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• W116686218 abstract "Smaller government has been a resounding theme throughout the United States, and indeed many countries, for the past several years. This trend has been fueled by concerns over growing levels of government debt, rapidly increasing costs of health care and other essential public services, as well as the prospects of even greater demands to serve aging populations. Such pressure has prompted wide-ranging debates over what is the appropriate level of resources to commit to the many government activities. The United States General Accounting Office (GAO) has been no exception. Prompted by the need to control the growth of federal legislative branch appropriations, Congress in 1995 directed a 25 percent reduction in GAO's funding-15 percent to be accomplished in fiscal year 1996 and an additional 10 percent in fiscal year 1997. To an agency that spends about 80 percent of its total budget on personnel, such a reduction resulted in a dramatic change in size. As fiscal year 1997 began in October, GAO employed one-third fewer staff than it did five years earlier and the current workforce is the smallest since World War II. Still, by all indicators, GAO was able, during this uncertain time, to maintain a high level of productivity and exemplary service to Congress. During this period, GAO witnesses testified more than 200 times before congressional committees and produced over 1,000 reports. GAO's work also led to legislative and executive actions that have yielded financial savings and other benefits totaling billions of dollars. In fiscal year 1995 alone, the amount was $15.8 billion-a return of more than $35 for every dollar appropriated to GAO. AIthough final figures are not yet in, fiscal 1996 will likely show another large return. The transformation to a GAO that could achieve such resuits with fewer resources was not easy-nor was it accidental. It was the result of convincing Congress to allow the execution of a carefully orchestrated plan over a two-year period that accomplished Congress' goals for downsizing, but retained the integrity and efficacy of the agency. The GAO experience offers lessons learned, many of which could be instructive to other agencies faced with similar circumstances. Anticipate Change By the early 1990s, it was becoming clear that budgetary restraint was necessary. Based on our work with the federal budget deficit and debt burden, we were well aware of the need to reduce the size and cost of government. The initiatives brought forth by Congress and the Clinton Administration to curtail government spending came as no surprise. After discussions with our appropriations committees, we took steps to prepare the agency for an uncertain future. In February 1992, we imposed a hiring freeze, reducing our personnel strength through normal attrition and minimizing the adverse affect on current employees. In late 1993, we received the authority to offer buyouts of up to $25,000 to employees willing to leave the agency voluntarily. About 400 employees departed the agency by this means, significantly reducing future personnel costs. In November 1993, we completed a congressionally mandated study of our field office structure and announced the closure of eight field locations. While all employees in the affected locations were offered job assignments at other GAO units, about half of them chose to leave the agency rather than move. We accelerated the use of technology to help reduce costs. Video conferencing was introduced agency-wide starting in 1992; in the following years, all GAO offices were connected to an agency-wide computer network and voice messaging telephone system, adding to workplace efficiencies. In early 1995, the Comptroller General announced a major initiative to reengineer the basic processes used by GAO to conduct audits and evaluations. The goal was a more efficient process that would better meet our customers' needs. All of these steps were taken or underway before it became clear in May of 1995 that Congress would direct the 25 percent reduction in GAO's budget, to be absorbed in fiscal years 1996 and 1997. …" @default.
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• W116686218 date "1997-01-01" @default.
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• W116686218 title "Downsizing at the Defense Finance and Accounting Service (DFAS)" @default.
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