GAO Strategic Plan, 2007-2012 (30-MAR-07, GAO-07-1SP).
In keeping with GAO's commitment to update its strategic plan at
least once every 3 years--consistent with the Government
Performance and Results Act--this strategic plan describes our
proposed goals and strategies for serving the Congress for fiscal
years 2007 through 2012. As expected, with the Congress and the
nation facing such challenges as the large and growing long-term
fiscal imbalance and increased concerns about meeting the health
care needs of American citizens, this plan includes bodies of
work that address anticipated requests for evaluations of those
and other major issues. In addition, our plan covers anticipated
work related to major government transformation efforts,
especially in the areas of homeland security and defense. Since
our last update to the strategic plan, many challenges continue
and others have emerged. For example, the war on terrorism has
continued, as has the nation's involvement in Iraq and the
ensuing reconstruction effort that is still unfolding. Hurricanes
Katrina and Rita and predictions of an influenza pandemic have
raised the nation's awareness of nonmilitary threats to homeland
security. Historic budget deficits have added to our country's
national debt. Perhaps more disturbing is that our nation's
long-range fiscal outlook remains unsustainable given existing
federal commitments and the challenges of caring for a growing
elderly population. Consequently, policymakers will be
increasingly required to judge what the nation can afford, both
now and in the future. In addition, national boundaries are
becoming less relevant to policymakers as they address a range of
economic, security, social, and environmental issues. At the same
time, the composition of our nation's population is becoming
older and more diverse, resulting in a virtual kaleidoscope of
demands for federal funds and services. Scientific research and
technological developments provide opportunities to improve the
lives of U.S. citizens but also raise profound ethical questions
for society. Accompanying these changes are new expectations
about the quality of life for Americans and the ways of measuring
the nation's position and progress. Governance structures are
evolving in order to contend with these new forces and an
accelerating pace of change. These broad themes--changing
security threats, sustainability concerns, economic growth and
competitiveness, global interdependence, societal change, quality
of life, and science and technology--provide the context for our
plan.
-------------------------Indexing Terms-------------------------
REPORTNUM: GAO-07-1SP
ACCNO: A67666
TITLE: GAO Strategic Plan, 2007-2012
DATE: 03/30/2007
SUBJECT: Accountability
Agency missions
Education
Environmental policies
Financial management
Health care programs
Homeland security
Housing programs
Internal controls
International economic relations
International relations
Performance measures
Population statistics
Program evaluation
Public debt
Quality of life
Reporting requirements
Retirement benefits
Strategic planning
Transportation
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GAO-07-1SP
* [1]Table of Contents
* [2]Abbreviations
* [3]Letter from the Comptroller General
* [4]Our Mission, Goals, Strategies, and Means
* [5]Mission Statement
* [6]Statutory Responsibilities
* [7]Our Strategic Goals
* [8]Key Performance Measures
* [9]Strategies and Means
* [10]Internal Management Challenges
* [11]External Factors That Could Affect Our Performance
* [12]Our Organizational Structure
* [13]Themes Affecting the Plan: Preparing the United States for an
Interdependent World
* [14]Goal 1 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
* [15]Strategic Objective 1.1 The Health Needs of an Aging and
Diverse Population
* [16]Performance Goal 1.1.1 Evaluate Medicare Reform,
Financing, and Operations
* [17]Performance Goal 1.1.2 Assess Trends and Issues in
Private Health Insurance Coverage
* [18]Performance Goal 1.1.3 Assess Actions and Options for
Improving VA's and DOD's Health Care Services
* [19]Performance Goal 1.1.4 Evaluate the Effectiveness of
Federal Programs to Promote and Protect the Public Health
* [20]Performance Goal 1.1.5 Evaluate the Effectiveness of
Federal Programs to Prevent, Prepare for, and Respond to
Public Health Emergencies
* [21]Performance Goal 1.1.6 Evaluate Federal and State
Program Strategies for Financing and Overseeing Long-term
Health Care
* [22]Performance Goal 1.1.7 Assess State Experiences and
Federal Oversight in Providing Health Insurance Coverage for
Low-Income Populations
* [23]Strategic Objective 1.2 Lifelong Learning to Enhance U.S.
Competitiveness
* [24]Performance Goal 1.2.1 Identify Opportunities to Improve
Programs That Target Federal Resources to Activities That
Support Lifelong Learning
* [25]Performance Goal 1.2.2 Assess the Effectiveness of
Education and Training Programs in Meeting the Needs of the
21st Century Workforce
* [26]Performance Goal 1.2.3 Support Improved Oversight and
Management of Education and Training Programs
* [27]Strategic Objective 1.3 Benefits and Protections for Workers,
Families, and Children
* [28]Performance Goal 1.3.1Identify Opportunities to Improve
Programs That Provide Social Services, Economic, and
Nutrition Assistance to Individuals, Families, and Children
* [29]Performance Goal 1.3.2 Identify Ways to Improve Federal
Policies and Support for People with Disabilities
* [30]Performance Goal 1.3.3 Assess the Effectiveness of
Strategies and Safeguards to Protect Workers, as Well as
Individuals' Identities, in an Increasingly Complex Work and
Economic Environment
* [31]Strategic Objective 1.4 Financial Security for an Aging
Population
* [32]Performance Goal 1.4.1 Assess the Policy and
Administrative Challenges to the Federal Government in
Providing for Americans' Financial Security in Retirement
* [33]Performance Goal 1.4.2 Assess the Financial and
Administrative Challenges to Providing Employer-Sponsored
Pensions and Retaining Older Americans in the Workforce, and
the Implications of These Challenges for National Retirement
Security
* [34]Performance Goal 1.4.3 Assess Options and Strategies to
Help Individuals Ensure Retirement Security for Themselves
and Their Families
* [35]Strategic Objective 1.5 Ensuring a Responsive, Fair, and
Effective System of Justice
* [36]Performance Goal 1.5.1 Assess the Federal Justice
System's Ability to Operate Fairly and Efficiently
* [37]Performance Goal 1.5.2 Identify Ways to Improve Federal
Agencies' Ability to Prevent and Respond to Terrorism and
Other Major Crimes
* [38]Strategic Objective 1.6 The Promotion of Viable Communities
* [39]Performance Goal 1.6.1 Assess Federal Community and
Economic Development Assistance and Its Impact on
Communities
* [40]Performance Goal 1.6.2 Assess the Effectiveness of
Federal Initiatives to Assist Small and Minority-Owned
Businesses
* [41]Performance Goal 1.6.3 Assess How the Federal Government
Can Balance Promoting Home Ownership and Financial Risk
While Adapting to Changing Markets and Policies
* [42]Performance Goal 1.6.4 Assess How Well Federal Programs
That Support Affordable Rental Housing Meet Objectives,
Manage Financial Risk, and Improve Recipients' Well-being
* [43]Strategic Objective 1.7 Responsible Stewardship of Natural
Resources and the Environment
* [44]Performance Goal 1.7.1 Assess the Nation's Ability to
Ensure Reliable and Environmentally Sound Energy for Current
and Future Generations
* [45]Performance Goal 1.7.2 Assess Federal Strategies for
Managing Land and Water Resources in a Sustainable Fashion
for Multiple Uses
* [46]Performance Goal 1.7.3 Assess Environmental Protection
Strategies and Programs
* [47]Performance Goal 1.7.4 Assess Efforts to Reduce the
Threats Posed by Hazardous and Nuclear Wastes
* [48]Performance Goal 1.7.5 Assess Federal Programs' Ability
to Ensure a Plentiful and Safe Food Supply, Provide Economic
Security for Farmers, and Minimize Agricultural
Environmental Damage
* [49]Strategic Objective 1.8 A Safe, Secure, and Effective
National Physical Infrastructure
* [50]Performance Goal 1.8.1 Assess Strategies for
Identifying, Evaluating, Prioritizing, Financing, and
Implementing Integrated Solutions to the Nation's
Transportation Infrastructure Challenges
* [51]Performance Goal 1.8.2 Assess the Impact of
Transportation and Telecommunications Policies and Practices
on Competition and Consumers
* [52]Performance Goal 1.8.3 Assess the Federal Government's
Role in Fostering and Overseeing Telecommunications in the
Public Interest
* [53]Performance Goal 1.8.4 Assess Efforts to Improve Safety
in Moving People and Goods across the Nation's
Transportation System
* [54]Performance Goal 1.8.5 Assess the U.S. Postal Service's
Transformation Efforts to Ensure Its Viability and
Accomplish Its Mission
* [55]Performance Goal 1.8.6 Assess Federal Efforts to Plan
for, Acquire, Manage, Maintain, Secure, and Dispose of the
Government's Real Property Assets
* [56]Goal 2 Provide Timely, Quality Service to the Congress and the
Federal Government to Respond to Changing Security Threats and the
Challenges of Global Interdependence
* [57]Strategic Objective 2.1 Protect and Secure the Homeland from
Threats and Disasters
* [58]Performance Goal 2.1.1 Assess Federal Homeland Security
Management, Resources, and Coordination
* [59]Performance Goal 2.1.2 Assess Efforts to Strengthen
Border Security and Immigration Enforcement to Enhance
Homeland Security
* [60]Performance Goal 2.1.3 Assess U.S. National Emergency
Preparedness and Response Capabilities
* [61]Performance Goal 2.1.4 Assess Efforts to Strengthen
Security in All Transportation Modes
* [62]Performance Goal 2.1.5 Evaluate Ways to Strengthen
Government Information Security and Protect Computer and
Telecommunications Systems That Support the Nation's
Critical Infrastructures
* [63]Performance Goal 2.1.6 Assess Homeland Security
Information and Intelligence Sharing
* [64]Strategic Objective 2.2 Ensure Military Capabilities and
Readiness
* [65]Performance Goal 2.2.1 Assess DOD's Ability to Maintain
Adequate Readiness Levels While Transforming Forces and
Capabilities to Meet 21st Century Challenges
* [66]Performance Goal 2.2.2 Assess DOD's Efforts to Respond
to Emerging Threats and Irregular Warfare
* [67]Performance Goal 2.2.3 Assess Progress and Challenges
DOD Faces in Emphasizing Increased Joint Capabilities
* [68]Performance Goal 2.2.4 Assess Overall Human Capital
Management to Ensure a High-Quality Total Force
* [69]Performance Goal 2.2.5 Assess the Ability of Weapon
System Acquisition Programs and Processes to Achieve Desired
Outcomes
* [70]Performance Goal 2.2.6 Assess Progress in Improving the
Economy, Efficiency, and Effectiveness of DOD's Support
Infrastructure and Business Systems and Processes
* [71]Performance Goal 2.2.7 Assess the National Nuclear
Security Administration's Efforts to Maintain a Safe and
Reliable Nuclear Weapons Stockpile
* [72]Performance Goal 2.2.8 Analyze and Support DOD's Efforts
to Improve Planning, Programming, Budgeting, Execution, and
Program Performance
* [73]Strategic Objective 2.3 Advance and Protect U.S.
International Interests
* [74]Performance Goal 2.3.1 Analyze the Plans, Strategies,
Roles, Costs, and Results of the United States and Its
Allies in Conflict Interventions
* [75]Performance Goal 2.3.2 Analyze the Effectiveness and
Management of U.S. Foreign Aid and Developmental and
Humanitarian Programs and the Tools Used to Implement Them
* [76]Performance Goal 2.3.3 Analyze the Plans, Costs, and
Outcomes of Responding to Challenges to U.S. Strategic
Interests
* [77]Performance Goal 2.3.4 Evaluate the Extent to Which U.S.
Interests Are Effectively Served by U.S. Participation in
Multilateral Organizations
* [78]Performance Goal 2.3.5 Assess the Strategies and
Management Practices for U.S. Foreign Affairs Functions and
Activities
* [79]Performance Goal 2.3.6 Evaluate the Effectiveness and
Coordination of U.S. International Counterterrorism Efforts
* [80]Performance Goal 2.3.7 Assess the Effectiveness of U.S.
and International Efforts to Prevent Proliferating Nuclear,
Biological, Chemical, and Conventional Weapons and Sensitive
Technologies
* [81]Strategic Objective 2.4 Respond to the Impact of Global
Market Forces on U.S. Economic and Security Interests
* [82]Performance Goal 2.4.1 Analyze How U.S. Interests Are
Served through Trade Agreements, U.S. Programs, and
International Cooperative Efforts
* [83]Performance Goal 2.4.2 Improve Understanding of the
Effects of a Global Supplier Base on U.S. National Security
Interests
* [84]Performance Goal 2.4.3 Assess How the United States Can
Influence Improvements in the World Financial System
* [85]Performance Goal 2.4.4 Assess the Ability of the
Financial Services Industry and Its Regulators to Maintain a
Stable and Efficient Financial System in the Face of Market
Change and Innovation
* [86]Performance Goal 2.4.5 Assess the Effectiveness of
Regulatory Programs and Policies in Ensuring Access to
Financial Services and Deterring Fraud and Abuse in
Financial Markets
* [87]Goal 3 Help Transform the Government by Supporting a Broad-Based
Reexamination of Federal Programs
* [88]Strategic Objective 3.1 Reexamine the Federal Government's
Role in Achieving Evolving National Objectives
* [89]Performance Goal 3.1.1 Examine Emerging Challenges and
Opportunities to Position the Federal Government for the
21st Century
* [90]Performance Goal 3.1.2 Examine the Relationships of
Governmental and Nongovernmental Organizations and the Use
of Policy Tools in Achieving National Goals
* [91]Strategic Objective 3.2 Support the Transformation to
Results-Oriented, High-Performing Government
* [92]Performance Goal 3.2.1 Analyze and Support Efforts to
Improve the Human Capital Infrastructure Key to Successfully
Transforming the Government
* [93]Performance Goal 3.2.2 Assess Efforts to Improve
Results-Oriented Management Oversight across the Government
* [94]Performance Goal 3.2.3 Identify Ways to Improve the
Collection, Dissemination, and Quality of Federal
Information
* [95]Performance Goal 3.2.4 Identify Ways to Improve
Financial Management Infrastructure Capacity to Provide
Useful Information for Managing Results and Costs Day to Day
* [96]Performance Goal 3.2.5 Assess the Government's Planning,
Implementation, and Use of IT to Improve Performance and
Modernize Federal Programs and Operations
* [97]Performance Goal 3.2.6 Identify Ways to Improve How
Federal Agencies Acquire Goods and Services
* [98]Strategic Objective 3.3 Support Congressional Oversight of
Key Management Challenges and Program Risks to Improving Federal
Operations and Ensuring Accountability
* [99]Performance Goal 3.3.1 Highlight High-Risk Federal
Programs and Operations and Monitor Progress of Executive
Branch Management Reforms
* [100]Performance Goal 3.3.2 Identify Ways to Strengthen
Accountability for the Federal Government's Assets and
Operations
* [101]Performance Goal 3.3.3 Assess the Management and
Results of the Federal Investment in Science and Technology
and the Effectiveness of Efforts to Protect Intellectual
Property
* [102]Strategic Objective 3.4 Analyze the Government's Fiscal
Position and Strengthen Approaches for Addressing the Current and
Projected Fiscal Gap
* [103]Performance Goal 3.4.1 Analyze the Structure and
Information for Budgetary Choices and Explore Alternatives
for Improvement, Including Implications for the Long-term
Fiscal Position
* [104]Performance Goal 3.4.2 Contribute to Congressional
Deliberations on Tax Policy
* [105]Performance Goal 3.4.3 Identify Specific Opportunities
to Reduce the Tax Gap and Improve Federal Tax Administration
* [106]Performance Goal 3.4.4 Assess the Reliability of
Financial Information on the Government's Fiscal Position
and Financing Sources
* [107]Goal 4 Maximize the Value of GAO by Being a Model Federal Agency
and a World-class Professional Services Organization
* [108]Strategic Objective 4.1 Improve Client and Customer
Satisfaction and Stakeholder Relationships
* [109]Performance Goal 4.1.1 Strengthen Communication with
Congressional Clients
* [110]Performance Goal 4.1.2 Measure Our Clients'
Satisfaction with Our Work and Act on Client Feedback
* [111]Performance Goal 4.1.3 Assess Internal Customer
Satisfaction with Our Services and Processes and Implement
and Measure Improvement Efforts
* [112]Performance Goal 4.1.4 Modernize and Transform the
Accountability Profession in the Public and Private Sectors,
Both Domestically and Internationally, to Leverage Our
Resources and Better Meet the Challenges of the 21st Century
* [113]Strategic Objective 4.2 Lead Strategically to Achieve
Enhanced Results
* [114]Performance Goal 4.2.1 Ensure a Seamless Strategic
Planning, Workforce Planning, and Budget Process to Maximize
Results and Manage Risks within Current and Expected
Resources
* [115]Performance Goal 4.2.2 Strengthen Our Strategic Human
Capital Management to Achieve Enhanced Results
* [116]Performance Goal 4.2.3 Ensure Exemplary Practices and
Systems in Our Fiscal Operations
* [117]Performance Goal 4.2.4 Further Enhance IT Governance to
Achieve Strategic Results by Applying Emerging Best
Practices in IT Processes and Management
* [118]Strategic Objective 4.3 Leverage Our Institutional Knowledge
and Experience
* [119]Performance Goal 4.3.1 Maximize the Collection, Use,
and Retention of Essential Organizational Knowledge
* [120]Performance Goal 4.3.2 Increase Our Knowledge-Sharing
Capability
* [121]Performance Goal 4.3.3 Enhance Knowledge Sharing with
Other National and International Accountability and
Professional Organizations
* [122]Strategic Objective 4.4 Enhance Our Business and Management
Processes
* [123]Performance Goal 4.4.1 Streamline the Engagement
Process and Improve Engagement Services
* [124]Performance Goal 4.4.2 Enhance the Quality, Content,
and Appearance of Our Products
* [125]Performance Goal 4.4.3 Improve Our Administrative and
Management Processes and Use Enabling Technology to Improve
Crosscutting Processes
* [126]Strategic Objective 4.5 Become a Professional Services
Employer of Choice
* [127]Performance Goal 4.5.1 Promote an Environment That Is
Fair and Unbiased and That Values Opportunity and
Inclusiveness
* [128]Performance Goal 4.5.2 Provide Our Staff with Tools,
Technology, and a World-class Working Environment
* [129]Performance Goal 4.5.3 Provide a Safe and Secure
Workplace
* [130]Performance Goal 4.5.4 Enhance Employee Views about GAO
* [131]Performance Goal 4.5.5 Improve the Development and
Experiences of Newly Hired Staff
* [132]Image Sources
United States Government Accountability Office
sTRATEGIC
PLAN
2007 - 2012
Serving the Congress and the Nation
[133]GAO-07-1SP
Serving the Congress and the Nation
GAO'S StrategiC Plan
2007-2012
The strategic plan and our performance and accountability reports are available
through our Web site at www.gao.gov/sp.html .
Linked to that same page is our full family of strategic planning and
performance and accountability publications.
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References
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