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revicwed and endorsed by the individual's supervisor the accuracy and .. validity of the data and results in cnhanced. Despite these advantages, there arc some drawbacks. Because the only source of infornation was the questionnaires, the results are not as conclusive as they might otherwise
be. The classifiers indicated that some responses were not specific or - detailed cnough to allow them to make confident judgements. . .
... Future studies of this issue might be incorporated into an ongoing .. ---position classification survey program. This would retain the virtue of ---. not concentrating attention on EEO aspects while gathering more conclusive : information.
.: : ... .. . .. ..
General Accounting Office Analysis of GS Employees By Grade and Minority Status
as of December 31, 1977 and December 31, 1978
3o 63 36 86 215 43 .9 127
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80 .164 38. 3 129
327 253 197 42
23 2. 3
4, ܘܐ 32ܐ
ܐ83 ܪ8.ܐ 227 2.ܐܘ .ܘܐ
2-13ܐ ܐ ::
ܐ ܝܘ ܕܺܝ 28-Gܐ ܐ3
In FY 74, GAO formally established its Upward Mobility Program to · provide career opportunities for underutilized and underdeveloped employees
and to enable them to achieve their highest potential. The first 5 years of the program have been very successful. To date, 58 participants have graduated from the program and progressed from the non-professional ranks to the professional staff. Currently, there are 33 participants receiving both classroom and on-the-job training designed to facilitate their progression to the professional ranks.
The success of the program is due in large measure to the continuing support provided by division and office directors, supervisors, sponsors, and other members of management who recognize the value of the programa and are committed to the concepts of equal employment opportunity and human resource development. The program will continue to receive vigorous management support this year and in future years; .consequently, we expect to maintain a dynamic and highly successful program,
You will be receiving information through the Management News outlining recent administrative changes in the Upward Mobility Program which are designed to integrate this program with other personnel activities. The Management News will also provide information on the probable number of vacancies and the eligibility requirements for FY 79,
With the continued support of all GAO, employees, I am sure that the Upward Mobility Program in FY 79 will be even more successful than previous years.
FROM : Deputy Comptroller General - Mr. Robert F. Keller
Recently, I received a written communication, indicating that the numerous changes in GAO organization and operating procedures in recent years are possibly causing concerns and morale problems among its professional staff. While I question that these concerns are shared by any large number of our staff it occurred to me nevertheless that the points raised deserve a response, a response which could be shared with the entire staff of the GAO.
. First, let me say that based on over 40 years' experience with the Office · I have found GAO to be a constantly changing organization. We have gone from voucher auditing, to comprehensive auditing of financial management and studies of economy and efficiency, to program evaluation. We have had many organizational changes in that period, the latest major change being in 1972. Our professional staff has changed markedly. We now have a multi-disciplinary staff which we can rightfully claim to be second to none in Government. Why all of these changes? The simple fact is no organization remains status quo and stays in business. Organizations must change as the needs of society change. GAO is no exception, nor should it be.
It is worth emphasizing that GAO's overall responsibility is to serve the needs of the Congress as it has attempted to do in the nearly 60 years of its history. The Congress' own needs have greatly increased in recent years. The Federal Government has grown in size and complexity of its operations. Along with this, GAO's workload has doubled within the past 10 years. The percentage of its work responding to specific requests from the Congress has increased more than threefold. The operations of the Government which GAO must audit become more complex. Moreover, the Congress in 1970 and again in 1974 made basic changes in the charter of the GAO, increasing both the range and kind of work which it performs in behalf of the Congress.
In my opinion, GAO has been responsive in meeting these new demands. By any test, I believe our impact and effectiveness have shown marked improvement. A reading of the accomplishment section of our Annual Report certainly bears testimony on this point. The changes mentioned in the memorandum which I have received have all been an effort to meet our changing responsibilities.