Performance and Accountability Highlights Fiscal Year 2006 Page: 5 of 56
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GAO Performance and Accountability Highlights 2006
nificant adverse impact on our nation's fiscal future. The report also
asks a series of questions about, among other things, mandatory
and discretionary spending and tax policy. I, along with representa-
tives from a broad range of concerned groups, discussed the serious
fiscal imbalances facing the United States at town hall meetings in
10 different cities across the country. This "Fiscal Wake-up Tour,"
sponsored by the Concord Coalition, has helped to increase aware-
ness about the nation's worsening financial situation and encour-
age discussion about possible solutions. I carried this message to
congressional decision makers through various testimonies and
information sessions with various congressional caucuses and many
congressional members. In addition, we continued to examine fed-
eral areas and programs at risk of fraud, waste, abuse, and misman-
agement and those in need of broad-based transformations, and
added another troubled program to our high-risk list-the National
Flood Insurance Program.
Change is not only essential for progress and innovation in the fed-
eral government as a whole, it is essential for the agencies and orga-
nizations that support the government, too-and GAO is no excep-
tion. During fiscal year 2006 we implemented a number of changes
internally to move us toward our goal of becoming a world-class
professional services organization. For example, we restructured
our midlevel, policy analyst staff into two separate pay ranges in
response to market data collected last year during the development
of our competency-based performance appraisal system for analysts.
These data showed that our prior Band II pay range encompassed
two distinct levels of responsibility, and we made changes to ensure
that we achieve the goal of equal pay for work of equal value over
time. We also established market-based pay ranges for our pro-
fessional and administrative support staff as we had done previ-
ously for our analyst staff. In addition, we began a comprehensive
review of how we recruit both mission and mission support staff.
The review team focused on five broad areas: college recruitment,
candidate assessment, annual hiring, negotiating and processing job
offers, and recruiting issues affecting administrative and support
staff. We also began an outreach program to recruit candidates for
our new executive exchange program that will give private sector
employees at various companies, including accounting firms and
think tanks, a direct hands-on experience in the public sector.
It is vital for all organizations to understand the big picture, learn
from the past, and be prepared for the future; we attempted to
From the Comptroller General
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United States. Government Accountability Office. Performance and Accountability Highlights Fiscal Year 2006, text, January 30, 2007; Washington D.C.. (digital.library.unt.edu/ark:/67531/metadc295188/m1/5/: accessed January 17, 2019), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT Libraries Government Documents Department.