This is the accessible text file for CG Presentation number GAO-07- 1214CG entitled 'Transforming Government, Management, and Accountability' which was released on August 29, 2007. The Honorable David M. Walker: Comptroller General of the United States: Fourth Biennial Pacific Emerging Issues Conference: Waikiki, Hawaii: August 22, 2007: GAO-07-1214CG: The Need for Good Governance, Transparency, and Accountability: Good governance, transparency, and accountability are critical in: * The private sector, to promote efficiency and effectiveness in the capital and credit markets, and overall economic growth, both domestically and internationally. * The public sector, for the effective and credible functioning of a healthy democracy, and in fulfilling the government’s responsibility to citizens and taxpayers. * The independent (not-for-profit) sector, to promote the proper use of resources consistent with the organizations mission and applicable laws and to maintain the trust and confidence of contributors. * All sectors, to support a health healthy that provides economic opportunities and benefits to citizens. Sorting out the needs—as well as the effective and appropriate governance and accountability mechanisms for different sectors and types of organizations—will be essential, both on a domestic and international scale. Accountability Risks in the Federal Government: In the U.S., government accountability professionals face many challenges: * A number of “high-risk areas” and “major management challenges.” * Current trends and challenges that have no boundaries. * A range of fiscal and other sustainability challenges that grow over time. * The failure to link resources and authorities to results (outcomes). * Rising expectations for demonstrable results and enhanced responsiveness. * A number of outdated federal policies, programs, structures, and activities. Our challenge is huge and growing bigger each year. Table: GAO's High-Risk List 2007: Addressing Challenges in Broad-based Transformations: * Strategic Human Capital Management[a]: Year Designated: 2001; * Managing Federal Real Property[a]: Year Designated: 2001; * Protecting the Federal Government’s Information Systems and the * Nations’ Critical Infrastructures: Year Designated: 1997; * Implementing and Transforming the Department of Homeland Security: Year Designated: 2003; * Establishing Appropriate and Effective Information-Sharing Mechanisms to Improve Homeland Security: Year Designated: 2005; * DOD Approach to Business Transformation[a]: Year Designated: 2005; - DOD Business Systems Modernization: Year Designated: 1995; - DOD Personnel Security Clearance Program; Year Designated: 2005; - DOD Support Infrastructure Management; Year Designated: 1997; - DOD Financial Management; Year Designated: 1995; - DOD Supply Chain Management; Year Designated: 1990; - DOD Weapon Systems Acquisition; Year Designated: 1990; * FAA Air Traffic Control Modernization; Year Designated: 1995; * Financing the Nation’s Transportation System[a] (New); Year Designated: 2007; * Ensuring the Effective Protection of Technologies Critical to U.S. National Security Interests[a] (New): Year Designated: 2007; * Transforming Federal Oversight of Food Safety[a] (New): Year Designated: 2007; Managing Federal Contracting More Effectively: * DOD Contract Management: Year Designated: 1992; * DOE Contract Management: Year Designated: 1990; * NASA Contract Management: Year Designated: 1990; * Management of Interagency Contracting: Year Designated: 2005; Assessing the Efficiency and Effectiveness of Tax Law Administration: * Enforcement of Tax Laws[a]: Year Designated: 1990; * IRS Business Systems Modernization: Year Designated: 1995; Modernizing and Safeguarding Insurance and Benefit Programs: * Modernizing Federal Disability Programs[a]: Year Designated: 2003; * Pension Benefit Guaranty Corporation Single-Employer Pension Insurance Program: Year Designated: 2003; * Medicare Program[a]: Year Designated: 1990; * Medicaid Program[a]: Year Designated: 2003; * National Flood Insurance Program[a]: Year Designated: 2006. [a] Legislation is likely to be necessary, as a supplement to actions by the executive branch, in order to effectively address this high-risk area. Source: GAO. [End of table] Three Suggested Areas of Congressional Oversight Going Forward: * Targets for near-term oversight (e.g., reducing the tax gap). * Policies and programs that are in need of fundamental reform and re- engineering (e.g., reviewing U.S. and coalition efforts to stabilize and rebuild Iraq and Afghanistan). * Governance issues that should be addressed to help ensure an economical, efficient, effective, ethical, and equitable federal government capable of responding to the various challenges and capitalizing on related opportunities in the twenty-first century (e.g., reviewing the effectiveness of the federal audit and accountability community, including the oversight, structure, and division of responsibility). Congressional Oversight Areas Related to the Accountability Community: * Review the Single Audit Act and propose reforms to ensure continuing effective oversight of the more than $400 billion in annual federal grants awarded to nonfederal entities. * Schedule a series of oversight hearings to deliberate GAO’s and the IGs’ roles, responsibilities, results, and proposed reforms. * Establish a government-wide accountability council to establish priorities and develop strategies to address federal accountability issues among GAO, OMB, PCIE, the ECIE, and other oversight organizations. Serving The Congress And The Nation Gao's Strategic Plan Framework Mission: 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. Themes: * Changing Security Threats; * Sustainability Concerns; * Economic Growth & Competitiveness; * Global Interdependency; * Societal Change; * Quality of Life; * Science & Technology. Goals and Objectives: Provide Timely, Quality Service to the Congress and the Federal Government to Address Current and Emerging Challenges to the Well-being and Financial Security of the American People related to: * Health care needs; * Lifelong learning; * Work benefits and protection; * Financial security; * Effective system of justice; * Viable communities; * Natural resources use and environmental protection; * Physical infrastructure. Respond to Changing Security Threats and the Challenges of Global Interdependence involving: * Homeland security; * Military capabilities and readiness; * Advancement of U.S. interests; * Global market forces. Help Transform the Federal Government's Role and How It Does Business to Meet Twenty-first Century Challenges by assessing: * Roles in achieving federal objectives; * Government transformation; * Key management challenges and program risks; * Fiscal position and financing of the government. Maximize the Value of GAO by Being a Model Federal Agency and a World- Class Professional Services Organization in the areas of: * Client and customer satisfaction; * Strategic leadership; * Institutional knowledge and experience; * Process improvement * Employer of choice. Core Values: * Accountability; * Integrity; * Reliability. Just One of Our Seven Themes: Selected Sustainability Challenges: * Fiscal Deficits and Debt Burdens; * Health Care Quality, Access, and Costs; * Defense and Homeland Security Strategies; * Social Insurance Commitments; * Tax Gaps and Policies; * Energy, Environment, and Resource Protection; * Immigration Policies; * Infrastructure Needs, Twenty-first Century Challenges Report: * Provides background, framework, and questions to assist in reexamining the base. * Covers entitlements & other mandatory spending, discretionary spending, and tax policies and programs. * Based on GAO’s work for the Congress. {Source: GAO.] Twelve Reexamination Area: Mission Areas: * Defense; * Education & Employment; * Financial Regulation & Housing; * Health Care; * Homeland Security; * International Affairs; * Natural Resources, Energy & Environment; * Retirement & Disability; * Science & Technology; * Transportation. Crosscutting Areas: * Improving Governance; * Reexamining the Tax System. Generic Reexamination Criteria and Sample Questions: * Relevance of purpose and the federal role: - Why did the federal government initiate this program and what was the government trying to accomplish? - Have there been significant changes in the country or the world that relate to the reason for initiating it? * Measuring success: - Are there outcome-based measures? If not, why? - If there are outcome-based measures, how successful is it based on these measures? * Targeting benefits: - Is it well targeted to those with the greatest needs and the least capacity to meet those needs? * Affordability and cost effectiveness: - Is it using the most cost-effective or net beneficial approaches when compared to other tools and program designs? * Best practices: - Is the responsible entity employing prevailing best practices to discharge its responsibilities and achieve its mission? The Objective of Transformation: To create a more positive future by maximizing value and mitigating risk within current and expected resource levels. Accountability Organization Maturity Model: This figure is a pyramid with the following statements stacked from base to peak: Combating Corruption; Promoting Transparency; Assuring Accountability; Enhancing Economy, Efficiency, Ethics, Equity, and Effectiveness; Increasing Insight; Facilitating Foresight. Source: GAO. Key Oversight Concepts: * Oversight is a key constitutional responsibility of the Congress; * Oversight is critical to providing the necessary checks and balances to maximize the government’s performance, assure it’s accountability, and prevent the abuse of government power. * History shows that oversight decreases with one-party rule. * Oversight should be focused on improving performance and assuring accountability; * It is essential that oversight be balanced and constructive by highlighting what is working well—including best practices—as well as identifying shortcomings to prevent repetition of mistakes. * Accountability organizations should employ a “constructive engagement” approach while maintaining their independence. * Accountability organizations should also “partner for progress” in order to maximize value and mitigate risk while leveraging available resources and minimizing duplication of effort. Key Oversight Concept: Constructive Engagement; Constructive engagement involves both a philosophical approach to the conduct of GAO's work as well as certain types of analyses themselves. From a philosophical standpoint, GAO seeks to point out both positive performance and areas in need of improvement. We also attempt to consider our findings in a fair and balanced light, with the appropriate degree of contextual sophistication (e.g., absolute, trend, and relative performance; inter-relationships between issues). From the standpoint of a particular study, constructive engagement typically involves GAO sharing its considerable knowledge and government-wide perspective, including related methodologies and best practices, to help agencies help themselves. Definition of Waste: Waste involves the taxpayers as a whole not receiving reasonable value for money in connection with any government funded activities due to an inappropriate act or omission by players with control over or access to government resources (e.g., executive, judicial, or legislative branch employees, contractors, grantees, or other recipients). Importantly, waste represents a transgression that is less than fraud and abuse and most waste does not involve a violation of law. Rather, waste relates primarily to mismanagement, inappropriate actions, or inadequate oversight. Examples of Waste: Illustrative examples of waste in the acquisitions and contracting area could include: * Unreasonable, unrealistic, inadequate, or frequently changing requirements. * Failure to use competitive bidding in appropriate circumstances. * Failure to engage in selected pre-contracting activities for contingent events (e.g., hurricanes, military conflicts). * Congressional directions (e.g., earmarks), and agency spending actions where the action would not otherwise be taken based on an objective value and risk assessment and considering available resources. GAO’S Key Accountability Partnerships: Internationally, GAO coordinates with the International Organization of Supreme Audit Institutions (INTOSAI) and the Global Working Group (GWG). On the domestic side, GAO collaborates with the: * National Intergovernmental Audit Forum (NIAF); * Domestic Working Group (DWG). NIAF: Convening Federal, State, and Local Auditors: GAO administers the NIAF to: * Provide opportunities for federal, state, and local auditors to meet, discuss, and devise effective solutions for audit issues of mutual concern, thereby improving accounting and financial reporting in the government. There are also 10 regional forums. On even years there is a Biennial Conference in which the National and regional forums meet together. NIAF Strategic Plan, 2005-2010: Mission: The National Intergovernmental Audit Forum (Nation Forum) is an association of audit executives from federal, state, and local governments. It exists to improve coordination, communication, and cooperation among its members, private sector firms, and other accountability organizations in order to address common challenges; enhance government performance, accountability, and transparency; and increase public trust. Themes: * Governance; * Fiscal constraints; * Human capital; * Homeland security; * Technology; * Interdependence; * Quality of life issues. Strategic Goals: * Foster networking, dialogue, and collaboration on current and emerging issues of common interest within the accountability community; * Enhance the capability, credibility, capacity, effectiveness, and professionalism of audit organizations by advancing audit standards, sharing best practices, and emphasizing the importance of accountability within government and the audit profession; * Improve the Forum's outreach, management, and impact to assist members in transforming government operations. Core Values: * Collaboration; * Professionalism; * Integrity. DWG: Convening IGs and State and Local Auditors: * GAO established DWG to: - Discuss mutual challenges; - Share experiences; - Identify opportunities for collaboration with each other - Conduct selected DWG projects and promote other cooperative and coordinated efforts (e.g., Hurricane Katrina). * DWG is currently comprised of 6 IGs, 7 state auditors, and 6 local auditors. * DWG’s current projects: - Governance; - Long-Term Fiscal Challenges; - Pandemic Flu; - Tax Gap. Consolidated Financial Statements: Obstacles Preventing an Opinion. Three major impediments, which have existed for the entire 10-year period that GAO has been required to perform this annual audit, continue to prevent us from rendering an opinion on the U.S. government’s consolidated financial statements: 1. The deeply rooted, long-standing, and pervasive financial management problems in DOD. 2. The federal government’s inability to adequately account for and reconcile significant amounts in intra-governmental activity and balances between federal agencies. 3. The federal government’s ineffective process for preparing the consolidated financial statements. Consolidated Financial Statements: Possible Ways Forward. Resolving the weaknesses in the systems, controls, and procedures for preparing the consolidated financial statements will require a strong commitment from Treasury and OMB. In addition, the following actions should be considered and supported: * Enhanced fiscal sustainability and inter-generational equity reporting, including FASAB’s related efforts; * The reporting of key outcome-based performance information, as well as the role of a balance sheet in the federal government reporting model; * The preparation and publication of an easily understandable summary annual report that includes in a clear, concise, and transparent manner, key financial and performance information embodied in the Financial Report of the United States Government. Financial Reporting: Improving Transparency of Long-term Costs Before Decisions Are Made. * Require supplemental reporting in the President’s annual budget submission (e.g., require the President to state a fiscal policy philosophy, present a budget path for at least 10 years, and prepare a Fiscal Exposures Statement covering at least 40 years in each annual budget submission); * Require additional executive branch reports (e.g., require a summary annual report on key financial and performance information, and a periodic report on long-range fiscal sustainability); * Require CBO and JCT to provide additional cost information on major spending and tax proposals before adoption; * Require GAO to publish an annual report that would include, among things: comments on whether the President and CBO/JCT met the new reporting requirements specified above; * Consider changing the budget treatment in certain areas (e.g., expanding use of accrual budgeting); * Consider creating budget concepts and reform commission to address issues such as PAYGO, budget caps and triggers, the use of supplementals, and other matters (e.g., earmarks). Illustrative Examples of GAO’s Work to Modernize the Accountability Profession: * Leading strategic planning and coordination efforts with major accountability organizations around the world (e.g., INTOSAI, GWG) and domestically (e.g., NIAF and DWG) that include oversight, insight, and foresight dimensions; * Enhancing federal financial reporting (e.g., social insurance, restricted revenues, fiscal sustainability, generational equity, and performance) and pursuing publication of a summary annual report; * Promoting the modernization of the accounting/reporting models (e.g., IFAC, FASB, GASB, FASAB) and other assurance models (e.g., IAASB); * Creating the U.S Auditing Standards Coordinating Forum (i.e., GAO, PCAOB, ASB), which among other efforts, develops strategies for overcoming challenges and barriers to modernizing the auditing profession in the U.S.; * Monitoring implementation of the Sarbanes-Oxley Act and considering whether reform elements similar to those in Sarbanes-Oxley make sense for the federal government; * Modernizing Generally Accepted Government Auditing Standards (Yellow Book); * Pursuing the design and adoption of key national indicators. GAO’s 2007 Yellow Book Update: Effective for Audits Beginning on or After January 1, 2008: Major areas of revisions: * Bringing performance audits under a professional assurance framework using concepts of audit risk, significance, and sufficient, appropriate evidence; * Emphasizing the critical role of government audits in achieving credibility and accountability in government; * Expanding and strengthening the discussion and guidance on audit quality; * Outlining overarching ethical framework in government audits; * Modernizing GAGAS and updating for major developments in the accountability and audit environment. The Future Accounting/Reporting and Audit Reporting Model: We need to review and revise the existing accounting/reporting model to reflect several dimensions: * Generic provisions; * Industry information; * Entity-specific information (i.e., value and risk). We need to recognize the difference between certain types of financial and other information: * Historical cost; * Readily marketable assets; * Non-readily marketable assets; * Projection information; * Performance information. We need to review and revise the existing audit reporting model to accomplish at least four objectives: * Recognize that the opinion should address whether the financial statements are fairly presented in all material respects and prepared in accordance with authoritative accounting principles (e.g., promulgated by FASB, GASB, FASAB, IFAC); * Expand the auditor’s report to include key value and risk-based performance and projection information over time and as appropriate; * Update the audit reporting model to link it with the new financial reporting model, and provide appropriate degrees of assurance for each type of information to improve value and reduce risk; * We need to move beyond “going concern opinions” to provide more timely and meaningful information to the users of financial statements in appropriate circumstances (e.g. US government). We need to ultimately go global in connection with all major accounting and audit matters. We need to coordinate domestic efforts in the interim (e.g., U.S. Auditing Standards Coordinating forum). Key National Indicators: * WHAT: A portfolio of economic, social, and environmental outcome- based measures that could be used to help assess the nation’s and other governmental jurisdictions’ position and progress; * WHO: Many countries and several states, regions, and localities have already undertaken related initiatives (e.g., Australia, New Zealand, Canada, United Kingdom, Oregon, Silicon Valley (California) and Boston); * WHY: Development of such a portfolio of indicators could have a number of possible benefits, including: - Serving as a framework for related strategic planning efforts; - Enhancing performance and accountability reporting; - Informing public policy decisions, including much needed baseline reviews of existing government policies, programs, functions, and activities; - Facilitating public education and debate as well as an informed electorate. * WAY FORWARD: Consortium of key players housed by the National Academies domestically and related efforts by the OECD and others internationally. Key National Indicators: Where the United States Ranks: The United States may be the only superpower, but compared to most other OECD countries on selected key economic, social, and environmental indicators, on average, the U.S. ranks 16 out of 28. OECD Categories for Key Indicators (2006 OECD Factbook): * Population/Migration; * Energy; * Environment; * Labor Market; * Education; * Public Finance; * Science & Tech.; * Quality of Life; * Macroeconomic Trends; * Economic Globalization * Prices. Key Responsibilities for the Accountability Community: * Ferreting Out Fraud, Waste, and Abuse; * Seeking More Efficient, Effective, Ethical, and Equitable Government; * Providing Perspective; * Leading By Example; * Building Partnerships; * Modernizing the Profession. Key Leadership Attributes Needed for These Challenging and Changing Times: * Courage; * Integrity; * Creativity; * Stewardship; * Partnership. 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