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In 2007 GAO reported on concerns with the independence and effectiveness of the Dept. of State Inspector General (State OIG). GAO was asked to provide testimony on the issues they raised and the status of recommendations made to the State OIG in that report. This testimony focuses on the importance of auditor and IG independence, GAO¿s prior concerns with the State OIG¿s independence and effectiveness, and the status of OIG actions to address GAO¿s recommendations. The testimony is primarily based on GAO¿s 2007 report conducted in accordance with generally accepted government auditing standards, as well as the activities conducted to follow up on the status of GAO¿s previous recommendations. Table. This is a print on demand report.
Inspectors General: Limitations of IG Oversight at the Department of State
A 2020 CHOICE Outstanding Academic Title How officials reporting to both executive officials and congressional representatives work to keep the government honest, efficient, and effective. Inspectors general are important players in the federal government, and their work often draws considerable public attention when one of them uncovers serious misdeeds or mismanagement that make the headlines. This book by two experts in public policy provides a comprehensive, up-to-date examination of how inspectors general have operated in the four decades since Congress established the offices to investigate waste, fraud, and mismanagement at federal agencies and to promote efficiency and effectiveness in government programs. Unique among federal officials, inspectors general are independent of the agencies they monitor, and they report to the executive and legislative branches of government. One key factor in their independence is that they are expected to be non-partisan and carry out their work without regard to partisan interests. The authors of U.S. Inspectors General: Truth Tellers in Turbulent Times emphasize the “strategic environment” in which inspectors general work and interact with a variety of stakeholders, inside and outside the government. Their new book is based on in-depth case studies, a survey of inspectors general, and a review of public documents related to the work of inspectors general. It will be of interest to scholars and students of public policy and public management, journalists, and ordinary citizens interested in how the government works—or doesn’t work—on their behalf.
For entities that rely on others for funding, effective governance, accountability, and internal control are keys to maintaining trust and credibility. In recent years, corporate governance and accountability have received increased scrutiny and emphasis in the nonprofit, fed. gov¿t., and public company sectors. Governance and accountability problems have also been identified at Designated Federal Entities (DFE) such as the Smithsonian Institution, the Legal Services Corp., and the Pension Benefit Guaranty Corp. This report describes: (1) the statutory structure of the governing bodies for each DFE organization; and (2) the role of the Inspectors General (IGs) in the governance structure. Charts and tables.
In the wake of Hurricane Katrina, many questioned whether the large number of political appointees in the Federal Emergency Management Agency contributed to the agency's poor handling of the catastrophe, ultimately costing hundreds of lives and causing immeasurable pain and suffering. The Politics of Presidential Appointments examines in depth how and why presidents use political appointees and how their choices impact government performance--for better or worse. One way presidents can influence the permanent bureaucracy is by filling key posts with people who are sympathetic to their policy goals. But if the president's appointees lack competence and an agency fails in its mission--as with Katrina--the president is accused of employing his friends and allies to the detriment of the public. Through case studies and cutting-edge analysis, David Lewis takes a fascinating look at presidential appointments dating back to the 1960s to learn which jobs went to appointees, which agencies were more likely to have appointees, how the use of appointees varied by administration, and how it affected agency performance. He argues that presidents politicize even when it hurts performance--and often with support from Congress--because they need agencies to be responsive to presidential direction. He shows how agency missions and personnel--and whether they line up with the president's vision--determine which agencies presidents target with appointees, and he sheds new light on the important role patronage plays in appointment decisions.