Foreign Language Capabilities
Departments of Homeland Security, Defense, and State Could Better Assess Their Foreign Language Needs and Capabilities and Address Shortfalls Gao ID: GAO-10-715T July 29, 2010Foreign language skills are an increasingly key element to the success of diplomatic efforts; military, counterterrorism, law enforcement and intelligence missions; and to ensure access to federal programs and services to Limited English Proficient (LEP) populations within the United States. GAO has issued reports evaluating foreign language capabilities at the Department of Homeland Security (DHS), the Department of Defense (DOD), and the State Department (State). This testimony is based on these reports, issued from June 2009 through June 2010, and addresses the extent to which (1) DHS has assessed its foreign language needs and existing capabilities, identified any potential shortfalls, and developed programs and activities to address potential shortfalls; (2) the Federal Emergency Management Agency (FEMA) has conducted a needs assessment to help ensure access to its services for LEP persons; and (3) DOD and State have developed comprehensive approaches to address their foreign language capability challenges.
In June 2010, we reported that DHS had taken limited actions to assess its foreign language needs and existing capabilities, and to identify potential shortfalls. For example, while two of three DHS components included in GAO's review had conducted foreign language assessments, these assessments were not comprehensive, as GAO's prior work on strategic workforce planning recommends. In addition, while all three DHS components GAO reviewed had various lists of employees with foreign language capabilities, DHS had no systematic method for assessing its existing capabilities. In addition, DHS and its components had not taken actions to identify potential foreign language shortfalls. Further, DHS and its components established a variety of foreign language programs and activities, but had not assessed the extent to which these programs and activities address potential shortfalls. The Department's ability to use them to address potential shortfalls varied and GAO recommended that DHS comprehensively assess its foreign language needs and capabilities, and any resulting shortfalls; and ensure these assessments are incorporated into future strategic planning. DHS generally concurred with these recommendations, and officials stated that the Department has actions planned to address them. In April 2010, we reported that FEMA had developed a national needs assessment to identify its LEP customer base and how frequently it interacted with LEP persons. Using this assessment, FEMA officials reported that the agency had identified 13 of the most frequently encountered languages spoken by LEP communities. Locally, in response to a disaster, FEMA conducts a needs assessment by collecting information from the U.S. Census Bureau and data from local sources to help determine the amount of funding required to ensure proper communication with affected LEP communities. In June 2009, GAO reported that DOD had taken steps to transform its language and regional proficiency capabilities, but it had not developed a comprehensive strategic plan to guide its efforts and lacked a complete inventory and validated requirements to identify gaps and assess related risks. GAO recommended that DOD develop a comprehensive strategic plan for its language and regional proficiency efforts, establish a mechanism to assess the regional proficiency skills of its personnel, and develop a methodology to identify its language and regional proficiency requirements. DOD concurred with these recommendations; however, as of June 2010, officials stated that related actions are underway, but have not been completed. Furthermore, GAO reported in September 2009 that State's efforts to meet its foreign language requirements had yielded some results but had not closed persistent gaps in foreign-language proficient staff and reflected, in part, a lack of a comprehensive, strategic approach. GAO recommended that State develop a comprehensive strategic plan with measurable goals, objectives, milestones, and feedback mechanisms that links all of State's efforts to meet its foreign language requirements. State generally agreed with GAO's recommendations and is working to address them. GAO is not making any new recommendations; however, GAO made recommendations in prior reports to help DHS, DOD, and State better assess their foreign language capabilities and address potential shortfalls. All three agencies generally concurred with GAO's recommendations and have taken some actions.
GAO-10-715T, Foreign Language Capabilities: Departments of Homeland Security, Defense, and State Could Better Assess Their Foreign Language Needs and Capabilities and Address Shortfalls
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Testimony before the Subcommittee on Oversight of Government
Management, the Federal Workforce, and the District of Columbia,
Committee on Homeland Security and Governmental Affairs, U.S. Senate:
United States Government Accountability Office:
GAO:
For Release on Delivery:
Expected at 2:30 p.m. EDT:
Thursday, July 29, 2010:
Foreign Language Capabilities:
Departments of Homeland Security, Defense, and State Could Better
Assess Their Foreign Language Needs and Capabilities and Address
Shortfalls:
Statement of David C. Maurer, Director:
Homeland Security and Justice Issues:
GAO-10-715T:
GAO Highlights:
Highlights of GAO-10-715T, a testimony before the Subcommittee on
Oversight of Government Management, the Federal Workforce, and the
District of Columbia, Committee on Homeland Security and Governmental
Affairs, U.S. Senate.
Why GAO Did This Study:
Foreign language skills are an increasingly key element to the success
of diplomatic efforts; military, counterterrorism, law enforcement and
intelligence missions; and to ensure access to federal programs and
services to Limited English Proficient (LEP) populations within the
United States. GAO has issued reports evaluating foreign language
capabilities at the Department of Homeland Security (DHS), the
Department of Defense (DOD), and the State Department (State). This
testimony is based on these reports, issued from June 2009 through
June 2010, and addresses the extent to which (1) DHS has assessed its
foreign language needs and existing capabilities, identified any
potential shortfalls, and developed programs and activities to address
potential shortfalls; (2) the Federal Emergency Management Agency
(FEMA) has conducted a needs assessment to help ensure access to its
services for LEP persons; and (3) DOD and State have developed
comprehensive approaches to address their foreign language capability
challenges.
What GAO Found:
In June 2010, we reported that DHS had taken limited actions to assess
its foreign language needs and existing capabilities, and to identify
potential shortfalls. For example, while two of three DHS components
included in GAO‘s review had conducted foreign language assessments,
these assessments were not comprehensive, as GAO‘s prior work on
strategic workforce planning recommends. In addition, while all three
DHS components GAO reviewed had various lists of employees with
foreign language capabilities, DHS had no systematic method for
assessing its existing capabilities. In addition, DHS and its
components had not taken actions to identify potential foreign
language shortfalls. Further, DHS and its components established a
variety of foreign language programs and activities, but had not
assessed the extent to which these programs and activities address
potential shortfalls. The Department‘s ability to use them to address
potential shortfalls varied and GAO recommended that DHS
comprehensively assess its foreign language needs and capabilities,
and any resulting shortfalls; and ensure these assessments are
incorporated into future strategic planning. DHS generally concurred
with these recommendations, and officials stated that the Department
has actions planned to address them.
In April 2010, we reported that FEMA had developed a national needs
assessment to identify its LEP customer base and how frequently it
interacted with LEP persons. Using this assessment, FEMA officials
reported that the agency had identified 13 of the most frequently
encountered languages spoken by LEP communities. Locally, in response
to a disaster, FEMA conducts a needs assessment by collecting
information from the U.S. Census Bureau and data from local sources to
help determine the amount of funding required to ensure proper
communication with affected LEP communities.
In June 2009, GAO reported that DOD had taken steps to transform its
language and regional proficiency capabilities, but it had not
developed a comprehensive strategic plan to guide its efforts and
lacked a complete inventory and validated requirements to identify
gaps and assess related risks. GAO recommended that DOD develop a
comprehensive strategic plan for its language and regional proficiency
efforts, establish a mechanism to assess the regional proficiency
skills of its personnel, and develop a methodology to identify its
language and regional proficiency requirements. DOD concurred with
these recommendations; however, as of June 2010, officials stated that
related actions are underway, but have not been completed.
Furthermore, GAO reported in September 2009 that State‘s efforts to
meet its foreign language requirements had yielded some results but
had not closed persistent gaps in foreign-language proficient staff
and reflected, in part, a lack of a comprehensive, strategic approach.
GAO recommended that State develop a comprehensive strategic plan with
measurable goals, objectives, milestones, and feedback mechanisms that
links all of State‘s efforts to meet its foreign language
requirements. State generally agreed with GAO‘s recommendations and is
working to address them.
What GAO Recommends:
GAO is not making any new recommendations; however, GAO made
recommendations in prior reports to help DHS, DOD, and State better
assess their foreign language capabilities and address potential
shortfalls. All three agencies generally concurred with GAO‘s
recommendations and have taken some actions.
View [hyperlink, http://www.gao.gov/products/GAO-10-715T] or key
components. For more information, contact David C. Maurer at (202) 512-
9627 or maurerd@gao.gov.
[End of section]
Mr. Chairman and Members of the Committee:
I am pleased to be here today to discuss our work assessing the
federal government's foreign language capabilities.[Footnote 1]
Foreign language skills are vital to effectively communicate and
overcome language barriers encountered during critical operations and
are an increasingly key element to the success of diplomatic efforts,
military operations, counterterrorism, law enforcement and
intelligence missions, as well as to ensure access to federal programs
and services to Limited English Proficient (LEP) populations within
the United States. My testimony today focuses on our work evaluating
the foreign language capabilities at the Department of Homeland
Security (DHS), the Department of Defense (DOD) and the State
Department (State).[Footnote 2] The findings and recommendations from
this body of work can help inform decision making about foreign
language programs and activities across the federal government.
DHS staff encounter a wide array of languages and dialects, under
sometimes difficult and unpredictable circumstances, such as making
arrests, conducting surveillance, and interviewing individuals. Thus,
ensuring DHS staff have the necessary foreign language skills to carry
out these duties is crucial. Further, changes in the security
environment and ongoing military operations in Iraq and Afghanistan
have prompted DOD to place greater emphasis on improving the foreign
language proficiency of U.S. forces. Moreover, we have previously
reported on the challenges State faces in ensuring it has staff with
necessary foreign language skills in its mission critical positions
throughout the world.
Since 2002, we have issued a series of reports on two key aspects of
foreign language capabilities across the federal government--(1) the
use of foreign language skills, and (2) the nature and impact of
foreign language shortages at federal agencies, particularly those
that play a central role in national security. We and the Office of
Personnel Management have developed strategic workforce planning
guidance that has formed the basis for these reviews. We reported that
the lack of foreign language capability at some agencies, including
DOD and State, have resulted in backlogs in translation of
intelligence documents and other information, and adversely affected
agency operations and hindered U.S. military, law enforcement,
intelligence, counterterrorism, and diplomatic efforts. We recommended
that these agencies adopt a strategic, results-oriented approach to
manage foreign language capabilities, including setting a strategic
direction, assessing agency gaps in foreign language skills, and
taking actions to help ensure that foreign language capabilities are
available when needed, among other things.[Footnote 3] These agencies
concurred with our recommendations and are taking steps to address
them.
My comments today are based on GAO reports issued from June 2009
through June 2010 regarding foreign language capabilities at DHS, DOD,
and State and selected updates made in June through July 2010. These
reports include our assessment of DHS's efforts to assess its foreign
language capabilities and address potential shortfalls in three of its
largest components--U.S. Coast Guard, Customs and Border Protection
(CBP), and Immigration and Customs Enforcement (ICE); and our
assessment of the Federal Emergency Management Agency's (FEMA) efforts
to deliver services to LEP persons; as well as our reports and
congressional testimony on DOD's and State's efforts to develop
foreign language capabilities.[Footnote 4] Specifically, my statement
addresses the extent to which (1) DHS has assessed its foreign
language needs and existing capabilities, identified any potential
shortfalls, and developed foreign language programs and activities to
address potential shortfalls; (2) FEMA has conducted a needs
assessment to help ensure access to its services for LEP persons; and
(3) DOD and State have developed comprehensive approaches to address
their foreign language capability challenges.
To analyze foreign language needs, capabilities, and shortfalls at
DHS, we reviewed operations in three DHS components and seven offices.
We selected the U.S. Coast Guard, CBP, and ICE because they constitute
a broad representation of program areas and their missions include law
enforcement and intelligence responsibilities. We selected San Antonio
and Laredo, Texas; Artesia, New Mexico; New York and Buffalo, New
York; Miami, Florida; and San Juan, Puerto Rico to visit, identify and
observe foreign language use at select DHS components. We also
examined documentation on foreign language needs and capabilities,
including DHS's Strategic and Human Capital Plans; and Quadrennial
Homeland Security Review Report.[Footnote 5] Further, we interviewed
knowledgeable DHS officials in DHS's Chief Human Capital Office (CHCO)
and conducted interviews with component officials and officers for all
the locations we visited to obtain information on existing
capabilities and potential foreign language capability shortfalls. As
part of our review of FEMA, we examined the extent to which it
implemented Executive Order 13166 consistent with the Department of
Justice's guidance, which includes assessing the needs of the LEP
populations that agencies serve.[Footnote 6] To review DOD's plans for
addressing its foreign language challenges, we analyzed DOD's Defense
Language Transformation Roadmap, reviewed the military services'
strategies for transforming language and regional proficiency
capabilities, and assessed the range of efforts intended to help
identify potential gaps. To assess State Department's foreign language
proficiency challenges and measures to address them, we analyzed data
on State's overseas language-designated positions as of October 2008,
reviewed strategic planning and budgetary documents, interviewed State
officials, and reviewed operations in China, Egypt, India, Tunisia,
and Turkey. In June 2010 we also met with DOD and State officials to
obtain updated information on their efforts to address our
recommendations. Finally, in July 2010, we obtained updated
information from FEMA officials on their efforts to identify Limited
English Proficient populations. More detailed information about our
scope and methodology is included in our published reports. We
conducted this work in accordance with generally accepted government
auditing standards.
DHS Could Better Assess Its Foreign Language Needs and Capabilities
and the Extent to Which Its Programs and Activities Address Potential
Shortfalls:
DHS Has Taken Limited Action to Assess Foreign Language Needs and
Capabilities, and Identify Resulting Shortfalls:
In our June 2010 report on DHS's foreign language capabilities, we
identified challenges related to the Department's efforts to assess
their needs and capabilities and identify potential shortfalls.
[Footnote 7] Our key findings include:
* DHS has no systematic method for assessing its foreign language
needs and does not address foreign language needs in its Human Capital
Strategic Plan. DHS components' efforts to assess foreign language
needs vary. For example, the Coast Guard has conducted multiple
assessments, CBP's assessments have primarily focused on Spanish-
language needs, and ICE has not conducted any assessments. By
conducting a comprehensive assessment DHS would be better positioned
to capture information on all of its needs and could use this to
inform future strategic planning.
* DHS has no systematic method for assessing its existing foreign
language capabilities and has not conducted a comprehensive
capabilities assessment. DHS components have various lists of foreign
language capabilities that are available in some offices, primarily
those that include a foreign language award program for qualified
employees. Conducting an assessment of all of its foreign language
capabilities would better position DHS to effectively manage its
resources.
* DHS and its components have not taken actions to identify potential
foreign language shortfalls. DHS officials stated that shortfalls can
impact mission goals and officer safety. By using the results of needs
and capabilities assessments to identify shortfalls, DHS would be
better positioned to develop actions to mitigate shortfalls, execute
its various missions that involve foreign language speakers, and
enhance the safety of its officers and agents.
We and the Office of Personnel Management have developed strategic
workforce guidance that recommends, among other things, that agencies
(1) assess workforce needs, such as foreign language needs; (2) assess
current competency skills; and (3) compare workforce needs against
available skills. DHS efforts could be strengthened by conducting a
comprehensive assessment of its foreign language needs and
capabilities, and using the results of this assessment to identify any
potential shortfalls. By doing so, DHS could better position itself to
manage its foreign language workforce needs to help fulfill its
organizational missions. We recommended that DHS comprehensively
assess its foreign language needs and capabilities, and any resulting
shortfalls and ensure these assessments are incorporated into future
strategic planning. DHS agreed with our recommendation and officials
stated that the Department is planning to take action to address it.
DHS Has Developed a Variety of Foreign Language Programs, but the
Extent to Which They Address Foreign Language Shortfalls Is Not Known:
In June 2010, we also reported that DHS and its components had
established a variety of foreign language programs and activities, but
had not assessed the extent to which they address potential
shortfalls.[Footnote 8] Coast Guard, CBP, and ICE established foreign
language programs and activities, which include foreign language
training and monetary awards.[Footnote 9] Although foreign language
programs and activities at these components contributed to the
development of DHS's foreign language capabilities, the Department's
ability to use them to address potential foreign language shortfalls
varies. For example, foreign language training programs generally do
not include languages other than Spanish. Furthermore, these programs
and activities are managed by individual components or offices within
components. According to several Coast Guard, CBP, and ICE officials,
they manage their foreign language programs and activities as they did
prior to the formation of DHS. At the Department level and within the
components, many of the officials we spoke with were generally unaware
of the foreign language programs or activities maintained by other DHS
components. Given this variation and decentralization, conducting a
comprehensive assessment of the extent to which its program and
activities address shortfalls could strengthen DHS's ability to manage
its foreign language programs and activities and to adjust them, if
necessary. DHS agreed with our recommendation and officials stated
that the Department is planning to take action to address it.
FEMA Has Developed a National Needs Assessment to Identify the Limited
English Proficient Populations It Serves:
In April 2010, we reported that FEMA had developed a national needs
assessment to identify its LEP customer base and how frequently it
interacts with LEP persons.[Footnote 10] We reported that in
developing this needs assessment, FEMA combines census data, data from
FEMA's National Processing Service Center on the most commonly
encountered languages used by individuals applying for disaster
assistance sources, literacy and poverty rates, and FEMA's historical
data on the geographic areas most prone to disasters. Furthermore,
practices identified by other federal and state agencies as well as
practitioners in the translation industry are reviewed and used in
preparing this assessment. Through its needs assessment, FEMA
officials reported that FEMA has identified 13 of the most frequently
encountered languages spoken by LEP communities.
Locally, in response to a disaster, FEMA conducts a needs assessment
by collecting information from the U.S. Census Bureau, data from local
school districts, and information from foreign language media outlets
in the area to help determine the amount of funding required to ensure
proper communication with affected LEP communities. In the spring of
2009, FEMA established new procedures to identify LEP communities at
the local level. While the agency's national needs assessment provides
a starting point to identify LEP communities across the country, the
assessment does not fully ensure that FEMA identifies the existence
and location of LEP populations in small communities within states and
counties. To that end, officials from FEMA's Multilingual Function
developed a common set of procedures for identifying the location and
size of LEP populations at the local level. The new procedures, which
were initiated as a pilot program, include collecting data from
national, state, and local sources, and creating a profile of
community language needs, local support organizations, and local media
outlets. FEMA initiated this pilot program while responding to a flood
affecting North Dakota and Minnesota in the spring of 2009; the
program enabled FEMA officials to develop communication strategies
targeted to 12 different LEP communities including Bosnian, Farsi,
Kirundi, and Somali. FEMA officials stated that they plan to use these
procedures in responding to future presidentially declared disasters.
According to FEMA officials, it has incorporated the pilot program
procedures for identifying local LEP populations into its Standard
Operating Procedures (SOP). According to FEMA, it has distributed the
revised SOP to FEMA Disaster Assistance and Disaster Operations staff
in headquarters, FEMA's 10 regions, and joint field offices.
During its recovery operations, FEMA has several staffing options to
augment its permanent staff. FEMA officials explained that staff from
FEMA's reserve corps, whose language capabilities are recorded in an
automated deployment database, can be temporarily assigned to recovery
operations. When FEMA lacks enough permanent and temporary staff with
the appropriate foreign language skills, it hires individuals from
within the affected area to fill unmet multilingual needs. For
example, in 2008, FEMA used local hires who spoke Vietnamese in the
recovery operations for Hurricanes Gustav and Ike in Galveston and
Austin, Texas. FEMA officials stated that these local hires are
especially useful during recovery efforts because they have relevant
language capabilities as well as knowledge of the disaster area and
established relationships with the affected communities. Additionally,
when disaster assistance employees and local hires are unavailable,
FEMA can use contractors to provide translation and interpretation
services. To ensure that the agency has the capacity to handle
different levels of disasters, an official stated that FEMA is
awarding a 4-year contract of up to $9.9 million to support language
access and related activities.
DOD and State Need to Take Additional Actions to Comprehensively
Address Their Foreign Language Challenges:
DOD Has Taken Steps to Improve Its Foreign Language Capabilities, but
Still Needs a Comprehensive Strategic Plan, a Complete Inventory, and
a Validated Requirements Methodology:
DOD has taken some steps to transform its language and regional
proficiency capabilities, but additional actions are needed to guide
its efforts and provide the information it needs to assess gaps in
capabilities and assess related risks. In June 2009, we reported that
DOD had designated senior language authorities at the Department-wide
level, and in the military services as well as other components.
[Footnote 11] It had also established a governance structure and a
Defense Language Transformation Roadmap. At that time, the military
services either had developed or were in the process of developing
strategies and programs to improve language and regional proficiency.
While these steps moved the Department in a positive direction, we
concluded that some key elements were still missing. For example,
while the Roadmap contained goals and objectives, not all objectives
were measurable and linkages between these goals and DOD's funding
priorities were unclear. Furthermore, DOD had not identified the total
cost of its transformation efforts. Additionally, we reported that DOD
had developed an inventory of its language capabilities. In contrast,
it did not have an inventory of its regional proficiency capabilities
due to the lack of an agreed upon way to assess and validate these
skills. DOD also lacked a standard, transparent, and validated
methodology to aid its components in identifying language and regional
proficiency requirements. In the absence of such a methodology,
components used different approaches to develop requirements and their
estimates varied widely. Therefore, we recommended that DOD (1)
develop a comprehensive strategic plan for its language and regional
proficiency transformation, (2) establish a mechanism to assess the
regional proficiency skills of its military and civilian personnel,
and (3) develop a methodology to identify its language and regional
proficiency requirements.
At the time, DOD generally agreed with our recommendations and
responded it had related actions underway. Based on recent discussions
with DOD officials, these actions are still in various stages.
Specifically, DOD officials stated that it has a draft strategic plan
currently undergoing final review and approval. We understand from
officials that this plan includes goals, objectives, and a linkage
between goals and DOD's funding priorities, and that an implementation
plan with metrics for measuring progress will be published at a later
date. DOD officials also stated that they are working to determine a
suitable approach to measuring regional proficiency because it is more
difficult than originally expected. Lastly, DOD officials stated that,
while DOD has completed the assessments intended to produce a
standardized methodology to help geographic commanders identify
language and regional proficiency requirements, the standardized
methodology has not yet been approved. In recent congressional
testimony, DOD officials stated the standardized methodology would be
implemented later this year. Without a comprehensive strategic plan
and until a validated methodology to identify gaps in capabilities is
implemented, it will be difficult for DOD to assess risk, guide the
military services as they develop their approaches to language and
regional proficiency transformation, and make informed investment
decisions. Furthermore, it will be difficult for DOD and Congress to
assess progress toward a successful transformation.
State Has Efforts Underway to Identify Foreign Language Needs and
Capabilities, but Persistent Shortfalls in Foreign Language-Proficient
Staff Highlight the Need for a Comprehensive, Strategic Approach:
In September 2009, we reported that State continued to face
persistent, notable gaps in its foreign language capabilities, which
could hinder U.S. overseas operations.[Footnote 12] We reported that
State had undertaken a number of initiatives to meet its foreign
language requirements, including an annual review process to determine
the number of positions requiring a foreign language, providing
language training, recruiting staff with skills in certain languages,
and offering incentive pay to officers to continue learning and
maintaining language skills. However, we noted that these efforts had
not closed the persistent gaps and reflected, in part, a lack of a
comprehensive, strategic approach.
Although State officials said that the Department's plan for meeting
its foreign language requirements is spread throughout a number of
documents that address these needs, these documents were not linked to
each other and did not contain measurable goals, objectives, or
milestones for reducing the foreign language gaps. Because these gaps
have persisted over several years despite staffing increases, a more
comprehensive, strategic approach would help State to more effectively
guide its efforts and assess its progress in meeting its foreign
language requirements. We therefore recommended that the Secretary of
State develop a comprehensive strategic plan with measurable goals,
objectives, milestones, and feedback mechanisms that links all of
State's efforts to meet its foreign language requirements. We also
recommended that the Secretary of State revise the Department's
methodology for measuring and reporting on the extent that positions
are filled with officers who meet the language requirements of the
position. State generally agreed with our findings, conclusions, and
recommendations and described several initiatives to address these
recommendations. For example, State convened an inter-bureau language
working group to focus on and develop an action plan to address our
recommendations.
Since our report, State has revised its methodology for measuring and
reporting on the extent that positions are filled with officers who
meet the language requirements of the position. State officials also
told us that they have begun developing a more strategic approach for
addressing foreign language shortfalls, but have not developed a
strategic plan with measurable goals, objectives, milestones, and
feedback mechanisms.
Mr. Chairman, this concludes my statement. I would be pleased to
respond to any questions that you or other members of the committee
may have.
Contacts and Acknowledgments:
For questions about this statement, please contact David C. Maurer at
(202) 512-9627 or maurerd@gao.gov. Contact points for our Offices of
Congressional Relations and Public Affairs may be found on the last
page of this statement. Individuals making key contributions to this
testimony are William W. Crocker III; Yvette Gutierrez-Thomas; Wendy
Dye; Lara Miklozek; Linda Miller; Geoffrey Hamilton; Jess Ford; Godwin
Agbara; Laverne Tharpes; Robert Ball; Robert Goldenkoff; Steven
Lozano; Kisha Clark; Sharon Pickup; Matthew Ullengren, Gabrielle
Carrington; and Patty Lentini.
[End of section]
Related GAO Products:
Military Training: Continued Actions Needed to Guide DOD's Efforts to
Improve Language Skills and Regional Proficiency. [hyperlink,
http://www.gao.gov/products/GAO-10-879T]. Washington, D.C.: June 29,
2010.
Department of Homeland Security: DHS Needs to Comprehensively Assess
Its Foreign Language Needs and Capabilities, and Identify Shortfalls.
[hyperlink, http://www.gao.gov/products/GAO-10-714]. Washington, D.C.:
June 22, 2010.
Language Access: Selected Agencies Can Improve Services to Limited
English Proficient Persons. [hyperlink,
http://www.gao.gov/products/GAO-10-91]. Washington, D.C.: April 26,
2010.
Iraq: Iraqi Refugees and Special Immigrant Visa Holders Face
Challenges Resettling in the United States and Obtaining U.S.
Government Employment. [hyperlink,
http://www.gao.gov/products/GAO-10-274]. Washington, D.C.: March 9,
2010.
State Department: Challenges Facing the Bureau of Diplomatic Security.
[hyperlink, http://www.gao.gov/products/GAO-10-290T]. Washington,
D.C.: December 9, 2009.
State Department: Challenges Facing the Bureau of Diplomatic Security.
[hyperlink, http://www.gao.gov/products/GAO-10-156]. Washington, D.C.:
November 12, 2009.
Department of State: Persistent Staffing and Foreign Language Gaps
Compromise Diplomatic Readiness. [hyperlink,
http://www.gao.gov/products/GAO-09-1046T]. Washington, D.C.: September
24, 2009.
Department of State: Comprehensive Plan Needed to Address Persistent
Foreign Language Shortfalls. [hyperlink,
http://www.gao.gov/products/GAO-09-955]. Washington, D.C.: September
17, 2009.
Department of State: Additional Steps Needed to Address Continuing
Staffing and Experience Gaps at Hardship Posts. [hyperlink,
http://www.gao.gov/products/GAO-09-874]. Washington, D.C.: September
17, 2009.
Military Training: DOD Needs a Strategic Plan and Better Inventory and
Requirements Data to Guide Development of Language Skills and Regional
Proficiency. [hyperlink, http://www.gao.gov/products/GAO-09-568].
Washington, D.C.: June 19, 2009.
Defense Management: Preliminary Observations on DOD's Plans for
Developing Language and Cultural Awareness Capabilities. [hyperlink,
http://www.gao.gov/products/GAO-09-176R]. Washington, D.C.: November
25, 2008.
State Department: Staffing and Foreign Language Shortfalls Persist
Despite Initiatives to Address Gaps. [hyperlink,
http://www.gao.gov/products/GAO-07-1154T]. Washington, D.C.: August 1,
2007.
U.S. Public Diplomacy: Strategic Planning Efforts Have Improved, but
Agencies Face Significant Implementation Challenges. [hyperlink,
http://www.gao.gov/products/GAO-07-795T]. Washington, D.C.: April 26,
2007.
Department of State: Staffing and Foreign Language Shortfalls Persist
Despite Initiatives to Address Gaps. [hyperlink,
http://www.gao.gov/products/GAO-06-894]. Washington, D.C.: August 4,
2006.
Overseas Staffing: Rightsizing Approaches Slowly Taking Hold but More
Action Needed to Coordinate and Carry Out Efforts. [hyperlink,
http://www.gao.gov/products/GAO-06-737]. Washington, D.C.: June 30,
2006.
U.S. Public Diplomacy: State Department Efforts to Engage Muslim
Audiences Lack Certain Communication Elements and Face Significant
Challenges. [hyperlink, http://www.gao.gov/products/GAO-06-535].
Washington, D.C.: May 3, 2006.
Border Security: Strengthened Visa Process Would Benefit from
Improvements in Staffing and Information Sharing. [hyperlink,
http://www.gao.gov/products/GAO-05-859]. Washington, D.C.: September
13, 2005.
State Department: Targets for Hiring, Filling Vacancies Overseas Being
Met, but Gaps Remain in Hard-to-Learn Languages. [hyperlink,
http://www.gao.gov/products/GAO-04-139]. Washington, D.C.: November
19, 2003.
Foreign Affairs: Effective Stewardship of Resources Essential to
Efficient Operations at State Department, USAID. [hyperlink,
http://www.gao.gov/products/GAO-03-1009T]. Washington, D.C.: September
4, 2003.
State Department: Staffing Shortfalls and Ineffective Assignment
System Compromise Diplomatic Readiness at Hardship Posts. [hyperlink,
http://www.gao.gov/products/GAO-02-626]. Washington, D.C.: June 18,
2002.
Foreign Languages: Workforce Planning Could Help Address Staffing and
Proficiency Shortfalls. [hyperlink,
http://www.gao.gov/products/GAO-02-514T]. Washington, D.C.: March 12,
2002.
Foreign Languages: Human Capital Approach Needed to Correct Staffing
and Proficiency Shortfalls. [hyperlink,
http://www.gao.gov/products/GAO-02-375]. Washington, D.C.: January 31,
2002.
[End of section]
Footnotes:
[1] In this testimony, foreign language capabilities include a range
of language skills and language resources to conduct operations
involving foreign language related to diplomatic efforts, military
operations, law enforcement, counterterrorism and intelligence,
including services to Limited English Proficiency (LEP) persons (e.g.,
language proficient staff, language services obtained through
contracts, and inter-and intra-agreements between federal agencies).
[2] GAO, Department of Homeland Security: DHS Needs to Comprehensively
Assess Its Foreign Language Needs and Capabilities, and Identify
Shortfalls, [hyperlink, http://www.gao.gov/products/GAO-10-714]
(Washington, D.C.: June 22, 2010); Language Access: Selected Agencies
Can Improve Services to Limited English Proficient Persons,
[hyperlink, http://www.gao.gov/products/GAO-10-91] (Washington, D.C.:
April 26, 2010); Department of State: Comprehensive Plan Needed to
Address Persistent Foreign Language Shortfalls, [hyperlink,
http://www.gao.gov/products/GAO-09-955] (Washington, D.C.: September
17, 2009); Military Training: DOD Needs a Strategic Plan and Better
Inventory and Requirements Data to Guide Development of Language
Skills and Regional Proficiency, [hyperlink,
http://www.gao.gov/products/GAO-09-568] (Washington, D.C.: June 19,
2009).
[3] GAO, Military Training: DOD Needs a Strategic Plan and Better
Inventory and Requirements Data to Guide Development of Language
Skills and Regional Proficiency, [hyperlink,
http://www.gao.gov/products/GAO-09-568] (Washington, D.C.: June 19,
2009); Foreign Languages: Human Capital Approach Needed to Correct
Staffing and Proficiency Shortfalls, [hyperlink,
http://www.gao.gov/products/GAO-02-375] (Washington, D.C.: Jan. 31,
2002).
[4] GAO, Military Training: Continued Actions Needed to Guide DOD's
Efforts to Improve Language Skills and Regional Proficiency,
[hyperlink, http://www.gao.gov/products/GAO-10-879T] (Washington,
D.C.: June 29, 2010); [hyperlink,
http://www.gao.gov/products/GAO-10-714], [hyperlink,
http://www.gao.gov/products/GAO-10-91], [hyperlink,
http://www.gao.gov/products/GAO-09-568], and [hyperlink,
http://www.gao.gov/products/GAO-09-955].
[5] DHS, Quadrennial Homeland Security Review Report: A Strategic
Framework for a Secure Homeland, (Washington D.C.: Feb. 2010).
[6] Executive Order 13166 (August 11, 2000) directs each federal
agency to improve access to federal programs and services for persons
with limited English proficiency (LEP). Using guidance issued by DOJ,
agencies are generally required to develop recipient guidance and/or
an LEP plan outlining steps for ensuring that LEP persons can access
federal services and programs.
[7] [hyperlink, http://www.gao.gov/products/GAO-10-714].
[8] [hyperlink, http://www.gao.gov/products/GAO-10-714].
[9] Foreign language award pay is a discretionary monetary award that
is in addition to basic pay and does not increase an employee's base
salary.
[10] [hyperlink, http://www.gao.gov/products/GAO-10-91].
[11] GAO, Military Training: DOD Needs a Strategic Plan and Better
Inventory and Requirements Data to Guide Development of Language
Skills and Regional Proficiency, [hyperlink,
http://www.gao.gov/products/GAO-09-568] (Washington, D.C.: June 19,
2009).
[12] [hyperlink, http://www.gao.gov/products/GAO-09-955].
[End of section]
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