A) Mission

To promote the progress of science to advance the national health, prosperity and welfare; to secure the national defense; and for other purposes.
B) What We Do

Promote science by investing in research

Advance national health, prosperity, and wealth by funding research projects

Contribute to national defense through research of new technologies

C) National Science Foundation FY 2022-2026 Core Values

Scientific Leadership
Diversity and Inclusion
Innovation and Collaboration
Integrity and Excellence
Public Service
Expand scientific knowledge and integrate it with industry and education
Foster the advancement and inclusion of minority groups in STEM careers
Promote creative ideas that improve existing processes and technologies
Uphold the highest standards of ethical behavior in research projects
Value the role of public servants

D) National Science Foundation Strategic Goals and Objectives FY 2022 – 2026





Empower STEM talent to fully participate in science and engineering

Ensure accessibility and inclusivity
Unleash STEM talent for America


Create new knowledge about our universe, the world and ourselves

Advance the frontiers of research
Enhance research capability


Benefit society by translating knowledge into solutions

Deliver benefits from research
Enhance research capability


Excel at NSF operation and management

Deliver benefits from research
Invest in people

Further details are provided in the NSF’s FY2022-2026 Strategic Plan:
Leading the World in Discovery and Innovation, STEM Talent Development and the Delivery of Benefits from Research


A) FY 2021 Performance Results

In FY 2021, NSF tracked eight performance goals. Overall, NSF fully achieved five goals, partially achieved two goals, and did not achieve one goal.



1. Agency Priority Goal: Developing an Agency-Wide Partnerships Strategy.


2. Ensure that key NSF-wide program investments are implemented and on track.


3. Ensure program integrity and responsible stewardship of major research facilities and infrastructure

Partially Achieved

4. Inform applicants whether their proposals have been declined or recommended for funding in a timely manner

Not Achieved

5. Improve the quality of written reviews of NSF proposals


6. Foster a culture of inclusion through change management efforts resulting in change leadership and accountability.


7. Ensure that employee job requirements are aligned with competencies and skills needed for the future.


8. Streamline and simplify user interactions with IT systems and functions that support the merit review process, reducing non-value-added steps and reducing the time spent managing the proposal and award lifecycle.

Partially Achieved

Details in FY 2021 NSF APR:

B) FY 2021 Accomplishments Highlights

11,300 Competitive Awards Funded
43,600 Proposals Evaluated

211,900 Proposals Reviewed
64,000 NSF Students in the Graduate Research Fellowship since 1952
Funded 1,900 Colleges, Universities, and Other Institutions
318,000 Individuals Supported by NSF
New CRISPR technologies enable development of climate and disease resistant crops
Wireless research for universal and affordable rural broadband
New filtering method promises safer drinking water for tens of millions of people
American lobster genome could aid development of new sensors


A) Where it Comes From

NSF is funded primarily through congressional appropriations that are provided to six accounts. Also, the FY21 appropriation included an additional $600 million in supplemental funding received under the American Rescue Plan (ARP) Act.

FY 21 Appropriation by Account

Amount (millions)


Research and Related Activities

$ 7,347


Education and Human Resources

$ 1,029


Agency Operation and Award Management

$ 387


Major Research Equipment and Facilities Construction

$ 301


Office of Inspector General

$ 18

<1% National Science Board $ 5 <1% Total $ 9,087 100% B) Where it Goes During FY 2021, NSF evaluated over 43,600 proposals through a competitive merit review process and issued more than 11,300 new competitive awards. Approximately 80% of FY21 Appropriation went to academic institutions. Approximately 13% of appropriation went to private industry including non-profit organizations and Federally Funded Research and Development Centers accounted for approximately 4%. Other recipients (federal, state, and local governments; and international organizations) accounted for almost 4% to support research and education programs. Funding Recipients Amount (millions) Percent Colleges, Universities, and Academic Consortia $ 6,594 80% Private Industry (includes non-profit) $ 1,047 13% Other (includes federal, state and local governments) $ 322 4% Federally Funded Research and Development Centers $ 298 4% Total $ 8,261 100% C) How it Gets There NSF uses multiple contracting vehicles to disburse NSF funding including Grants, Cooperative Agreements and contracts. Grants are issues as a single or multi-year awards based on the project needs. Cooperative agreements are used by NSF when the project requires substantial agency involvement such as research centers and multi-use facilities. NSF utilizes contracts to acquire products, services, and studies required for NSF or other government use. FY 21 Contract Vehicles Amount (millions) Percent Grants $ 5,913 72% Cooperative Agreements $ 2,002 24% Contracts $ 347 4% Total $ 8,262 100% D) NSF COVID-19 Activities NSF received $600 million to “fund or extend new and existing research grants, cooperative agreements, scholarships, fellowships, and apprenticeships, related administrative expenses to prevent, prepare for, and respond to coronavirus.” NSF used supplemental COVID-19 funding to award 756 awards for total obligation in $240.5 million. In addition, NSF used its FY21 appropriations and other available funds to support research related to COVID-19. For further details on NSF’s response to the COVID-19 pandemic go to https://www.nsf.gov/news/special_reports/coronavirus/ A LOOK TO THE FUTURE A) OIG FY 2022 Eight Management and Performance Challenges Challenges Key Upcoming Action(s) Increasing Diversity in Science & Engineering Education and Employment Continue supporting the Build and Broaden 2.0 program aimed at increasing collaboration between scholars of minority-serving research institutions and others Overseeing the United States Antarctic Program (USAP) Implement a monitoring tool that can detect malicious network events to enhance security Overseeing Grants in a Changing Environment Develop dashboards (Ex: Enterprise project report) for increased transparency on the status of grants Managing the Intergovernmental Personnel Act Program Reduce risk inherent to the IPA program by submitting an IR/D annual report, managing turnover risk, etc. Overseeing Major Multi-User Research Facilities Finalize the Major Facilities Oversight Reviews standard operating guidance Mitigating Threats Posed by Foreign Government Talent Recruitment Program Sustain collaboration efforts on the compendium of anonymized research security with the FBI Mitigating Threats Posed by the Risk of Cyberattacks Enhance its information security program by using a zero-trust policy (Ex: Multi-factor authentication) Managing Transformational Change Conduct a Diversity, Equity, Inclusion, and Accessibility Assessment. Further details in FY 2022 Management Challenges OIG memorandum: NSF’s FY 2021 AFR) 2415 Eisenhower Avenue, Alexandria, VA 22314 USA Tel: 703–292–5111 FIRS: 800–877–8339 TDD: 800–281–8749 www.nsf.gov DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) CCR PROJECT Authored by: Juliana Osei Jestina Sesay Dung La WHO WE ARE The history of the HUD began in the aftermath of the Great Depression with the passage of the National Housing Act and creation of the Federal Housing Administration (FHA). HUD officially became a Cabinet-level agency within the executive branch of the federal government in 1965 when President Lyndon B. Johnson signed the Department of Housing and Urban Development Act as a part of the Great Society programs. HUD has more than 8,000 employees and 60 field and regional offices across the nation and works with local partners to achieve its mission.  About HUD HUD provides housing support and uplifts communities. Helping you meet your housing need. Knowing your rights when it comes to home purchasing is one of the responsibilities that the HUD provides to citizens. The HUD helps citizens shop, compare, negotiate, and look for the best mortgage with a realistic interest rate. HUD’s special homebuying programs like Good Neighbor Next Door, Homeownership for public housing residents is available to all citizens interested in purchasing a house.  This Photo by Unknown author is licensed under CC BY. Mission and Vision statement HUD's mission is to create strong, sustainable, inclusive communities and quality affordable homes for all.  HUD's vision is to improve lives and strengthen communities to deliver on America's dreams. Core Values:  The scope and diversity of HUD's programs reflect a core value at HUD. This Photo by Unknown author is licensed under CC BY.  HUD's STRATEGIC PLAN Strengthen and broaden the Federal housing safety net for people in need.  01 Advance housing equity to improve housing choices and greater economic opportunity.  02 Increase the production of and access to affordable housing.  03 Promote climate resiliency, environmental justice, and energy efficiency across the housing sector.  04 Strengthen HUD’s internal institutional capacity to deliver on mission.  05 Challenges Covid-19 Impact on public housing Increasing social equity Climate change and natural disaster. MAJOR PROGRAMS Federal Housing Administration (FHA) - largest office within HUD and one of the largest mortgage insurers in the world. Government National Mortgage Association (GNMA) - ensure on-time payments to mortgage-backed securities (MBS) certificate holders. Community Development Block Grants (CDBG)-funding to state and local to support community development activities for low to moderate income persons. Public and Indian Housing Loans and Grants (PIH) - operation and management of public housing. Section 8 Rental Assistance – rental housing for low to moderate income people. Homeless Assistance Grants - to support communities' homeless crisis response system. The HOME investments Partnerships (HOME) - Grants to state and local agencies to increase home ownership and affordable housing opportunities to low-income people. Housing for the Elderly and Disabled Persons – grants to provide rental housing to elderly and disable people. All Other programs - direct loans and loan guarantee programs REVENUES FY2021 COVID-19  Delivering direct relief to the American people, rescue the American economy, and address the continued impact of COVID-19. Provide aid and economic assistance to individuals, families and businesses across the nation impacted by COVID-19.  EXPENSES *FHA and GNMA’s negative net cost include negative subsidies. FINANCIAL CHANGES FHA’s Budgetary Resources increased by $27.7 billion.  There was no significant change in net cost.    Section 8 program increase $1.8B and PIH program increased $4.2B..  The increases are offset by the negative subsidy of FHA.  FINANCIAL HIGHLIGHTS Unmodified audit opinion for the second year in a row.  Accountability, Integrity, and Risk (AIR) program:  developed HUD’s first-ever three-year rotational internal control testing plan to achieve adequate coverage over critical business processes in accordance with regulatory guidance.  Office of the Chief Financial Officer (OCFO) improved data quality by creating a standardized framework and analysis feeding into a feedback loop highlighting areas of improvement.  HUD is committed to ensuring transparency and accountability of the funds that the public and Congress entrust to us. this is the website to HUD’s details financial reports: https://www.hud.gov/sites/dfiles/CFO/documents/afr2021.pdf Thank you! U.S. Department of Housing and Urban Development  451 7th Street S.W., Washington, DC 20410  Telephone: 202-708-1112 | TTY: 202-708-1455 WWW.HUD.GOV     .MsftOfcThm_Accent1_Fill_v2 { fill:#B79F6E; } .MsftOfcThm_Accent1_Stroke_v2 { stroke:#B79F6E; } 11 WHO and WHAT is DOD? DOD stands for Department of Defense and perhaps the largest and one of the most important agencies in the United States. The main person who is in charge and makes most of the major decision is The Secretary of Defense. Department of Defense is not just in the United States or only contain one military component. For Fiscal Year (FY) 2023, the Defense Budge Request is $773 Billion. FUN FACT: Each of the mission has a different logo. DOD’s Mission/Goal: Ensuring that Americans are in security and assist countries with military needs by providing military forces. DOD’s Official Website: https://www.defens e.gov/ DOD Demographic in U.S.: • 836,000 Selected Reserve • 245,000 Ready Reserve • 735,000 Appropriated civilian employees • 126,000 non-appropriated villain employees DEPARTMENT OF DEFENSE CITIZEN CENTRIC REPORT DOD Overview www.agacgfm.org/cc 12 2021 ACCOMPLISHMENTS 13 FINANCIALS Expenses In Billions Civil Works 12.7$ Family Housing and Military Construction 14.4$ Procurement 112.2$ Military Retirement Benefts 141.2$ Research, Development, Test & Evaluation 145.6$ Military Personel 167.3$ Operations Rediness & Support 298.7$ Total 892.1$ NET PROGRAM CHANGES BEFORE LOSSES/GAINS FROM ACTUARIAL ASSYMPTION CHANGES FOR MILITARY RETIREMENT BENEFITS $736.1 LOSSES/GAINS FROM ACTUARIAL ASSYMPTION CHANGES FOR MILITARY RETIREMENT BENEFITS $82.8 AUDIT OPINION  Consolidated Agency-side audit performed by the DoD OIG  Disclaimer of Opinion on financial statements  Unable to obtain sufficient appropriate audit evidence to base an opinion 14 HOW WE GOT HERE & THE WAY FOWARD • When Congress passed the CFO act in 1990 many agencies began preparations to get audit ready. • However, the DoD decided to kick the can down the road and didn’t begin audit readiness procedures until 2010. That’s 20 years after congress started requiring government agencies to begin work on being audit ready. • The first DoD audit was not started until 2018 and almost every single DoD component received a disclaimer on their audit engagements. • when auditing the federal government once the audit team reaches the conclusion of issuing a disclaimer the audit team will continue to work on the engagement. • Currently many accounting firms are actively working with their DoD components to improve their auditability and creating an audit continuance methodology documenting the small steps that are taken. The audit continuance methodology is a unique audit document only used in the federal government world. Example of one process and the many systems. • Going forward in getting the DoD to a point of auditability it is crucial to close the 2,100 of notices of findings and recommendations (NFR) and 25 material deficiencies as of 2019. • The Government accountability office has placed the DoD in the high-risk category in 1995 and continues to classify their finances as high risk today. • The DoD has hundreds of GL systems and feeder systems that feed into GL systems across the many DoD components. The real issue is that a lot of the financial systems the DoD is using are outdated and must be replaced. Currently the DoD does not have a method of accurately identifying their systems and cannot identify which systems are key. ● Department of Education (ED) CITIZEN CENTRIC REPORT FY2021 1 WHO WE ARE Number of Employees: 4,400 Budget: $68 Billion ED Mission ED's mission is to promote student achievement and preparation for global competitiveness by fostering educational excellence and ensuring equal access. The Department of Education was created in 1980 by combining multiple offices from several federal organizations. Currently ED is dedicated to the following: • Establishing policies on federal financial aid for education, and distributing as well as monitoring those funds. • Collecting data on America's schools and disseminating research. • Focusing national attention on key educational issues. • Prohibiting discrimination and ensuring equal access to education Four Strategic Goals 1. Support state and local efforts to improve learning outcomes for all prekindergarten-grade 12 students in every community 2. Expand postsecondary educational opportunities, improve outcomes to foster economic opportunity and productive citizenry 3. Strengthen the quality, accessibility and use of education data through better management, increase privacy protections and transparency 4. Reform the effectiveness, efficiency and accountability of the department. Message from Miguel Cardona, United States Secretary of Education: “With a great education, children can do and become anything they choose. That is the American dream so many of us have experienced, and I am committed to making sure that all our students can achieve their dreams. I see this Department as a service agency, devoted to that goal.” Page 2 Key Indicators Accomplishments FY2021 Noteworthy goals achieved in the US Education Department during the past year Accountability Innovation Excellence - The Department of Education completed 9 budget accountability reports for the FY 2021 federal appropriations. Budgetary resources rose by $216.2 from the previous year due to increased grants for direct and indirect adjustments due to COVID-19. - 5 of the Department’s Agency Priority Goals were identified for federal funding appropriation through FY 2020-2021. - 6000 discretionary grants awarded to colleges and universities to support innovation and enhance higher learning. - The Department received a $31.9 billion appropriation in support of this objective. - The Department was awarded its 17 th Certificate of Excellence in Accountability Reporting from the Association of Government Accountants and an honorary award for an Innovative Presentation on a Topic of Broad Public Interest. Transparency Professional Development - Debt owed to the treasury by HBCU institutions was reduced by 73%. The Direct Loan Program contributed 93.5% of debt as of September of the financial year. - The Department offered mentorship and discussions with SFS (Scholarship for Service) about upcoming internships and employment opportunities. - The Department's total IT spending rose by $182.5 (million) from FY 2020 (Department of Education, 2021). US Department of Education The Department was established as a Cabinet-level agency in 1980. Today, the Department supports programs in every area and level of education from preschool through postdoctoral research. The Department makes funds and information available to individuals pursuing an education, colleges and universities, state education agencies, and school districts by engaging in four major categories of activities: • Establishing policies related to federal education funding, including distributing funds, collecting on student loans, and using data to monitor the use of funds. • Supporting data collection and research on America’s schools. • Identifying major issues in education and focusing national attention on them. • Enforcing federal laws promoting equal access and prohibiting discrimination in programs that receive federal funds.   Financial Highlights The Department is primarily responsible for administering federal student loan and grant programs and provides technical assistance to loan and grant recipients and other state and local partners. The largest portions of the Department’s financial activities relate to the execution of loan and grant programs. PAGE 3  FINANCIAL PROFILE Most significant changes to the Department’s financial statements resulted from the impacts due to COVID 19 activities. - Significant increase in Fund Balance with Treasury is due to an increase in undisbursed COVID 19 funds. - Significant increase in Net Costs in Higher Ed is due to loan modification subsidy expense when student loan and interest was paused. -Significant increase in Appropriations is due to multiple COVID 19 relief bills to support educational institutions, students, parents and communities to improve education for all P-12 students, expand higher education opportunities, and life-long learning for career development. It includes funding for student loan borrowers by suspending all federal loan payments until January 31, 2022, interest free. For 20 Consecutive Years, the Department has earned an unmodified (“Clean”) audit opinion. The Department consistently produces complete, accurate, and timely financial information. Learn more about the financial information at https://www2.ed.gov/about/reports /annual/2021report/index.html The Department is primarily responsible for administering federal student loan and grant programs and provides technical assistance to loan and grant recipients and other state and local partners. The largest portions of the Department’s financial activities relate to the execution of loan and grant programs. The Department’s net costs of operations are primarily from three major components: • Credit program revenue and interest • Credit program subsidy expense • Grant expenses FY2021 Department of Education Earned Revenue & Gross Costs Department of Education 1-800-USA-LEARN (1- 800-872-5327) Lyndon Baines Johnson (LBJ) Department of Education Building 400 Maryland Ave, SW Washington, DC 20202 DIRECT LOAN PROGRAM The Department’s largest program, the William D. Ford Federal Direct Loan (Direct Loan) Program, provides students and their families with funds to help pay for their postsecondary education costs. The following describes (1) the steps the Department has taken to help make student debt more manageable and (2) the risks inherent in estimating the cost of the program. WHAT’S NEXT? As the nation’s largest provider of financial aid for education beyond high school, FSA delivers more than $112 billion in aid each year to students and their families. Through programs authorized under the Higher Education Act of 1965, as amended, FSA provides grants, loans, and work-study funds for college or career school. FSA also oversees the approximately 5,600 postsecondary institutions that participate in the federal student aid programs. In every interaction with students and their families, FSA strives to be the most trusted and reliable source of student financial aid information and services in the nation 1. Establish Federal Student Aid (FSA’s) ability to request and receive certain Federal Tax Information from the Internal Revenue Service through the FUTURE Act Direct Data Exchange 2. Update FSA systems and processes to enable the provisions of the Fostering Undergraduate Talent by Unlocking Resources for Education ( FUTURE) Act 3. Work with FSA’s partners—schools, state agencies, and designated scholarship organizations—as they update their systems and processes to fully implement the FUTURE Act. Further Helping - Extension of Student Loan Payment Relief During the COVID- 19 Pandemic - Income-Driven Repayment Plans - Public Service Loan Forgiveness

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