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GAO-03-690R 1 (2003-04-18)

handle is hein.gao/gaobaamei0001 and id is 1 raw text is: I Accountability * Integrity * Reliability United States General Accounting Office Washington, DC 20548 April 18, 2003 The Honorable Solomon P. Ortiz Ranking Minority Member Subcommittee on Readiness Committee on Armed Services House of Representatives Subject: DOD Personnel: DOD Comments on GAO's Report on DOD's Civilian Human Capital Strategic Planning Dear Mr. Ortiz: In response to your request, we issued a report in March 2003 to you on the Department of Defense's (DOD) strategic planning efforts for civilian personnel at DOD and selected defense components, including the four military services and two defense agencies.' In that report we made recommendations to the Secretary of Defense to strengthen civilian human capital planning, including integration with military personnel and sourcing initiatives.2 DOD's response to our March 2003 report and recommendations were received too late to be included in that report. To provide our perspective on DOD's comments, we briefly summarize our March 2003 report's objectives, results, and recommendations and DOD's comments, along with our evaluation of the comments. DOD's comments provided by the Under Secretary for Personnel and Readiness are included as an enclosure to this report. Summary of Objectives, Results, and Recommendations DOD's civilian employees play key roles in such areas as defense policy, intelligence, finance, acquisitions, and weapon systems maintenance. Although downsized 38 percent between fiscal years 1989 and 2002, this workforce has taken on greater roles as a result of DOD's restructuring and transformation. Responding to congressional concerns about the quality and quantity of, and the strategic planning for, the civilian 'U.S. General Accounting Office, DOD Personnel: DOD Actions Needed to Strengthen Civilian Human Capital Strategic Planning and Integration with Military Personnel and Sourcing Decisions, GAO-03-475 (Washington, D.C.: Mar. 28, 2003). 2Sourcing initiatives, which are undertaken to achieve greater operating efficiencies, include such efforts as public-private competitions under the Office of Management and Budget (OMB) Circular A- 76 for commercial activities and functions; direct conversions (converting positions from one sector to another without public-private competition); public-private partnerships; and privatization, divestiture, and reengineering. GAO-03-690R DOD Personnel

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