PDP Annual Report:

For Fiscal Year 2004

Published: Mar 1, 2005. Publicly Released: Mar 1, 2005.

Additional Materials:


Mark E. Gebicke
(202) 512-4126


Office of Public Affairs
(202) 512-4800

The Professional Development Program (PDP) was established in 2001 as part of GAO's strategic objective to become the professional services employer of choice--one that recruits and retains outstanding employees and is considered an excellent place to work. The PDP has made major contributions to achieving GAO's goals by developing and training new staff to succeed. Now that we have completed our third full year of operations, we would like to share some of the highlights and successes of the PDP program that contributed to personal and professional growth of new staff and their supervisors as well as organizational growth of GAO. We are pleased to present the PDP's third annual report, which combines our assessment of what we accomplished in fiscal year 2004 with our plans for continued progress in fiscal year 2005.

In fiscal year 2004, we continued to provide services in headquarters and the field to 231 active PDP staff and 10 teams. Our work resulted in a number of accomplishments. For example, we graduated 185 PDP staff from the program and permanently placed 105 into their new home teams. We also managed 484 Performance Review Group meetings and about 315 rotations for PDP staff. This past year we continued to expand and refine our services for PDP staff, their supervisors, and the teams by increasing the number of activities. For instance, we modified various operational procedures to standardize the program across offices, provided greater access for field PDP staff to headquarters developmental opportunities, and took steps to improve the utilization of newly hired staff. We also implemented projects to address two key efforts of GAO's Strategic Plan. The second survey of PDP staff and PDP supervisors, conducted in fall 2004, demonstrated that the program continues to provide PDP staff with the developmental opportunities and experiences needed to succeed as GAO analysts. PDP staff and their supervisors found the program to be highly effective in helping new staff contribute to engagements, develop subject matter expertise, and adapt to how GAO works. As we move ahead, we look forward to the continued development of the PDP. For example, during fiscal year 2005 we plan to focus on activities to enhance PDP staff productivity by addressing downtime and staff utilization issues and to revise PDP Performance Review Group Categories to reflect GAO's new Band I six-competency performance management model. We are also looking forward to graduating and permanently placing about 54 trained and highly capable staff in teams in a manner that best matches organizational needs with staff skills and interests.

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