OIMC Annual Report

Published by the Government Accountability Office on 1999-12-01.

Below is a raw (and likely hideous) rendition of the original report. (PDF)

                  United States General Accounting Office

GA                Office of Information Management and
   AO             Communications

December 1999     OIMC ANNUAL

                                GA O
                           Accountabiity * Integrity * Reliability


Preface                                                                                       3

Executive Summary                                                                             4

Introduction                                                                                  6

Major Projects                                                                                8

Network Services                                                                             12

Telecommunications                                                                          21

Management                                                                                  29
Information and

Publishing Services                                                                         32

Information                                                                                 36
Management Services
Tables                Table 1: Annual Data on Customer Satisfaction                         18
                      Table 2: Volume (pieces) of Headquarters Incoming/Outgoing
                        Mail Processed                                                      34

                      Page 1                                  GAO/OIMC-OO-1P OIMC Annual Report

Figures   Figure 1: Weekly Trends of Network Stability - April 23 Thru
             October 15,1999                                                      13
          Figure 2: Internet Stability Weekly Trends April 23 Thru
             October 15, 1999                                                     14
          Figure 3: Average Network Response Time (Bi-Weekly Figures,
            July 13-Nov. 2, 1999)                                                15
          Figure 4: Help Desk Total Ticket Activity                              16
          Figure 5: HQ Average Telephone Service Repair Intervals                22
          Figure 6: HQ Trouble Reports                                           23
          Figure 7: Videoconferencing Network Hours                              24
          Figure 8: Report Production Volume by Month                            33

          Page 2                                   GAO/01MC-OO-1P OIMC Annual Report

          Dear Colleague:

          This is the second annual performance report on OIMC's service to the
          GAO user community. During fiscal year 1999, OIMC staff dealt with many
          challenges to maintain an adequate level of customer service. This report
          highlights our service delivery performance, completed and on-going
          projects affecting customer services, and the associated challenges.

          Our overall goal during fiscal year 2000 is a simple one - to deliver the
          highest quality service possible in support of GAO's mission. In doing so,
          we will strive to be a model of information managementprograms and
          functions, and seek to maintain continuous improvement objectives across
          all OIMC activities.

          Our management team is committed to improving customer
          communications and enhancing overall teamwork across functional

          Finally, I would like to thank all those who contributed to this report. I
          know it was an extra task on top of an already heavy workload.

          Anthony Cicco, Jr.
          Acting Assistant Comptroller General
          Office of Information Management and Communications

          Page 3                                       GAO/OIMC-OO-1P O1MC Annual Report
Executive Summary

             OIMC's major contributions during fiscal year 1999-a year of many
             changes and challenges-were preparing for Y2K, stabilizing the network,
             upgrading computer and telecommunications equipment, moving
             mainframe computing, improving intranet and Internet service, evaluating
             new publishing systems, and working with Personnel to develop an interim
             system that replaced 30 stand-alone applications.

             OIMC's Y2K team, working across GAO, tested and renovated GAO's
             computer systems to make them Y2K compliant. The Y2K team also
             worked with other computer centers, such as the National Finance Center,
             that support GAO's major administrative systems. And the team, including
             participation from the Hill, made extensive contingency plans for
             responses to computer systems that might affect our buildings and staff-
             including water, telephones, electricity, and so on. The team froze all
             development as the year 2000 approached, and over the January 1
             weekend, stayed at GAO to assess and plan for any disruptions to GAO's

            During upgrades and changes to workstations and hardware and software,
            OIMC aimed to stabilize the network. For many reasons (fiscal constraints,
            running Windows 3.1 and Windows 95 at the same time, problems with
            routine maintenance, relying on old software and servers, and change of
            network infrastructure), OIMC planned and implemented many changes in
            1999. These changes affected network performance as evidenced by staff
            surveys reporting network slowness and instability. The surveys also gave
            OIMC a picture of improvement based on upgrades. Responding to users
            and to vendor specifications, OIMC divided the network to reduce traffic,
            upgraded security with a powerful firewall, replaced old servers, and added
            the newest email upgrade. As expected, help desk activity showed that
            service requests increased during rollouts of equipment or upgrades to
            software. OIMC set a goal of providing prompt responses for both network
            and hardware services. We moved from a resolution rate as low as
            25 percent to as high as 70 percent for solving problems as soon as they
            were reported.

            OIMC upgraded much of the agency's computer equipment during fiscal
            year 1999. OIMC installed new Pentium II computers at the beginning of
            FY 1999 and surplused old machines to school systems. Features were
            installed to better direct network traffic and to divide the network. OIMC
            also added a new call system for the help desk, upgraded servers for the
            intranet, started a dial-up service as a backup for mainframe failures, and

            Page 4                                      GAO/OIMC-OO-lP OIMC Annual Report
Executive Sununary

piloted new dial-in software. We instituted goals for quick fixes in
headquarters (such as replacing a monitor in 15 minutes).

In 1999, OIMC's telephone and videoconferencing services continued to be
highly dependable, both in access and in equipment repair when it was
needed. The office distributed calling cards, developed phone restriction
options to avoid fraud, supported emergency telephone efforts, helped with
telephone system upgrade when Los Angeles field office was modernized,
and began reprocurement efforts for a new telephone contract. Other work
included plans for upgrading videoconferencing, assessing video
streaming, enabling pager and cellular communications in the headquarters
building, and replacing old voice mail equipment in the field.

OIMC moved mainframe computing from one processing center to another.
This complex move (necessary because Congress decided to shut down its
center) included the financial management system, a personnel reporting
system, time and attendance reports, and other administrative systems.
The move will result in savings of about a half a million dollars a year and
provide more security.

Through a private sector contract to upgrade and maintain the Internet
connection and security system, OIMC provided faster and more secure
access to the Internet. The Internet was heavily used both by Congress and
by the American public (our products were electronically retrieved more
than 7 million times during FY 1999). OIMC began converting historical
files for the Internet and intranet and made many more internal documents
available on the intranet. And OIMC distributed more than 800,000 GAO
documents through planned and requested distribution. To support audit
work, OIMC helped break new ground in the government by using the
Internet for a job survey.

Other projects included evaluating both publishing software for typesetting
reports and high speed printing systems. And, OIMC developed a
LAN-based database system to replace 30 standalone applications used for
tracking personnel functions.

The report that follows this executive summary is organized by major
projects and services provided by OIMC centers. It gives further details
about the projects and services and shows how OIMC assesses its
productivity in order to respond to customers. The report also points out
issues concerning GAO's changing environment.

Page 5                                      GAO/OIMC-OO-1P OIMC Annual Report

               Fiscal year 1999 will be remembered as a year of tremendous challenge.
               Within a 9-month period, OIMC completed numerous and major upgrades
               to the automated tools and systems that GAO staff rely upon to do their
               work. We rolled out new workstations, new desktop applications, an
               updated network operating system, upgrades to network hardware and
               software, a new publishing process, and a new Internet service, to name
               the most prominent upgrades. Changes of this magnitude typically take
               organizations about two years to implement. However, because of the age
               of GAO's technology-a result largely of repeated years of constrained
               budgets-and the need to ensure that tools and systems were Y2K
               compliant, GAO did not have the option of a prolonged rollout.

               The deployment of so many, significant technology changes was not
               without a price. GAO users experienced periods of network instability,
               which affected their ability to effectively apply available automated tools
               and which required corrective actions. In response, 01MC implemented a
               comprehensive action plan to address problems and improve overall
               network stability and responsiveness. Today, we continue to update that
               plan and share its status and progress with all GAO staff through both email
               and GAO's intranet. In addition, we are working diligently to address
               problems as they occur and are committed to improving overall
               performance levels and service.

               This report (1) provides a snapshot of major 01MC projects and key
               services; (2) highlights performance indicators OIMC has established for
               customer satisfaction and timeliness; and (3)identifies emerging issues
               requiring GAO management attention. Projects and services identified are
               managed by OIMC centers, most commonly following a matrix approach.
               Working as a team, OIMC centers provide a variety of ongoing technology,
               communications, and information management services. OIMC projects
               and services directly support GAO's IRM vision-articulated in the IRM
               Strategic Plan, Fiscal Years 1998-2002, March 1998-to use modern
               technology solutions to help staff do their work quickly, efficiently, and
               effectively. During fiscal year 2000, OIMC will be realigning projects and
               services consistent with GAO's strategic plan, which will be published in
               Spring 2000.

               Page 6                                      GAO/OIMC-OO-lP OIMC Annual Report
Page 7   GAO/OIMC-OO-1P OIMC Annual Report
Major Projects


Year 2000 Project: Y2K   GAO's Year 2000 (Y2K) Program, intended to protect the agency from Y2K
                         induced failures, made major advancements from fiscal year 1998. At that
                         time, the process of renovating, testing, and implementing GAO's mission-
                         critical systems was only partially complete. While 70 percent of the
                         agency's systems had been renovated, only 40 percent had been tested and
                         12 percent implemented. In addition, contingency planning to preserve
                         GAO's core business processes had only just begun.

                         At the end of fiscal year 1999, the agency's posture changed dramatically.
                         The process to renovate, test, and implement all of GAO's mission-critical
                         and most of its non-mission critical systems was completed. In addition,
                         the Y2K project team worked closely with the government computer
                         centers that operate the agency's major administrative systems-the
                         National Finance Center and the Austin Automation Center-to test and
                         certify those applications, as well. These actions were accomplished well
                         before the OMB deadline of March 31, 1999.

                         GAO, however, recognized that some level of risk would exist despite
                         efforts to repair internal systems. Failures could still occur in the public
                         utilities infrastructure-the systems upon which GAO depends for water,
                         electrical power, telephones, and gas-as well as the transportation systems
                         serving its staff. As a result, the Y2K project team undertook and completed
                         a two-part planning effort: (1) comprehensive business continuity and
                         contingency planning to preserve the agency's core business processes,
                         and (2) zero-day planning to diagnose the health of GAO's locations and
                         systems on the weekend of January 1, 2000. To do the former, the team
                         identified GAO's seven core business processes and their supporting
                         systems. They then worked with the divisions, staff offices, and field
                         locations to develop specific procedures to preserve the agency's physical
                         locations and essential services at the century turn. For zero-day planning,
                         the team froze all systems development, staffed teams of people who
                         would work throughout the weekend to diagnose the agency's systems,
                         developed test schedules and scripts, and established a Y2K
                         communications plan. This plan would ensure that staff were informed in
                         October and December about the progress of the Y2K program, and would
                         be told on January 2, 2000, about the health of GAO's systems and whether
                         they should come to work on January 3. Furthermore, the team tested the

                         Page 8                                      GAOIOIMC-OO-1P OIMC Annual Report
                        Major Projects

                        contingency and zero-day plans to ensure that they would operate as
                        designed if failures were to occur. Throughout its contingency planning, the
                        team coordinated its efforts with those of the Legislative Branch Y2K
                        Working Group, composed of 10 Capitol Hill organizations, to ensure that
                        GAO benefited from their thinking and could draw upon their sources of
                        information about the Washington metropolitan area over the millennium

                        The end result of all these efforts made January 3, 2000, a business-as-usual
                        day at GAO.

Network Stabilization   In March 1999, after major upgrades to both workstation and network
Efforts-                hardware and software, the performance and stability of the GAO network
  Efforts               began to deteriorate significantly. Users experienced problems such as
                        client 32 errors, slow Internet access, long delays and lock-ups while
                        performing routine network tasks, and loss of access to key applications.
                        These problems were the result of several key factors:

                        * operating in a dual environment (Windows 3.1 and Windows 95),
                        * inability to schedule routine maintenance of network hardware and
                        * reliance on an outdated and problematic version of email software,
                        * need to support numerous low performance network servers, and
                        * change out of the entire network infrastructure during the preceeding
                          nine-month period.

                        To stabilize the network, OIMC began to plan and implement a series of
                        immediate and near-term actions during the spring and summer.
                        Specifically, OIMC:

                        * developed periodic maintenance schedules for applying vendor changes
                          to the network's operating system and hardware,
                        * brought all software that controls workstation performance up to
                          vendor specifications,
                        * divided the GAO headquarters network into two segments to reduce
                          overall network traffic,
                        * replaced the Internet security configuration with a high capacity
                          firewall, increasing Internet capacity by a factor of four,
                        * eliminated low capacity servers and reduced the overall number of
                          servers on the headquarters network, and
                        * installed the most recent release of cc:Mail.

                        Page 9                                      GAO/OIMC-OO-1P oIMC Annual Report
                           Major Projects

                           The result of these actions has been a steady improvement in the stability
                           and overall performance of the network for end-users. The additional
                           changes planned for fiscal year 2000 will further improve response time
                           and isolate network problems to a smaller set of users, as well as allow
                           faster problem identification and resolution.

Move of GAO                In fiscal year 1999, OIMC successfully completed a complex project to
Mainframe Computing        migrate all of GAO's mainframe computing support from the House
                           Information Resources (HIR) to the Austin Automation Center (AAC) of
                           the Department of Veterans' Affairs. The move to AAC required the
                           migration of several GAO mainframe applications including the Financial
                           Management System (FMS), a personnel reporting system, and the system
                           that collects and transmits time and attendance reports for the
                           Payroll/Personnel System. In addition, the move required the transfer of the
                           statistical processing capability that supports audit retrieval and analysis
                           functions. All of this was accomplished before the end of the fiscal year
                           without any significant operational problems.

                           The move from HIR was required by a decision of the Congress to shut
                           down the HIR mainframe center. By selecting AAC, GAO achieved some
                           significant cost savings and business advantages. Beginning in fiscal year
                           2000, GAO will save about half a million dollars per year compared to the
                           cost for the same services at HIR. From a business perspective, AAC
                           provides a much more secure processing environment, effectively
                           addressing security concerns, while also affording better technical support
                           for our customers.

Evaluation and             In late fiscal year 1998, OIMC was asked to evaluate off-the-shelf publishing
Imple1   entation   of a   software to replace a custom developed system. Adobe FrameMaker was
 Implementation of a       selected from a number of packages because it could generally meet the
New Typesetting            GAO visual standards and automate many typesetting functions. Also, it
Process                    was the clear winner for producing lengthy reports. A preliminary test
                           effort of FrameMaker was undertaken and by February 15, 1999, a working
                           system was in place in OIMC.

                           A follow-on project staffed by both OIMC and AIMD staff began in May
                           1999. The focus of the effort was to automate manual processing steps and
                           resolve inefficiencies found in the earlier test. By October 1999, an
                           operational test of the refined system was completed successfully. The

                           Page 10                                     GAO/OIMC-OO-1P OIMC Annual Report
                      Major Projects

                      process was streamlined, and three audit divisions were provided access to
                      FrameMaker for typesetting their work. The test results also led to
                      establishing new goals for further improving the graphics creation process,
                      an effort that will continue in fiscal year 2000.

Development of the    The purpose of this project, done at the request of the Office of Personnel,
PersonnelManagement   was to develop a Y2K compliant, LAN-based, multi-user database system.
                      This new software application replaced approximately 30 stand-alone
Information System    applications that tracked various personnel-related functions and services.
                      The replacement system was developed in-house using OIMC and
                      Personnel staff. While the new application is being viewed as an interim
                      system, it provides the bridge from the existing stand-alone environment to
                      a future, fully integrated human resource system.

Improved Internet     To improve GAO's access to and use of the Internet, OIMC contracted with
Service               GTE in June 1999, to upgrade and maintain our Internet connection and
                      security system. The improvements included a fourfold increase in the
                      speed of our Internet connection and a state-of-the-art security system.
                      OIMC is now able to provide reliable, secure and high-speed connectivity to
                      the Internet for all GAO staff.

                      Page 11                                     GAO/OIMC-0o-1P oiMC Annual Report
Network Services

                    Network services are provided by the Operations Services Center (OSC).
                    OSC staff provide a wide range of services including network management
                    and engineering for GAO's local and wide area networks, Internet access,
                    end-user support, network upgrades of hardware and software, and
                    technical troubleshooting and repair. OSC also manages copiers and the
                    equipment loaner pool.

Key Indicators
Network Stability   OIMC's top priority is to maintain a stable and reliable network. In order to
                    obtain better information on network stability from an end-user
                    perspective, we initiated a weekly user survey of headquarters and field
                    office staff. The survey captures data on network stability and slowness,
                    workstation lock-ups or lost data, and the responsiveness of email and the
                    Internet. As the following graphs indicate, network and Internet problems
                    have decreased in response to OIMC's upgrades and stability initiatives.
                    The graphs on the next two pages aggregate staff responses to the
                    following questions:

                    * Was network stability/slownessa problem in completing your work this
                    * Was Internet stability/slownessa problem in completing your work this

                    The graphs show the weekly percent of "yes" and "no" responses to the
                    questions. The shaded area or "yes" responses indicates that these users
                    felt the network or Internet was a problem during the reporting period,
                    while the white area indicates a "no" - the network or Internet was not a

                    Page 12                                     GAO/OIMC-OO-lP OIMC Annual Report
                                              Network Services

Figure 1: Weekly Trends of Network Stability - April 23 Thru October 15,1999
100   Percent



        1       2     3   4   5   6   7   8   9   10    11   12   13   14   15   16   17   18   19     20   21   22   23   24   25   26

        =       No

                                              The chart above indicates that network stability received the worst ratings
                                              from users during the week of May 14, 1999 (reporting period 4), just before
                                              OIMC applied vendor recommended upgrades to software, network
                                              servers, and communicationsequipment in late May 1999. As we continued
                                              our stability initiatives through the summer, the positive response ratio
                                              generally improved. While some increases in negative responses occurred,
                                              it generally tracked with the timing of additional changes being
                                              implemented, which resulted in short-term instability. By December 1999,
                                              we had completed a large portion of the stability initiatives. We expect the
                                              ratio of negative responses to continue to fall as we complete the remaining
                                              stability initiatives in fiscal year 2000. Our goal is to keep negative
                                              responses to less than 10 percent.

                                              Page 13                                                GAO/OIMC-0O-1P OIMC Annual Report
                                                       Network Services

Figure 2: Internet Stability Weekly Trends April 23 Thru October 15, 1999
100   Percent



40                             <

 0                                                                         '

         1       2         3       4   5   6   7   8    9   10   11   12       13   14   15   16   17   18   19   20   21   22   23   24   25   26
         W           No

             z       Yes

                                                       Similar to the network stability chart, Internet services (Figure 2) received
                                                       a large number of negative responses in late April through May 1999
                                                       (reporting periods 2-5). Except for a week in July when OIMC made
                                                       changes to standardize user connections to the Internet, negative
                                                       responses have steadily declined since then. This coincides with the
                                                       upgrade of GAO's Internet gateway/security server and the installation of a
                                                       higher speed communicationsline to the Internet. Again, our goal is to
                                                       drive negative responses for Internet services to less than 10 percent of
                                                       total responses. We have achieved that goal for the last four reporting

                                                       OIMC also measures network response time at headquarters on a biweekly
                                                       basis to determine the end-user's perspective. The graph on the next page
                                                       shows the average network response times for selected tasks.

                                                       Page 14                                               GAO/OIMC-OO-1P OIMC Annual Report
Network Services

Figure 3: Average Network Response Time (Bi-Weekly Figures, July 13-Nov. 2,1999)
85 Seconds
 60         -          -   -


          Logging on                    Open cc:Mail

The horizontal line across the bars is the response time goal OIMC
established on November 1998, by taking a number of measurements
throughout the GAO building. The reporting periods shown in this graph
reveal that user response times are at or near established goals except for
one "logging on" measurement taken in July and one in August. The
increase in the time required to open the cc:Mail application is due to two
factors. First, the application is now opened from a user's workstation,
rather than downloading it from the network at login. This change was
made to cut down on network traffic. Second, the version of cc: Mail 8
implemented was subsequently identified by the vendor as a cause of poor
performance. Preliminary tests indicate that upgrading to the most recent
version-cc: Mail 8.4-released by the vendor to correct these problems, will
reduce the time required to open the application. That upgrade will take
place in January 2000.

Based on measurements taken, overall performance for opening the DOCS
Open application, Microsoft Word, or getting to the GAO Home page
through Netscape are meeting or exceeding expected goals.

Page 15                                        GAO/OIMC-0O-1P OIMC Annual Report
                                            Network Services

                                            Another indicator of network stability is the number of user calls to the
                                            help desk. OIMC continually tracks and analyzes calls to the help desk. The
                                            following graph indicates the level of activity.

Figure 4: Help Desk Total Ticket Activity











                                            As indicated above, help desk calls steadly increased since October 1998 as
                                            we conducted the agency-wide rollout of Windows 95, MS Office 97,
                                            upgrades to the Internet browser and document management software,
                                            new workstations, new network operating system, etc. The call activity
                                            peaked at nearly 3,500 in February 1999, when the rollout and major
                                            upgrades were completed. Since that time, the trend has been generally
                                            downward with some upward moves that coincide with stability initiatives.
                                            For example, the help desk calls went up in June when we standardized the
                                            way users connect to the Internet, a necessary precursor to upgrading our
                                            entire Internet service. This caused an increase in calls from users who had
                                            to learn a new way of connecting to the Internet. Again, in August and
                                            September we upgraded to newer versions of our email software, which in
                                            turn increased help desk calls in the "how to" category. Our goal is to
                                            improve our services to the point where the number of help desk calls are

                                            Page 16                                     GAO/OIMC-00-1P OIMC Annual Report
                        Network Services

                        between 1,000 and 1,500 calls a month, the level we were experiencing
                        during moderate to low rates of change.

Timeliness              We place a high priority on providing a prompt response to user requests
                        for both network and hardware services. Our goal is to resolve 80 percent
                        of the reported network problems on the initial phone call. During fiscal
                        year 1999, we began with a resolution rate of 25 percent. Through increased
                        staffing, additional training, and implementation of enhanced automated
                        tools, we were able to raise this resolution rate to as high as 70 percent in
                        April 1999. During the last quarter of the fiscal year, the rate ranged
                        between 52 to 67 percent. We will continue to focus our efforts on
                        improving the resolution rates to meet our response goals.

                        For hardware requests, our goal is to complete quick fixes (e.g.,
                        replacement of a monitor, mouse, etc.) within 15 minutes. During fiscal
                        year 1999, our repair time for quick fixes averaged 29 minutes. We will
                        strive to improve this average over the next fiscal year. Our goal for copy
                        machine repairs is to have a repair person dispatched, repairs completed,
                        and copiers fully operational within 9 consecutive working hours. Overall,
                        during fiscal year 1999, we met the 9-hour goal 95 percent of the time.

Customer Satisfaction   OIMC's goal is to provide professional, courteous, and competent service.
                        As part of a larger effort within OIMC, user satisfaction surveys were
                        standardized in 1998 to allow analysis of satisfaction levels across OIMC
                        service organizations. This standard survey focuses on one main question
                        for our customers-Did we meet your expectations-"yes" or 'no?"
                        Additionally, the survey asks users to provide comments -either negative
                        or positive -about service. This reduces the burden on users and allows a
                        quick "bottom line" assessment of our service delivery. OIMC's bottom line
                        goal is 90 percent of our customers satisfied with all of our services. The
                        following chart summarizes customer satisfaction for both network and
                        hardware services.

                        Page 17                                     GAO/OIMC-OO-lP OIMC Annual Report
                                            Network Services

Table 1: Annual Data on Customer Satisfaction
                            Total Tickets             Total Surveys   Total Surveys         % of Yes            % of No
Month                            Opened                        Sent        Received       Responses          Responses
Oct-98                              2,217                       651             176               98                  2
Nov-98                              2,415                       243             134              100                  0
Dec-98                              2,806                       630             174               98                  2
Jan-99                              3,420                       629             236               99                  1
Feb-99                              4,149                      1038             307               93                  7
Mar-99                              4,258                       956             513               92                  8
Apr-99                              3,658                       829             371               98                  2
May-99                              3,266                      1007             269               96                  4
Jun-99                              3,766                       991             316               99                  1
Jul-99                              3,246                       579             258               98                  2
Aug-99                              4,017                      1007             501               97                  3
Sep-99                              3,516                       736             369               96                  4
Oct-99                              2,979                       730             315               96                  4
Nov-99                              2,849                       684             328               96                  4
Dec-99                              2,665                       578             246               99                  1

GAO-Wide Upgrade of                         In the spring of 1998, OIMC began the workstation rollout project which,
Workstations                                over seven months, provided GAO with 3,525 new Pentium II workstations,
                                            the majority of which were installed from October to December 1998. Over
                                            5,700 outdated workstations were surplused from GAO and provided for
                                            reuse to school systems throughout the United States.

Network Technology and Design               Initiatives are underway to increase capacity and improve manageability in
                                            the headquarters' communicationsinfrastructure. Two more powerful
                                            switches were installed to direct traffic between users and network
                                            services in early June 1999. They afford a larger and more efficient path
                                            between users and fileservers. More importantly, this equipment divided
                                            the network, and led to an immediate 50 percent reduction in the overhead
                                            traffic. Further segmentation is planned that will improve response times.
                                            Along with segmentation, we also plan to upgrade all communications

                                            Page 18                                    GAO/OIMC-OO-1P OIMC Annual Report
                           Network Services

                           equipment throughout the GAO building that links workstations to network
                           file servers and other resources.

Dial-up Communication to   OIMC has established a dial-up communications service to help assure the
Mainframe Services         continuity of key network-based administrative functions should the
                           communicationslink to the Austin Automation Center (AAC) fail. This
                           service will support up to 25 concurrent dial-up users using a
                           communicationssoftware package called WinFrame. With this system,
                           users in Personnel and the field offices will be able to transmit their
                           biweekly time and attendance records, as well as access the
                           Payroll/Personnel System at the National Finance Center (NFC). OIMC has
                           distributed the WinFrame software, set up special AAC access accounts,
                           and provided training to each field office and designated Personnel office

                           Recognizing the importance of mainframe services to our mission, GAO
                           has taken steps to ensure that users will have continued access to these
                           services if disaster strikes. GAO has selected data centers with a proven
                           recovery capability. Both data centers can recreate the total computing
                           environment. GAO also has been working with NFC and AAC to establish
                           communications services to the recovery "hot site." GAO has determined
                           the requirements for connecting to the hot site and expects to have the
                           system in place and ready for operation soon. This will ensure that GAO's
                           mainframe users will have minimum interruption in service if a disaster
                           strikes the host facility.

Intranet Improvements      Several improvements are being made to GAO's intranet configuration in
                           order to improve reliability and response time. OIMC is expanding the
                           capacity of GAO's intranet configuration by taking several processes that
                           were being performed on a single server and splitting them up among
                           several faster devices. This will improve access time to applications such
                           as GAO forms, the CD-ROM libraries, the Job Information System, and the
                           Director's Management Information System.

Call Center Upgrades       In May 1999, OIMC installed a new service to improve customer service and
                           manage the Help Desk. The new Automated Call Distribution (ACD)
                           system has improved call management and reporting within the Help Desk,
                           while providing GAO customers with a variety of options, including holding
                           for the next available technician instead of automatically being transferred
                           to voicemail.

                           Page 19                                     GAO/OIMC-OO-lP OIMC Annual Report
                       Network Services

Dial-In Capabilities   GAO's dial-in hardware and software were upgraded from Windows 3.1 to
                       Windows 95 in August 1999. Unfortunately, the dial-in hardware has not
                       worked as reliably as it did in the older environment and has resulted in
                       system reliability and performance problems. Because of the importance of
                       dial-in for GAO staff in carrying out their work, OIMC has researched
                       remote access solutions and has identified several alternatives. In
                       December 1999, we began a small pilot to test a solution that provides
                       remote network access with improved reliability and speed. We are in the
                       process of acquiring outside technical experts to assist us in the
                       configuration and implementation tasks. The pilot test will run through
                       March 2000 and depending on the results, GAO-wide installation could
                       begin in the third quarter, fiscal year 2000.

                       Page 20                                   GAO/OIMC-00-1P OIMC Annual Report

                              Telecommunicationsservices are provided by OIMC's Telecommunications
                              Services Center (TSC). TSC staff provide voice (local and long distance),
                              data (wide area network), and video services. Specific services include
                              desktop and cellular telephones, voice mail, facsimile equipment, cable
                              television, and videoconferencing.

Key Indicators
Headquarters                  GAO staff depend on telephones at the desk or on the road to make or
Teleconmmunications Service   receive local and long distance calls whenever and wherever needed. GAO
Availability                  users placed 1,312,056 long distance calls, including 9,367 international and
                              39,960 calling card calls during fiscal year 1999, without measurable service
                              problems. OIMC also provides 800 numbers for staff to access the voice
                              mail system and the LAN when away from the office. During fiscal year
                              2000, 82,477 callers accessed the headquarters voice mail system, while
                              10,569 calls were placed to the LAN, using the 800 number.

                              Service availability for users of desk, mobile and cellular services
                              nationwide was at 99.8 percent over the year, indicating a high degree of
                              dependability and exceeding the industry standard of 98.5 percent used by
                              our local service providers. Telephone service for headquarters was even
                              higher-99.9 percent availability.

                              Providing reliable telecommunications service requires both responding to
                              trouble calls when they occur and supporting users by moving, adding to or
                              changing their service. These activities are described in the following

                              Page 21                                     GAO/OIMC-OO-1P OLMC Annual Report
                                          Telecommunications Services

                                         Headquarters Telephone Service Repair

Figure 5: HQ Average Telephone Service Repair Intervals
8 Hours









                                         Bell Atlantic, our headquarters' contractor, is required to repair telephones
                                         within 8 business hours. During fiscal year 1999, the average time to
                                         respond to and correct a problem was approximately 3.3 hours. This is
                                         about the same level maintained over the past four years.

                                         Page 22                                     GAO/OIMC-O0-IP OIMC Annual Report
                                            Telecommunications Services

                                            Headquarters Telephone Service Trouble Reports

Figure 6: HQ Trouble Reports
400     Number of Completed Tickets


300                                                                        -




100                                     J

       50            go____>0*~


                       °~    ~~~~~4
                                Ail                                   4.       8AP             N                    axR°A

            -   -.   'Fiscal year 98
                       Fiscal year 99

                                            During fiscal year 1999, OIMC responded to and corrected 1,774 reported
                                            problems with telephone service. Similar to fiscal year 1998, the highest
                                            number of calls occurred in April and May. The repairs involved faulty
                                            dialing pads on the telephone instruments exacerbated by the increase in
                                            heat and humidity in the headquarters building, brought on by the change
                                            in seasons. These repairs subside once the heating and air conditioning
                                            system is balanced for the seasonal weather change.

                                            Page 23                                    GAO/OIMC-OO-1P OIMC Annual Report
                                        Teleconununications Services

                                        Videoconferencing Activity

Figure 7: Videoconferencing Network Hours
800 Videoconferencing Network Hours









                   year 1998           ~PFiscal
             Fiscal year 1999

                                        During fiscal year 1999, GAO scheduled 7,385 network hours of
                                        videoconferencing; 644 hours more than during fiscal year 1998. GAO held
                                        an average of 615 hours of videoconferences each month including
                                        38 multipoint conferences.

                                        Page 24                                   GAO/OIMC-00-1P   OEI~C   Annual Report
                        Telecommunications Services

Completed Initiatives   In addition to ensuring dependable telephone, voice mail and
                        videoconference services, OIMC achieved a number of efficiencies in our
                        telecommunications programs and strengthened the telecommunications
                        infrastructure. During fiscal year 1999, the following projects were

                        Y2K Projects

                        OIMC worked with its telecommunications service vendors to assess the
                        vulnerability of systems to Y2K failures. Several systems were identified as
                        not being Y2K compliant and required either a major upgrade or a complete
                        system replacement. The following systems were either upgraded or
                        replaced to ensure Y2K compatibility.

                        1. The hardware and software on the voice mail systems in Raleigh and
                        Sacramento were upgraded in May 1999.

                        2. The telephone management information system at headquarters was
                        replaced in May 1999.

                        3. The Automatic Call Distribution (ACD) system used to route calls to the
                        document distribution center required an upgrade to the existing software
                        operating system, which was completed in May 1999.

                        4. The videoconferencing reservation system was replaced with a new
                        LAN-based Y2K compliant system in July 1999.

                        Headquarters Calling Card Rollout

                        OIMC distributed approximately 1,500 long distance calling cards to office
                        and division staff under the new MCI contract. The calling card provides a
                        convenient and cost effective means for staff to make long distance calls
                        while away from the office and provides a consolidated format of invoice
                        review and payment for each office and division.

                        Page 25                                    GAO/OIMC-OO-1P OIMC Annual Report
                      Telecommunications Services

                      Headquarters Telephone Line Restrictions

                      Most telephones in GAO can originate any type of telephone call: local, long
                      distance, international, etc. This unlimited capability could lead to fraud
                      and abuse. This initiative provided the divisions and staff offices an
                      opportunity to select the appropriate level of restriction on each of their
                      office telephone lines.

                      Nextel Two-way Radio Services

                      Because GAO's requirements for emergency (2-way radio) services were
                      not being met by existing systems, OIMC teamed with Real Property
                      Management to procure one device that could replace as many as three
                      different devices and provide better responses in emergencies. A contract
                      was awarded to Nextel to provide cellular phones, combining the features
                      of a 2-way radio with cellular and pager services and addressing the various
                      needs of Security and Safety, Real Property Management, Property
                      Management, and OIMC.

                      Los Angeles Modernization

                      The LA remodeling project began in May 1999 and was completed in
                      November. The project entailed demolition and remodeling of the office
                      and required the relocation of the LAN, PBX telephone system,
                      videoconference equipment and GAO staff.

Ongoing Initiatives   Headquarters Telecommunications System Procurement

                      GAO's current contract for headquarters voice telecommunications will
                      expire in fiscal year 2001. Because of the importance of these services and
                      the complexity of the acquisition process, re-procurement efforts began in
                      fiscal year 1999. A multi-year follow-on contract will cover all existing
                      services currently provided through our contractor, Bell Atlantic. These
                      services include telephone service and instruments, voice mail, moves,
                      adds, changes and cabling services, automated call distribution support for
                      GAO help desks, and personnel and equipment required for ongoing
                      operations, maintenance and support. In addition, other services such as
                      field office telephone maintenance and wireless services in headquarters,
                      now obtained through other contracts, will be incorporated into the new

                      Page 26                                     GAO/OIMC-OO-1P o0MC Annual Report
Telecommunications Services

To ensure a quality reprocurement effort, we have acquired the assistance
of telecommunications consulting services. Based on the selected firm's
analyses of GAO requirements and the rapidly changing
telecommunications market, OMC has established a strategic plan for
GAO telecommunications and the scope of the upcoming acquisition.

Videoconferencing System Upgrade

With manufacturer maintenance and support scheduled to stop at the end
of calendar year 2000, OIMC has embarked on a project to upgrade its aging
videoconferencing equipment with new equipment that is easier to use and
maintain. A project team is being pulled together that will include users in
headquarters and field offices, as well as OIMC staff. The first step will be
to determine the needs of videoconferencingusers' and to then assess how
well the features and capabilities offered in new systems on the market can
meet those requirements.

Video Streaming on the Computer Network

This project is an examination of hardware and software that transmits
video and audio "streams" over the LAN. This purpose of this project is to
determine to what extent live or pre-recorded video can be transmitted
over the LAN without reducing its performance. Testing includes
broadcasting CATV and training material, as well as '"ideo-on-demand." To
date, video streaming hardware and software have been installed in San
Francisco, where staff is using what is known as "IPTV" to receive training
and to earn required CPEs. The Training Institute has also identified video
streaming as one of its strategic goals for fiscal year 2000 and will team
with OIMC in a follow-on project addressing agency-wide deployment.

Pager Contract Competition

The GAO building has areas where radio signals cannot penetrate,
effectively constraining wireless communication within the building. These
areas are known as "dead zones." To remedy this situation, OIMC plans to
acquire a pager service and install a pager antenna system that will
overcome the building signal deficiencies and more fully satisfy the
requirement for wireless communications. The technical statement of work
has been completed and will be forwarded to Acquisition Management in
fiscal year 2000.

Page 27                                     GAO/OIMC-OO-lP OIMC Annual Report
                               Telecommunications Services

Dealing with Aging Equipment   On July 1, 1999, replacement parts for our field office voice mail systems
                               became increasingly difficult to obtain. Our vendor no longer makes parts
                               for these systems and while refurbished parts are now available, vendors
                               no longer guarantee the availability of refurbished parts. As a result, if one
                               of our field office systems has a part failure, the system will be off line for a
                               prolonged period until a replacement part can be located and installed. To
                               correct this problem, we have scheduled the replacement of ten field office
                               systems in the spring of 2000.

                               Page 28                                       GAO/OIMC-OO-lP OIMC Annual Report
Management Information and
Administrative Services

                        Management information and administrative services were provided in
                        fiscal year 1999 by two O]MC centers:

                        The Client/Server Systems Center (CSSC) provided application software
                        development and maintenance services, as well as technical support for
                         GAO database applications-such as the GAO Job Information System (JIS).
                        The Corporate Systems Center (CSC), in partnership with its customers
                        throughout GAO, maintained GAO-wide administrative systems that track
                        jobs, oversee payroll, support GAO's financial management activities, and
                        the like.

                        In early fiscal year 2000, these centers were merged, along with another
                        OIMC unit responsible for web development and maintenance. The new
                        center is now known as the Application Development and Maintenance
                        Center (ADMC).

System Security Plans   The managementletter that accompanied GAO's annual financial audit the
                        past two years recommended that GAO achieve OMB Circular A-130
                        compliance by developing system security plans for its major applications
                        and general support systems. To comply with this requirement, work began
                        in fiscal year 1998 and continued throughout fiscal year 1999. In fiscal year
                        1999, system security plans were completed for all four of GAO's major
                        application systems, the Financial Management System (FMS), the
                        Payroll/Personnel System, the Mission and Assignment Tracking System
                        (MATS), and the Information Handling and Support Facility (IHSF). In
                        addition, by the end of calendar year 1999, all of these systems had received
                        formal certification by GAO's Chief Information Officer.

                        In fiscal year 1999, a draft security plan was also developed for the GAO
                        network. During the year, both internal and external penetration tests were
                        conducted for the GAO network by an outside vendor, and corrective
                        actions were taken for identified weaknesses. In December 1999, the
                        security plan for the GAO network was finalized and a conditional
                        certification granted. In early January 2000, we learned that based on these
                        efforts to bring GAO into compliance with A-130, GAO will be receiving an
                        unqualified opinion on its fiscal year 1999 financial statements, and that for
                        the first time since these independent audits were initiated, no

                        Page 29                                      GAO/OIMC-OO-P OIMC Annual Report
                                 Management Information and Administrative

                                 management letter outlining weaknesses in accounting and financial
                                 management operations will be issued.

Disaster Impact Analysis Study   The GAO network currently lacks the formal contingency plan required for
for the GAO Network              full OMB Circular A-130 compliance. During fiscal year 1999, a disaster
                                 impact analysis study was conducted for the GAO network as a preliminary
                                 step towards the creation of a formal contingency plan. This study was
                                 conducted with the assistance of contractual support from a major
                                 consulting firm. It included a series of interviews with senior GAO
                                 executives and managers, as well as with technical staff within OIMC. The
                                 completed study identified and prioritized network-based applications to
                                 be recovered in the event of a disaster affecting the network's operations
                                 center, as well as a series of recommendationsfor improvements in backup
                                 procedures and a description of a range of disaster recovery preparedness
                                 strategies. Based in part on the results of this study, planning is underway
                                 to acquire further contractual assistance in fiscal year 2000 to support the
                                 development of a full business continuity plan for GAO that would include
                                 a network recovery contingencyplan.

Renovated Financial              In fiscal year 1998, FMS was renovated for Y2K compliance. The renovated
Management System for Y2K        system was tested during the first quarter of fiscal year 1999 and
                                 implemented at House Information Resources (HIR) within a newly
                                 installed Y2K compliant operating system. After FMS was migrated from
                                 HIR to the Austin Automation Center (AAC), further Y2K compliance
                                 testing was successfully conducted in that operating environment.

New FMS Extract System           In fiscal year 1999, a system was developed that allows authorized users to
                                 query financial data maintained in FMS. The system extracts data from
                                 FMS and downloads these files to the GAO network where they can be
                                 loaded into a database. This system was originally implemented on the
                                 GAO network in November 1998, for a limited number of users. After the
                                 implementation of Windows 95, the query facility was upgraded and rolled
                                 out to designated users in the field offices. This system has proven to be an
                                 effective replacement for the prior mainframe-based subsystem and
                                 adequately supports the ad hoc query requirements of financial system
                                 users at a lower operating cost and with a more user friendly interface.

Records Management Inventory     This application will be used by OIMC's Records Management Staff for
System                           tracking the location and status information of GAO records that are stored
                                 in Federal Records Centers. The new application software system will be
                                 accessible on the GAO network, and supported by OIMC staff. OIMC began

                                 Page 30                                     GAO/OIMC-00-1P OIMC Annual Report
                               Management Information and Administrative

                               development of the replacement system in July 1999, and will deploy it in
                               March 2000.

JIS Upgrade                    OIMC and the staff of the Office of Quality and Risk Management (OQRM)
                               have identified and completed a number of programmatic changes to the
                               JIS software. Specifically, the requirements for risk assessment and
                               mitigation reporting in the job starts and job assessment process has been
                               redefined by OQRM. This project was completed and deployed on the GAO
                               network in mid-September 1999.

Sybase to Oracle Conversion    Because of growing technical support problems with the Sybase database
Project                        management (DBMS) software, OIMC chose Oracle (the DBMS industry
                               leader) to replace Sybase. Oracle will support GAO's document
                               management system (DOCS Open) and GAO network-based decision
                               support systems like JIS, as well as future web-based development efforts.
                               Developing installation and data conversion procedures and the project
                               schedule to replace Sybase with Oracle will be a challenge during fiscal
                               year 2000. The documentation and findings from the initial proof-of-
                               concept project will be critical to completing the procedures and schedule.
                               Once those are completed, we expect that we can finish the documentation
                               and project schedules and begin implementationby late Spring 2000.

Responding to GAO's Changing   Being responsive to GAO's rapidly changing environment has become a
Needs                          major challenge in the maintenance and modification of GAO's
                               administrative data collection and decision support systems. Our current
                               process for developing, testing, and implementingsoftware takes too much
                               time. Looking to the future, we need to explore database, data
                               warehousing, and web technologies that will enable us to more rapidly and
                               accurately deploy changes to application software.

                               Page 31                                     GAO/OIMC-OO-1P OIMC Annual Report
Publishing Services

                                 Publishing services are provided by OIMC's Publishing and
                                 Communications Center (PCC). PCC publishes the results of GAO's work
                                 in media appropriate for each audience. It provides graphic design,
                                 typesetting, printing, photographic, video, and media consultation. It also
                                 provides mail and courier services for GAO's internal and external

Key Indicators
Customer Satisfaction            OIMC's goal is 100 percent customer satisfaction with overall publishing
                                 services provided. In fiscal year 1999, PCC received a total of
                                 5,068 customer surveys; 99.8 percent of those customers responding were
                                 satisfied with the service provided.

Audit Report Turn-Around Times   Our goal is to have all audit reports completed with no missed delivery
                                 dates. During fiscal year 1999, 912 audit reports were completed by the
                                 delivery date while 67 missed the delivery date-a 92.7 percent success rate.

                                 Page 32                                     GAO/OIMCOO-1P OMC Annual Report
                                                 Publishing Services

Figure 8: Report Production Volume by Month
150 Number of reports



 60     A


                                                                       -             _   *_

 0                               -      -                                       *                                    _   _*

      c?'°0         ONs          d6JN       ad     0
                                                       t        gm         At       ky        <iNc              ,t



                     On Time
            -*   .Late

                                                 The graph above shows the overall volume of requests for report
                                                 production, the number of requests completed on time and those not
                                                 completed within the established 6 day and 10 day turnaround times. The
                                                 increase in late reports from February through June primarily reflects
                                                 processing problems during the initial phase of the FrameMaker

Volume of Headquarters                           The GAO Mail Center processes all GAO incoming and outgoing mail,
Incoming/Outgoing Mail                           whether handled by GAO staff, commercial contractors, or various other
Processed                                        methods. The staff is dedicated to providing timely and accurate delivery to
                                                 our customers and exceptional customer service to those who request
                                                 service at our intake counter. The following chart shows the methods used
                                                 for processing GAO mail and the total fiscal year 1999 volume processed.

                                                 Page 33                                      GAO/OIMC-OO-1P OIMC Annual Report
                                         Publishing Services

Table 2: Volume (pieces) of Headquarters Incoming/Outgoing Mail Processed
                                                                        3rd-class                                 GAO             Courier
                        FedEX            UPS              USPS            Presort          4th-class      Internal Mail          Service*
Total                    9,423          1,131        1,000,467            152,652             65,640            74,080              2,398

                                         *Processed via OGC window, Bankers Courier contract, Lockheed-Martin contract, and/or Mail Center

Initiatives and
Electronic Print Plant Upgrade           OIMC prints and distributes the results of GAO's work both in hard copy
(EPPU) System                            and electronically. Hard copy products are produced in a printing facility
                                         in-house and through contractor support provided through the Government
                                         Printing Office (GPO). Because the current printing facility is becoming
                                         outdated, a business decision was made to explore the procurement of a
                                         new, high speed, and more fully integrated system.

                                         In early 1999, a request for proposal (RFP) was issued to procure a new
                                         system, and a potential vendor was identified. In brief, the objectives for
                                         the electronic printing plant upgrade are to:

                                         *   print documents at a lower cost,
                                         *   sustain current high-quality service to the Congress,
                                         *   employ state-of-the-art digital technology to enhance operations,
                                         *   reduce the reliance on outside contract printing, and
                                         *   improve management control of individual products and the publishing

                                        OIMC, in conjunction with AIMD staff, is preparing a publishing options
                                        paper, based on best practices for implementingnew technology, to assist
                                        management in deciding the best course of action for this upgrade. It is
                                        expected that a decision will be made concerning implementation of this
                                        system early in calendar year 2000.

                                        Page 34                                                  GAO/OMC-OO-lP OIMC Annual Report
         Publishing Services

Issues   The major issue facing the OIMC publishing staff is the successful
         completion of the FrameMaker operational test. It is critical that the
         process demonstrates the ability to effectively meet GAO's publishing
         demands so the multiple processes now being used can be phased out. In
         addition, OIMC must maintain a flexible production process as GAO
         reevaluates its publishing standards and product lines.

         Page 35                                  GAO/OIMC-OO-1P OIMC Annual Report
Information Management Services

                                  Information management services are provided principally by OIMC's
                                  Information Services Center (ISC). ISC is responsible for the capture,
                                  organization, access, and use of the agency's information assets in four
                                  major areas: library and research services, Internet and Intranet services,
                                  distribution services, and records management.

Key Indicators
Congressional Interest in GAO's   In late October 1998, OIMC began tracking the number of times GAO's web
Web Page                          site was accessed by congressional offices. The number of times House and
                                  Senate offices have accessed GAO's site during the past year are listed

                                                                      House              Senate                Total
                                  FY99 Total                          86,319             57,674              143,993

GAO Documents Distributed Via     A measure of GAO's impact on issues facing the Government is the
Paper and Internet                readership of products issued. Public access to GAO documents has
                                  expanded dramatically in the last few years with availabilitythrough both
                                  the GAO Web Page and GPO Access. The following is a summary of key
                                  distribution channels for our products for the past year.

                                                       Paper Documents                Electronic Documents
                                                          Distributed                       Distributed
                                                 Requested by         Distribution
                                                   Customers Initiated by GAO                                GPO
                                                     (Demand             (Planned      GAO Web Page       Access
                                                  Distribution)       Distribution)        Retrievals Retrievals
                                   FY99 Totals         517,765             311,148         5,889,986    1,389,156
                                  Total                           828,913 (Paper)           7,279,142 (Electronic)

                                  Page 36                                        GAO/OIMC-OO-P   oiMC   Annual Report
                               Information Management Services

Orders for GAO Documents       GAO is dedicated to making GAO documents easy to order. This chart
Received by ISC Distribution   shows the number of order transactions, average number of documents per
Services                       order, and the method used.

                               Request Method                                                      FY99 Totals
                               Online                                                                      138
                               Walk-in                                                                   1,836
                               Mail                                                                      8,978
                               Voicemail                                                                14,595
                               Telephone                                                                21,069
                               Internet                                                                 32,843
                               Fax                                                                      40,139
                               Total Transactions                                                      119,598

Customer Satisfaction in       In an attempt to measure customer satisfaction from individuals requesting
Distribution Services          GAO documents, OIMC staff members in Distribution Services enclose
                               survey cards in approximately 10 percent of each day's orders. Survey
                               responses frequently include customer comments providing general
                               feedback (e.g., "appreciate the fast response"). Others may ask questions
                               (e.g., how to obtain a customer ID number); describe problems (e.g.,
                               improve on the length of delay time on back orders); or make suggestions
                               (e.g., shorten delivery times, if possible). All comments are forwarded to
                               functional supervisors, who personally contact customers with questions
                               or problems, if that individual provides a telephone number or email
                               address. During fiscal year 1999, GAO's customers were very satisfied, with
                               an average satisfaction rate of 98.6 percent.

                                                         Delivery of GAO Documents
                                                                 Number of      Number of            Satisfied
                                                                   Surveys     Responses           Customers
                               Total                                14,952           2,931                98.6

                               Page 37                                       GAO/OIMC-oo-lP oIMC Annual Report
                                  Information Management Services

Timeliness                        OIMC tracks turnaround time (TAT) in several service areas to monitor
                                  timely responsiveness to customer requests:

                                  * In Research Services, library researchers directly support GAO jobs by
                                    searching online information systems to retrieve bibliographic, full-text
                                    and numeric information. Turnaround time is discussed with each
                                    requestor to ensure that information is provided when needed. A 7-day
                                    TAT has been established in cases when the requestor does not specify a
                                    date for completion. During fiscal year 1999, the established/agreed-
                                    upon TAT was met 100 percent of the time.
                                  * In Records Management, staff have the responsibility for retrieving
                                    records, (including workpapers, legal files, and administrative records)
                                    from the Washington National Records Center (WNRC), where they are
                                    stored. These retrievals are done at the request of GAO staff and involve
                                    working with the requestor, WNRC, and GAO messenger staff to ensure
                                    prompt pickup and delivery. During fiscal year 1999, the 5-day TAT was
                                    met 100 percent of the time.
                                  * In Distribution Services, the Maximum Response Time (MRT) for orders
                                    requiring no research is 1 day for Priority 1 and 2 customers (Congress,
                                    GAO and the press) and 3 days for Priority 3 customers (the general
                                    public). During fiscal year 1999, 99 percent of documents requested
                                    were shipped within their MRT.

Searches by GAO Staff in Fiscal   OIMC provides access to information resources in many formats, including
year 1999 using CD-ROM and        CD-ROM and web-based products. GAO staff are able to search eight of
Web-Based Products                these products (such as the Washington Post, Wall Street Journal, EconLit,
                                  and Computer Select) on the agency-wide LAN, with additional CD-ROM
                                  titles available through OIMC at standalone workstations in the GAO
                                  Library. Three web-based resources, replacing the same titles in CD-ROM
                                  format, are also available to the agency via the Internet. These include
                                  business periodicals, Wall Street Journal, Washington Post, and Newspaper

                                  EconLit, The Washington Post, and Newspaper Abstracts are consistently
                                  among the most heavily used CD-ROM resources. For web-based services,
                                  usage statistics indicate the number of times a user from GAO accesses
                                  either the abstract or full text of a record (available only for Computer
                                  Select and ProQuest Direct).

                                  Page 38                                    GAO/OIMC-OO-1P OIMC Annual Report
                               Information Management Services

                               CD-ROM Searches                                                                 FY Total
                               Number of Searches                                                               17,265
                               Minutes Online                                                                  209,244
                               Average Search (minutes)                                                            11.8
                               Web-based Services*                                                             FY Total
                               Computer Select                                                                     780
                               ProQuest Direct                                                                  13,340

                               *Recordkeeping for this function began in April 1999

Library Services Operational   Various activities help to provide full utilization, circulation, and
Functions                      maintenance of information in the library collections, ensuring access to
                               the most current and comprehensive resources to support GAO's work.

                               Functions Performed                                                            FY Total
                               Reference Questions (RQ)                                                         1,366*
                               RQ Answered W/electronic Resources                                                 571 *
                               Database Searches for GAO Staff                                                     956
                               Number of Books/Journals Shelved                                                40,906
                               Microfiche Filed                                                                37,046
                               Items Circulated                                                                  3,844
                               Items Obtained for GAO Staff (purchased or borrowed)                              3,306

                               *Recordkeeping for these functions began March 1999

IHSF System Projects           The Information Handling and Support Facility (IHSF) is an information
                               management system that supports GAO's report distribution in both paper
                               and electronic formats and provides the corporate memory of GAO's
                               published work. It consists of three main subsystems: planned distribution,
                               documents database, and order entry and inventory control, all of which

                               Page 39                                                GAO/OIMC-OO-P OIMC Annual Report
                                   Information Management Services

                                   required replacement efforts to become Y2K compliant. The planned
                                   distribution subsystem, designated as "mission critical," was made Y2K
                                   compliant in March 1999, and upgrade of the documents databases was
                                   completed in July.

                                   OIMC staff have also been working with GSA's Federal Systems Integration
                                   and Management Center (FEDSIM) to reprocure 11SF services. The
                                   current IHSF contract expires at the end of March 2000, and a major
                                   procurement project began in March 1999 to complete all requisite steps in
                                   this effort.

Electronic Availability of Older   OIMC is converting historical files of GAO reports and testimonies to an
GAO Publications                   electronic format, which can be accessed on the desktop through the
                                   Internet. The initial files, consisting of documents from December 1989 to
                                   September 1994 (10,268 documents, approximately 368,000 pages), have
                                   been converted to PDF format which will be fully searchable by keyword.
                                   After proofing these files, OIMC staff will begin to add them to the GAO
                                   Home Page beginning with the most recent files and working back to
                                   earlier years. In addition, both text and PDF versions will be available
                                   through GPO Access. OIMC will continue to convert additional historical
                                   files, allowing easy access to previous GAO work, a benefit to both GAO
                                   staff and outside users.

Web-based Data Collection          Fiscal year 1999 saw GAO's first use of the Internet for data collection,
Efforts                            using a complex web-based survey of Superfund sites. The survey, a joint
                                   project of OIMC and RCED staff, obtained responses from over 90 percent
                                   of the sites surveyed within two weeks. The resulting report, RCED-99-245,
                                   was the first GAO report to be issued on CD-ROM, and was also the first to
                                   be published in HTML on GAO's web site.

                                   A secondjoint OIMC-RCED survey projectin support of audit work was the
                                   web-based Nuclear Regulatory Commission Employee Attitude Survey.
                                   Final data was delivered to RCED staff for analysis.

New Electronic GAO                 GAO has continued to expand the web-based agency information resources
Information Resources              available via the Internet and GAO's intranet.

                                   As a result of a joint effort by AIMD and OIMC staff, a new electronic
                                   codification of the Government Auditing Standards (the Yellow Book) is
                                   available in both HTML and PDF formats. In accordance with the 1997
                                   endorsement by the Advisory Council on Government Auditing Standards,

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                              Information Management Services

                              the codification incorporates revisions through Amendment No. 2, and will
                              be updated to include future amendments. It is accessible to GAO and to
                              the public on the Government Auditing Standards page of GAO's external
                              web site. This new version of the Yellow Book is not available in hard copy.

                              Electronic versions of GAO's performance appraisal training guides for
                              raters and reviewers were developed in cooperation with ACG-Ops staff.
                              These guides are now available via GAO's intranet. Other intranet additions
                              developed with OIMC assistance included the Personnel site and the Office
                              of International Liaison site. OIMC staff also collaborated with the Office of
                              Public Affairs to develop a new look for the web-based intranet version of
                              GAO Management News.

                              GAO's intranet and Internet sites also marked the arrival of Comptroller
                              General Walker with new "From the Comptroller General" sections.

Records Management Guidance   As part of OIMC's efforts to provide records management education and
and Training                  guidance to agency staff, OIMC provided numerous training classes and
                              briefings in fiscal year 1999. Two training sessions in basic records
                              procedures were held for newly appointed records liaison officers from
                              GAO units, and several briefings on records disposition were requested by
                              office/division staff to assist them in "file clean-up" efforts. While
                              videoconferencing has been utilized to brief GAO staff outside
                              headquarters, in fiscal year 1999, two field offices (Kansas City and Seattle)
                              requested and funded onsite training for their administrative staff by an
                              OIMC records management staff member who conducted classes and
                              provided technical assistance in files management. In order to assist
                              headquarters staff in their preparation of fiscal year 2000 files, OIMC held a
                              day-long records management workshop in September to provide guidance
                              on the development of division/office file plans for management of unit
                              files, with additional workshops and refreshers in early October 1999.

Managing Electronic Records   The increasing number of agency records in electronic format poses a
                              challenge in the records management area. There is a need to manage
                              GAO's electronic records through the full integration of DOCS Open-GAO's
                              document management system-and cc:Mail-the agency's electronic mail
                              system-with an electronic recordkeeping software package. Electronic
                              recordkeeping software would allow electronic agency records in DOCS

                              Page 41                                      GAO/OIMC-OO-1P OIMC Annual Report
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