Note: Columns and rows may not add up to totals because of rounding. 41 030040 120 0 131 (12) 50 800 50 50 668 77 8,899 (a) Includes Natural Resources and Commerce, Health and Human Resources, EXPLANATION OF CHANGES FROM FY 2000 TO FY 2001 SHOWN ON SCHEDULE C1 PROGRAM DIVISIONS A. MANDATORY CHANGES 1. Annualization of FY 2000 pay increases and other personnel actions. Annualization of the FY 2000 merit increases, turnover effects, and January 2000 ECI adjustment of 4.4%. 2. FY 2001 across-the-board adjustment Funding for a projected 3.7% across-the-board pay adjustment in January 2001. 2. Administrative contract increases of 3.9% The price increase for administrative services provided by the Library of Congress and the NFC is based primarily on the expected increase in employment costs, which is the major component of these contracts. EXPLANATION OF CHANGES FROM FY 2000 TO FY 2001 SHOWN ON SCHEDULE C1 PROGRAM DIVISIONS CONTINUED =======: C. PROGRAM TYPE CHANGES 1. Legislation ========= 2. Workload 2a. Funds to study options for moving BADS from HIR computer. Because the House of Representatives plans to retire its mainframe as soon as reasonably possible, CBO must develop a plan for relocating the Budget Analysis Data System (BADS) to another platform or mainframe provider. 2b. FY 2001 impact of recruiting efforts begun in FY 2000 Due to the difficult labor market and changes in top managment, CBO was unable 2c. Other workload changes Includes savings from reductions in telecommunications, leasing, and ADP software and data which are offset somewhat by increased demand for equipment repair and other services. ======================================================= 3. Equipment, Alterations, Maintenance, Repairs, etc. 3a. Increased spending for ADP hardware and software. Funds to support a normal replacement schedule after severely reducing spending for ADP in FY 2000. 3b. Purchase of software to replace APT system. Funds to purchase software to replace the All Purpose Table System used to track appropriations bills. 3c. Other equipment changes Decrease in spending for office equipment. MANAGEMENT, BUSINESS, AND INFORMATION SERVICES DIVISION The CBO support function is centered in the Management, Business, and Information Services Division. The division provides all central administrative support services for CBO, including human resources, financial management, information resource management, contracting and procurement, library services, facilities management, and coordination with other Congressional support agencies. The division is also responsible for all aspects of editing, producing, and distributing CBO's work products, including Web publishing. Accomplishments in Fiscal Year 1999 CBO launched a World Wide Web site (http://www.cbo.gov) in September 1997. During fiscal year 1999, the content of the site expanded greatly, and by the end of the year, it contained almost 1,700 documents, including reports, studies, papers, memorandums, testimony, unfunded mandate cost statements, federal bill cost estimates, significant letters, and other documents. The site also features special analyses such as the Monthly Budget Review and the Current Status of Discretionary Appropriations reports. In addition, more than 1,000 people have subscribed to CBO's ListServer, which became fully operational during the year and which notifies subscribers via E-mail when documents in the subscriber's area of interest are posted. Notification is by subject category (for reports, studies, papers, and memorandums) or budget function (for cost estimates). At the request of the staffs of the Senate and House Budget Committees, additional categories have been added to the ListServer to allow subscribers to be notified when cost estimates that include revenue effects are posted. CBO strives to make its Web site user-friendly and accessible, even to users who do not have the latest technology. CBO also uses Web technology to enhance documents with features not available in the printed versions. In April 1999, for example, CBO launched its first interactive publication on the Web-the volume Maintaining Budgetary Discipline: Spending and Revenue Options, which presents more than 250 policy options for reducing federal spending or increasing revenues in a wide variety of programs. Readers can search that document by type of option, spending category, agency, or word or phrase. During the year, the division devoted additional effort to recruiting and retention and identified a number of areas in which CBO could be more effective, including more carefully matching its salary offers with those of competing employers, enhancing the quality of its intern program, focusing more on midcareer federal employees, and revising a number of its policies to better reward and retain employees. As noted earlier, one recruitment strategy for 1999 was to attract more highly experienced individuals from executive branch agencies by offering them comparable salaries and emphasizing the superior benefits of the legislative branch, such as our more attractive retirement benefits. That strategy has been successful and in the past six months has resulted in our hiring several highly qualified employees in our Budget Analysis, Tax Analysis, National Security, Special In the area of computer technology, the division's accomplishments included the following efforts: Ensured the agency's Y2K readiness by installing the Windows 98 operating system in all CBO computers; upgrading 60 percent of CBO's computers after problems were discovered during Y2K testing; and worked closely with General Accounting Office personnel to ensure compliance with Y2K guidelines specified by the Senate for all legislative branch agencies. Division personnel also played a significant role in developing the legislative branch's response to the Y2K threat. Negotiated, planned, and designed a new computer room to be located in House Information Resources space on the 6th floor of the Ford Building to ease space demands, upgrade system security, provide backup power, and provide 24-hour alarm systems for critical system components. Completed the migration of all SAS and C programs, and related data used by the program divisions, from the House Information Resources system to the Library of Congress, a move that resulted in annual savings of $100,000. Installed a multistation network in support of the House and Senate effort to update the system for tracking appropriations (APT). The division also reexamined its library services, shifting a portion of its products to electronic format while reducing its bound collection to allow the use of a portion of the library space for meetings. Finally, the division took several steps to reduce its printing, distribution, and storage costs. It purged its mailing lists and minimized storage costs for old reports by reducing inventory levels and archiving relevant historical documents. It also developed mechanisms to encourage staff to use new technology to access journal articles and other information electronically. Discussions are under way with representatives from the Library of Congress to piggyback the Library's contracts with information providers and thus provide CBO with more electronic information at the desktop in a cost-effective manner. Priorities for Fiscal Years 2000 and 2001 During 2000 and 2001, the division will concentrate its efforts on the following priority initiatives: Enhance Our Recruitment Strategy: Develop and implement a more aggressive strategy for identifying and attracting the highly skilled employees the agency needs. This effort will include increasing the staff and travel resources devoted to recruiting, targeting our internship program to long-term recruitment goals, improving our recruitment materials, expanding our recruitment universe, and easing the paperwork burden on applicants. Rationalize Office Space: Plan and implement a major reconfiguration and renovation of our |