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| Documents/GAO2010/4: Leading Practices |
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Maximize the Value of GAO by Enabling Quality, Timely Service to the Congress, and by Being a Leading Practices Federal Agency Other Information: With the growing and rapidly changing list of challenges facing the United States and the world, GAO’s work—and how GAO communicates the results of its work— has never been more important. To successfully carry out its responsibilities to the Congress for the benefit of the American people, GAO’s work must be professional, objective, fact-based, nonpartisan, nonideological, fair, and balanced. To sustain highquality and timely service, the agency must process its work efficiently and effectively while ensuring client and customer satisfaction. Key to achieving these goals is aggressively leveraging technology and enhancing quality assurance processes. Importantly, GAO must continually modernize how it delivers the results of its work, including refining its product line and presenting content more concisely and in real time. To ensure GAO continues to address the many issues facing the government, the agency will need to enhance how it manages its workload. Maintaining adequate resources for a broad range of work is particularly critical to GAO’s efforts to apprise the Congress of high-risk issues and challenges of national and international concern. The talent, creativity, and dedication of GAO’s staff are the bedrock of the agency’s ability to provide high-quality products and maintain its credibility. GAO’s workforce is composed of highly trained professionals with degrees in many academic disciplines, including accounting, law, engineering, public administration, economics, statistics, and information technology (IT), among others. To sustain the quality of its services, while remaining responsive to increased demands, GAO must be able to recruit, develop, retain, and reward its high-performing diverse workforce. The agency strives to strengthen its recruiting and hiring programs by, among other things, incorporating leading practices. GAO must also ensure that its performance and compensation systems are fair, provide equitable and targeted developmental support and opportunities, and enable staff to maximize their contributions to agency goals. Strengthening agency programs for staff development and providing clear career paths will not only help the agency meet its goals, but will also enable staff to have a line of sight for their individual goals and the support needed to achieve them. GAO also remains committed to embracing diversity and taking steps to ensure the agency develops and supports a fair and unbiased work environment that values opportunity and inclusiveness. In light of the increasingly complex, interdisciplinary, and global issues facing the government, GAO must expand its relationships with other entities to promote professional auditing standards and auditing capacity, as well as enhance its own knowledge, agility, and responsiveness. GAO’s leadership roles in the professional auditing and accounting community will help ensure that U.S. funds, in particular, are not subject to waste, fraud, and abuse. In addition, GAO seeks to enhance its information-sharing and collaborative efforts with other accountability organizations, agencies, and professional organizations to tap into their expertise. Partnerships also help GAO remain aware of changing governance and management practices, so that it can continue to improve internal operations and implement leading practices. As a reviewer of how other agencies manage federal resources, as well as a recipient of taxpayer dollars, GAO must responsibly manage its resources. Even though GAO is not subject to many of the laws applied to executive branch agencies for operations and management, it endeavors to maintain consistency with the requirements and spirit of those laws because the agency audits the executive branch’s compliance with these laws and implementing regulations. Thus, GAO will proactively address and expand on statutory and regulatory requirements for mission support functions to ensure that it is adhering to the highest standards as the agency audits others. Physical and information security remain high-priority areas, as do enhancing GAO’s privacy program, implementing environmental initiatives, and optimizing internal control reviews to ensure accountability. GAO will continue to leverage technology to improve its business processes, particularly as related to its financial, human-resource, and travel systems. It will also pursue integration of many of these systems to enable timely decision making. Also key to operational excellence is ensuring the appropriate management of administrative processes. Since people are GAO’s primary asset, establishing a human-capital governance structure that ensures the strategic use of staff is essential, as is continuing to work constructively with GAO employee organizations to address employee concerns. Other areas of focus include strengthening the agency’s strategic planning, facilitating collaboration across units, and ensuring consistent internal communications. For 2010 through 2015, GAO has reoriented its strategic objectives and performance goals to focus on discrete areas of product support and business and management operations. To accomplish GAO’s goal of enabling quality, timely service to the Congress and implementing leading practices, GAO has established four strategic objectives: Objective(s):
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