Audit Report

OIG-16-023

DATA Act

USASpending.gov Refreshed, But Data Quality Issues Remain

December 22, 2015

Office of

Inspector General

Department of the Treasury

Contents

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Audit Report

Results in Brief ................................................................................................ 2

Background..................................................................................................... 4

Audit Results................................................................................................... 6

USASpending.gov Was Refreshed, But Data Quality Issues Remain................... 6

External User Requirements Were Not Sufficiently Considered in

USASpending.gov Enhancement............................................................... 8

Recommendations............................................................................................ 10

Appendices

Appendix 1: Objectives, Scope, and Methodology ...................................... 13

Appendix 2: Management Response ......................................................... 17

Appendix 3: Major Contributors to This Report........................................... 19

Appendix 4: Report Distribution................................................................ 20

Abbreviations 

DATA Act Digital Accountability and Transparency Act of 2014 

DTO Data Transparency Office

FFATA Federal Funding Accountability and Transparency Act of 2006

Fiscal Service Bureau of the Fiscal Service 

GAO Government Accountability Office

GSA General Service Administration

JAMES Joint Audit Management Enterprise System

OIG Office of Inspector General

OMB Office of Management and Budget

Recovery Act American Recovery and Reinvestment Act of 2009

Recovery Board Recovery Accountability and Transparency Board

Treasury Department of the Treasury
This Page Intentionally Left Blank
OIG Audit

Report

The Department of the Treasury

Office of Inspector General

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December 22, 2015

Sheryl Morrow

Commissioner 

Bureau of the Fiscal Service

This report presents the results of our audit of Bureau of the Fiscal 

Service’s (Fiscal Service) efforts to establish a Government-wide 

financial management transparency office and improve 

USASpending.gov. In February 2014, the Office of Management 

and Budget (OMB) designated Fiscal Service as the agency 

responsible for operating and supporting USASpending.gov. OMB 

launched the website in December 2007 in conformance with the 

Federal Funding Accountability and Transparency Act of 2006

(FFATA).

1 Prior to Fiscal Service, the site was operated by the 

General Services Administration (GSA).

The objectives of our audit were to review Fiscal Service’s actions 

taken to stand up a Government-wide financial management 

transparency office and to meet its programmatic responsibilities 

for USASpending.gov. To accomplish these objectives, we

reviewed FFATA, the Digital Accountability and Transparency Act 

of 2014 (DATA Act),

2

and other laws and Federal guidance related 

to transparency and open government initiatives. We reviewed 

project management plans and other documents related to Fiscal 

Service’s establishment of a Government-wide financial 

management transparency office. We interviewed Fiscal Service 

personnel involved with (1) establishing the Data Transparency 

Office (DTO), (2) refreshing USASpending.gov, and (3)

implementing the DATA Act. We also interviewed external 

consultants involved with the project planning for 

USASpending.gov improvements and Recovery Accountability and 

Transparency Board (Recovery Board) personnel assisting Fiscal 

 

1 Public Law 109-282 (Sep. 26, 2006).

2 Public Law 113-101 (May 9, 2014).
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Service with USASpending.gov. Appendix 1 contains a detailed 

description of our objectives, scope, and methodology.

Results in Brief

We found that Fiscal Service established the DTO within the Office 

of Financial Innovation and Transformation3and developed a 

tactical plan to document the overall strategy for improving the 

transparency and accountability of Federal financial transactions. 

This plan defined DTO’s mission, vision, and business goals along 

with a description of the risks and challenges faced. To meet its 

new programmatic responsibilities for USASpending.gov, DTO 

developed the USASpending.gov Enhancement Project 

(Enhancement Project) Charter, which described the scope of the 

work required to accomplish the following:

 transition responsibility for USASpending.gov from GSA to 

Fiscal Service.

 within 1 year, make meaningful improvements to the 

usability of USASpending.gov using Recovery.gov as a 

model.

 develop a long-term data quality improvement plan.

DTO executed the Enhancement Project, and the refreshed

USASpending.gov went live on March 31, 2015, as planned. 

However, we noted several concerns with the project. 

The Enhancement Project, as executed, did not address identified 

concerns with the quality of the data presented on 

USASpending.gov. DTO expects that Department of the Treasury 

(Treasury) and OMB’s Government-wide DATA Act implementation 

effort will resolve data quality issues.

4 We agree that leveraging the 

DATA Act implementation to achieve necessary data quality 

 

3 The Office of Financial Innovation and Transformation operates within Fiscal Service. Its mission is to 

identify and facilitate the implementation of innovative solutions to help government agencies 

become more efficient and transparent in Federal financial management.

4

It should be noted that in December 2014, Treasury’s Fiscal Assistant Secretary testified before the 

House Committee on Government Oversight and Government Reform that Treasury and OMB will 

address long-standing data quality issues through DATA Act implementation.
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improvements is an efficient and effective course of action to 

address data quality issues. However, since reporting under the 

DATA Act is not required until May 2017, we believe that Fiscal 

Service should manage external user expectations regarding the 

quality of the information presented on USASpending.gov until that 

time. 

A lack of documentation surrounding the Enhancement Project’s 

user acceptance criteria and user acceptance testing may have 

contributed to a website design that did not sufficiently consider 

external USASpending.gov user expectations. This led to negative 

press accounts of lost functionality in the refreshed

USASpending.gov. Responding quickly to these concerns, Fiscal 

Service developed a forum for internal and external stakeholders to 

report issues associated with USASpending.gov and request

improvements to the website. As of June 2015, Fiscal Service had 

addressed some of these requests by adding back desired user 

functionality to the website. According to Fiscal Service, user 

feedback will continue to be monitored and updates made as 

needed to USASpending.gov.

We recommend that Fiscal Service (1) develop a strategy to 

manage USASpending.gov user expectations regarding the 

completeness and accuracy of existing data presented on the site 

to include posting a statement on the site about current and legacy

data quality concerns and plans for data quality improvement,

(2) continue to evaluate and address user concerns regarding the 

functionality of USASpending.gov, and (3) include requirements to 

develop and document internal and external user acceptance 

criteria and document user acceptance testing for all future DTO 

website development projects.

In a written response, provided as Appendix 2, Fiscal Service 

management outlined corrective actions and commitments that are 

responsive to our recommendations. Fiscal Service will need to 

record target dates for incomplete corrective actions in the Joint 

Audit Management Enterprise System (JAMES), the Department of 

the Treasury’s audit recommendation tracking system.
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Background

In September 2006, Congress enacted the FFATA which, in part, 

required OMB to develop a single searchable website, accessible to 

the public at no cost, to disclose Federal awards and display 

recipient information. USASpending.gov was launched in December 

2007 to provide the public central access to data on Federal 

spending related to contracts, grants, loans, and other financial 

assistance, at no cost. OMB designated GSA as the agency 

responsible for developing, operating, and supporting 

USASpending.gov.

Concerns regarding the completeness and accuracy of the Federal 

spending data presented on USASpending.gov were raised soon 

after the launch of the website. In reports issued in March 2010 

and June 2014, the Government Accountability Office (GAO) 

identified numerous data validation issues and inconsistencies 

between data displayed and records provided by awarding agencies

that limited the usefulness of the website.

5

In the March 2010

report, GAO concluded that until OMB and agencies better ensure 

that complete and accurate information is posted on 

USASpending.gov, the website is of limited value in providing 

details of Federal spending to the public. In June 2014, GAO 

concluded that until identified weaknesses are addressed, any 

effort to use the data posted on USASpending.gov will be 

hampered by uncertainties about accuracy.

On February 4, 2014, OMB designated Fiscal Service as the 

agency responsible for operating and supporting USASpending.gov.

GAO reported in June 2014 that the transition of operational 

responsibility for the website from GSA to Treasury (Fiscal Service) 

represented an opportunity to re-examine the appropriate level and 

methods of oversight and to develop and implement procedures 

that more effectively ensure data reported to USASpending.gov is 

complete and accurate enough to fulfill FFATA requirements. Fiscal 

Service received $5.5 million in its fiscal year 2014 budget to 

establish an office to increase transparency into Federal finances 

 

5 GAO-10-365, Electronic Government: Implementation of the Federal Funding Accountability and 

Transparency Act of 2006 (March 2010) and GAO-14-476, Data Transparency: Oversight Needed to 

Address Underreporting and Inconsistencies on Federal Award Website (June 2014).
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and support programmatic operations to improve 

USASpending.gov. 

In May 2014, subsequent to the transfer of USASpending.gov to 

Treasury, Congress enacted the DATA Act, which amended FFATA 

to require, among other things, that USASpending.gov or a 

successor system be the conduit through which enhanced Federal 

spending data gathered under the DATA Act will be presented to 

the public. In summary, the DATA Act was enacted for the 

following purposes.

(1) Expand FFATA by disclosing direct Federal agency expenditures 

and linking Federal contract, loan, and grant spending 

information to programs of Federal agencies to enable taxpayers 

and policy makers to track Federal spending more effectively.

(2) Establish Government-wide data standards for financial data and 

provide consistent, reliable, and searchable Government-wide 

spending data that is displayed accurately for taxpayers and 

policy makers on USASpending.gov (or a successor system that 

displays the data).

(3) Simplify reporting for entities receiving Federal funds by 

streamlining reporting requirements and reducing compliance 

costs while improving transparency.

(4) Improve the quality of data submitted to USASpending.gov by 

holding Federal agencies accountable for the completeness and 

accuracy of the data submitted, and 

(5) Apply approaches developed by the Recovery Board to spending 

across the Federal government.6

 

6 The American Recovery and Reinvestment Act of 2009 (Recovery Act), Public Law 111-5 (Feb. 17, 

2009), established the Recovery Board to manage Recovery.gov and to help prevent waste, fraud, 

and abuse. To achieve the goal of transparency, the Recovery Act required recipients of its funds to 

report every January, April, July, and October on how they used the money. This data was posted 

on Recovery.gov to allow the public to track the Recovery Act funds. As provided in law, the 

Recovery Board ceased operations on September 30, 2015.
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Audit Results

Finding 1 USASpending.gov Was Refreshed, But Data Quality 

Issues Remain

DTO prepared a plan outlining Fiscal Service’s strategy to promote

transparency, facilitate better decision making, and improve

operational efficiency of USASpending.gov. The plan defined

DTO’s mission, vision, and business goals and provided a 

description of the risks and challenges faced. The plan also

described specific steps and resources needed to improve the 

usability of USASpending.gov and, in collaboration with OMB, lead 

the Government-wide DATA Act implementation efforts.7

In support of the plan, DTO developed the USASpending.gov 

Enhancement Project Charter, which described the scope of the 

work required to (1) transition responsibility for USASpending.gov 

from GSA to Fiscal Service; (2) make meaningful improvements to 

the usability of USASpending.gov within 1 year, using 

Recovery.gov as a model; and (3) develop a long-term Data Quality 

Improvement Plan. DTO developed detailed project plans for the 

transition and short-term improvements to the website but not for 

the long-term data quality improvements. DTO personnel told us 

that the long-term strategy to address data quality improvements 

was not documented in a formal, detailed project plan and, 

accordingly, was not addressed during the Enhancement Project. In 

this regard, DTO expects that Treasury’s and OMB’s Governmentwide DATA Act implementation effort will resolve data quality 

issues, such as those identified by GAO. DTO executed the 

Enhancement Project as planned.

Figure 1 shows the homepage of the refreshed USASpending.gov 

website that went live on March 31, 2015. Figure 2 shows 

Treasury’s agency profile.

 

7

In May 2015, we issued the first in a planned series of reports on Treasury’s efforts to meet its 

responsibilities under the DATA Act—Treasury Is Making Progress in Implementing the DATA Act 

But Needs Stronger Project Management (OIG-15-034; May 19, 2015).
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Figure 1: USASpending.gov Home Page 

Source: USASpending.gov (as accessed by OIG in September 2015)

Figure 2: Department of the Treasury Profile on USASpending.gov

Source: USASpending.gov (as accessed by OIG in September 2015)

The FFATA requires that the public be provided with a single, 

searchable website that provides relevant information on Federal 
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spending. GAO concluded that the data quality concerns it 

identified in its March 2010 and June 2014 reports limit the value 

of USASpending.com in meeting this requirement. We agree that 

leveraging the DATA Act implementation to achieve necessary data 

quality improvements is an efficient and effective course of action 

to address data quality issues. However, since reporting under the 

DATA Act is not required until May 2017, we believe that Fiscal 

Service should further manage user expectations regarding the 

quality of the information presented on the enhanced 

USASpending.gov until that time.8

Finding 2 External User Requirements Were Not Sufficiently 

Considered in USASpending.gov Enhancement

Soon after the refreshed USASpending.gov website went live, 

press accounts appeared stating that users of the website were 

critical of the loss of desirable functionality. The media reports

noted that the refreshed website removed several features available 

in the previous version, such as keyword search, date-range 

filtering, product and service codes, the North American Industry 

Classification System,

9

and search by parent company. Without 

this functionality, users found it more difficult to identify and 

analyze specific grants and contracts.

 

8 A principle of internal control in the Federal government is that management should use quality 

information to achieve the entity’s objectives. Another principle is that management should externally 

communicate the necessary quality information to achieve the entity’s objectives. In this case, these 

principles would call for the accurate and reliable presentation of spending information in 

USASpending.gov. The principles for internal control are prescribed in the publication GAO-14-704G, 

Standards for Internal Control in the Federal Government (Sep. 2014).

9 The North American Industry Classification System (NAICS) is the standard used by Federal 

statistical agencies in classifying business establishments for the purpose of collecting, analyzing, 

and publishing statistical data related to the U.S. business economy. NAICS was developed under 

the auspices of OMB, and adopted in 1997. It was developed jointly by the U.S. Economic 

Classification Policy Committee, Statistics Canada, and Mexico's Instituto Nacional de Estadistica y 

Geografia, to allow for a high level of comparability in business statistics among the North American 

countries.
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Responding quickly to the negative feedback, Fiscal Service 

developed a webpage on GitHub.com10 to serve as a forum for 

internal and external stakeholders to report issues associated with 

USASpending.gov and request improvements to the website. Using 

this forum, Fiscal Service identified several external user concerns

and was in the process of resolving them. As of June 2015, Fiscal 

Service had restored most of the desired user functionality to the 

website. Fiscal Service personnel stated that the bureau will 

continue to monitor feedback and make updates, as needed, to 

USASpending.gov.

According to the U.S. Digital Services Playbook,

11 digital projects 

should begin by determining who will use the service and their 

needs. As the digital service is being built, agencies should test the 

prototype regularly with potential users to ensure it meets their 

needs. A lack of documentation surrounding the Enhancement 

Project’s user acceptance criteria and user acceptance testing may 

have contributed to a website design that did not sufficiently 

consider external user requirements for USASpending.gov. 

According to the Project Management Institute, the project 

management scope statement should, among other things, define 

the product user acceptance criteria.12 A comprehensive, 

documented user acceptance criteria and testing process can help 

developers identify and correct issues with a product’s design prior 

to production turnover, thus avoiding operational problems and 

related reputation risk. DTO did not formally document user 

acceptance criteria for the Enhancement Project, so we could not 

determine whether external user requirements were considered. 

 

10 GitHub.com is a web-based, open-source collaboration tool based on the Git version control 

software, which allows users to make and track changes for software development projects.

11 The U.S. Digital Service is a White House initiative to remove barriers to exceptional service delivery 

and help remake the digital experience that people and businesses have with their government. It has 

published the U.S. Digital Services Playbook, comprised of 13 key “plays” drawn from successful 

practices in the private sector and government that, if followed together, will help deliver effective 

digital services.

12 The Project Management Institute’s A Guide to the Project Management Body of Knowledge 

(PMBOK), Fourth Edition, 2008, is a recognized industry standard.
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DTO personnel told us that they leveraged the Recovery.gov 

platform to refresh USASpending.gov and pointed out that 

Recovery.gov was designed with input from the general public 

through extensive user group sessions. In addition, they told us 

that the agency solicited feedback relating to USASpending.gov 

wireframes13 during external stakeholder meetings. However, 

documentation of this feedback was not maintained, and we could 

not determine whether this solicitation was sufficient in scope to 

inform DTO of external user requirements for USASpending.gov.

We did note that planning documents for the Enhancement Project

called for user acceptance testing, but Fiscal Service was unable to 

provide us with complete documentation of the user acceptance 

testing conducted. Fiscal Service did provide us with 

documentation of two rounds of Federal agency review feedback 

solicited in February and March 2015. This feedback did not 

include external stakeholders. The agency feedback documentation 

also did not reflect all attributes of user acceptance testing such as 

a well-defined user acceptance criteria, detailed testing plan, and 

documentation of detailed test results. However, the feedback did 

identify some concerns that Fiscal Service did not address until 

after the refreshed USASpending.gov went live.

Recommendations

We recommend that the Commissioner of Fiscal Service:

1. Develop a strategy to manage USASpending.gov user 

expectations regarding the completeness and accuracy of 

existing data presented on the site to include posting a 

statement on the site about existing data quality concerns and 

plans for data quality improvement.

Management Response 

Fiscal Service concurs with the recommendation. Fiscal Service

will add a statement to USASpending.gov explaining that the 

scope of the refresh website was to make meaningful short-

 

13 A wireframe is a visual illustration of a webpage’s interface that specifically focuses on space 

allocation and prioritization of content, functionalities available, and intended behaviors.
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term improvements to USASpending.gov that did not require 

substantial changes to agency processes or systems. The 

statement will add that Treasury and OMB are planning to 

address long-term spending data quality concerns as an 

important part of DATA Act implementation, and that Fiscal 

Service did not believe it would be prudent for these expenses 

to be incurred for a short-term refresh. Fiscal Service noted in 

the response that the current website provides users with 

explanatory detail about certain characteristics of the posted 

data. Fiscal Service anticipates that the statement to be added 

to USASpending.gov will further the effort to inform website 

users of the long-term effort to improve data quality.

OIG Comment

Fiscal Service’s planned corrective action is responsive to the 

recommendation. Fiscal Service will need to record a target date 

for completing the corrective action in JAMES.

2. Continue to evaluate and address user concerns regarding the 

functionality of USASpending.gov.

Management Response

Fiscal Service concurs with the recommendation. After the 

USASpending.gov refresh went live, Fiscal Service leveraged its 

webpage on GitHub.com to serve as a forum for stakeholders to 

report concerns with the refresh, and to request improvements 

to USASpending.gov. Fiscal Service evaluated user feedback 

and deployed refresh enhancements which resolved significant 

legacy site functionality gaps. Fiscal Service continues to 

monitor and address visitor feedback through the “contact us”

link on the USASpending.gov website and the GitHub site.

OIG Comment

Fiscal Service’s commitment to monitor and address visitor 

feedback is responsive to the recommendation. 

3. Include requirements to develop and document internal and 

external user acceptance criteria and document user acceptance

testing for all future DTO website development projects.
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Management Response

Fiscal Service concurs that it is important to develop and 

document user acceptance criteria and user acceptance testing, 

as appropriate. The DTO development plan associated with 

implementation of DATA Act requirements will include 

significant user involvement. The development approach 

involves an agile methodology. Fiscal Service intends to share 

draft criteria and designs with stakeholders iteratively 

throughout the development process. The approach will be usercentric and will afford opportunities for the user community to 

review and provide feedback.

OIG Comment 

Fiscal Service’s commitment to include significant user 

involvement in the development approach for DATA Act 

implementation is responsive to the recommendation. As part of 

our ongoing oversight of Treasury’s DATA Act implementation 

efforts, we plan to review how DTO is ensuring how user needs 

are addressed.

* * * * *

We appreciate the courtesies and cooperation provided to our staff 

during the audit. If you wish to discuss the report, you may 

contact me at (202) 927-6345 or Andrea Smith, Audit Manager, at 

(202) 927-8757. Major contributors to this report are listed in 

Appendix 3.

/s/

James L. Lisle, Jr.

Director, Fiscal Service Audits
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Appendix 1

Objectives, Scope, and Methodology 

Our audit objectives were to review actions taken by the Bureau of 

the Fiscal Service (Fiscal Service) to stand up a Government-wide 

financial management transparency office and to meet its 

programmatic responsibilities for USASpending.gov.

To accomplish our objectives, we took the following actions:

 reviewed the Federal Funding Accountability and 

Transparency Act of 2006, which outline requirements for 

the Office of Management and Budget (OMB) to establish a 

single searchable website to provide the public with access 

to data on Federal spending

 reviewed the American Recovery and Reinvestment Act of 

2009, which outlines the requirements to fully disclose all 

the entities and organizations receiving Federal funds on the 

Recovery.gov website14

 reviewed the Digital Accountability and Transparency Act of 

2014 (DATA Act), which outlines the requirements for the 

Department of the Treasury (Treasury) and OMB to establish 

Government-wide financial data standards and increase 

availability, accuracy, and usefulness of Federal spending 

information

 reviewed the OMB memorandum, “Improving Data Quality 

for USASpending.gov,” June 12, 2013

 reviewed the Government Accountability Office (GAO) 

report, Electronic Government: Implementation of the Federal 

Funding Accountability and Transparency Act of 2006

(GAO-10-365; March, 2010)

 reviewed GAO report, Federal Data Transparency: 

Opportunities Remain to Incorporate Lessons Learned as 

Availability of Spending Data Increases (GAO-13-758; 

September, 2013)

 

14 Public Law 111-5.
Appendix 1

Objectives, Scope, and Methodology 

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 reviewed GAO report, DATA Transparency: Oversight

Needed to Address Underreporting and Inconsistencies on 

Federal Award Website (GAO-14-476; June, 2014)

 reviewed GAO publication, Standards for Internal Control in 

the Federal Government (GAO-14-704G; September 2014)

 reviewed Treasury’s DATA Act implementation planning 

draft, “White Paper: Implementing the DATA Act,” dated 

June 26, 2014

 reviewed Treasury’s project planning documents, contracts, 

and agreements to make improvements to the 

USASpending.gov website, including:

o “USASpending.gov Improvement Plan,” dated 

February 14, 2014

o “USASpending.gov Enhancement Project Charter,” 

dated April 4, 2014

o “USASpending.gov Enhancement Project, Risk 

Management Plan,” dated April 4, 2014

o “USA Spending.gov Transition Plan,” dated May 9, 

2014

o “USASpending.gov Detailed Implementation Plan,” 

dated June 24, 2014

o contract between Line of Sight, LLC, and Fiscal 

Service, effective March 24, 2014

o interagency agreement between the General Services 

Administration (GSA) and Treasury, effective March 1, 

2014

o interagency agreement between the Recovery 

Accountability Transparency (Recovery) Board and 

Fiscal Service, effective May 15, 2014

o contract and amended contract between GSA and 

International Business Machines Corporation, including 

the transition, operation, and maintenance of 

USASpending.gov, effective September 30, 2014

 obtained an understanding of the Data Transparency Office

(DTO) structure and staffing by reviewing Fiscal Service 
Appendix 1

Objectives, Scope, and Methodology 

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2014–2015 Tactical Priorities, the DTO organizational chart, 

and a listing of project team members and their respective 

roles

 conducted interviews with Fiscal Service personnel engaged

with establishing DTO 

 conducted interviews with Treasury personnel involved with 

Treasury’s implementation of the DATA Act

 conducted interviews with personnel from the Recovery 

Accountability and Transparency Board assisting Fiscal 

Service to leverage Recovery.gov to enhance the 

USASpending.gov website

 conducted interviews with Fiscal Service’s external 

consultants involved with project planning for 

USASpending.gov improvements

 reviewed testimony of Fiscal Assistant Secretary David 

Lebryk before the House Committee on Oversight and

Government Reform Committee, December 3, 2014

 reviewed the refreshed USASpending.gov website

 reviewed USASpending.gov user feedback comment tracker

on GitHub.com and validated improvements made and 

inquires of those in process

 reviewed U.S. Digital Services Playbook to establish criteria 

related to improving Federal digital services

 reviewed the Project Management Institute publication, A 

Guide to the Project Management Body of Knowledge 

(PMBOK), Fourth Edition, 2008, to establish criteria related 

to traditional project management

We performed our audit fieldwork from March 2014 through March 

2015.

We conducted this performance audit in accordance with generally 

accepted government auditing standards. Those standards require 

that we plan and perform the audit to obtain sufficient, appropriate 
Appendix 1

Objectives, Scope, and Methodology 

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evidence to provide a reasonable basis for our findings and 

conclusions based on our audit objectives. We believe that the 

evidence obtained provides a reasonable basis for our findings and 

conclusions based on our audit objectives.
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Appendix 2

Management Response 
Appendix 2

Management Response

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Appendix 3

Major Contributors to the Report

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Andrea D. Smith, Audit Manager

Christen J. Stevenson, Audit Manager

Maria M. McLean, Auditor-in-Charge

David W. Younes, Program Analyst

Justin D. Summers, Referencer
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Appendix 4:

Report Distribution

Department of the Treasury

Deputy Secretary

Fiscal Assistant Secretary

Deputy Fiscal Assistant Secretary for Accounting Policy and

Financial Transparency

Office of the Deputy Chief Financial Officer, Risk and 

 Control Group

Office of Strategic Planning and Performance Management

Bureau of the Fiscal Service

Commissioner

Director, Finance and Internal Control Division

OIG Liaison

Office of Management and Budget

OIG Budget Examiner
Treasury OIG Website

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Submit a complaint using our online form: 

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