency transformation initiatives. Since maximizing performance and ensuring accountability are at the heart of GAO's mission, the agency believes that it must lead by example in all major management areas, including human capital. By managing its workforce strategically, integrating its internal strategic and workforce plans, and focusing on results, GAO is helping to improve its performance and enhance accountability. By doing so, GAO also hopes to demonstrate to other federal agencies that they can make similar improvements in the way they manage their people within the context of current law while also helping to identify the kinds of more-comprehensive legislative reforms that should be enacted. [ABSTRACT FROM AUTHOR]

As a result of the terrorist attacks of September 11, 2001, the Federal Bureau of Investigation (FBI) has committed to a transformation to increase its focus on national security. The FBI has shifted agent resources to its top priorities of counterterrorism, counterintelligence, and cyber crime. Some of these agent resources were shifted away from drug, white-collar, and violent crime enforcement programs. The FBI's drug program has sustained, by far, the largest reduction in FBI agent workforce--about 550 positions, or more than 80 percent of the nonsupervisory field agents who were permanently reprogrammed. In addition, the FBI has had a continuing need to temporarily redirect agents from drug, white-collar, and violent crime enforcement to address counterterrorism-related workload demands. While GAO and other organizations have focused considerable attention on the progress of the FBI's transformation, this report addresses questions about the extent to which the shift in resources has affected federal efforts to combat drug, white-collar, and violent crime and whether other agencies, including the Drug Enforcement Administration (DEA) in the drug enforcement area, are filling gaps created by FBI resource shifts. The data GAO examined are inconclusive about the effect of the shifts in the FBI's priorities after September 11 on federal efforts to combat drug, white-collar, and violent crime. Indicators are mixed on the effect of the FBI shift on federal drug, white-collar, and violent crime enforcement. Further, GAO's analyses should be cautiously viewed as short-term indicators that are not necessarily indicative of long-term trends. Data GAO examined on federal drug enforcement efforts did not show a conclusive effect of the FBI's shift in agent resources to priority areas. GAO found that combined FBI and DEA nonsupervisory field agent resources decreased by about 10 percent since September 11 but that DEA is expecting significant increases in positions over the next 2 fiscal years. The combined number of newly opened FBI and DEA drug matters has declined by about 10 percent since 2001, from 22,736 matters in fiscal year 2001, which ended just after September 11, to 20,387 matters in fiscal year 2003. This decline may be attributed, at least in part, to an increased emphasis on cases targeting major drug organizations rather than to fewer investigative resources. In addition, referrals of drug matters to U.S. Attorneys from all federal sources decreased about 2 percent. Similarly, data do not show a conclusive impact on federal efforts to combat white-collar and violent crime resulting from the FBI's shift in priorities. For example, while the number of white-collar crime referrals from federal agencies to U.S. Attorneys declined by about 6 percent, from 12,792 in fiscal year 2001 to 12,057 in fiscal year 2003, violent crime referrals from all federal sources have increased by about 29 percent, from 14,546 in fiscal year 2001 to 18,723 in fiscal year 2003. Views of law enforcement practitioners GAO interviewed were mixed on the effect of the FBI's shift in resources on drug, white-collar, and violent crime enforcement efforts. Although these views are not representative of all practitioners, some did not think the FBI's shift had a significant impact on these crime enforcement efforts in their communities, while others said that drug, white-collar and violent-crime investigations had suffered. [ABSTRACT FROM AUTHOR]