SERVING THE CONGRESS AND THE NATION: Strategic Plan 2018 - 2023As a legislative branch agency, we are exempt from many laws that apply to the executive branch agencies. However, we generally hold ourselves to the spirit of many of these laws, including the Government Performance and Results Act of 1993 (GPRA) and the GPRA Modernization Act of 2010. This strategic plan provides what we consider to be information equivalent to what is supplied by the executive branch agencies in their GPRA-required strategic plan.Additionally, we have separated the plan into three documents: 1. Strategic Plan Goals and Objectives, 2. Key Efforts, and 3. Trends Affecting Government and Society. This approach will provide us the opportunity to update our key efforts and trends as appropriate in response to any changes in our internal and external operating environment.United States Government Accountability OfficeGAO_c090eb6a-92df-11df-b499-6b157a64ea2aGAO is an independent, nonpartisan professional services agency in the legislative branch of the federal government. Commonly known as the audit and investigative arm of the Congress or the "congressional watchdog," we examine how taxpayer dollars are spent and advise lawmakers and agency heads on ways to make government work better. GAO was established under the Budget and Accounting Act of 1921 to investigate how federal dollars were spent. Over time, our mission evolved from voucher auditing to include the more comprehensive program and performance evaluations we are known for today.Gene L. DodaroComptroller General of the United StatesLegislative BranchGAO EmployeesGAO is composed of roughly 3,000 employees possessing academic degrees in various fields, including: * Accounting * Law * Engineering * Information Technology * Economics * Social Science * Physical Science * Subject-Area Specialists_eeac59b0-58bd-11e8-9ee2-deac60f45d45GAO exists to support the Congress in meeting its constitutional responsibilities and to help improve the performance and ensure the accountability of the federal government for the benefit of the American people._eeac5bae-58bd-11e8-9ee2-deac60f45d45AccountabilityIntegrityReliabilityPerspectivePeople are Valued -- Seek out and appreciate each person's perspectivesDignityPeople are Respected -- Treat everyone with dignityFairnessPeople are Treated Fairly -- Foster a work environment that provides opportunities for all WELL-BEING & FINANCIAL SECURITYProvide 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_eeac5d34-58bd-11e8-9ee2-deac60f45d451Address Current and Emerging Challenges to the Well-Being and Financial Security of the American People GAO's first strategic goal focuses on efforts to promote U.S. citizens' general well-being and financial security. These efforts depend, in part, on how well the federal government addresses current and emerging challenges associated with health, education, demographic shifts, financial systems, crime, natural resources, and physical infrastructure. In light of these circumstances and the evolving needs of those whose well-being and financial security are most at risk, it is essential that GAO help the Congress and the federal government to * identify, prioritize, and target public investment to the most pressing challenges affecting citizens’ general well-being; * manage and oversee federal efforts to improve citizens' general well-being; * explore and assess alternative approaches for providing benefits and protections; and * balance the demands of competing objectives to ensure decisions made today do not compromise future needs.HealthFinancing and Programs to Serve the Health Needs of an Aging and Diverse Population_eeac61e4-58bd-11e8-9ee2-deac60f45d451.1Older AmericansMinoritiesAlthough the growth in health care costs has moderated recently, by 2025 total health care spending in the United States is projected to reach more than $5 trillion, or about $16,000 per capita. Growth in federal spending for health care programs -- more than a quarter of total private and public health care spending -- has exceeded the rate of economic growth in the past and is projected to continue this trend (see fig. 1). Growth in federal spending on health care will be driven both by increasing enrollment, in part stemming from the aging of the population, and increasing health care spending per person. The federal government faces challenges to effectively and efficiently managing health care programs, including Medicare, Medicaid, and programs that serveAmerican Indians, veterans, and military service members and that offer subsidized private insurance to lower-income Americans. Specifically, the demands to meet Americans’ health needs are growing in volume and complexity while oversight is becoming more challenging. GAO’s work on health coverage, program expenditures, financing and management, access to and quality of care, protection of public health, and program integrity can help federal leaders make strategic decisions that will allow the federal government both to provide health care and manage its effectiveness and efficiency.Health Care SystemAssess trends and issues affecting the health care system._eeac6432-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.1Health InsuranceAssess trends, costs, and issues in public and private health insurance coverage and reforms._eeac65cc-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.2Fraud, Waste & AbuseAssess efforts to reduce improper payments and fraud, waste, and abuse in federal health care programs._eeac6932-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.3MedicareEvaluate Medicare reform, financing, expenditures, operations, and program integrity._eeac6b8a-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.4MedicaidEvaluate Medicaid financing, expenditures, and oversight. _eeac703a-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.5Vulnerable PopulationsAssess state and federal efforts to provide health care for potentially vulnerable populations._eeac6d1a-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.6Vulnerable PopulationsStatesVA & DODAssess actions and options for improving VA's and DOD's health care services._eeac72f6-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.7VADODPublic HealthEvaluate the effectiveness of federal programs to promote and ensure public health, including the safety and efficacy of drugs and medical devices and prevent and respond to public health emergencies._eeac74a4-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.1.8Lifelong LearningLifelong Learning to Enhance U.S. Competitiveness_eeac77a6-58bd-11e8-9ee2-deac60f45d451.2Ensuring access to quality lifelong learning opportunities is central to enhancing U.S. competitiveness in the global economy, but several challenges impede access, including educational inequities in primary and secondary education and rising college tuition. * Many students, particularly those attending schools serving high concentrations of low-income and minority students, lack opportunities for quality early learning or primary education (K-12) and frequently graduate unprepared for college or the workplace. * As technology transforms the knowledge and skills needed to succeed in the economy, most American jobs in the future will require at least some college (see fig. 2). At the same time, rising costs of college tuition have propelled federal student loan debt past $1.3 trillion and remain a barrier to college for many. * While recent legislation requires closer collaboration between federal education and workforce training programs that better connect workers with in-demand jobs, these programs must continue adjusting to socioeconomic challenges in light of evolving federal, state, and local partnerships. GAO's work will help the Congress assess these trends and challenges to ensure U.S. competitiveness. School ReadinessAssess policy and administrative challenges to improving school readiness and K-12 education to better prepare youths for college and the workforce._eeac79ea-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.2.1YouthStudent AidIdentify opportunities to improve programs that provide postsecondary federal student aid._eeac7b98-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.2.2Postsecondary StudentsSkillsIdentify ways to improve programs that facilitate job opportunities for workers, including veterans, and enhance their skills for occupations in demand in an evolving economy._eeac7ecc-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.2.3WorkersVeteransBenefits & ProtectionsBenefits and Protections for Workers, Families, and Children_eeac8110-58bd-11e8-9ee2-deac60f45d451.3WorkersFamiliesChildrenShifts in the U.S. economy over the past decade have changed the nature of work and imposed new conditions affecting wage and benefit arrangements and occupational health and safety. These economic shifts caused an increasing number of households to seek assistance from the social safety net and challenged federally supported programs to provide efficient service while ensuring program integrity (see fig. 3). For example, outlays for disability benefits increased from $165 billion in fiscal year 2007 to $286 billion in fiscal year 2016 and an estimated $281 billion in fiscal year 2017. The federal government and states jointly ensure the viability and integrity of our nation’s social safety net, which includes programs that promote and support employment opportunities and safe workplaces; help those who cannot work to provide for themselves; and protect vulnerable populations, including atrisk children and youth. In 2017, the estimated federal investment in programs that provide assistance to these groups in key areas—such as unemployment payments, food assistance, and disability benefits -- was $471 billion. Federal agencies and states will need to continue working together to ensure the welfare and success of the nation’s population from childhood through retirement. GAO’s work will help assure those with need can access efficient and effective programs while ensuring program integrity across the constellation of federal programs. Social Services & AssistanceIdentify opportunities to improve programs that provide social services and economic and nutrition assistance to individuals, families, and children._eeac82b4-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.3.1Worker ProtectionAssess the effectiveness of strategies and safeguards to protect workers._eeac85ca-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.3.2WorkersEmployersPeople with DisabilitiesIdentify ways to improve federal policies and support for people with disabilities._eeac8822-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.3.3People with DisabilitiesAging PopulationFinancial Security and Well-Being of an Aging Population_eeac89da-58bd-11e8-9ee2-deac60f45d451.4Older AmericansEnsuring that older adults have a secure retirement is a shared goal of government, employers, and individuals. However, various trends make achieving this goal increasingly difficult. For one, Social Security continues to face serious long-term financial challenges -- with its Old Age and Survivors Insurance Trust Fund expected to be depleted by 2035 -- largely because people are living longer and large numbers of baby boomers are retiring. By 2040, 20.6 percent of Americans will be at least 65 years old, compared with 12.3 percent in 2000 (see fig. 4). In addition, employers have shifted more responsibility and risk to individuals for ensuring their own retirement security. As a result, many individuals will have to work longer, save more, and better manage those savings. Meanwhile, despite the growing need for community-based services to help seniors remain independent, fiscal pressures at all levels of government may limit funding for such services. In light of these challenges, GAO's work will analyze the necessary policies and programs to assist policymakers in helping millions of Americans attain a secure retirement. BenefitsAssess the policy and administrative challenges to financing government benefits for older adults._eeac8d2c-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.4.1Older AdultsIndependence & CommunitiesAssess the policies and administration of programs that could enable older adults to maintain their independence and ties to the community._eeac8fb6-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.4.2Older AdultsCommunitiesRetirement PlansAssess the adequacy and effectiveness of private and public employer-sponsored retirement plans in providing security to older adults._eeac9164-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.4.3Older AdultsEmployersRetireesEmploymentAssess strategies and opportunities that help individuals improve their employment options, security, and preparedness for retirement. _eeac94ca-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.4.4Job SeekersJusticeA Responsive, Fair, and Effective System of Justice_eeac975e-58bd-11e8-9ee2-deac60f45d451.5The increase in drug overdose deaths, the evolving nature of domestic terrorism, and ongoing concerns about human trafficking demonstrate that the American people face evolving criminal threats that require a robust, fair, and effective system of justice. Although violent crime rates nationally remain significantly lower than in previous decades, some communities have seen increased levels of violent crime in recent years. In addition, illicit drug use poses significant and growing law enforcement and public health challenges. Furthermore, federal agencies need to effectively manage the federal offender population, including ensuring better outcomes for those re-entering society. The Department of Justice's (DOJ) grant resources that fund and sustain programs to fight crime must also be monitored to avoid duplication and unnecessary overlap. GAO's work will continue to help the Congress assess efforts to protect against and respond to violent crimes, drug trafficking, and domestic terrorism, as well as manage the federal offender population. GAO's work will also assess federal efforts to protect vulnerable populations and help local communities ensure an effective criminal justice system through federal grant programs.Prevention, Deterrence, Investigation & ProsecutionAssess federal efforts to prevent, deter, investigate, and prosecute terrorism, violent crime, and cybercrime._eeac9920-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.5.1Rights & Vulnerable PopulationsAssess federal efforts to protect vulnerable populations and ensure the rights of U.S. citizens._eeac9cd6-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.5.2U.S. CitizensVulnerable PopulationsConvicted OffendersReview the federal government's efforts to confine, rehabilitate, and monitor the release of convicted federal offenders._eeac9f4c-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.5.3Convicted Federal OffendersGrantsEvaluate federal efforts to assist states and localities with ensuring a fair and effective criminal justice system through federal grants. _eeaca118-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.5.4StatesLocalitiesHousing & CommunitiesHousing Finance and Viable Communities_eeaca456-58bd-11e8-9ee2-deac60f45d451.6Department of Housing and Urban Development (HUD)The Departments of Housing and Urban Development (HUD), Agriculture, and the Treasury spend tens of billions of dollars annually on rental housing programs to help the most vulnerable populations find and maintain affordable housing.Department of AgricultureDepartment of the TreasuryCongressGAO's work will help the Congress define the federal role in the housing finance system; monitor the efficiency and effectiveness of federal housing programs; and evaluate how HUD, the Department of Health and Human Services (HHS), and the Department of Veterans Affairs (VA) serve homeless individuals and families.Department of Health and Human Services (HHS)Department of Veterans Affairs (VA)Homeless IndividualsHomeless FamiliesSmall BusinessesIn addition to housing, small businesses are vital to ensuring viable communities because they employ more than half the nation's workforce (see fig. 6). The federal government administers multiple economic development programs -- including programs that provide assistance to entrepreneurs that may help businesses grow and succeed -- and often relies on state and local governments and nonprofit agencies to implement them. GAO's work will continue to help the Congress by assessing the efficiency and effectiveness of federal initiatives to help small businesses.The economic and social well-being of communities is vital to the nation’s growth and prosperity. The federal government directly or indirectly supports more than two-thirds of the value ($628 billion out of $840 billion for the first two quarters of 2017) of new mortgage originations in the single-family housing market.Homeownership & Financial RiskAssess how the federal government can balance supporting homeownership and managing financial risk while reforming the federal role in housing finance._eeaca6e0-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.6.1Home OwnersHome PurchasersLendersRental HousingExamine how federal programs that support affordable rental housing meet their objectives, including managing the condition of assisted properties and improving the well-being of special populations._eeaca8ac-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.6.2RentersHomeless AssistanceAssess federal homeless assistance efforts and their effects on both homeless individuals and families._eeacac26-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.6.3Homeless IndividualsHomeless FamiliesCommunity & Economic DevelopmentMonitor federal community and economic development assistance and its effect on communities._eeacaeba-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.6.4CommunitiesSmall BusinessesAssess the effectiveness of federal initiatives to assist small businesses._eeacb090-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.6.5Small BusinessesFinancial System & Consumer ProtectionA Stable Financial System and Sufficient Consumer Protection_eeacb3c4-58bd-11e8-9ee2-deac60f45d451.7ConsumersFragmentation and overlap in the U.S. regulatory structure could hamper the federal government’s ability to address systemic risk developments in the U.S. financial system, including those that contributed to the 2007 - 2009 financial crisis. In response to that crisis, financial regulators issued wide-ranging regulations to address perceived weaknesses and risks in the financial system, many of which were called for by the Dodd-Frank Act. However, financial regulators face the challenge of achieving statutory objectives and the benefits of regulations while also minimizing unnecessary regulatory burden. In addition, new financial technologies have benefited consumers but also increased risks of cybercrime and identity theft (see fig. 7). Financial fraud and exploitation affect 1 in 10 Americans every year, and such fraud is estimated to cost $45 - 50 billion annually in direct measurable costs. At the same time, consumers face challenges assessing the benefits and risks of increasingly complex financial products and services. In addition, America’s continued reliance on imported goods underscores the need to ensure product safety of manufactured items. According to the latest available data, imports of consumer products grew 80 percent from 2002 to 2015, from $419 billion to $754 billion, respectively. GAO's work will help the Congress monitor the effectiveness and efficiency of postcrisis reforms, while also helping ensure the safety, soundness, and stability of the U.S. financial system. In addition, GAO will continue to assess the efforts of federal agencies to ensure consumer financial protection and consumer product safetyFinancial ServicesAssess the ability of regulators to oversee the financial services industry and maintain a stable, competitive, and efficient financial system amid significant market, technological, and regulatory changes._eeacb5e0-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.7.1RegulatorsFinancial Services IndustryConsumer ProtectionAssess federal oversight of consumer protection laws and regulations for financial services and products and for manufactured items._eeacb766-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.7.2ConsumersManufacturersFinancial InstitutionsNatural Resources & EnvironmentResponsible Stewardship of Natural Resources and the Environment_eeacba22-58bd-11e8-9ee2-deac60f45d451.8GAO's Natural Resources & Environment TeamIssue Areas: Federal efforts to manage the nation’s air, water, land, food, and energy resources. Expertise: Helping ensure that programs and policies protect the environment, ensure food safety, address agriculture issues, ensure reliable and environmentally sound energy, meet the nation's science challenges, and address U.S. and international nuclear security and cleanup.Responsible stewardship of natural resources and the environment encompasses some of the nation’s most challenging issues and requires balancing often-competing objectives, such as economic growth for today versus protection of the nation's air, water, and lands for the future. Moreover, many of these challenges are interdependent. For example, federal agencies face challenges managing water and energy, which are linked, as water is needed for energy development and generation, and energy is required to supply, use, and treat drinking water and wastewater. Federal agencies also face challenges -- compounded by the potential for water shortages --managing the nation's water resources for multiple competing uses, such as safe drinking water, wildlife habitat, agriculture, and commercial activities (see fig. 8). In related areas of food and agriculture, federal oversight of food safety is a challenge because responsibilities are fragmented across 16 federal agencies and the proportion of imported food in the nation’s food supply is increasing. The federal government also faces significant fiscal challenges associated with mitigating the financial risks presented by a changing climate and environmental cleanup related to nuclear waste at federal sites. These issues all intersect with a complex array of stakeholders at multiple levels of government and in the private sector. GAO's work will seek to guide the Congress and federal agencies as they engage all stakeholders in addressing these and other issues.EnergyAssess federal efforts to ensure affordable, reliable, and environmentally sound energy for current and future generations._eeacbc48-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.8.1Land & WaterAssess federal strategies for sustainably managing our nation's land and water resources, including programs for Native communities._eeacbdd8-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.8.2Native CommunitiesEnvironmental ProtectionAssess environmental protection strategies and programs._eeacc116-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.8.3Environmental LiabilitiesAssess efforts to manage the federal government's environmental liabilities._eeacc378-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.8.4Food & AgricultureAssess federal programs' ability to ensure a safe food supply and address agricultural risks and environmental impacts. _eeacc512-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.8.5FarmersRanchersFood SuppliersInfrastructureA Viable, Safe, Secure, and Accessible National Physical Infrastructure_eeacc800-58bd-11e8-9ee2-deac60f45d451.9Aviation IndustryNew entrants such as "drones" and commercial space vehicles are putting increasing demands on the existing aviation system and airspace with more frequent use of the system. As a result, efficient and cost-effective use of the airspace system and its infrastructure through investment in and use of technologies and improved operations is an important challenge.Surface Transportation IndustryRailroads are mandated to implement safety technologies, such as Positive Train Control and electronically controlled pneumatic braking on certain trains over the next few years. In addition, vehicle manufacturers are developing automated vehicle technologies that have the potential to decrease highway fatalities by reducing human errors. Consequently, ensuring effective oversight of the railroads and vehicle manufacturers' efforts to implement and manage these technologies will be critical.Telecommunications IndustryFirstNet has been given $7 billion and highly valued spectrum to establish a nationwide broadband network for public safety officials, such as police officers, firefighters, and emergency medical-services personnel. However, FirstNet is faced with a complex and challenging mission, and continued oversight of FirstNet's efforts will be important to ensure the network's reliability and security.Federal FacilitiesNatural disasters, such as hurricanes, floods, and earthquakes, can destroy federal buildings and cripple the government’s ability to deliver needed services. The federal government needs to continue its focus on emergency preparedness and resiliency to help prevent catastrophic damage to its buildings and to speed recovery.Postal ServiceTechnology and the Internet have changed how businesses and consumers use the mail. USPS is at risk of a sudden and even more accelerated decline in its business brought about by new technological advances or new private sector businesses. This decline will have implications for USPS, current and retired postal employees, and ratepayers.The physical infrastructure of the United States -- including transportation, telecommunications, the postal system, and federal facilities -- is the backbone of the economy and affects every American’s daily life. A number of challenges, including capacity constraints, deterioration, and technological obsolescence have hindered efforts to ensure that this infrastructure is viable, efficient, safe, and accessible. For example, the nation’s surface transportation system -- including highways, transit, maritime ports, and rail systems that move both people and freight -- is critical to the economy. However, the system is under growing strain, and the cost to repair and upgrade the system to meet current and future demands is estimated in the hundreds of billions of dollars. To address these and other challenges, policymakers will not only need to identify a long-term sustainable means to fund infrastructure investments and encourage more efficient use of existing infrastructure but also will need to consider how emerging technologies, such as infrastructure communications with automated vehicle technologies, may be used to ensure that the nation’s infrastructure can meet current and future demands. GAO's work will continue to address infrastructure issues by assessing options; developing well-reasoned strategies; and, in some cases, calling for legislative changes.Investments, Policies & ProgramsAssess federal investments, policies, and programs that support transportation infrastructure._eeacca30-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.9.1Transportation SafetyAssess federal regulation of transportation safety and efforts to fund improvements in safety._eeaccbde-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.9.2Transportation IndustryMobility & AccessEvaluate federal policies to improve the mobility of people and goods and increase access to transportation systems._eeaccee0-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.9.3TelecommunicationsAssess federal efforts to support and oversee telecommunications in the public interest._eeacd12e-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.9.4Telecommunications IndustryThe PublicU.S. Postal ServiceAssess the U.S. Postal Service's efforts to ensure its viability and accomplish its mission._eeacd2e6-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.9.5U.S. Postal ServiceReal PropertyAssess federal efforts to manage and secure the government's real property portfolio._eeacd5f2-58bd-11e8-9ee2-deac60f45d45Performance Goal 1.9.6NATIONAL SECURITY & GLOBAL INTERDEPENDENCEProvide timely, quality service to the Congress and the federal government to respond to changing security threats and challenges of national security and global interdependence_eeacd8ea-58bd-11e8-9ee2-deac60f45d452Department of Defense (DOD)Department of Homeland Security (DHS)Department of StateCongressHelp the Congress Respond to Changing Security Threats and the Challenges of Global Interdependence GAO's second strategic goal focuses on helping the Congress and executive branch agencies plan for and respond to security threats and challenges related to global interdependence. Over the next 5 years, security threats and challenges to national and homeland security are expected to remain complex and dynamic. Certain nation-states seek to broaden their influence through confrontational means, while non-state actors will likely continue sowing significant instability through acts of terrorism, cyberwarfare, and other means. In addition, the nation and its infrastructure face threats posed by natural disasters and the associated costs of preparing for and recovering from such disasters. The nation’s security priorities will be influenced, in part, by continued fiscal imbalances, including trade deficits, dependence on foreign capital to finance U.S. spending, and the disparity between government revenues and spending. Difficult decisions will need to be made, and the nation’s security agencies -- most prominently, the Departments of Defense (DOD), Homeland Security (DHS), and State -- will need to strike an appropriate balance between spending on current missions and investing in new capabilities. Because many of the threats facing the nation go beyond the authority and scope of any one agency, it is essential that GAO's work enable federal entities to enhance their basic management capabilities, including their ability to collaborate, not only with each other but also with foreign, state, and local governments and nongovernmental partners.HomelandProtect and Secure the Homeland from Threats and Disasters_eeacdb10-58bd-11e8-9ee2-deac60f45d452.1The United States faces increasingly complex threats and challenges to securing the homeland. Flows of both legitimate and illicit travel and trade to the country will continue to challenge efforts to effectively secure U.S. borders. Ongoing threats to transportation security underscore the need for an effective, risk-based aviation security program. Disasters continue to affect the United States, including 15 disasters costing more than a billion dollars each in 2016 and 15 disasters exceeding $1 billion each in 2017, with damage from Hurricanes Harvey, Irma, and Maria still being assessed. An increase in severe natural disasters, alongside the threat of potential terrorist attacks, will pose serious challenges to federal agencies that must respond to and help recover from such events. In addition, cyberattacks are on the rise, targeting both government and private sector systems alike. These attacks are growing more sophisticated as physical infrastructure is increasingly connected to online information systems. This trend greatly increases the potential damage that cyber threats can cause (see fig. 11). GAO's work will help the Congress assess efforts to protect against and respond to threats and other disasters and to prioritize and allocate resources for homeland security. Homeland SecurityAssess federal homeland security management, resources, acquisitions, and stakeholder coordination._eeacded0-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.1.1Immigration & Border SecurityAssess efforts to strengthen border security and address immigration enforcement and services issues._eeace1b4-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.1.2TerrorismAssess efforts to strengthen the sharing of terrorism-related information._eeace3da-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.1.3Transportation SecurityAssess efforts to strengthen security in all transportation modes._eeace81c-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.1.4Transportation IndustryEmergencies & DisastersAssess U.S. national emergency preparedness and response capabilities and efforts to strengthen the nation's resilience against future disasters._eeaceb0a-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.1.5Insurance & LoansAssess the cost, availability, and management of catastrophic insurance and disaster loan programs._eeaced44-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.1.6Assets & InfrastructureAssess efforts to strengthen the physical protection and cybersecurity of federal government assets and the nation's critical infrastructure._eeacf15e-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.1.7Military Capabilities & ReadinessEffectively and Efficiently Utilize Resources for Military Capabilities and Readiness_eeacf460-58bd-11e8-9ee2-deac60f45d452.2U.S. MilitaryDepartment of Defense (DOD)TABLE 1: FIVE KEY CHALLENGES THAT SIGNIFICANTLY AFFECT DOD’S ABILITY TO ACCOMPLISH ITS MISSION 1. Rebalancing forces and rebuilding readiness 2. Mitigating threats to cyberspace and expanding cyber capabilities 3. Controlling the escalating costs of programs (e.g., weapon systems and military health care), and better managing finances 4. Strategically managing human capital 5. Achieving greater efficiencies in defense business operationsDepartment of Energy (DOE)GAO's Defense Capabilities & Management TeamIssue Areas: DOD, which costs taxpayers nearly $600 billion a year. Expertise: Supporting congressional oversight of DOD as it modernizes and transforms itself to meet 21st century challengesGAO's Contracting & National Security Acquisitions TeamIssue Areas: U.S. government spending for goods and services -- nearly half a trillion dollars annually. Expertise: Helping ensure that big-ticket item acquisitions are managed appropriately and determining whether the government is making sound business decisions and appropriately overseeing contractors. The Department of Defense (DOD) continues to face a complex and evolving national security and fiscal environment. Ongoing counterinsurgency operations, the need to prepare for more conventional conflicts, the challenge of new and emerging cyber threats, and increasing personnel costs and fiscal pressures combine to complicate DOD’s planning for the future (see table 1). DOD faces difficult decisions related to how to plan for and support military forces and prioritize its programs and efforts to address current, emerging, and potential threats and challenges. GAO's work will assist DOD and relevant divisions of the Department of Energy (DOE) in planning to meet these threats and challenges more effectively and efficiently in areas such as military operations and support, force structure and readiness, weapons acquisition, human capital management, training, logistics, contracting, and recapitalization (see fig. 12).OperationsAssess DOD's ability to meet operational demands while rebuilding readiness and preparing for future missions._eeacf69a-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.1DODHomeland Defense, Cyber & Other ThreatsAssess DOD's efforts to defend the homeland and respond to cyber and other unconventional threats._eeacfaaa-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.2DODHuman CapitalAssess DOD's human capital management to ensure a high-quality total workforce of military personnel, federal civilians, and contractors._eeacfda2-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.3DODMilitary PersonnelFederal CiviliansFederal ContractorsWeapons, Science & TechnologyAssess the ability of weapon system acquisition programs and science and technology development processes to achieve intended outcomes._eeacfff0-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.4Contract ManagementAssess DOD's progress in improving contract management._eead0414-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.5DODWeapons SystemsAssess DOD's progress in improving the maintenance and sustainment of weapons systems throughout their life cycle and other logistics functions and activities._eead070c-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.6DODDefense Support InfrastructureAssess DOD's management of the defense support infrastructure._eead0978-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.7DODNuclear Security, Force Structure & WeaponsAssess efforts of DOE's National Nuclear Security Administration (NNSA) and DOD to maintain and modernize the nuclear security enterprise, nuclear force structure, and associated weapon systems._eead0dba-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.8National Nuclear Security Administration (NNSA)DOD Business OperationsAssess DOD's business operations efforts to adapt and leverage organizational structures and management processes to maximize efficiencies and performance._eead1116-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.2.9Foreign Policy & Economic InterestsAdvance and Protect U.S. Foreign Policy and International Economic Interests_eead136e-58bd-11e8-9ee2-deac60f45d452.3GAO's International Affairs & Trade TeamIssue Areas: Federal policies and programs that address global economic, security, and humanitarian problems. Expertise: Helping assess performance and accountability of U.S. foreign aid programs, foreign affairs functions and activities, agencies’ efforts to combat international terrorism and other transnational threats (including weapons of mass destruction), trade, and U.S. assistance to multilateral and nongovernmental organizations.To advance national interests and values abroad through global engagement, U.S. foreign policy in recent years has focused on promoting human rights and democracy; countering a diverse, complex, and uncertain array of multidimensional security threats; addressing various humanitarian crises; and navigating changes in global trade. GAO's work will continue to monitor and report on U.S. agencies' efforts to * execute security assistance and stability programs to counter the growing threat of non-state terrorist actors to the nation, its allies, and other foreign partners while maintaining sanctions on, or mitigating potential conflicts with, nations of concern (e.g., Russia, Iran, and North Korea); * use bilateral and multilateral resources to promote democracy and human rights while meeting development priorities and emergency needs; * manage and safeguard the United States' overseas diplomatic presence at more than 270 posts worldwide, particularly in high-threat areas where transnational terrorist and violent extremist organizations -- such as the Islamic State of Iraq and Syria (ISIS), al Qaeda, their African and Asian affiliates, and other emergent groups -- remain the most potent terrorist threats to global security (see fig. 13); * execute programs to advance U.S. trade interests, the total value of which exceeded $3.9 trillion in 2014; enforce trade rules; review and revise, where appropriate, key international trade mechanisms, such as the World Trade Organization or the North American Free Trade Agreement (NAFTA), which is in the process of being updated for the first time in 25 years; maintain U.S. export gains; and increase foreign investment (see fig. 14); * manage foreign affairs functions, including Department of State’s efforts to reorganize, realign, and rethink its business operations; ensure the effectiveness of consular operations (such as visa processing and passport security); and examine refugee screening; and * protect national security supply chains -- for example, the sufficiency of efforts by the interagency Committee on Foreign Investment in the United States to assess and mitigate national security risks associated with foreign acquisitions of U.S. businesses.ThreatsAnalyze the implementation and results of U.S. and international efforts to counter threats to the United States and its foreign partners' national security._eead179c-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.3.1Foreign AssistanceAnalyze the implementation and management of U.S. bilateral and multilateral foreign assistance, including development, humanitarian, and economic assistance, and efforts to promote democracy and human rights._eead1a9e-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.3.2International TradeAnalyze how international trade programs serve U.S. interests and how the United States can influence the world economy._eead1d00-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.3.3Diplomacy & Multilateral OrganizationsAssess the management and effectiveness of U.S. diplomatic efforts and membership in multilateral organizations._eead2156-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.3.4Multilateral OrganizationsForeign Investment & Global SuppliersAssess efforts to manage the effects of foreign investment and a global supplier base on U.S. national security interests._eead2458-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.3.5Foreign InvestorGlobal SuppliersIntelligence ActivitiesImprove the Intelligence Community's Management and Integration to Enhance Intelligence Activities_eead26c4-58bd-11e8-9ee2-deac60f45d452.4U.S. Intelligence Community (IC)Office of the Director of National IntelligenceDefense Intelligence AgencyDepartment of DefenseCentral Intelligence AgencyOffice of Intelligence and CounterintelligenceDepartment of EnergyOffice of Intelligence and AnalysisDepartment of Homeland SecurityCoast Guard IntelligenceDepartment of Homeland SecurityFederal Bureau of InvestigationDepartment of JusticeOffice of National Security IntelligenceDrug Enforcement AdministrationBureau of Intelligence and ResearchDepartment of State Office of Intelligence and AnalysisDepartment of the TreasuryAir Force Intelligence, Surveillance and ReconnaissanceDepartment of DefenseMarine Corps IntelligenceDepartment of DefenseNaval IntelligenceDepartment of DefenseArmy Military IntelligenceDepartment of DefenseNational Security AgencyDepartment of DefenseNational Reconnaissance OfficeDepartment of DefenseNational Geospatial Intelligence AgencyDepartment of DefenseThe U.S. Intelligence Community (IC) -- a coalition of 17 elements that independently and collaboratively gather and analyze the intelligence necessary to conduct foreign relations and national security activities -- is facing an increasing number of challenges from the evolving global environment with traditional and nontraditional adversaries. To address these challenges, the IC continues to strive toward greater integration and efficiencies across the community and implementation of IC enterprise standards, processes, tools, and services that leverage both government's and industry's leading practices. GAO's work will examine ways to improve management and integration in the IC and focus on the IC's business operations and fiscal management, acquisition and contract management, as well as intelligence efforts in support of military and other government activities.Business OperationsAnalyze the IC's business operations and efforts to integrate and leverage organizational structures and management processes to maximize efficiencies and performance._eead2b1a-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.4.1ICAcquisition & ContractsAssess the IC's acquisition and contract management programs and processes._eead2e44-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.4.2ICPlanning & SupportEvaluate the IC's planning and efforts that support military operations, diplomatic activities, and other government activities. _eead30e2-58bd-11e8-9ee2-deac60f45d45Performance Goal 2.4.3ICNATIONAL CHALLENGESHelp transform the federal government to address national challenges_eead357e-58bd-11e8-9ee2-deac60f45d453GAO's third strategic goal focuses on helping the federal government transform itself to address national challenges that cut across geographic boundaries, programs, and levels of government. Successfully addressing such challenges will depend on the government’s ability to * identify innovative strategies for allocating limited resources and better navigating rapid change and uncertainty; * incorporate internal control measures to help curb fraud, waste, abuse, and mismanagement and to provide the public with the demonstrable results it reasonably expects; and * collaborate more effectively both domestically and internationally across state and local governments, nongovernmental organizations, and the private sector. This transformation will need to take place amidst a landscape of fiscal uncertainty that will also need to be addressed. Our simulations show that, absent policy changes, the federal government faces unsustainable growth in debt and a growing imbalance between revenue and spending. The federal government must, in turn, examine all aspects of fiscal policy, existing programs, and tax administration for opportunities to reduce fraud, waste, abuse, and mismanagement. It is essential that GAO provide government managers and policymakers with clear, timely, realistic assessments of the government’s performance management, financial condition, and cost of operations.Fiscal Position & GapsAssess the government's fiscal position and approaches to address current and projected fiscal gaps_eead392a-58bd-11e8-9ee2-deac60f45d453.1GAO's Strategic Issues TeamIssue Areas: The federal government’s role in achieving national goals and its ability to deliver meaningful results. Expertise: Helping address national challenges, such as long-term fiscal imbalances, and improve agencies’ strategic planning, workforce agility, performance, and management.GAO's Financial Management and Assurance TeamIssue Areas: Federal financial management and operations; stewardship of financial resources. Expertise: Helping improve and transform federal financial management and operations to meet existing and emerging critical accountability challenges and ensure that reliable, useful, and timely financial information is available for making decisions, managing costs, and monitoring performance day to day.Analyze the Government's Fiscal Condition and Opportunities to Strengthen Approaches to Address the Current and Projected Fiscal Gaps -- Absent policy changes, the federal government faces an unsustainable long-term fiscal path. Within 14 to 22 years, federal debt held by the public is projected to surpass the historical high of 106 percent of gross domestic product (see fig. 16). The gap between revenue and spending drives growth in deficits and debt. On the spending side, key drivers are health care and interest on the debt. To change course, policymakers should consider changes to the entire range of federal activities, including spending and revenue. The longer action is delayed, the more drastic the changes will have to be. GAO's work will help address fiscal challenges by identifying * improvements in tax administration, including opportunities to reduce the tax gap; * efficiencies in managing the federal debt held by the public, which totaled over $14 trillion at the end of fiscal year 2017; * state and local governments’ fiscal challenges and the implications for federal programs; and * accurate and timely information about (1) government spending to help policymakers manage the country’s fiscal condition and (2) ways tax policy is likely to affect federal revenues, the economy, and individuals’ and businesses’ financial decisions.Budget & DebtAnalyze factors affecting the federal short- and long-term budget outlook, debt management, and agencies' budget decisions and operations._eead3bbe-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.1.1State & Local GovernmentsMonitor and examine the federal government's response to state and local governments' short- and long-term fiscal condition._eead4050-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.1.2State GovernmentsLocal GovernmentsInformation, Controls & ComplianceAssess the reliability of financial information, effectiveness of internal controls over financial reporting, and compliance with applicable laws and regulations related to the government's fiscal position and financing sources._eead43de-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.1.3Tax PolicyHelp inform congressional deliberations on tax policy._eead45f0-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.1.4CongressRevenue & Tax GapIdentify opportunities to reduce the tax gap and further protect revenue._eead49b0-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.1.5Challenges & RisksAssess major management challenges and program risks_eead4c58-58bd-11e8-9ee2-deac60f45d453.2GAO's Forensic Audits and Investigative Service TeamIssue Areas: Forensic audits and investigations of highly vulnerable federal programs and funding to help detect and prevent fraud, waste, and abuse. Expertise: Helping combat fraud and preserve integrity in government programs using data analytics, investigative techniques, and GAO’s Fraud Risk Management Framework to assess agencies’ efforts, and managing FraudNet so the public can report allegations of fraud, waste, abuse, and mismanagement to GAO.Office of Management and Budget (OMB)The Office of Management and Budget (OMB) must establish guidelines that incorporate leading practices from GAO’s Fraud Risk Management Framework.Federal AgenciesAgencies are required to establish financial and administrative controls, to include, among other things, evaluating fraud risks, designing and implementing related antifraud controls, and using data to monitor fraud trends.Fraud Working GroupOMB must establish a working group to improve the sharing of controls and other best practices for addressing fraud and development of data-analytics techniques. The working group must submit a plan to the Congress for establishing a federal interagency library of data analytics and data sets that can be used to address fraud.CongressFederal agencies must report to the Congress for 3 years, as part of their annual financial reporting, on their progress in implementing OMB’s guidelines and other antifraud guidance, identifying fraud risks, and establishing steps to reduce fraud.Support Government Accountability by Identifying Fraud, Waste, and Abuse and Needed Improvements in Internal Controls -- Not only do fraud, waste, and abuse cost taxpayers billions of dollars annually, they also undermine confidence in government, prevent federal programs from fulfilling their intended purposes, and create potential national security risks. To minimize fraud, waste, and abuse, as well as improve accountability across the government, federal agencies must improve their internal controls. GAO's work will include forensic audits, internal control reviews, and special investigations of highly vulnerable federal programs and funding to help detect and prevent fraud, waste, and abuse. GAO’s work will assess agencies’ implementation of the Fraud Reduction and Data Analytics Act of 2015 and continue to use the Fraud Risk Management Framework to help agencies combat fraud and preserve integrity in government programs (see figs.17 and 18).3 GAO will also continue to use tips received through FraudNet, an operation that provides a secure means for individuals to confidentially communicate their concerns about possible fraud, waste, abuse, mismanagement, and criminal activities in federal programs.Forensic AuditsPerform forensic audits to identify and address vulnerabilities to fraud, waste, and abuse._eead4e74-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.2.1Investigations, Testing & AssessmentsConduct investigations, controls testing, and security vulnerability assessments. _eead525c-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.2.2Accountability & ControlsIdentify ways to strengthen accountability and internal controls for federal programs, assets, and operations._eead5608-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.2.3FraudNetProcess and investigate allegations received through FraudNet._eead58ba-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.2.4Fraud, Waste & AbuseAssess fraud, waste, and abuse and needed improvements in internal controls_eead5df6-58bd-11e8-9ee2-deac60f45d453.3Congressional Oversight CommitteesSupport Congressional Oversight of Cross-cutting Issues, Major Management Challenges, and Program RisksGAO's Information Technology TeamIssue Areas: Federal information technology investments, security, and management. Expertise: Helping federal agencies build the capacity to manage IT and information to improve performance and reduce costs and helping to strengthen information security and protect computer and telecommunication systems that support the nation’s vital infrastructures.GAO's Applied Research and Methods TeamIssue Areas: Practical application of statistics, social and physical sciences, engineering, and economics. Expertise: Providing technical expertise to GAO mission and support teams, assuring analytical rigor and overall quality of GAO information, and assessing technology and other specialized areas. The federal government is central to effectively addressing major issues, including the strength of the national economy, public safety and security, disaster response, and oversight of financial markets. The public expects the government to be more transparent and accountable, requiring federal agencies to improve performance and focus on effective, efficient, and results-oriented management. GAO's work will continue to monitor and report on high-risk program areas, which are vulnerable to fraud, waste, abuse, and mismanagement or are most in need of broad reform (see table 2 and fig. 19). These issues include VA health care; strategic human capital management, including mission-critical skills gaps in agencies across the federal government; and the security of federal information systems. Furthermore, GAO's work will identify opportunities to reduce duplication, overlap, and fragmentation in government programs; achieve financial benefits; and enhance collaboration. GAO's work will also examine federal policies, data, business processes, and workforce management across the government as well as in key areas, such as federal contracting, grants management, science and technology issues, information technology systems, and information management.RisksHighlight high-risk federal programs and operations and assess government-wide management reforms._eead6170-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.1ResultsAssess efforts to improve results-oriented management across the government._eead642c-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.2WorkforceAnalyze and assess efforts to develop an agile, skilled workforce essential to achieving the missions of a high-performing and collaborative federal government. _eead690e-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.3Goods & ServicesIdentify ways to improve federal agencies' acquisition of goods and services._eead6c88-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.4Science & TechnologyAssess the management and results of the federal investment in science and technology, the effectiveness of efforts to protect intellectual property and encourage innovation, and the progress and implications of technological innovations._eead6f62-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.5ITAssess the government's planning, implementation, and use of IT to improve performance and modernize federal programs and operations._eead7732-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.6InformationIdentify ways to improve the collection, dissemination, and quality of federal information._eead7aca-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.7Grants & AssistanceIdentify ways to improve the administration and management of grants and other federal assistance across all levels of government._eead7d90-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.8Fragmentation, Overlap, Duplication & CollaborationIdentify and assess efforts to reduce fragmentation, overlap, and duplication and to enhance collaboration._eead825e-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.9Innovation, Transparency & Open Government Identify ways to promote innovation, transparency, and open government and evaluate implementation of the Digital Accountability and Transparency Act of 2014 (DATAAct)._eead865a-58bd-11e8-9ee2-deac60f45d45Performance Goal 3.3.10Services & PracticesMaximize the value of GAO by enabling quality, timely service to the Congress and by being a leading practices federal agency_eead8920-58bd-11e8-9ee2-deac60f45d454GAO EmployeesGAO's fourth strategic goal focuses on empowering GAO's multidisciplinary workforce through continuous improvement and innovation to maximize value, achieve operational excellence, support the Congress’ highest legislative and oversight priorities, and deliver quality results. Further, as a leading-practices agency, GAO develops strategies to ensure effective and efficient use of resources. To achieve this goal, GAO will * promote employee engagement, diversity, and inclusiveness; * maintain and enhance its relationships with congressional clients and federal agencies; * identify and address internal management challenges and enterprise risks; * collaborate and coordinate with the audit and accountability communities, as well as other agencies in the legislative branch; * leverage data, technology, and process optimization to improve business practices; * provide modern, integrated tools and systems to ensure efficiency and effectiveness and enhance staff's ability to work collaboratively in a mobile environment; * streamline its physical and technological infrastructure; * expand the use of business intelligence tools to facilitate agile, accurate, cost-effective, and datadriven decision making; * continue to enhance contract administration processes to ensure timely delivery of services at a fair and reasonable cost; and * implement security practices that enhance preparedness and resilience. WorkforceEmpower GAO's Workforce to Excel through Strategic Talent Management_eead8df8-58bd-11e8-9ee2-deac60f45d454.1GAO EmployeesGAO's Chief Administrative OfficeIssue Areas: Improving GAO operations to maximize value, achieve operational excellence, and deliver quality results to the Congress. We support agency operations in the management of talent, learning, finance, acquisition, information technology, records, facilities, security, labor relations, and in promoting and maintaining a work environment that is fair, unbiased, and inclusive.Office of Opportunity and InclusivenessGAO will attract, develop, and retain a diverse, inclusive, and highly productive workforce using a strategic talent management approach and through our commitment to a workplace where people are valued, respected, and treated fairly (see fig. 20). This approach will help us achieve operational excellence and provide the greatest return on investment to the Congress and the American people. As a knowledge-based organization, GAO recognizes that our greatest strength lies with our people. GAO will undertake a number of efforts that leverage our agency’s expertise and networks to achieve our goals. We will address the need to build capacity and transfer knowledge through succession planning, while providing learning and developmental opportunities to meet future challenges. We will also leverage data to strengthen learning, knowledge sharing, and growth opportunities that increase the skills and competencies of our workforce to address the increasingly complex, interdisciplinary, and global issues facing the federal government.Identifcation, Attraction & RetentionIdentify, attract, and retain a workforce with the skills necessary to achieve operational excellence._eead9186-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.1.1DevelopmentDevelop the workforce using learning organization principles that instill multidisciplinary thinking, collaboration, and responsiveness._eead9460-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.1.2CultureEnhance and sustain a culture that is fair, diverse, and inclusive and provides opportunities for all employees to excel._eead9942-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.1.3Results & ProductsStreamline GAO's Processes to Deliver Quality Results and Products and Promote Knowledge Sharing, Government Standards, and Strategic Solutions_eead9cda-58bd-11e8-9ee2-deac60f45d454.2GAO Staff OfficesIssue Areas: Strengthening relations with the Congress; improving the efficiency, effectiveness, and quality of GAO's work; and improving how GAO and other audit organizations respond to evolving trends and emerging issues. Expertise: We support agency operations in several areas -- congressional relations, continuous process improvement, opportunity and inclusiveness, public affairs, strategic planning, and external outreach.Office of Congressional RelationsOffice of Public AffairsOffice of Strategic Planning & External LiaisonAudit Policy & Quality Assurance, and Continuous Process Improvement OfficeGAO will continue efforts to strengthen relations with the Congress and improve the effectiveness and quality of our services. We will explore ways to present our work to ensure it is widely accessible to the Congress, the public sector, the press, and theAmerican people through various formats and platforms, including video, podcasts, and data visualization (see fig. 21). We plan to streamline and standardize work processes to ensure consistent, measurable outcomes and improve workflow, internal controls, and management oversight. In light of the increasingly complex, interdisciplinary, and global issues facing the federal government, GAO will expand its partnerships with other organizations to promote professional auditing standards and audit capacity and help enhance their knowledge, agility, and responsiveness. GAO will also enhance its foresight and strategic planning capabilities by identifying and responding to evolving trends and emerging issues of national importance. Outreach & RelationshipsEnhance outreach to broaden and preserve relationships with the Congress and audited entities._eead9fc8-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.2.1Foresight & Strategic PlanningEnhance GAO's foresight and strategic planning capacity._eeada4be-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.2.2StandardsDevelop and continually improve government internal control, evaluation, and auditing standards._eeada86a-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.2.3Accountability CommunityEnhance information sharing, training, and capacity building for the domestic and international accountability community._eeadab94-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.2.4Accountability CommunityData, Technology & ProcessesLeverage data, technology, and process improvement to continually enhance GAO's products, processes, and programs._eeadafcc-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.2.5Tools & SystemsProvide Modern Integrated Tools and Systems in a Secure, Collaborative, and Mobile Environment_eeadb544-58bd-11e8-9ee2-deac60f45d454.3To ensure GAO continues to be a responsible steward and leading practices agency, it is critical that we provide staff with modern and secure integrated tools and systems necessary for working in a collaborative and mobile environment (see fig. 22).We must diligently manage costs while also making the infrastructure investments required to sustain operational excellence and address evolving needs. It is essential that our business operations be efficient and effective and that agency systems support more powerful analytic platforms to inform timely decision making. We will reduce the cost of operations by streamlining space utilization and leveraging cloud-based technologies.Business ProcessesEmpower staff with collaborative, integrated tools to enhance business processes and increase efficiency._eeadba44-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.3.1Decision MakingEnhance tools that integrate crosscutting enterprise data to facilitate more agile, accurate, cost-effective, and data-driven decision making._eeadbe04-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.3.2Mobility & CollaborationEnable a mobile, collaborative environment._eeadc110-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.3.3InfrastructureEnsure a secure, robust, cost-effective physical and technological infrastructure._eeadc64c-58bd-11e8-9ee2-deac60f45d45Performance Goal 4.3.42018-01-012023-12-312018-05-17https://www.gao.gov/assets/700/690260.pdfOwenAmburOwen.Ambur@verizon.net