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the linking of the strategic plan with the budget for the first time. The project plans within this vision are primarily related to the formulation and execution and monitoring of the fiscal year budget for the House of Representatives and the financial systems used to perform these activities.

Federal Financial System (FFS)—the financial system for the House was installed in June 1996 and was designed to serve as a temporary replacement for the outdated system previously used. We have begun to plan ahead for the longer-term solution. This budget request includes $3,065,720 of which $1,606,000 is for non-personnel funds for ongoing FFS support, and a Technical Analysis and Design study that will assist us in determining the long-term solution for the House's financial system.

• Procurement Desktop Member Pilot-is a program to test the expansion of Procurement Desktop, the House automated procurement system, to approximately 10 Member and Committee offices. Procurement Desktop has been successfully implemented throughout the offices of the CAO and is currently being rolled out to the other House Officers. The pilot would include providing test offices with the ability to electronically requisition equipment and special-order supplies. This budget request includes $490,364 of which $391,836 is for non-personnel costs.

Synergistic Management Vision—we are requesting $312,984 of which $8,000 is for non-personnel. There are 4 FTE requested in support of the projects within this vision. Synergistic management will ensure that we are pro-active with planning, and actively involving all CAO staff and the House community, both at the strategic and operational levels. Additionally, this vision encompasses improved internal communications that are designed to rapidly reach and be easily understood by all CAO team members through reliable and complementary mechanisms. With these and other efforts in place, we will continue to promote management and leadership which instills a team spirit so that all CAO staff pull together to enable the House to meet its wide variety of obligations.

Continuous Professional Renewal and Revitalization_Vision—we are requesting $209,408 for projects under this vision, of which $109,389 is for non-personnel. There

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are 2 FTEs requested in support of the projects within this vision. There are a host of changes facing Congress that will require CAO employees to grow, learn and expand their capabilities. We must invest in our employees so they in turn will invest in the people we serve the House community. The funding requested, within this vision, supports project plans that would achieve enhanced leadership skills for all CAO supervisory personnel through a variety of professional leadership training and professional improvement programs. We also have specific project plans that promote personnel enhancement and retention through career management, enhanced training and employee recognition programs, and identification of core competencies for each of our positions.

I realize that this is simply a brief overview of operations and the pending Fiscal Year 2001 funding request. To better articulate the daily activities, responsibilities and proposals before the Offices of the Chief Administrative Officer, I have attached a brief outline of offices and operations. I appreciate the time given by the Subcommittee today and stand ready to answer any questions you may have.

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Note: The FY 99 enacted amount was adjusted by a reprogram approved by the Subcommittee and was further adjusted by the Emergency Supplemental for the Chief Administrative Officer of $6,373,000 for Y2K readiness efforts.

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OFFICE OF THE INSPECTOR GENERAL

(See Pages 69-70 Subcommittee Print)

For salaries and expenses for the Office of the Inspector General, $4,040,000. Included in this request is $1,997,000 (49%) for personnel and $2,043,000 (51%) for nonpersonnel related expenses.

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Note: The Fiscal Year 1999 enacted amount was adjusted by a reprogram approved by the
Subcommittee.

Statement of Robert B. Frey III, Deputy Inspector General
Office of Inspector General

U.S. House of Representatives

Before the Subcommittee on Legislative Appropriations
House Committee on Appropriations

Chairman Taylor and Members of the Subcommittee, I am both pleased and honored to appear before you today in my capacity as the House Deputy Inspector General.

I would like to begin by briefly discussing the accomplishments of the Office of Inspector General (OIG) during the first session of the 106th Congress as well as the initiatives currently underway pursuant to our proposed Calendar Year (CY) 2000 Annual Audit Plan (AAP). I will then discuss the resources required to maintain our current level of audit/investigative effort in Fiscal Year (FY) 2001.

Accomplishments During the First Session of the 106th Congress

During the first session of the 106th Congress, we continued to identify areas needing administrative and financial improvement. In CY 1999, we issued 10 reports that made 117 recommendations for corrective action and identified numerous material internal control weaknesses. In addition, we currently have 11 audits in progress.

For CY 1999, we issued three audit reports dealing with network and operating security. The first of these--Additional Controls Needed Over The Windows NT Environment At The House--identified a number of issues that directly impact the security of the Windows NT operating system throughout the House complex. This report included 26 findings and 52 recommendations in the areas of planning for information technology (IT), the delivery and support of IT services, and the monitoring, or management oversight of IT. A second report, Internal Controls Over House World Wide Web Servers and Firewall, provided good news about the controls over these critical components of the House network, reporting that the controls over the HIR managed web servers and firewall were generally adequate at the time of our review. Although we made two recommendations in this report, the conditions leading to those recommendations were not significant security concerns for the network. The third report, Additional Security Controls Needed Over The House's High Speed Legislative Branch Network, assessed the Legislative Branch Network, better know as CAPNet, as it affects the security of the House network. We identified 10 weaknesses in HIR's management of CAPNet assets and recommended 16 actions in the areas of planning for IT and the delivery and support of IT.

A second focus in 1999 was the Year 2000 (Y2K). We began and ended the year with Y2K, issuing three reports on the House's preparation for this historical milestone. The first report, Prompt Action Needed To Meet The Year 2000 Deadline, highlighted the need for swift action on planned remediation projects, rigorous testing of all renovated systems, and planning for contingencies and business recovery, if needed. The Chief Administrative Officer (CAO),

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