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<classification authority="sudocs">GA 1.13:T-OCG-95-4</classification>
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 <subject>Audits</subject>
 <subject>Investigations into federal agencies</subject>
 <subject>Oversight by Congress</subject>
 <subject>Reductions in force</subject>
 <subject>Budget cuts</subject>
 <subject>Agency missions</subject>
 <subject>Cost effectiveness analysis</subject>
 <subject>Accountability</subject>
 <subject>Financial management</subject>
 <type>Testimony</type>
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<titleInfo>
 <title>Congressional Oversight: The General Accounting Office</title>
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<abstract>GAO is committed to being a model government agency of the future--one
that is smaller and at the same time achieves efficiencies through
effective use of technology and quality management principles.  GAO
began downsizing in 1992, when it had a staff of about 5,325.  GAO now
proposes further reductions that would bring its staff level to 3,975 by
1997--a cumulative 25-percent reduction from the 1992 level.  At that
size, GAO would employ fewer workers than at any time since the late
1930s. Despite the downsizing, GAO&apos;s productivity remains high.  The
agency&apos;s work led to $19 billion in measurable financial savings in
fiscal year 1994 alone.  GAO generated $43 dollars in financial benefits
for every dollar appropriated that year. GAO&apos;s carefully phased
reduction plan would allow the agency to meet its core audit,
evaluation, and investigatory responsibilities while yielding personnel
savings of $130 million annually.</abstract>
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<note>Testimony</note>
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 <topic>Audits</topic>
 <topic>Investigations into federal agencies</topic>
 <topic>Oversight by Congress</topic>
 <topic>Reductions in force</topic>
 <topic>Budget cuts</topic>
 <topic>Agency missions</topic>
 <topic>Cost effectiveness analysis</topic>
 <topic>Accountability</topic>
 <topic>Financial management</topic>
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