Internal controls (21 - 30 of 43 items)
USAID Acquisition and Assistance: Actions Needed to Develop and Implement a Strategic Workforce Plan
GAO-08-1059: Published: Sep 26, 2008. Publicly Released: Sep 26, 2008.
The U.S. Agency for International Development (USAID) over the years has shifted from conducting its own activities to managing acquisition and assistance (A&A) instruments--contracts, grants, and cooperative agreements--awarded to and implemented by mainly nongovernmental entities. For fiscal years 2002 through 2007, USAID's A&A obligations doubled from about $5 billion to $10 billion. A&A staff-...
Diversity Management: Important Actions Taken and Planned to Further Enhance Diversity
GAO-08-1160T: Published: Sep 16, 2008. Publicly Released: Sep 16, 2008.
For GAO, having a diverse workforce at all levels is an organizational strength that contributes to the achievement of results by bringing a wider variety of perspectives and approaches to policy development and implementation, strategic planning, problem solving and decision making. GAO's Office of Opportunity and Inclusiveness (O&I) is responsible for all functions and activities designed to pro...
Women's Earnings: Federal Agencies Should Better Monitor Their Performance in Enforcing Anti-Discrimination Laws
GAO-08-799: Published: Aug 11, 2008. Publicly Released: Sep 10, 2008.
In 2003, GAO found that women, on average, earned 80 percent of what men earned in 2000 and workplace discrimination may be one contributing factor. The Equal Employment Opportunity Commission (EEOC) and the Department of Labor (Labor) enforce several laws intended to prevent gender pay discrimination. GAO examined (1) how EEOC enforces laws addressing gender pay disparities among private sector e...
Human Capital: Selected Agencies Have Implemented Key Features of Their Senior Executive Performance-Based Pay Systems, but Refinements Are Needed
GAO-08-1019T: Published: Jul 22, 2008. Publicly Released: Jul 22, 2008.
In 2003, Congress and the administration established a performance-based pay system for Senior Executive Service (SES) members that requires a link between individual and organizational performance and pay. Specifically, agencies are allowed to raise SES pay caps if their systems are certified by the Office of Personnel Management (OPM) with concurrence by the Office of Management and Budget (OMB)...
Federal Transit Benefits Program: Ineffective Controls Result in Fraud and Abuse by Federal Workers
GAO-07-724T: Published: Apr 24, 2007. Publicly Released: Apr 24, 2007.
Under the federal transit benefits program, federal employees receive transit benefits (e.g., Metrocheks) to encourage them to commute to work via public transportation. Based on information provided by the Department of Transportation, as of July 2006, the National Capital Region had 120,000 participants claiming roughly $140 million in benefits. Recently, inspectors general (IG) of various agenc...
Human Capital: Status of Efforts to Improve Federal Hiring
GAO-04-796T: Published: Jun 7, 2004. Publicly Released: Jun 7, 2004.
The executive branch hired nearly 95,000 new employees during fiscal year 2003. Improving the federal hiring process is critical given the increasing number of new hires expected in the next few years. In May 2003, GAO issued a report highlighting several key problems in the federal hiring process. That report concluded that the process needed improvement and included several recommendations to ad...
Human Capital: Opportunities to Improve Federal Continuity Planning Guidance
GAO-04-384: Published: Apr 20, 2004. Publicly Released: Apr 20, 2004.
Federal agencies must have the capacity to serve the public during disruptions to normal operations. This depends, in part, on continuity efforts that help agencies marshal, manage, and maintain their most important asset--their people, or human capital. GAO identified the human capital considerations relevant to federal continuity efforts; described efforts by the Federal Emergency Management Age...
Results-Oriented Cultures: Creating a Clear Linkage between Individual Performance and Organizational Success
GAO-03-488: Published: Mar 14, 2003. Publicly Released: Apr 4, 2003.
The federal government is in a period of profound transition and faces an array of challenges and opportunities to enhance performance, ensure accountability, and position the nation for the future. High-performing organizations have found that to successfully transform themselves, they must often fundamentally change their cultures so that they are more results-oriented, customer-focused, and col...
Highlights of a GAO Roundtable: The Chief Operating Officer Concept: A Potential Strategy To Address Federal Governance Challenges
GAO-03-192SP: Published: Oct 4, 2002. Publicly Released: Oct 4, 2002.
The federal government is in period of profound transition requires a comprehensive review, reassessment, reprioritization, and reengineering of what the government does, how it does business, and, in some cases, who does the government's business. Agencies will need to transform their cultures so that they are more results oriented, customer focused, and collaborative in nature. At the same time,...
National Gambling Impact Study Commission: Selected Operational Practices
GGD-99-46: Published: Apr 16, 1999. Publicly Released: Apr 19, 1999.
Pursuant to a congressional request, GAO reviewed selected operational practices of the National Gambling Impact Study Commission (NGISC), focusing on: (1) whether NGISC is subject to the Federal Advisory Committee Act (FACA) and, if so, whether NGISC followed FACA with respect to three specific meetings; (2) what contracting procedures were used in NGISC's award of three major contracts; (3) why...