The Public Service: Issues Confronting the Federal Civilian Workforce
(Letter Report, 08/25/94, GAO/GGD-94-157).

A quality workforce is essential if Americans are to have an efficient
and responsive federal government.  Over the years, GAO has repeatedly
cited problems affecting the quality and effectiveness of the federal
workforce.  In the future, traditional approaches to recruiting, hiring,
training, and managing federal workers will grow increasingly outmoded.
Major economic, demographic, and political changes are occurring that
could significantly reshape the environment in which the workforce
operated.  This report summarizes some of the major improvements in
federal human resource management that have occurred since 1991 and key
open recommendations that GAO made to Congress, the Office of Personnel
Management, and other agencies.

--------------------------- Indexing Terms -----------------------------

 REPORTNUM:  GGD-94-157
     TITLE:  The Public Service: Issues Confronting the Federal Civilian 
             Workforce
      DATE:  08/25/94
   SUBJECT:  Human resources utilization
             Employee medical benefits
             Labor-management relations
             Federal employees
             Personnel recruiting
             Information dissemination operations
             Personnel management
             Civilian employees
             Fair employment programs
             Hiring policies
IDENTIFIER:  National Performance Review
             Federal Employees Health Benefits Program
             
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Cover
================================================================ COVER


Report to Congressional Committees and the Director, Office of
Personnel Management

August 1994

THE PUBLIC SERVICE - ISSUES
CONFRONTING THE FEDERAL CIVILIAN
WORKFORCE

GAO/GGD-94-157

The Federal Civilian Workforce


Abbreviations
=============================================================== ABBREV

  ACWA - Administrative Careers With America
  EEO - Equal Employment Opportunity
  EEOC - Equal Employment Opportunity Commission
  FEHBP - Federal Employees Health Benefits Program
  FPM - Federal Personnel Manual
  GPRA - Government Performance and Results Act
  HHS - Department of Health and Human Services
  OMB - Office of Management and Budget
  OPM - Office of Personnel Management
  PME - Personnel Management Evaluation

Letter
=============================================================== LETTER


B-246966.3

August 25, 1994

The Honorable John Glenn
Chairman, Committee on
 Governmental Affairs
United States Senate

The Honorable William L.  Clay
Chairman, Committee on Post
 Office and Civil Service
House of Representatives

The Honorable James B.  King
Director, Office of
 Personnel Management

A quality workforce is essential if Americans are to have an
efficient and responsive federal government.  We have pointed to
problems affecting the quality and effectiveness of the federal
workforce on many occasions, which include our 1988 and 1992
Transition Series reports entitled The Public Service, various High
Risk Series reports, many other reports, and testimonies before
Congress. 

In the years to come, traditional approaches to recruiting, hiring,
training, and managing the federal workforce will grow increasingly
outmoded.  Major economic, demographic, and political changes are
occurring that could significantly reshape the environment in which
the workforce operates. 

These changes include (1) a significant downsizing of the federal
workforce, both in defense and civilian agencies; (2) the
"reinvention" of the public service with an eye toward greater
responsiveness and customer orientation; (3) the movement toward a
more culturally diverse workforce that better reflects national
demographic trends; (4) a flattening and streamlining of
organizational structures in federal agencies; (5) a reemphasis on
the importance of ethics and integrity in government; and (6) a
search for innovative ways to recruit and retain the highest quality
participants for the public service. 

This report is submitted in response to Title I of the Civil Service
Reform Act of 1978, which requires us to report annually on the
significant activities of the Office of Personnel Management (OPM). 
It summarizes some significant improvements in federal human resource
management that have occurred since 1991 and key open recommendations
(by which we mean ones that have not been fully implemented) that we
made to Congress, OPM, and other agencies.  Appendix I contains a
bibliography of our calendar year 1992 and fiscal year 1993 reports
and testimonies that have some bearing on federal workforce issues,
generally at the individual agency or program level.  The issues
covered in the listed reports involve the federal civilian workforce;
they exclude military personnel and income security issues, such as
private pensions and social security. 


   IMPROVEMENTS IN FEDERAL HUMAN
   RESOURCE MANAGEMENT
------------------------------------------------------------ Letter :1

Since 1991, several significant actions have been taken on the basis
of our recommendations.  The following examples cover actions that
were taken by OPM as a result of our reports being directed
specifically at OPM or having governmentwide implications. 


      PROPRIETY OF CONVERSIONS
---------------------------------------------------------- Letter :1.1

In our February 1992 report,\1 we noted that OPM had a review process
in Washington, D.C., where most conversions occur, to ensure that
conversions of appointments from political to career status were
carried out in accordance with merit system principles.  However, not
all of OPM's field examining offices had a similar process in place. 
As a result, some conversions whose propriety was questionable had
not been reviewed by OPM.  We recommended that the OPM Director
ensure (1) that procedures be established in all OPM examining
offices to identify and review conversions made within their
jurisdictions and (2) that the review process be revised to include
the preappointment review of conversions at agencies to which OPM had
delegated examining authority.  On February 21, 1992, OPM adopted our
recommendations, providing greater assurance that career appointments
granted political appointees would be on the basis of merit
principles. 


--------------------
\1 Personnel Practices:  Propriety of Career Appointments Granted
Former Political Appointees (GAO/GGD-92-51, Feb.  12, 1992). 


      HEALTH BENEFITS PROGRAM
---------------------------------------------------------- Letter :1.2

In July 1991 and February 1992, we reported that stronger controls
were needed to reduce the risk of fraud and abuse and administrative
costs in the Federal Employees Health Benefits Program (FEHBP).\2
Program funds paid to fee-for-service health insurance plans are
highly vulnerable to fraud and abuse.  Also, in 1988, the FEHBP
benefits paid to operational cost ratio for such plans was 51 percent
higher than the average cost ratio for other large insured nonfederal
health benefits programs we reviewed and 89 percent higher than the
average cost ratio for self-insured nonfederal programs. 

We have made many recommendations to help OPM strengthen controls
over FEHBP.  For example, to help FEHBP achieve the objectives of the
Federal Managers Financial Integrity Act, we recommended that OPM (1)
require carriers to evaluate their plans' internal controls and
provide their findings to OPM for review, (2) address the problem of
limited carrier oversight by performing program analyses and on-site
visits, and (3) develop and implement an aggressive program for
preventing and detecting enrollee and provider fraud and abuse.  In
addition, we recommended that OPM require fee-for-service carriers to
report expense information and workload indicators in uniform formats
so that carriers' expenses could be negotiated on the basis of
carriers' operations rather than on the basis of historical costs. 

To strengthen controls against fraud and abuse, OPM developed minimum
internal control and quality assurance standards for financial claims
and processing controls.  OPM is continuing to do program analyses
and on-site visits and has stated that it will increase the number of
such visits to the maximum extent its resources will allow. 
Moreover, it is working with the Office of Management and Budget
(OMB) on procedures to implement cost accounting standards in the
program and has stated that it intends to make them effective with
the 1995 contracts.  In addition, OPM now requires carriers to submit
semiannual reports on the number and status of fraud and abuse cases
pursued and is continuing to work with carriers and its Inspector
General to implement a sanctions program.  In February 1993, OPM
inaugurated a new procedure to prevent payments or contracts between
debarred providers and carriers. 

Also, as a result of our recommendations, OPM negotiated
administrative expense cuts with FEHBP fee-for-service carriers for
1993 and the ensuing 2 contract years.  Over these 3 years, the
administrative expense reductions will save FEHBP about $43.3
million. 


--------------------
\2 Fraud and Abuse:  Stronger Controls Needed in Federal Employees
Health Benefits Program (GAO/GGD-91-95, July 16, 1991) and Federal
Health Benefits Program:  Stronger Controls Needed to Reduce
Administrative Costs (GAO/GGD-92-37, Feb.  12, 1992). 


      SERVICE AT FEDERAL JOB
      INFORMATION CENTERS
---------------------------------------------------------- Letter :1.3

In a July 1992 report,\3 we recommended several steps OPM should take
to provide better service to job seekers at OPM's Federal Job
Information Centers.  On September 14, 1992, OPM reported to the
chairmen of the cognizant congressional subcommittees that several
steps had been taken in response to our recommendations.  These
included (1) expanding center hours to coincide with the hours of the
buildings in which they are located, (2) ensuring the presence of a
number of tables and chairs to better accommodate job seekers, (3)
improving telephone access, and (4) creating an Employment
Information Task Force to examine the staffing situation and other
issues addressed in our report. 


--------------------
\3 Federal Employment:  Poor Service Found at Federal Job Information
Centers (GAO/GGD-92-116, July 28, 1992). 


      DRUG TESTING PROGRAM COSTS
---------------------------------------------------------- Letter :1.4

In our November 1992 report discussing opportunities to reduce drug
testing program costs,\4 we recommended that the Department of Health
and Human Services (HHS) reduce the required rate of blind
proficiency testing performed by agencies.  HHS agreed with this
recommendation; in January 1993, it published proposed mandatory
guideline revisions that would reduce the percentage of blind samples
that agencies must maintain, from 10 percent to 3 percent.  According
to HHS officials, this change could significantly reduce the costs of
maintaining a blind sample program without affecting agencies'
ability to monitor a laboratory's performance.  The revised
guidelines were finalized and published in The Federal Register on
June 9, 1994. 


--------------------
\4 Employee Drug Testing:  Opportunities Exist to Lower Drug-Testing
Program Costs (GAO/GGD-93-13, Nov.  23, 1992). 


      EXPERTS AND CONSULTANTS
---------------------------------------------------------- Letter :1.5

In a broad-based review of government-appointed experts and
consultants, 35 percent of those appointments we randomly sampled and
examined were inconsistent with OPM guidelines.\5 To improve
compliance with federal requirements governing the authority to
appoint experts and consultants, we recommended in 1991 that OPM
revise Federal Personnel Manual (FPM) guidance to (1) define the
meaning of operating duties, (2) give examples of those nonoperating
duties that experts and consultants may perform, and (3) specify that
experts and consultants cannot perform routine and continuous duties
that are the responsibility of regular employees.  OPM agreed with
those recommendations and, on January 4, 1993, revised its guidance
through FPM Letter 304-4, which will be retained through December
1994. 


--------------------
\5 Federal Workforce:  Inappropriate Use of Experts and Consultants
at Selected Civilian Agencies (GAO/GGD-91-99, July 17, 1991). 


   OPEN RECOMMENDATIONS:  FURTHER
   ACTION OR ADDITIONAL ATTENTION
   IS NEEDED
------------------------------------------------------------ Letter :2

Improving federal human resource management can yield substantial
improvements to government programs.  We have found many areas of
concern and made numerous recommendations to Congress, as well as to
OPM and other agencies, to improve the functioning of the federal
workforce.  We believe that, in some cases, further action or
additional attention is needed to respond to our findings and
recommendations; the following examples are of open recommendations
and areas of concern with direct impact on OPM or substantial
governmentwide implications. 


      PERFORMANCE MANAGEMENT
---------------------------------------------------------- Letter :2.1

Although federal agencies differ widely in their missions and
organizational characteristics, they have been required to use the
same general performance management system.  Although a general
framework for their systems seems appropriate, agency managers
believe they should be given more authority to tailor their
performance management systems to their agencies' specific
characteristics.  The lack of sufficient flexibility for agencies to
custom-design their performance management systems has impeded
progress in managing and improving employee performance.  As
suggested in our February 1993 report, we believe that when Congress
considers legislation on such matters as the Performance Management
and Recognition System and the extension of "pay for performance" to
General Schedule employees, it should consider granting agencies the
flexibility needed to tailor their performance management systems to
their specific work environments.\6

Under the Government Performance and Results Act (GPRA) of 1993, all
covered federal agencies are to eventually tailor performance
management systems to their own organizational missions.  GPRA
requires that agencies develop mission-focused strategic plans;
identify, use, and report on outcome-oriented performance measures;
and implement improvement plans when targets are not met.  As part of
the phase-in of GPRA provisions, OMB has named 52 pilot agencies and
programs--with more to be designated in the coming year--to provide
lessons for the rest of the federal government in making management
more results-oriented.  Our statutory role in supporting GPRA is to
report to Congress on the implementation of the act.  Because the act
will have wide-ranging implications for the entire federal workforce,
oversight will be crucial to its successful implementation.  Among
the pilot programs identified by OMB is the Merit System Protection
Board's effort to use alternative dispute resolution methods in
adjudicating federal employee appeals. 


--------------------
\6 Federal Performance Management:  Agencies Need Greater Flexibility
in Designing Their Systems (GAO/GGD-93-57, Feb.  24, 1993). 


      EQUAL EMPLOYMENT OPPORTUNITY
---------------------------------------------------------- Letter :2.2

Data on the gender, race, and ethnic origin of applicants for federal
employment are not adequately collected.  During the early 1980s, OPM
and the Equal Employment Opportunity Commission (EEOC) required
agencies to collect the data using an OPM form.  However,
authorization for the form expired, and OPM did not seek
reauthorization from OMB.  In 1989, EEOC proposed a directive that
would have required agencies to collect equal employment opportunity
(EEO) data, but, at OPM's request, did not issue the proposed
directive.  In October 1991 testimony,\7 we recommended that OPM, in
cooperation with EEOC, examine options for collecting and analyzing
applicant EEO data and take prompt and appropriate action. 

The question of whether and how data will be collected was still open
as of July 1994.  As of that time, OPM was involved in ongoing
discussions with other agencies, including EEOC, to develop options
for collecting the data. 


--------------------
\7 Federal Affirmative Employment:  Status of Women and Minority
Representation in the Federal Workforce (GAO/T-GGD-92-2, Oct.  23,
1991). 


      RECRUITING AND RETENTION
---------------------------------------------------------- Letter :2.3

Notwithstanding current efforts to reduce the overall size of the
federal workforce, the government will continue to need to fill
vacant positions with qualified individuals.  A spring 1993 survey we
did of placement officials at 13 universities and new graduates of 4
other universities, however, showed that federal employment was not
the career choice of many of the schools' new graduates.  Many of the
graduates believed nonfederal employment offered more of the job
attributes they felt were important.  The graduates also frequently
cited a lack of information on federal employment opportunities along
with recruiting shortcomings as reasons for their lack of interest in
federal careers.\8

Previously, in 1991, we surveyed college placement officials to get
their views on campus outreach efforts.\9 We found that although
students were interested in learning about federal employment, the
federal government's presence on campus did not match that of active
private companies.  Moreover, nearly a third of college placement
officials surveyed said that they had not heard of the Administrative
Careers With America (ACWA) examinations, a means by which new
college graduates may qualify for entry-level positions.  In another
1991 survey of individuals who applied for entry-level professional
and administrative positions but later asked not to be considered for
job openings,\10 we found that two-thirds or more said that low
federal pay or the high cost of living in the federal job locations
caused them to lose interest in federal employment.  Two-thirds of
the 61 persons who had declined federal employment while already in
permanent jobs or self-employed said that they would have suffered
pay cuts if they had joined the government.  In general, the persons
who accepted the federal jobs had been out of school for many years
and were often unemployed. 

Finally, in a 1991 broad-based survey of federal employees, we found
that about one-third said either that they would not accept or that
they did not know if they would accept a federal job again if they
were making the decision today.  The employment factors with which
respondents expressed the most disappointment were the opportunities
for promotion and the prestige level of federal employment.\11

In June 1994, OPM officials told us our work confirmed the need for
actions they were taking to make the government a more attractive
employer.  They described a number of changes in federal recruiting,
hiring, and information dissemination practices that had been made,
and others that were in process or planned, to improve the
government's competitive posture.  We have not reviewed these
actions, but they appear to be worthwhile steps making it easier for
prospective employees to learn about and obtain federal jobs. 


--------------------
\8 Our report, in which we discuss the results of this survey in
greater detail, is expected to be issued in the summer of 1994. 

\9 Federal Recruiting:  College Placement Officials' Views of the
Government's Campus Outreach Efforts (GAO/GGD-92-48BR, Jan.  31,
1992). 

\10 Federal Recruiting:  Comparison of Applicants Who Accepted or
Declined Federal Job Offers (GAO/GGD-92-61BR, Mar.  20, 1992). 

\11 Federal Employment:  How Federal Employees View the Government as
a Place to Work (GAO/GGD-92-91, June 18, 1992). 


      PERSONNEL MANAGEMENT
      EVALUATIONS
---------------------------------------------------------- Letter :2.4

We reported in December 1992 that the condition of agency personnel
management evaluation (PME) programs varied, and that OPM should not
have relied on these programs to shoulder much of the responsibility
for overseeing the civil service system.\12

Passage of the Civil Service Reform Act of 1978 allowed the
government's personnel system to become less centralized and
increased the ability of personnel officers to respond more quickly
and efficiently to line managers.  However, it also increased the
risk that persons responsible for carrying out federal personnel
requirements would misinterpret, ignore, or be unaware of them.  This
could result in legal or merit system violations, inadequate agency
mission support, or miscalculation of payments. 

Although OPM is responsible for administering and protecting the
federal personnel system, reductions in staffing and funding have
forced it to depend on the agencies to assume much of the burden for
monitoring performance through PME programs.  This would be
reasonable if appropriate PME standards existed and were followed and
if all agencies did PMEs regularly.  However, we found in our
December 1992 report that 35 of the largest federal agencies varied
in their degree of PME activity, and that OPM had not issued
standards by which to adequately judge the quality of PMEs.  To
improve oversight of the federal personnel system, we recommended
that OPM issue regulations requiring agencies to establish and
implement PME programs; follow OPM standards in structuring PME
programs and doing PMEs; publish program and operational PME
standards; and provide guidance to agencies on the relationship among
PME programs, personnel programs, and internal control programs.  OPM
is currently developing a new framework for merit system
accountability that may address many of our recommendations. 

Given that the National Performance Review has made recommendations
that may lead to further increases in the flexibility provided the
agencies, we continue to believe that the need for agency
accountability and OPM oversight of the merit system will become even
more important than in the past. 


--------------------
\12 Federal Personnel Management:  OPM Reliance on Agency Oversight
of Personnel System Not Fully Justified (GAO/GGD-93-24, Dec.  8,
1992). 


---------------------------------------------------------- Letter :2.5

We did not obtain agency comments on a draft of this report because
it is based on previously issued products. 

We are sending copies of this report to interested Members of
Congress and other parties interested in the federal public service. 
We will also make copies available to others on request. 

Carol Henn, Project Manager, was the principal contributor to this
report.  Please contact me on (202) 512-5074 if you have any
questions. 

Nancy Kingsbury
Director
Federal Human Resource
 Management Issues


GAO PRODUCTS BEARING ON THE
FEDERAL WORKFORCE ISSUED DURING
CALENDAR YEAR 1992 AND FISCAL YEAR
1993
=========================================================== Appendix I

Nuclear Waste:  Slow Progress Developing Low-Level Radioactive Waste
Disposal Facilities (GAO/RCED-92-61, Jan.  10, 1992). 

Export Promotion:  Federal Programs Lack Organizational and Funding
Cohesiveness (GAO/NSIAD-92-49, Jan.  10, 1992). 

Peace Corps:  Progress in Minority Representation (GAO/NSIAD-92-76,
Jan.  13, 1992). 

Livestock Marketing:  USDA's Oversight of Competitiveness Needs to Be
Enhanced (GAO/RCED-92-19, Jan.  13, 1992). 

General Services Administration:  Efforts to Communicate About
Asbestos Abatement Not Always Effective (GAO/GGD-92-28, Jan.  16,
1992). 

OPM Revolving Fund:  Benchmarking Could Aid OPM's Efforts to Improve
Customer Service (GAO/GGD-92-18, Jan.  21, 1992). 

VA Health Care for Women:  Despite Progress, Improvements Needed
(GAO/HRD-92-23, Jan.  23, 1992). 

The Public Service:  Issues Confronting the Federal Civilian
Workforce (GAO/GGD-92-24, Jan.  24, 1993). 

International Environment:  International Agreements Are Not Well
Monitored (GAO/RCED-92-43, Jan.  27, 1992). 

Fiscal Year 1993 Budget Estimates for the General Accounting Office
(GAO/T-OCG-92-2, Jan.  28, 1992). 

Tax Administration:  IRS' Implementation of Certain Compliance
Initiatives (GAO/GGD-92-45FS, Jan.  30, 1992). 

HUD Reforms:  Progress Made Since the HUD Scandals but Much Work
Remains (GAO/RCED-92-46, Jan.  31, 1992). 

Tennessee Valley Authority:  Issues Surrounding Decision to Contract
Out Construction Activities (GAO/RCED-92-105, Jan.  31, 1992). 

Federal Recruiting:  College Placement Officials' Views of the
Government's Campus Outreach Efforts (GAO/GGD-92-48BR, Jan.  31,
1992). 

Defense Management:  Implementation of the Defense Acquisition
Workforce Improvement Act (GAO/NSIAD-92-97, Jan.  31, 1992). 

Defense Force Management:  Limited Baseline for Monitoring Civilian
Force Reductions (GAO/NSIAD-92-42, Feb.  5, 1992). 

Aviation Safety:  FAA Needs to More Aggressively Manage Its
Inspection Program (GAO/T-RCED-92-25, Feb.  6, 1992). 

Government Management:  Major Issues Facing the Congress
(GAO/T-AFMD-92-4, Feb.  6, 1992). 

Money Laundering:  Treasury Civil Case Processing of Bank Secrecy Act
Violations (GAO/GGD-92-46, Feb.  6, 1992). 

Employee Misconduct:  Justice Should Clearly Document Investigative
Actions (GAO/GGD-92-31, Feb.  7, 1992). 

Employee Conduct Standards:  Some Outside Activities Present
Conflict-of-Interest Issues (GAO/GGD-92-34, Feb.  10, 1992). 

Indian Programs:  Profile of Land Ownership at 12 Reservations
(GAO/RCED-92-96BR, Feb.  10, 1992). 

Administration on Aging:  Harmonizing Growing Demands and Shrinking
Resources (GAO/PEMD-92-7, Feb.  12, 1992). 

Personnel Practices:  Propriety of Career Appointments Granted Former
Political Appointees (GAO/GGD-92-51, Feb.  12, 1992). 

Federal Health Benefits Program:  Stronger Controls Needed to Reduce
Administrative Costs (GAO/GGD-92-37, Feb.  12, 1992). 

Computer Security:  DEA Is Not Adequately Protecting National
Security Information (GAO/IMTEC-92-31, Feb.  19, 1992). 

Defense Force Management:  DOD Management of Civilian Force
Reductions (GAO/T-NSIAD-92-10, Feb.  20, 1992). 

International Trade Commission:  Administrative Authority Is
Ambiguous (GAO/NSIAD-92-45, Feb.  25, 1992). 

Organizational Culture:  Techniques Companies Use to Perpetuate or
Change Beliefs and Values (GAO/NSIAD-92-105, Feb.  27, 1992). 

Child Abuse and Neglect:  Progress of the National Center Since May
1991 (GAO/T-HRD-92-14, Feb.  27, 1992). 

Postal Service:  Work Hour Allocation to High Growth and Low Growth
Post Offices (GAO/GGD-92-54BR, Feb.  27, 1992). 

Federal Employees' Compensation Act:  Need to Increase Rehabilitation
and Reemployment of Injured Workers (GAO/GGD-92-30, Feb.  28, 1992). 

Smithsonian Institution:  Use of Appropriated Funds to Pay Dr. 
Mitchell's Legal Fees (GAO/T-OGC-92-2, Mar.  4, 1992). 

Office of Government Ethics:  Need for Additional Funding for
Regulation Development and Oversight (GAO/T-GGD-92-17, Mar.  4,
1992). 

AID Management:  Strategic Management Can Help AID Face Current and
Future Challenges (GAO/NSIAD-92-100, Mar.  6, 1992). 

Federal Health Benefits Program:  Stronger Controls Needed to Reduce
Administrative Costs (GAO/T-GGD-92-20, Mar.  11, 1992). 

Aviation Safety:  Commuter Airline Safety Would Be Enhanced With
Better FAA Oversight (GAO/T-RCED-92-40, Mar.  17, 1992). 

Defense Force Management:  Expanded Focus in Monitoring Civilian
Force Reductions Is Needed (GAO/T-NSIAD-92-19, Mar.  18, 1992). 

Workplace Accommodation:  EPA's Alternative Workspace Process
Requires Greater Managerial Oversight (GAO/GGD-92-53, Mar.  18,
1992). 

Federal Hiring:  Does Veterans' Preference Need Updating? 
(GAO/GGD-92-52, Mar.  20, 1992). 

Federal Recruiting:  Comparison of Applicants Who Accepted or
Declined Federal Job Offers (GAO/GGD-92-61BR, Mar.  20, 1992). 

The Changing Workforce:  Demographic Issues Facing the Federal
Government (GAO/GGD-92-38, Mar.  24, 1992). 

Customs Automation:  Effectiveness of Entry Summary Selectivity
System Is Unknown (GAO/IMTEC-92-20, Mar.  24, 1992). 

Federal Workforce:  Agencies' Estimated Costs for Counseling and
Processing Discrimination Complaints (GAO/GGD-92-64FS, Mar.  26,
1992). 

Foreign Agent Registration:  Former Federal Officials Representing
Foreign Interests Before the U.S.  Government (GAO/NSIAD-92-113, Mar. 
26, 1992). 

District's Workforce:  Annual Report Required by the District of
Columbia Retirement Reform Act (GAO/GGD-92-78, Mar.  31, 1992). 

Foreign Assistance:  A Profile of the Agency for International
Development (GAO/NSIAD-92-148, Apr.  3, 1992). 

FAA Budget:  Key Issues Need to Be Addressed (GAO/T-RCED-92-51, Apr. 
6, 1992). 

Federal Workforce:  Agencies' Procurement of Private Health Club
Services (GAO/GGD-92-66, Apr.  7, 1992). 

Military Aircraft:  Travel by Selected Executive Branch Officials
(GAO/AFMD-92-51, Apr.  7, 1992). 

U.S.  Customs Service:  Concerns About Coordination and Inspection
Staffing on the Southwest Border (GAO/T-GGD-92-29, Apr.  8, 1992). 

Army Force Structure:  Personnel, Equipment, and Cost Issues Related
to the European Drawdown (GAO/NSIAD-92-200BR, Apr.  9, 1992). 

Army Force Structure:  Issues Related to the Drawdown in Europe and
Impacts on Soldiers and U.S.  Bases (GAO/T-NSIAD-92-28, Apr.  9,
1992). 

Military Aircraft:  Policies on Government Officials' Use of 89th
Military Airlift Wing Aircraft (GAO/NSIAD-92-133, Apr.  9, 1992). 

Personnel Practices:  Details of Schedule C Employees to the White
House (GAO/T-GGD-92-28, Apr.  9, 1992). 

Energy Management:  Vulnerability of DOE's Contracting to Waste,
Fraud, Abuse, and Mismanagement (GAO/RCED-92-101, Apr.  10, 1992). 

Resolution Trust Corporation:  Better Qualified Review Appraisers
Needed (GAO/GGD-92-40BR, Apr.  23, 1992). 

Kennedy Space Center:  Decision on Photographic Requirements Appears
Justified (GAO/NSIAD-92-192, Apr.  23, 1992). 

The Changing Workforce:  Comparison of Federal and Nonfederal
Work/Family Programs and Approaches (GAO/GGD-92-84, Apr.  23, 1992). 

Overseas Staffing:  U.S.  Economic, Commercial, and Agricultural
Staffing in Japan and Korea (GAO/NSIAD-92-162, Apr.  24, 1992). 

State Department:  Backlogs of Tourist Visas at U.S.  Consulates
(GAO/NSIAD-92-185, Apr.  30, 1992). 

Military Aircraft:  Travel on 89th Military Airlift Wing and Travel
by Selected Officials (GAO/T-NSIAD-92-35, Apr.  30, 1992). 

Senior Executive Service:  Opinions About the Federal Work
Environment (GAO/GGD-92-63, May 1, 1992). 

Program Performance Measures:  Federal Agency Collection and Use of
Performance Data (GAO/GGD-92-65, May 4, 1992). 

University Research:  Controlling Inappropriate Access to Federally
Funded Research Results (GAO/RCED-92-104, May 4, 1992). 

Federal Employment:  Displaced Federal Workers Can Be Helped by
Expanding Existing Programs (GAO/GGD-92-86, May 5, 1992). 

Federal Employment:  Federal Displaced Workers Can Be Helped by
Expanding Existing Programs (GAO/T-GGD-92-38, May 6, 1992). 

Security Clearances:  Due Process for Denials and Revocations by
Defense, Energy, and State (GAO/NSIAD-92-99, May 6, 1992). 

U.S.  Commission on Civil Rights:  The Commission Has Complied With
FY90 Appropriations Act Provisions (GAO/GGD-92-83, May 12, 1992). 

Postal Service:  Automation Is Restraining But Not Reducing Costs
(GAO/GGD-92-58, May 12, 1992). 

Prison Expansion:  Staffing New Facilities Will Be a Challenge for
BOP (GAO/GGD-92-75, May 12, 1992). 

Government Civil Aircraft:  Longstanding Management Problems
(GAO/T-GGD-92-44, May 21, 1992). 

FAA Budget:  Key Issues Need to Be Addressed (GAO/T-RCED-92-67, May
21, 1992). 

Nuclear Waste:  Questionable Uses of Program Funds at Lawrence
Livermore Laboratory (GAO/RCED-92-157, May 28, 1992). 

Health Care:  VA's Implementation of the Nurse Pay Act of 1990
(GAO/T-HRD-92-35, June 3, 1992). 

Political Appointees:  Number of Noncareer SES and Schedule C
Employees in Federal Agencies (GAO/GGD-92-101FS, June 8, 1992). 

Employee Drug Testing:  Estimated Cost to Test All Executive Branch
Employees and New Hires (GAO/GGD-92-99, June 10, 1992). 

VA Health Care:  Efforts to Improve Pharmacies' Controls Over
Addictive Drugs (GAO/T-HRD-92-38, June 10, 1992). 

Administration on Aging:  Operations Have Been Strengthened but
Weaknesses Remain (GAO/PEMD-92-27, June 11, 1992). 

Administration on Aging:  Autonomy Has Increased but Harmonization of
Mission and Resources Is Still Needed (GAO/T-PEMD-92-9, June 11,
1992). 

Federal Procurements:  Comments on Proposed Legislation Affecting
Federal Procurements (GAO/T-OGC-92-3, June 11, 1992). 

Budget Policy:  The Budget Deficit and Long-Term Economic Growth
(GAO/T-OCE-92-1, June 11, 1992). 

Federal Employment:  How Federal Employees View the Government as a
Place to Work (GAO/GGD-92-91, June 18, 1992). 

U.S.  Department of Agriculture:  Revitalizing and Streamlining the
Department (GAO/RCED-92-76, June 23, 1992). 

Pay Equity:  Washington State's Efforts to Address Comparable Worth
(GAO/GGD-92-87BR, July 1, 1992). 

Federal Health Benefits Program:  Open Season Processing Timeliness
(GAO/GGD-92-122BR, July 8, 1992). 

Federal Personnel:  Special Authorities Under the Demonstration
Project at Commerce (GAO/GGD-92-124BR, July 13, 1992). 

Whistleblower Protection:  Survey of Federal Employees on Misconduct
and Protection From Reprisal (GAO/GGD-92-120FS, July 14, 1992). 

Tax Administration:  IRS' Progress on Integrity and Ethics Issues
(GAO/T-GGD-92-62, July 22, 1992). 

Voice of America:  Management Actions Needed to Adjust to a Changing
Environment (GAO/NSIAD-92-150, July 24, 1992). 

Federal Employment:  Poor Service Found at Federal Job Information
Centers (GAO/GGD-92-116, July 28, 1992). 

The Changing Workforce:  Demographic Issues Facing Employers
(GAO/T-GGD-92-61, July 29, 1992). 

Earthquake Recovery:  Staffing and Other Improvements Made Following
Loma Prieta Earthquake (GAO/RCED-92-141, July 30, 1992). 

Energy Management:  Entertainment Costs Under DOE's Uranium
Enrichment Production Contract (GAO/RCED-92-230FS, July 30, 1992). 

FTS 2000 Overhead:  GSA Should Reassess Contract Requirements and
Improve Efficiency (GAO/IMTEC-92-59, Aug.  3, 1992). 

VA Health Care:  Role of the Chief of Nursing Service Should Be
Evaluated (GAO/HRD-92-74, Aug.  4, 1992). 

OMB's High Risk Program:  Benefits Found But Greater Oversight Needed
(GAO/AFMD-92-63, Aug.  6, 1992). 

State Department:  Need to Ensure Recovery of Overseas Medical
Expenses (GAO/NSIAD-92-277, Aug.  7, 1992). 

Financial Management:  Immediate Actions Needed to Improve Army
Financial Operations and Controls (GAO/AFMD-92-82, Aug.  7, 1992). 

Bank and Thrift Failures:  RTC Needs to Improve Planning for
Professional Liability Staff Changes (GAO/T-GGD-92-69, Aug.  11,
1992). 

Arlington National Cemetery:  Improvements to the Superintendent's
Lodge (GAO/RCED-92-208, Aug.  13, 1992). 

Postal Procurement:  Ethics Violations Did Not Invalidate an
Automation Contract (GAO/GGD-92-119, Aug.  13, 1992). 

DOE Management:  Impediments to Environmental Restoration Management
Contract (GAO/RCED-92-244, Aug.  14, 1992). 

Defense Procurement:  Trends for 1985-93 in DOD's Spending,
Employment, and Contractors (GAO/NSIAD-92-274BR, Aug.  14, 1992). 

Tax Administration:  IRS Should Expand Financial Disclosure
Requirements (GAO/GGD-92-117, Aug.  17, 1992). 

Pay and Benefits:  Data on Attrition at the U.S.  Export-Import Bank
(GAO/GGD-92-128BR, Aug.  28, 1992). 

Occupational Safety and Health:  Improvements Needed in OSHA's
Monitoring of Federal Agencies' Programs (GAO/HRD-92-97, Aug.  28,
1992). 

Overseas Staffing:  Embassies in the Former Soviet Union
(GAO/NSIAD-92-306, Aug.  31, 1992). 

Vocational Rehabilitation:  Better VA Management Needed to Help
Disabled Veterans Find Jobs (GAO/HRD-92-100, Sept.  4, 1992). 

VA Health Care:  VA Did Not Thoroughly Investigate All Allegations by
the Froelich Trust Group (GAO/HRD-92-141, Sept.  4, 1992). 

Tax Administration:  Improvement in IRS' Telephone Assistor Accuracy
(GAO/GGD-92-139FS, Sept.  22, 1992). 

Computer Security:  DEA Is Not Adequately Protecting Sensitive Drug
Enforcement Data (GAO/IMTEC-92-83, Sept.  22, 1992). 

Customs Service:  Trade Enforcement Activities Impaired by Management
Problems (GAO/GGD-92-123, Sept.  24, 1992). 

Nuclear Weapons Complex:  Issues Surrounding Consolidating Los Alamos
and Lawrence Livermore National Laboratories (GAO/T-RCED-92-98, Sept. 
24, 1992). 

Foreign Bank:  Initial Assessment of Certain BCCI Activities in the
U.S.  (GAO/GGD-92-96, Sept.  30, 1992). 

General Services Administration:  Actions Needed to Improve
Protection Against Fraud, Waste, and Mismanagement (GAO/GGD-92-98,
Sept.  30, 1992). 

Federal Affirmative Employment:  Status of Women and Minority
Representation in Federal Law Enforcement Occupations
(GAO/T-GGD-93-2, Oct.  1, 1992). 

Quality Management:  Survey of Federal Organizations (GAO/GGD-93-9BR,
Oct.  1, 1992). 

Occupational Safety and Health:  Uneven Protections Provided to
Congressional Employees (GAO/HRD-93-1, Oct.  2, 1992). 

Administrative Law Judges:  Allegations of Interference by the
Department of the Interior (GAO/GGD-93-6, Oct.  2, 1992). 

National Science Foundation:  Better Guidance on Employee Book
Writing Could Help Avoid Ethics Problems (GAO/GGD-93-8, Oct.  9,
1992). 

Foreign Service:  Agencies Use Various Criteria for Granting Limited
Career Extensions (GAO/NSIAD-93-19, Oct.  15, 1992). 

Private Attorneys:  Information on the Federal Government's Use of
Private Attorneys (GAO/GGD-93-17FS, Oct.  20, 1992). 

Tax System Modernization:  IRS' Use of Consultants to Do the TMAC
Price/Technical Tradeoff Analysis (GAO/IMTEC-93-4BR, Oct.  23, 1992). 

Whistleblower Protection:  Determining Whether Reprisal Occurred
Remains Difficult (GAO/GGD-93-3, Oct.  27, 1992). 

Nuclear Security:  Safeguards and Security Planning at DOE Facilities
Incomplete (GAO/RCED-93-14, Oct.  30, 1992). 

Space Programs:  NASA's Independent Cost Estimating Capability Needs
Improvement (GAO/NSIAD-93-73, Nov.  5, 1992). 

Personnel Practices:  Schedule C and Other Details to the Executive
Office of the President (GAO/GGD-93-14, Nov.  6, 1992). 

U.S.  Postal Service:  Tracking Customer Satisfaction in a
Competitive Environment (GAO/GGD-93-4, Nov.  12, 1992). 

Mass Transit:  Information on Federal Participation in Transit
Benefit Programs (GAO/RCED-93-25, Nov.  13, 1992). 

Financial Management:  Serious Deficiencies in States' Financial
Systems Require Sustained Attention (GAO/AFMD-93-9, Nov.  13, 1992). 

Employee Drug Testing:  Opportunities Exist to Lower Drug-Testing
Program Costs (GAO/GGD-93-13, Nov.  23, 1992). 

AID Management:  EEO Issues and Protected Group Underrepresentation
Require Management Attention (GAO/NSIAD-93-13, Nov.  23, 1992). 

Tax Administration:  Implementation of IRS Employee Suggestions
(GAO/GGD-93-22, Nov.  24, 1992). 

Federal Contracting:  Cost-Effective Contract Management Requires
Sustained Commitment (GAO/T-RCED-93-2, Dec.  3, 1992). 

Drug War:  Drug Enforcement Administration Staffing and Reporting in
Southeast Asia (GAO/NSIAD-93-82, Dec.  4, 1992). 

Federal Health Benefits Program:  Analysis of Contingency and Special
Reserves (GAO/GGD-93-26, Dec.  4, 1992). 

Amtrak Training:  Improvements Needed for Employees Who Inspect and
Maintain Rail Equipment (GAO/RCED-93-68, Dec.  8, 1992). 

Federal Personnel Management:  OPM Reliance on Agency Oversight of
Personnel System Not Fully Justified (GAO/GGD-93-24, Dec.  8, 1992). 

Foreign Assistance:  AID's Private Sector Assistance Program at a
Crossroads (GAO/NSIAD-93-55, Dec.  11, 1992). 

Public Works Consolidation:  Jacksonville Naval Public Works
Consolidation (GAO/NSIAD-93-76FS, Dec.  15, 1992). 

Federal Data Collection:  Agencies' Use of Consistent Race and Ethnic
Definitions (GAO/GGD-93-25, Dec.  15, 1992). 

Political Appointees:  Selected Appointees' Views of Their Federal
Work Environment (GAO/GGD-93-28FS, Dec.  28, 1992). 

Health and Human Service:  Update on Hispanic Representation in HHS
Region VIII (GAO/GGD-93-47FS, Dec.  30, 1992). 

Tax Administration:  IRS Can Improve Controls Over Electronic Filing
Fraud (GAO/GGD-93-27, Dec.  30, 1992). 

Army Materiel Command:  Factors Influencing Retirement Decisions
During 1990 Reduction in Force (GAO/NSIAD-93-28BR, Dec.  31, 1992). 

Goddard Space Flight Center:  Decision to Contract for Plant
Operations and Maintenance (GAO/NSIAD-93-92, Jan.  12, 1993). 

Personnel Practices:  Career Appointments Granted Political
Appointees From Jan.  Through Nov.  1992 (GAO/GGD-93-49FS, Jan.  22,
1993). 

Federal Judiciary:  How the Judicial Conference Assesses the Need for
More Judges (GAO/GGD-93-31, Jan.  29, 1993). 

Natural Resources Management:  Issues to Be Considered by the
Congress and Administration (GAO/T-RCED-93-5, Feb.  2, 1993). 

Defense Force Management:  Challenges Facing DOD as It Continues to
Downsize Its Civilian Workforce (GAO/NSIAD-93-123, Feb.  12, 1993). 

Energy Management:  High Risk Area Requires Fundamental Change
(GAO/T-RCED-93-7, Feb.  17, 1993). 

Federal Performance Management:  Agencies Need Greater Flexibility in
Designing Their Systems (GAO/GGD-93-37, Feb.  24, 1993). 

Whistleblower Protection:  Agencies' Implementation of the
Whistleblower Statutes Has Been Mixed (GAO/GGD-93-66, Mar.  5, 1993). 

Energy Management:  Improving Cost-Effectiveness in DOE's Support
Services Will Be Difficult (GAO/RCED-93-88, Mar.  5, 1993). 

Affirmative Employment:  Assessing Progress of EEO Groups in Key
Federal Jobs Can Be Improved (GAO/GGD-93-65, Mar.  8, 1993). 

Public Affairs:  Personnel Engaged in Public and Congressional
Affairs in Federal Agencies (GAO/GGD-93-71FS, Mar.  8, 1993). 

Social Security:  SSA's Processing of Continuing Disability Reviews
(GAO/T-HRD-93-9, Mar.  9, 1993). 

Federal Employment:  Impact of President's Economic Plan on Federal
Employees' Pay and Benefits (GAO/T-GGD-93-8, Mar.  10, 1993). 

Improving Government:  Need to Reexamine Organization and Performance
(GAO/T-GGD-93-9, Mar.  11, 1993). 

The Public Service:  Issues Confronting the Federal Civilian
Workforce (GAO/GGD-93-53, Mar.  16, 1993). 

Federal Organizations:  Structure and Oversight of Operational Boards
and Commissions (GAO/T-GGD-93-11, Mar.  16, 1993). 

Management of VA:  Improved Human Resource Planning Needed to Achieve
Strategic Goals (GAO/HRD-93-10, Mar.  18, 1993). 

Improving Government:  Measuring Performance and Acting on Proposals
for Change (GAO/T-GGD-93-14, Mar.  23, 1993). 

Postal Service:  Restructuring, Automation, and Ratemaking
(GAO/T-GGD-93-15, Mar.  25, 1993). 

Social Security:  SSA Needs to Improve Service for Program
Participants (GAO/T-HRD-93-11, Mar.  25, 1993). 

Federal Employment:  Sexual Harassment at the Department of Veterans
Affairs (GAO/T-GGD-93-12, Mar.  30, 1993). 

Acquisition Management:  Waivers to Acquisition Workforce Training,
Education, and Experience Requirements (GAO/NSIAD-93-128, Mar.  30,
1993). 

District's Workforce:  Annual Report Required by the District of
Columbia Retirement Reform Act (GAO/GGD-93-81, Mar.  31, 1993). 

Whistleblower Protection:  Employees' Awareness and Impact of the
Whistleblower Protection Act of 1989 (GAO/T-GGD-93-19, Mar.  31,
1993). 

Revitalizing USDA:  A Challenge for the 21st Century
(GAO/T-RCED-93-32, Apr.  22, 1993). 

Acquisition Management:  Implementation of the Defense Acquisition
Workforce Improvement Act (GAO/NSIAD-93-129, Apr.  26, 1993). 

FAA Budget:  Important Challenges Affecting Aviation Safety,
Capacity, and Efficiency (GAO/T-RCED-93-33, Apr.  26, 1993). 

Financial Disclosure:  Implementation of Statute Governing Judicial
Branch Personnel (GAO/GGD-93-85, Apr.  27, 1993). 

Tax Administration:  Examples of Waste and Inefficiency in IRS
(GAO/GGD-93-100FS, Apr.  27, 1993). 

Tax Administration:  Achieving Business and Technical Goals in Tax
Systems Modernization (GAO/T-GGD-93-24, Apr.  27, 1993). 

Tax Systems Modernization:  Comments on IRS' Fiscal Year 1994 Budget
Request (GAO/T-IMTEC-93-6, Apr.  27, 1993). 

Coast Guard:  Acquisition Program Staff Were Improperly Funded
(GAO/RCED-93-123, Apr.  27, 1993). 

Tax Administration:  IRS' Budget Request for Fiscal Year 1994
(GAO/T-GGD-93-23, Apr.  28, 1993). 

Army Maintenance:  Strategy Needed to Integrate Military and Civilian
Personnel Into Wartime Plans (GAO/NSIAD-93-95, Apr.  29, 1993). 

VA Health Care:  Inadequate Enforcement of Federal Ethics
Requirements at VA Medical Centers (GAO/HRD-93-39, Apr.  30, 1993). 

Political Appointees:  10-year Staffing Trends at 30 Federal Agencies
(GAO/GGD-93-74FS, Apr.  30, 1993). 

Tax Policy and Administration:  Value-Added Tax--Administrative Costs
Vary With Complexity and Number of Businesses (GAO/GGD-93-78, May 3,
1993). 

Alleged Lobbying Activities:  Office for Substance Abuse Prevention
(GAO/HRD-93-100, May 4, 1993). 

DOD Special Access Programs:  Administrative Due Process Not Provided
When Access Is Denied or Revoked (GAO/NSIAD-93-162, May 5, 1993). 

Administrative Due Process:  Denials and Revocations of Security
Clearances and Access to Special Programs (GAO/T-NSIAD-93-14, May 5,
1993). 

Tax Administration:  Improved Staffing of IRS' Collection Function
Would Increase Productivity (GAO/GGD-93-97, May 5, 1993). 

Financial Audit:  IRS Significantly Overstated Its Accounts
Receivable Balance (GAO/AFMD-93-42, May 6, 1993). 

Personnel Security:  Efforts by DOD and DOE to Eliminate Duplicative
Background Investigations (GAO/RCED-93-23, May 10, 1993). 

Tax Administration:  New Delinquent Tax Collection Methods for IRS
(GAO/GGD-93-67, May 11, 1993). 

VA Health Care:  Inadequate Enforcement of Federal Ethics
Requirements at VA Medical Centers (GAO/HRD-93-39FS, May 12, 1993). 

Financial Management:  Opportunities to Strengthen Management of the
Defense Business Operations Fund (GAO/T-AFMD-93-4, May 13, 1993). 

Defense Civilian Downsizing:  Challenges Remain Even With
Availability of Financial Separation Incentives (GAO/NSIAD-93-194,
May 14, 1993). 

Safety and Health:  Key Independent Oversight Program at DOE Needs
Strengthening (GAO/RCED-93-85, May 17, 1993). 

Federal Employment:  Reauthorization of the Federal Employees Leave
Sharing Act of 1988 (GAO/T-GGD-93-29, May 19, 1993). 

VA Health Care:  Problems in Implementing Locality Pay for Nurses Not
Fully Addressed (GAO/HRD-93-54, May 20, 1993). 

VA Health Care:  Inadequate Enforcement of Federal Ethics
Requirements at VA Medical Centers (GAO/T-HRD-93-22, May 19, 1993). 

Alcohol, Tobacco, and Firearms:  Bureau's Handling of Sexual
Harassment and Related Complaints (GAO/T-OSI-93-1, May 26, 1993). 

Federal Employment:  Progress of Women and Minorities in Key Federal
Jobs and Handling of EEO Complaints at the Bureau of Alcohol,
Tobacco, and Firearms (GAO/T-GGD-93-33, May 26, 1993). 

Tax Administration:  Trends for Certain IRS Programs
(GAO/GGD-93-102FS, May 26, 1993). 

Legislative Employment:  EEO Complaint Processing by the House Office
of Fair Employment Practices (GAO/T-GGD-93-30, May 27, 1993). 

Inspectors General:  Appointments and Related Issues
(GAO/AFMD-93-74FS, May 28, 1993). 

Department of Education:  Long-Standing Management Problems Hamper
Reforms (GAO/HRD-93-47, May 28, 1993). 

Congressional Support Agencies:  The Role of the General Accounting
Office (GAO/T-OPP-93-1, June 10, 1993). 

Foreign Assistance:  AID Strategic Direction and Continued Management
Improvements Needed (GAO/NSIAD-93-106, June 11, 1993). 

White House Acquisition of Automated Resume Processing System
(GAO/GGD-93-117, June 17, 1993). 

Performance Management:  Comments on Reauthorization of the
Performance Management and Recognition System (GAO/T-GGD-93-37, June
24, 1993). 

Firearms and Explosives:  Information and Observations on ATF Law
Enforcement Operations (GAO/GGD-93-73BR, June 24, 1993). 

Thrift Failures:  Actions Needed to Stabilize RTC's Professional
Liability Program (GAO/GGD-93-105, June 28, 1993). 

Federal Employment:  Inquiry Into Sexual Harassment Issues at
Selected VA Medical Centers (GAO/GGD-93-119, June 30, 1993). 

Government National Mortgage Association:  Greater Staffing
Flexibility Needed to Improve Management (GAO/RCED-93-100, June 30,
1993). 

Customs Service and INS:  Dual Management Structure for Border
Inspections Should be Ended (GAO/GGD-93-111, June 30, 1993). 

FAA Work Forces:  Important Decisions Affecting Staff Use and
Management (GAO/T-RCED-93-59, June 30, 1993). 

Immigration Enforcement:  Problems in Controlling the Flow of Illegal
Aliens (GAO/T-GGD-93-39, June 30, 1993). 

Contract Pricing:  Issues Related to DCAA Staff Levels
(GAO/NSIAD-93-225, July 1, 1993). 

State Department:  Management Weaknesses at the U.S.  Embassies in
Panama, Barbados, and Grenada (GAO/NSIAD-93-190, July 9, 1993). 

State Department:  Survey of Administrative Issues Affecting
Embassies (GAO/NSIAD-93-128, July 12, 1993). 

State Department:  Widespread Management Weaknesses at Overseas
Embassies (GAO/T-NSIAD-93-17, July 13, 1993). 

Inspection and Testing of Dairy Products (GAO/RCED-93-185R, July 15,
1993). 

Food AID:  Management Improvements Are Needed to Achieve Program
Objectives (GAO/NSIAD-93-168, July 23, 1993). 

EEOC:  An Overview (GAO/T-HRD-93-30, July 27, 1993). 

Financial Management:  Estimate of Interest on Selected Benefits
Received by Postal Employees (GAO/AIMD-93-11, July 29, 1993). 

Nuclear Security:  DOE's Progress on Reducing Its Security Clearance
Workload (GAO/RCED-93-183, Aug.  12, 1993). 

Army Materiel Command:  Providing Early Retirement Incentives in 1990
Could Have Saved Money (GAO/NSIAD-93-233, Aug.  24, 1993). 

Department of Energy:  Management Problems Require a Long-Term
Commitment to Change (GAO/RCED-93-72, Aug.  31, 1993). 

Mass Transit:  Federal Participation in Transit Benefit Programs
(GAO/RCED-93-163, Sept.  1, 1993). 

Management of Embassies (GAO/NSIAD-93-280R, Sept.  2, 1993). 

Personnel Practices:  Retroactive Appointments and Pay Adjustments in
the Executive Office of the President (GAO/GGD-93-148, Sept.  9,
1993). 

Aircraft Certification:  New FAA Approach Needed to Meet Challenges
of Advanced Technology (GAO/RCED-93-155, Sept.  16, 1993). 

International Broadcasting (GAO/NSIAD-93-302R, Sept.  17, 1993). 

Federal Research:  Aging Federal Laboratories Need Repair and
Upgrading (GAO/RCED-93-203, Sept.  20, 1993). 

U.S.  Department of Agriculture:  Centralized Servicing for FmHA
Single-Family Housing Loans (GAO/RCED-93-231BR, Sept.  23, 1993). 

VA Health Care:  Labor Management Quality-of-Care Issues at the Salem
VA Medical Center (GAO/HRD-93-108, Sept.  23, 1993). 

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