This report presents the Government Accountability Office's (GAO) Performance Plan for Fiscal Year 2012. In the spirit of the Government Performance and Results Act, this annual plan informs the Congress and the American people about what we expect to accomplish on their behalf in the coming fiscal year. It sets forth our plan to make progress toward achieving our strategic goals for serving the

In the course of our work, we observed that ACS has an internal control system in place for processing purchasing documents and payments of invoices. However, we found a weakness in the procurement processes related to the Recovery Act expenditures that we reviewed. Specifically, we found the following: For its two largest Recovery Act purchases, ACS staff could not provide documentation to show

With the increased capacity included in our fiscal year 2010 appropriation request, we can continue to assist the Congress with oversight over a broad range of federal programs. As a knowledge-based organization, about 80 percent of GAO's budget funds staff compensation and benefits, with much of the balance of our budget funding mandatory operating expenses, such as security services and other c

GAO's work in fiscal year 2007 generated $45.9 billion in financial benefits. These financial benefits, which resulted primarily from actions agencies and the Congress took in response to our recommendations, included about $21.1 billion resulting from changes to laws or regulations, $16.3 billion resulting from improvements to core business processes, and $8.5 billion resulting from agency actio

GAO's work in fiscal year 2007 generated $45.9 billion in financial benefits. These financial benefits, which resulted primarily from actions agencies and the Congress took in response to our recommendations, included about $21.1 billion resulting from changes to laws or regulations, $16.3 billion resulting from improvements to core business processes, and $8.5 billion resulting from agency actio

The Postal Service has in place many of the foundational capabilities required for managing IT investments described in GAO's IT Investment Management framework, illustrated below. Proposed major projects go through established review processes and must be approved at a high level before being implemented. Control processes also are in place. Although the Postal Service evaluates proposed IT proj

The Social Security Administration (SSA) provided $450 billion in benefits to 50 million recipients in fiscal year 2001. Since 1995, when SSA became an independent agency, GAO has called for effective leadership and sustained management attention to several unresolved management challenges, including the redesign of its disability claims process, management and oversight problems with its SSI pro

GAO activities for the fiscal year ended September 30, 1985 were reported. Highlights of these activities were summarized and included work on: the budget deficit; the social security program; other entitlements and pension programs; Department of Defense entitlements; debt servicing; block grants; agricultural programs; tax administration; and financial management.

The activities of GAO were reported for the fiscal year ended September 30, 1984. Highlights of these activities were summarized and included work on: the budget deficit, the social security program, other entitlements and pension programs, Department of Defense entitlements, debt servicing, block grants, agricultural programs, tax administration, and financial management.

The activities of GAO are reported for the fiscal year ended September 30, 1983. Highlights of these activities are summarized and included: management and cost control savings recommended to the Department of Defense; a study of chemical warfare; reports on foreign military sales to Israel and Egypt, potential energy shortages, controlling health care costs, and debt collection.