INFORMATION 

TECHNOLOGY

HUD’s Expenditure 

Plan Satisfied 

Statutory Conditions; 

Sustained Controls 

and Modernization 

Approach Needed

Report to Congressional Committees

February 2014

GAO-14-283

United States Government Accountability Office
United States Government Accountability Office

Highlights of GAO-14-283, a report to 

congressional committees

February 2014

INFORMATION TECHNOLOGY

HUD’s Expenditure Plan Satisfied Statutory 

Conditions; Sustained Controls and Modernization 

Approach Needed

Why GAO Did This Study

HUD relies extensively on IT to

administer its community and housing 

programs. However, because HUD’s IT 

environment has not effectively 

supported these programs, the 

department has been working to 

modernize its infrastructure and 

systems and implement management 

controls to overcome shortcomings in 

its capabilities. To facilitate oversight of 

these efforts, Congress set limitations 

on HUD’s modernization funding. 

Specifically, the fiscal year 2013 

appropriations act carried forward 

requirements for HUD to submit an 

expenditure plan that satisfied two sets 

of statutory conditions and was 

reviewed by GAO before all of the 

agency’s modernization funding could 

be released. For fiscal year 2013, HUD 

submitted a plan that sought to 

obligate $24.2 million for 16 projects. 

In reviewing the plan, GAO’s objectives 

were to (1) determine whether the plan

met statutory conditions and (2) 

provide any observations about the 

plan. To accomplish this, GAO 

analyzed the plan against the statutory 

conditions and compared its contents 

to HUD documentation, prior GAO 

reports, and best practices.

What GAO Recommends

Given the importance of managing and 

modernizing HUD’s IT environment, 

GAO is recommending that the 

Secretary of HUD direct the Chief 

Information Officer to (1) establish a 

means for evaluating progress toward 

institutionalizing management controls 

and (2) define its overall modernization 

approach to effectively oversee the 

efforts. In written comments on a draft 

of this report, HUD concurred with 

GAO’s recommendations.

What GAO Found

The Department of Housing and Urban Development’s (HUD) fiscal year 2013 

information technology (IT) expenditure plan satisfied the two sets of statutory 

conditions contained in the appropriations act. Regarding the first set of 

conditions, the plan identified for each project the functional and performance 

capabilities to be delivered, mission benefits, life-cycle costs, and key milestones. 

For example, for the Federal Housing Administration Transformation’s Portfolio 

Evaluation Tool project, the plan identified functional capabilities such as the 

ability to produce on-demand reports to assess financial impacts and risks. The 

plan also satisfied the second set of conditions by demonstrating that each 

project was in compliance with HUD’s enterprise architecture, was being 

managed in accordance with applicable life-cycle policies and guidance, 

conformed to capital planning and investment control requirements, and was 

supported by an adequately staffed project office. For instance, it included 

assessments demonstrating how projects conformed to requirements for 

planning and controlling investments. By satisfying these conditions, the plan 

should better inform the decision making of HUD’s appropriations committees on 

current modernization projects. 

GAO made two observations regarding the fiscal year 2013 expenditure plan. 

First, the plan outlined IT management controls, but did not describe progress 

toward institutionalizing these controls. A federal agency’s ability to successfully 

modernize its IT environment depends on implementing key controls for 

managing projects, which include enterprise architecture, project life-cycle 

management, and human capital planning. Further, establishing a means for 

evaluating progress in institutionalizing these controls can enable effective 

oversight. While the plan outlined management controls the department 

developed in 2010 and how they are to be used, it did not provide a means for 

evaluating progress by describing the extent to which the controls had been 

established or commit to time lines and activities needed to institutionalize them.

Second, while the plan included details on individual projects, it did not describe 

HUD’s overall approach for its modernization efforts. Effective modernization

planning includes defining the scope of the effort, an implementation strategy, 

and a schedule, as well as establishing results-oriented goals and measures. For 

individual projects requesting fiscal year 2013 funding, the plan included details 

regarding scope, strategy, and schedule. However, the plan lacked a similar 

discussion regarding the department’s overall approach for modernization efforts. 

Specifically, the plan did not discuss the scope, implementation strategy, or 

schedule for HUD’s modernization efforts or related projects beyond fiscal year 

2013 funding. Further, the plan did not provide goals or measures for gauging the 

progress of the modernization efforts. 

HUD officials stated that they did not view the plan as a mechanism for 

evaluating progress; rather, they were focused on satisfying the statutory 

conditions and considered modernization priorities insignificantly changed.

However, without a means to evaluate progress toward institutionalizing 

management controls and an articulated approach for its overall modernization 

efforts, the department may lack reasonable assurance that projects planned or 

under way will be completed successfully and its ability to effectively manage 

improvements to its current IT environment may be limited. 

View GAO-14-283. For more information, 

contact Valerie C. Melvin at (202) 512-6304 or 

melvinv@gao.gov.
Page i GAO-14-283 HUD's Expenditure Plan

Letter 1 

Conclusions 6

Recommendations for Executive Action 7

Agency Comments 7

Appendix I Briefing to Congressional Committees 9

Appendix II Comments from the Department of Housing and Urban Development 47

Appendix III GAO Contact and Staff Acknowledgments 48

Abbreviations

EA enterprise architecture 

FHA Federal Housing Administration 

HUD Department of Housing and Urban Development 

IT information technology 

OCIO Office of the Chief Information Officer

Contents

This is a work of the U.S. government and is not subject to copyright protection in the 

United States. The published product may be reproduced and distributed in its entirety 

without further permission from GAO. However, because this work may contain 

copyrighted images or other material, permission from the copyright holder may be 

necessary if you wish to reproduce this material separately.
Page 1 GAO-14-283 HUD's Expenditure Plan

441 G St. N.W.

Washington, DC 20548

February 12, 2014

The Honorable Patty Murray

Chairman

The Honorable Susan M. Collins

Ranking Member

Subcommittee on Transportation, Housing

 and Urban Development, and Related Agencies

Committee on Appropriations

United States Senate

The Honorable Tom Latham

Chairman

The Honorable Ed Pastor

Ranking Member

Subcommittee on Transportation, Housing

 and Urban Development, and Related Agencies

Committee on Appropriations

House of Representatives

The Department of Housing and Urban Development’s (HUD) mission to 

create strong, sustainable, inclusive communities and quality, affordable 

homes for all has significantly evolved due to the economic and housing 

crisis. Legislation enacted over the past several years has given the 

department new responsibilities that have increased the need for greater 

system processing capabilities.1 Accordingly, in carrying out its mission, 

HUD has increased its reliance on information technology (IT). However, 

notwithstanding this heavy dependence on IT in administering community 

and housing programs, the department has reported that its systems are 

overlapping, duplicative, not integrated, necessitate manual workloads, 

and employ antiquated, costly-to-maintain technologies. Further, as we 

 

1

For example, the Housing and Economic Recovery Act of 2008, Pub. L. No. 110-289 § 

2126, 122 Stat. 2654, 2840-41 (July 30, 2008).
 

Page 2 GAO-14-283 HUD's Expenditure Plan

have previously reported, the department has long experienced 

shortcomings in its IT management capability.2

To address these challenges, in 2010 HUD began working to modernize 

and improve its IT environment and management capabilities. Toward 

this end, the department identified priority modernization efforts and used 

available funding to undertake associated projects aimed at replacing or 

modifying its infrastructure and systems.3 At the same time, the 

department began work to establish management controls in the areas of 

investment management, enterprise architecture (EA), strategic planning, 

life-cycle management, and human capital.

In order to provide oversight and inform decision making, Congress set 

limitations on the funds made available for projects supporting HUD’s 

modernization efforts. Specifically, through appropriations acts in fiscal 

years 2010 through 2013, the department was limited to obligating 25 to 

35 percent of its IT modernization funding until the Secretary of HUD 

submitted to the Committees on Appropriations an expenditure plan that 

satisfied two sets of statutory conditions and was reviewed by GAO.4 To 

 

2

GAO, Information Technology: HUD Needs to Improve Key Project Management 

Practices for Its Modernization Efforts, GAO-13-455 (Washington, D.C.: June 12, 2013); 

HUD Information Technology: More Work Remains to Implement Necessary Management 

Controls, GAO-12-580T (Washington, D.C.: Mar. 29, 2012); Information Technology: 

HUD’s Expenditure Plan Satisfies Statutory Conditions, and Implementation of 

Management Controls Is Under Way, GAO-11-762 (Washington, D.C.: Sept. 7, 2011); 

Information Technology: HUD Needs to Better Define Commitments and Disclose Risks 

for Modernization Projects in Future Expenditure Plans, GAO-11-72 (Washington, D.C.: 

Nov. 23, 2010); and Information Technology: HUD Needs to Strengthen Its Capacity to 

Manage and Modernize Its Environment, GAO-09-675 (Washington, D.C.: July 31, 2009).

3

HUD identified seven priority modernization efforts in its fiscal year 2010 and 2011 

expenditure plans: FHA Transformation, Homeless Emergency Assistance and Rapid 

Transition to Housing and eGrants Management Implementation, HUD Agency-Wide 

Place-Based Performance Management System, Human Resources End-to-End, HUD 

Integrated Acquisition Management System, New Core System, and Next Generation 

Management System. 

4

The Consolidated Appropriations Act, 2010, Pub. L. No. 111-117 (Dec. 16, 2009); 

Department of Defense and Full-Year Continuing Appropriations Act, 2011, Pub. L. No. 

112-10, § 2259, 125 Stat. 38, 197-98 (Apr. 15, 2011); Consolidated and Further 

Continuing Appropriations Act, 2012, Pub. L. No. 112-55 (Nov. 18, 2011); and 

Consolidated and Further Continuing Appropriations Act, 2013, Pub. L. No. 113-6 § 1101, 

127 Stat. 198, 412-13 (Mar. 26, 2013). Pending the submission of an expenditure plan, 

the department was limited to obligating 25 percent of its modernization funding in fiscal 

year 2010, 35 percent in fiscal year 2011, and 25 percent in fiscal years 2012 and 2013. 
 

Page 3 GAO-14-283 HUD's Expenditure Plan

satisfy the first set of statutory conditions, the plan must identify for each 

project the functional and performance capabilities to be delivered, 

expected mission benefits, estimated life-cycle costs, and planned key

milestones. For the second set of conditions, the plan must demonstrate 

that each project complies with the department’s EA, is being managed in 

accordance with applicable life-cycle policies and guidance, conforms to 

capital planning and investment control requirements, and is supported by 

an adequately staffed project office.

As we have previously reported,5 the department submitted expenditure 

plans for fiscal years 2010 and 2011 that satisfied the statutory 

conditions. For fiscal year 2012, the department reported that it did not 

obligate more than 25 percent of the appropriations made available to it 

for IT modernization and, thus, did not develop an expenditure plan. On 

August 15, 2013, HUD submitted its fiscal year 2013 expenditure plan for 

IT development, modernization, and enhancement, which sought to 

obligate a total of $24.2 million for 16 projects.6

Our objectives were to (1) determine whether HUD’s fiscal year 2013 

expenditure plan met statutory conditions, and (2) provide any 

observations about the plan. On December 13, 2013, we provided your 

offices with briefing slides that outlined the results of our study. The 

purpose of this report is to provide the published briefing slides to you and 

to officially transmit our study results to the Secretary of Housing and 

Urban Development. The slides, which discuss our scope and 

methodology, are included in appendix I.

 

5

GAO, Information Technology: HUD’s Fiscal Year 2011 Expenditure Plan Satisfies 

Statutory Conditions, GAO-12-654 (Washington, D.C.: May 24, 2012), and GAO-11-762. 

6

The projects are Development Application Processing, Facilities Asset Management 

Enterprise System, FHA Transformation’s Lender Electronic Assessment Portal Loan 

Review System, FHA Transformation’s Portfolio Evaluation Tool, HUD Enforcement 

Management System, Multifamily Delinquency & Default Reporting System, Legal Matter 

and Workload Management System, Next Generation Management System’s Affordable 

Housing Data Architecture, Next Generation Management System’s Affordable Housing 

Life-cycle Information Center, Next Generation Management System’s Cash 

Management, Next Generation Management System’s Integrated Budget Forecasting 

Model, Next Generation Management System’s Portfolio and Risk Management Tool, 

New Core System, Physical Assessment Sub-System’s Housing Choice Vouchers 

Physical Inspection Protocol, Physical Assessment Sub-System’s Photo for Physical 

Inspections, and Tenant Rental Assistance Certification System Low Income Housing Tax 

Credit.
 

Page 4 GAO-14-283 HUD's Expenditure Plan

We conducted this performance audit from August 2013 to February 2014 

in accordance with generally accepted government auditing standards.

Those standards require that we plan and perform the audit to obtain 

sufficient, appropriate 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.

In summary, our review highlighted the following:

• HUD’s fiscal year 2013 expenditure plan satisfied the two sets of 

statutory conditions contained in the appropriations act.7 Specifically, 

for the first set of statutory conditions, the plan identified for each 

project the functional and performance capabilities to be delivered, 

expected mission benefits, estimated life-cycle costs, and planned key 

milestones. For example, with regard to the Federal Housing 

Administration Transformation’s Portfolio Evaluation Tool project, the 

plan identified functional capabilities such as the ability to produce ondemand reports to assess financial impacts and risks. The plan also 

identified performance capabilities for this project, such as improving 

the processing time of current operations by 99.94 percent.

For the second set of conditions, the plan demonstrated that each 

project was in compliance with the department’s enterprise 

architecture, was being managed in accordance with applicable lifecycle management policies and guidance, conformed to capital 

planning and investment control requirements, and was supported by 

an adequately staffed project office. For example, for the Next 

Generation Management System’s Affordable Housing Life-cycle 

Information Center project, the plan included an assessment 

demonstrating the project’s conformance with Office of Management 

and Budget and HUD requirements for planning and controlling 

investments.

By satisfying these conditions, the plan should provide the 

department’s appropriations committees with visibility into the 16 IT 

projects under way and, accordingly, help inform decisions related to 

the fiscal year 2013 funding requested.

 

7

Pub. L. No. 113-6 § 1101, carrying forward the requirements of Pub. L. No. 112-55.
 

Page 5 GAO-14-283 HUD's Expenditure Plan

• We also made two observations about HUD’s fiscal year 2013 

expenditure plan.

First, the plan outlined IT management controls, but it did not describe 

progress toward institutionalizing these controls. A federal agency’s 

ability to successfully modernize its IT environment depends on the 

implementation of key management controls embodied in statutory 

requirements, federal guidance, and best practices as repeatable 

processes. Further, establishing a means for committing to and 

evaluating progress in institutionalizing these controls can enable 

effective oversight. While HUD’s plan outlined integrated management 

controls that the department developed in 2010 and discussed how 

the controls are used, it did not describe the extent to which controls 

had been established or commit to time lines for activities and next 

steps needed to fully implement and institutionalize the controls. For 

example, the plan described intended improvements to project 

management practices and included an associated time line for doing 

so; however, the time line was limited to activities intended to be 

accomplished prior to the August 2013 submission of the plan. 

Further, no information was provided in the plan regarding whether 

the outlined activities were completed or not. HUD officials, including 

the acting Chief Information Officer, stated that the department did not 

incorporate the status of institutionalizing the controls because they 

focused on satisfying the statutory conditions and did not view the 

plan as an oversight tool or mechanism for evaluating progress

toward institutionalizing management controls. Until HUD establishes 

a means for evaluating progress toward institutionalizing management 

controls as repeatable processes and commits to time lines for 

activities and next steps, the department may lack reasonable 

assurance that modernization projects under way or planned will be 

completed successfully.

Second, details on individual projects were included in the fiscal year 

2013 plan, but an overall approach for modernization efforts was 

lacking. Effective modernization planning includes defining the scope 

of the effort, an implementation strategy, and a schedule, as well as 

establishing results-oriented goals and measures. For individual 

projects requesting fiscal year 2013 funding, the plan included details

regarding their scope, strategy, and schedule. For instance, the plan 

noted that the HUD Enforcement Management System project is 

intended to integrate six disparate systems (scope) through the 

development of software modules (strategy) that will be implemented 

by August 2014 (schedule). Nonetheless, the plan did not discuss the 
 

Page 6 GAO-14-283 HUD's Expenditure Plan

department’s overall approach (that is, scope, implementation 

strategy, or schedule) for completing its modernization priorities and 

related projects that may need funding beyond fiscal year 2013. For 

example, the plan stated that the Facilities Asset Management 

Enterprise System project requested partial funding in fiscal year 2013 

to enhance the legacy system and complete an alternative analysis 

for developing a new enterprise-wide system in the future. However, 

the plan did not state when additional funding would be needed for the 

new system or whether this project would be incorporated into the 

department’s overall approach for modernizing its IT environment. 

Further, the plan did not include results-oriented goals or measures 

for gauging the progress of HUD’s modernization efforts identified in 

prior expenditure plans. According to HUD officials, overall priorities 

for modernization have not significantly changed since the 2011 plan, 

although new projects have been added that were different from those 

proposed and funded in prior years. Further, they stated that the 

department continues to be focused on simplifying its IT environment, 

reducing the costs of operating, and maintaining legacy costs. The 

officials acknowledged that the changes to the department’s priorities 

and associated goals and measures were not included in the 2013 

plan, as was done in prior-year plans. Without articulating the scope, 

implementation strategy, and schedule for its overall approach to 

accomplishing modernization efforts, with related goals and measures 

for effective oversight, HUD’s ability to effectively manage 

improvements to its current IT environment may be limited.

HUD’s fiscal year 2013 expenditure plan satisfied both sets of statutory 

conditions. As a result, the plan should provide HUD’s appropriations 

committees with visibility into the 16 IT projects under way in order to 

inform decisions related to the fiscal year 2013 funding requested. 

However, the plan is limited in its value as a tool for enabling effective 

oversight of the department’s overall modernization effort. Specifically, 

while the department outlined IT management controls, the plan did not 

describe the extent to which progress toward establishing controls had 

been made or commit to time lines for activities and next steps needed to 

fully implement and institutionalize the controls. Further, while the plan 

discussed individual projects, it did not articulate the department’s overall 

approach (including a defined scope, implementation strategy, or 

schedule) for completing the priority modernization efforts or provide 

related outcome-based goals and measures. Overall, the 2013 plan’s 

deficiencies represent a step back from the department’s previously 

Conclusions
 

Page 7 GAO-14-283 HUD's Expenditure Plan

submitted plans and limit its value as a tool for enabling effective 

oversight.

Until HUD establishes a means for evaluating progress toward 

institutionalizing IT management controls and articulates an approach 

with related goals and measures for overseeing its overall modernization 

effort, the department may lack reasonable assurance that projects under 

way or planned will be completed successfully. In addition, its ability to 

effectively manage improvements to its current IT environment may be 

limited.

To ensure effective management and modernization of HUD’s IT 

environment, we recommend that the Secretary of Housing and Urban 

Development direct the department’s Chief Information Officer to take the 

following two actions:

• establish a means for evaluating progress toward institutionalizing 

management controls and commit to time lines for activities and next 

steps, and

• define the scope, implementation strategy, and schedule of its overall 

modernization approach, with related goals and measures for 

effectively overseeing the effort.

In written comments on a draft of this report (reprinted in appendix II), the 

department stated that it concurred with our recommendations and 

planned to provide a corrective action plan to address them. 

We are sending copies of this report to interested congressional 

committees. We are also sending copies to the Secretary of the 

Department of Housing and Urban Development and the Director of the 

Office of Management and Budget. In addition, the report is available at 

no charge on GAO’s website at http://www.gao.gov.

If you or your staffs have any questions on matters discussed in this 

report, please contact me at (202) 512-6304 or melvinv@gao.gov. 

Contact points for our Offices of Congressional Relations and Public 

Recommendations for 

Executive Action

Agency Comments
 

Page 8 GAO-14-283 HUD's Expenditure Plan

Affairs may be found on the last page of this report. GAO staff who made 

significant contributions to this report are listed in appendix III.

Valerie C. Melvin

Director, Information Management

 and Technology Resources Issues
Appendix I: Briefing to Congressional 

Committees

Page 9 GAO-14-283 HUD's Expenditure Plan

Appendix I: Briefing to Congressional 

Committees
Appendix I: Briefing to Congressional 

Committees

Page 10 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 11 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 12 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 13 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 14 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 15 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 16 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 17 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 18 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 19 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 20 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 21 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 22 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 23 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 24 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 25 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 26 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 27 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 28 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 29 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 30 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 31 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 32 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 33 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 34 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 35 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 36 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 37 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 38 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 39 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 40 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 41 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 42 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 43 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 44 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 45 GAO-14-283 HUD's Expenditure Plan
Appendix I: Briefing to Congressional 

Committees

Page 46 GAO-14-283 HUD's Expenditure Plan
Appendix II: Comments from the Department 

of Housing and Urban Development

Page 47 GAO-14-283 HUD's Expenditure Plan

Appendix II: Comments from the Department 

of Housing and Urban Development
Appendix III: GAO Contact and Staff 

Acknowledgments

Page 48 GAO-14-283 HUD's Expenditure Plan

Valerie C. Melvin at (202) 512-6304 or melvinv@gao.gov

In addition to the contact named above, Mark T. Bird (Assistant Director), 

Teresa M. Yost (Assistant Director), Donald A. Baca, Kami J. Corbett, 

Amanda C. Gill, and Lee A. McCracken made key contributions to this 

report.

Appendix III: GAO Contact and Staff 

Acknowledgments

GAO Contact

Staff 

Acknowledgments

(311507)
The Government Accountability Office, the audit, evaluation, and 

investigative arm of Congress, exists to support Congress in meeting its 

constitutional responsibilities and to help improve the performance and 

accountability of the federal government for the American people. GAO 

examines the use of public funds; evaluates federal programs and 

policies; and provides analyses, recommendations, and other assistance 

to help Congress make informed oversight, policy, and funding decisions. 

GAO’s commitment to good government is reflected in its core values of 

accountability, integrity, and reliability.

The fastest and easiest way to obtain copies of GAO documents at no 

cost is through GAO’s website (http://www.gao.gov). Each weekday 

afternoon, GAO posts on its website newly released reports, testimony, 

and correspondence. To have GAO e-mail you a list of newly posted 

products, go to http://www.gao.gov and select “E-mail Updates.”

The price of each GAO publication reflects GAO’s actual cost of 

production and distribution and depends on the number of pages in the 

publication and whether the publication is printed in color or black and 

white. Pricing and ordering information is posted on GAO’s website, 

http://www.gao.gov/ordering.htm. 

Place orders by calling (202) 512-6000, toll free (866) 801-7077, or 

TDD (202) 512-2537. 

Orders may be paid for using American Express, Discover Card, 

MasterCard, Visa, check, or money order. Call for additional information.

Connect with GAO on Facebook, Flickr, Twitter, and YouTube. 

Subscribe to our RSS Feeds or E-mail Updates. Listen to our Podcasts. 

Visit GAO on the web at www.gao.gov. 

Contact:

Website: http://www.gao.gov/fraudnet/fraudnet.htm

E-mail: fraudnet@gao.gov

Automated answering system: (800) 424-5454 or (202) 512-7470

Katherine Siggerud, Managing Director, siggerudk@gao.gov, (202) 512-

4400, U.S. Government Accountability Office, 441 G Street NW, Room 

7125, Washington, DC 20548

Chuck Young, Managing Director, youngc1@gao.gov, (202) 512-4800

U.S. Government Accountability Office, 441 G Street NW, Room 7149 

Washington, DC 20548

GAO’s Mission

Obtaining Copies of 

GAO Reports and 

Testimony

Order by Phone

Connect with GAO

To Report Fraud, 

Waste, and Abuse in 

Federal Programs

Congressional 

Relations

Public Affairs

Please Print on Recycled Paper.