GAO Reports
Here's a look at Government Accountability Office reports
Featured Stories
Aviation Research and Development: FAA Could Improve Its Reporting on Safety Programs
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Aviation Research and Development: FAA Could Improve Its Reporting on Safety Programs
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Fast Facts
The Federal Aviation Administration conducts research to support its mission to run the world's safest, most efficient aerospace system.
In fiscal year 2019, Congress directed FAA to spend 70% of its research and development funding on safety projects, including projects researching aircraft fuels, fire safety, and how to prevent ice from forming on aircraft.
Although FAA reports annually
... Show Full Article
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Aviation Research and Development: FAA Could Improve Its Reporting on Safety Programs
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Fast Facts
The Federal Aviation Administration conducts research to support its mission to run the world's safest, most efficient aerospace system.
In fiscal year 2019, Congress directed FAA to spend 70% of its research and development funding on safety projects, including projects researching aircraft fuels, fire safety, and how to prevent ice from forming on aircraft.
Although FAA reports annuallyon its research and development programs, it doesn't report on whether it's meeting this 70% funding requirement. Doing so would help Congress and others understand which programs are addressing safety priorities.
We recommended FAA address this issue.
Highlights
What GAO Found
From fiscal years (FY) 2019 through FY 2024, the Federal Aviation Administration (FAA) received over $1.3 billion in appropriations for the Research, Engineering, and Development (RE&D) budgetary account (see fig.). The FAA Reauthorization Act of 2018 established a requirement that at least 70 percent of the appropriations from this account be for safety research and development (R&D) projects. During FY 2019 through 2024, FAA officials said they used subject matter expertise and professional judgment to determine that most of the funding from the RE&D budgetary account was used for safety R&D projects. In FY 2024, for example, FAA officials determined all funding for 22 of 24 programs funded by the RE&D account supported safety R&D projects. Of the two remaining programs, officials said 25 percent of funding for one of these programs also supported safety R&D projects. Using the programs and process identified by FAA, more than 70 percent of the RE&D budgetary account was allocated for safety R&D projects from FY 2019 through FY 2024.
Total Federal Aviation Administration Funding for the Research, Engineering, and Development Budgetary Account, Fiscal Years 2019-2024
From FY 2019 through FY 2024, FAA had not documented its process or criteria for identifying safety R&D projects. While FAA has internal guidance that describes its R&D development process, this guidance did not define what constitutes a safety R&D project. In February 2025, FAA updated its guidance to describe its new process and define the criteria it will use moving forward to identify safety R&D projects to meet the statutory requirement. The updated guidance will be used for the FAA's R&D planning for FY 2027 that will begin in the fall of 2025.
The FAA's annual reports do not include key information to support Congress's oversight of safety R&D funding. According to FAA officials, FAA reports to Congress upon request on whether it is meeting the statutory requirement for funding safety R&D but does not report this information regularly or publicly as part of its annual reports. Without such reporting, Congress and the public are unable to determine whether FAA is complying with the statutory requirement for funding safety R&D projects. As FAA is taking steps to document its new process and criteria for selecting safety R&D projects, reporting on the results of this process would further increase transparency on its spending and whether the agency is meeting its statutory requirement in support of its safety goals.
Why GAO Did This Study
FAA manages a portfolio of congressionally funded R&D programs supporting policymaking, planning, and standards development. FAA annually produces two statutorily required documents for Congress related to its R&D portfolio: The National Aviation Research Plan and the Research and Development Annual Review. These reports provide a forecast and review of the past year of the FAA's research and development efforts.
The FAA Reauthorization Act of 2024 includes a provision for GAO to review the FAA's use of funding for safety R&D projects. This report examines how FAA identifies and reports on its allocation of funding for safety-related R&D. GAO reviewed FAA documents and data on R&D programs and enacted funding from FY 2019 through FY 2024 to understand the FAA's goals, funding allocations, and types of R&D projects. GAO compared the FAA's process and reporting practices with leading practices for R&D and components of federal standards for internal controls. Also, GAO interviewed FAA staff about their process to identify safety projects and reporting practices.
Recommendations
GAO is making one recommendation to FAA to report annually on the percentage of its appropriated funds, including the programs and funding amounts, that are used for safety R&D projects. The Department of Transportation concurred with the recommendation.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Transportation The Secretary of Transportation should direct FAA to report on the percentage of its appropriated funds, including the programs and funding amounts, from the Research, Engineering, and Development account that are used for safety R&D projects, as part of its annual reporting process. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-25-107697
Space Operations: DOD Is Pursuing Efforts to Collaborate with Allies and Partners but Needs to Address Key Challenges
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Space Operations: DOD Is Pursuing Efforts to Collaborate with Allies and Partners but Needs to Address Key Challenges
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The Department of Defense's space operations and other activities, including exercises, are aimed at deterring and preparing for potential conflict. DOD emphasizes that collaborating with the nation's allies and other partners is critical to achieving its goals.
DOD collaborates closely with allies and partners but has trouble carrying out the work. For example, the U.S.
... Show Full Article
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Space Operations: DOD Is Pursuing Efforts to Collaborate with Allies and Partners but Needs to Address Key Challenges
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The Department of Defense's space operations and other activities, including exercises, are aimed at deterring and preparing for potential conflict. DOD emphasizes that collaborating with the nation's allies and other partners is critical to achieving its goals.
DOD collaborates closely with allies and partners but has trouble carrying out the work. For example, the U.S.Space Force doesn't have enough people in some units to plan and execute activities with allies and partners. Also, some DOD organizations have overlapping responsibilities for this work, which has caused confusion.
Our recommendations to DOD address these challenges and more.
Highlights
What GAO Found
The Department of Defense (DOD) uses various mechanisms and agreements to collaborate with allies and partners on space operations and other activities.
GAO found that DOD is increasing its efforts to integrate allies and partners into space operations and activities by establishing goals, but it faces persistent challenges that impede greater collaboration. DOD has acknowledged these challenges, but has not set specific milestones for implementing goals to integrate allies and partners into space operations. Establishing such milestones--and implementing them--is important given DOD's strategic priority of working with allies and partners on space operations.
U.S. Space Operations and Activities with Select Allies and Partners
Further, DOD has several organizations that have overlapping roles and responsibilities for space-related security cooperation. This has resulted in ally and partner confusion and missed opportunities for coordination. For example, several foreign government officials said that finding the appropriate DOD contact with whom to coordinate is difficult. DOD has not issued guidance clarifying roles and responsibilities to inform these interactions internally and with allies and partners.Without such guidance, DOD organizations may continue to pursue space-related security cooperation activities outside established channels, leading to confusion and inefficiencies.
Lastly, GAO found that Space Force has not identified, analyzed, or responded to the risk of not filling positions within its service components, including space-related planning, information sharing, and security cooperation positions. Without doing this, Space Force risks undermining its goal of increasing collaboration with allies and partners.
This is a public version of a classified report that GAO issued in March 2025. Information that DOD deemed classified has been omitted.
Why GAO Did This Study
DOD recognizes that space capabilities are fundamental to all military operations. DOD also must cooperate with allies and partners on space operations if it is to deter and, if necessary, prevail in a high-end conflict.
Senate Report 118-58 accompanying a bill for the National Defense Authorization Act for Fiscal Year 2024 included a provision for GAO to review DOD's efforts to integrate allies and partners into space operations and activities. This report assesses, among other things, the extent to which DOD has integrated allies and partners into space operations and activities, defined roles and responsibilities for space-related security cooperation, and assessed personnel needs for engaging in space-related security cooperation.
To conduct this review, GAO reviewed space-related DOD guidance documents, and interviewed DOD and U.S. embassy officials. GAO also interviewed foreign government officials from six partner nations.
Recommendations
GAO is making three recommendations, including that DOD set milestones for implementing its goals for integrating allies and partners into space operations, identify, analyze, and respond to risks of understaffing positions within Space Force service components, and issue guidance for space-related security cooperation roles and responsibilities. DOD concurred with two recommendations and did not concur with the third. GAO continues to believe that all of the recommendations should be implemented, as discussed in the report.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Defense The Secretary of Defense should ensure that the Assistant Secretary of Defense (Space Policy), in coordination with key stakeholders, sets specific milestones for implementing DOD's goals for integrating allies and partners into space operations as outlined in the International Space Cooperation Strategy. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of the Air Force The Secretary of the Air Force should ensure that the Chief of Space Operations programs for appropriate personnel levels within the Space Force components to combatant commands--including positions responsible for security cooperation, planning, and foreign disclosure--to optimize readiness and sustainability or identify, analyze, and respond to the risks of understaffing identified positions within its components to the combatant commands. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Defense The Secretary of Defense should ensure that the Chairman of the Joint Chiefs of Staff issues guidance clarifying the space-related security cooperation roles and responsibilities for the relevant organizations throughout DOD--including Assistant Secretary of Defense (Space Policy), U.S. Space Command, and Space Force. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-25-108043
Passport Services: The National Passport Information Center Has Taken Steps to Meet Customer Needs
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Passport Services: The National Passport Information Center Has Taken Steps to Meet Customer Needs
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The State Department's National Passport Information Center is a call center that provides information to the public about passport services.
In 2023, the center experienced periods of extremely high call volumes, and customers experienced longer-than-usual wait times to speak to call agents.
In response, the center took steps to address staffing, infrastructure, and technology factors that
... Show Full Article
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Passport Services: The National Passport Information Center Has Taken Steps to Meet Customer Needs
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The State Department's National Passport Information Center is a call center that provides information to the public about passport services.
In 2023, the center experienced periods of extremely high call volumes, and customers experienced longer-than-usual wait times to speak to call agents.
In response, the center took steps to address staffing, infrastructure, and technology factors thataffected wait times. For instance, it increased its call agent staff from around 500 in 2020 to around 1,600 in 2024. A survey from the center showed that overall customer satisfaction had improved in 2024.
National Passport Information Center Call Room in Lansing, Michigan
Highlights
What GAO Found
The Department of State's centralized customer service call center, the National Passport Information Center (NPIC), assists customers by answering general questions about passports, providing passport application assistance, and scheduling urgent passport appointments in circumstances such as life-and- death emergencies. NPIC maintains a toll-free telephone number and an email address for customers with passport-related questions. In addition, NPIC has a dedicated telephone line and email address to assist congressional staffers with similar requests on behalf of their constituents.
Customers who were randomly selected by NPIC and responded to post-call surveys reported decreasing levels of satisfaction between fiscal year (FY) 2018 and FY 2023.
National Passport Information Center (NPIC) Post-Call Survey Respondents' Overall Customer Satisfaction, Fiscal Year 2018 through Fiscal Year 2024
Note: The figure includes a break in the data because it combines results from two separate NPIC post-call surveys.
NPIC officials identified several factors that affected NPIC's ability to meet customer needs leading up to and during the FY 2023 call surge. These included low staffing capacity, inadequate infrastructure, and misuse of technology systems.
Since the FY 2023 call surge, NPIC has taken steps to address the factors that affected call volume needs. Specifically, NPIC increased its customer service representative (call agent) staffing levels from approximately 500 in FY 2020 to about 1,600 in FY 2024, according to GAO's analysis of NPIC data. In addition, NPIC has increased its physical space by adding two new locations in Grand Rapids, Michigan, and Phoenix, Arizona. Further, NPIC has enhanced its technology by adding approximately 7,000 phone lines. Moreover, NPIC call agents are undergoing training to improve their skills in actively listening, displaying empathy, and clearly explaining relevant details and next steps. The data GAO reviewed reflect an improvement in customer response time. In June 2023, the average wait time for callers was approximately 45 minutes; by June 2024, the average wait time for callers had declined to less than a minute.
Why GAO Did This Study
NPIC responds to public inquiries and provides information on passport services and related matters. NPIC is contractor-operated and has four locations--two in Michigan (Grand Rapids and Lansing) and two in Phoenix, Arizona. It is an important touchpoint of the passport process, according to State officials.
In FY 2023, NPIC experienced periods of extremely high call volumes, and customers experienced longer-than-usual wait times to speak to an NPIC call agent. This surge in call volumes coincided with a backlog in passport applications and significant delays in passport issuance that attracted attention from Congress and the public.
The Department of State Authorization Act of 2023 includes a provision for GAO to review NPIC's operations and personalized customer service. This report examines (1) the services NPIC has in place to respond to customer inquiries, (2) customer satisfaction with NPIC services and factors that affected call volume, and (3) changes that NPIC made to meet call volume needs.
To address these objectives, GAO analyzed telecommunication, staffing, and survey data; conducted site visits to two NPIC locations in Michigan (Grand Rapids and Lansing); and interviewed State and contractor officials.
For more information, contact Tatiana Winger at wingert@gao.gov.
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Original text here: https://www.gao.gov/products/gao-25-107409
Future-Years Energy Program: DOE Should Complete Required Reporting to Help Ensure Transparency in Spending
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Future-Years Energy Program: DOE Should Complete Required Reporting to Help Ensure Transparency in Spending
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The Department of Energy is required to annually submit to Congress a forward-looking energy program that includes estimates of funding needed for the current year and the next 4 years of its activities. This can help ensure greater transparency for DOE's nearly $50 billion budget.
DOE hasn't fully complied with the requirement; reporting has been incomplete and inconsistent.
For
... Show Full Article
WASHINGTON, July 8 (TNSLrpt) -- The Government Accountability Office issued the following report:
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Future-Years Energy Program: DOE Should Complete Required Reporting to Help Ensure Transparency in Spending
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The Department of Energy is required to annually submit to Congress a forward-looking energy program that includes estimates of funding needed for the current year and the next 4 years of its activities. This can help ensure greater transparency for DOE's nearly $50 billion budget.
DOE hasn't fully complied with the requirement; reporting has been incomplete and inconsistent.
Forexample, DOE:
Didn't explain how proposed spending aligns with the administration's energy priorities
Didn't describe the workloads anticipated at its national science laboratories
Our recommendations address these issues and more.
Highlights
What GAO Found
The U.S. Department of Energy (DOE) has not fully complied with its future-years energy program (FYEP) statutory reporting requirements and has not explained why it has not done so. DOE began reporting on some elements of the FYEP in its fiscal year 2023 budget justification--9 years after the law required DOE to begin submitting the FYEP to Congress. However, DOE has not reported a department-wide FYEP that includes information about how the department's outyear estimates align with prioritized program and budgetary guidance, and the administration's policies and projections, as required. In addition, DOE's FYEP reporting has been inconsistent for fiscal years 2023 through 2025 and across offices. Moreover, DOE's fiscal year 2026 budget justification, released in May 2025, did not include any elements of the FYEP or outyear information for 4 future years.
In addition to incomplete and inconsistent FYEP reporting, DOE did not have a finalized strategic plan or implement budgeting processes to develop FYEP estimates and reports. Specifically, DOE has not implemented a planning, programming, budgeting, and execution (PPBE) process, designed to improve outcomes of long-term initiatives, such as the FYEP. Implementing such a process and finalizing a strategic plan that articulates the department's priorities could help DOE develop FYEP estimates and ensure they are aligned with the administration's priorities. In doing so, DOE could be better positioned to provide complete and consistent FYEP reporting and submissions to Congress. This would help ensure the department's approximately $50 billion budget is transparent and meets the department's mission and the administration's energy goals. GAO is making three recommendations to the U.S. Department of Energy. DOE should (1) provide complete information that addresses all legal requirements as part of DOE's FYEP submission to Congress, (2) develop and issue a strategic plan that outlines the department's priorities for the following 4 years and informs the development of the FYEP, and (3) formalize and implement a PPBE process to develop the department's FYEP. DOE neither agreed nor disagreed with our recommendations.
Why GAO Did This Study
In 2011, Congress directed the Secretary of Energy to submit a forward-looking energy program--the FYEP--with DOE's annual budget justifications, beginning with the fiscal year 2014 budget submission to Congress and for each subsequent fiscal year. The law establishing the FYEP requirement specifies elements that should be reported, including the estimated expenditures and proposed appropriations necessary to support DOE's programs, projects, and activities during the 5-fiscal year period covered by the FYEP.
This report examines the extent to which DOE's reported budget information met the FYEP requirements and the reasons for the department's delayed submissions. GAO also includes information about the types of future-years program information reported by three other federal entities that have future-years reporting requirements.
Recommendations
GAO is making three recommendations to the U.S. Department of Energy. DOE should (1) provide complete information that addresses all legal requirements as part of DOE's FYEP submission to Congress, (2) develop and issue a strategic plan that outlines the department's priorities for the following 4 years and informs the development of the FYEP, and (3) formalize and implement a PPBE process to develop the department's FYEP. DOE neither agreed nor disagreed with our recommendations.
Recommendations for Executive Action
Agency Affected Recommendation Status
Department of Energy The Secretary of Energy should provide complete information that addresses all legal requirements as part of DOE's FYEP submission to Congress and should identify and report on any factors affecting the department's ability to report on unmet requirements. (Recommendation 1)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Energy The Secretary of Energy should develop and issue a strategic plan that outlines the department's priorities for the following 4 years and informs the development of DOE's FYEP. (Recommendation 2)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
Department of Energy The Secretary of Energy should formalize and implement a PPBE process to develop DOE's FYEP. (Recommendation 3)
Open Actions to satisfy the intent of the recommendation have not been taken or are being planned.
When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.
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Original text here: https://www.gao.gov/products/gao-25-107646
NASA: Assessments of Major Projects
WASHINGTON, July 1 (TNSLrpt) -- The Government Accountability Office issued the following report:
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NASA: Assessments of Major Projects
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Fast Facts
In fiscal year 2025, NASA planned to invest about $74 billion in its major projects to continue exploring Earth, the moon, and beyond. This is our 17th annual assessment of these projects.
In the last year, four of 18 major projects had cost overruns--when costs incurred are more than NASA planned for. And three had schedule delays.
Since 2009, most major projects that completed the development phase (e.g., building and testing designs)
... Show Full Article
WASHINGTON, July 1 (TNSLrpt) -- The Government Accountability Office issued the following report:
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NASA: Assessments of Major Projects
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Fast Facts
In fiscal year 2025, NASA planned to invest about $74 billion in its major projects to continue exploring Earth, the moon, and beyond. This is our 17th annual assessment of these projects.
In the last year, four of 18 major projects had cost overruns--when costs incurred are more than NASA planned for. And three had schedule delays.
Since 2009, most major projects that completed the development phase (e.g., building and testing designs)avoided significant cost overruns. But three of the 53 projects in our analysis accounted for almost half of the total overruns during this period.
NASA's acquisition management remains on our High Risk List.
Space Launch System Core Stage, a Key Artemis Rocket Component with Engines Attached
Highlights
What GAO Found
NASA major projects aim to explore the solar system, advance aeronautic technologies, and return U.S. astronauts to the lunar surface through the Artemis missions. These major projects are increasingly focused on Artemis--building a sustained human presence on the moon and ultimately traveling to Mars.
The cost and schedule performance of NASA's 18 major projects in development (those that are building and testing their designs) generally remained unchanged over the last year. The four projects that experienced annual cost growth collectively reported over $500 million in overruns. NASA's human spaceflight crew capsule, known as the Orion Multi-Purpose Crew Vehicle program, accounts for over $360 million of this total annual cost growth.
Most major NASA projects since GAO's first assessment in 2009 have avoided significant cost overruns. GAO found that of the 53 major projects that have completed development or are currently in the final phase of development, 30 remained under the statutory threshold for reporting cost overruns. Specifically, these 30 project's development costs did not exceed their baselined cost estimates by 15 percent or more. When a project's overrun rises to this threshold, NASA is required to take certain steps. For example, it must notify congressional committees of the overrun and update the project's cost or schedule plans.
At the same time, Artemis and Artemis-related cost overruns are an increasing proportion of the portfolio's overall overruns. Three Artemis projects account for nearly $7 billion of the total overruns--or almost half of the overruns collectively experienced by the 53 projects.
Accumulated Cost Overruns for 53 NASA Major Projects That Completed or Are in Final Phase of Development Since GAO's First Annual Assessment in 2009
The growing Artemis portfolio could drive cost performance in the future, since NASA recently initiated nine new Artemis projects with estimated total costs over $20 billion. These projects are interdependent, meaning that challenges and delays in one can create challenges and delays for all of them. Further, delays to mission dates can also increase costs. As the Artemis projects progress in development, the agency has taken steps to help manage and mitigate risks, such as creating more oversight of programs through the Moon to Mars office.
Why GAO Did This Study
The National Aeronautics and Space Administration (NASA) plans to invest about $74 billion in estimated life cycle costs for its portfolio of major projects (those with costs over $250 million). House explanatory statements have included provisions for GAO to prepare status reports on these projects.
GAO assessed the (1) cost and schedule performance of NASA's major projects in development, and (2) historical cost performance of NASA's major projects included in GAO annual reviews since 2009. This report also includes summaries of NASA's 38 major projects.
GAO collected and analyzed data on the 38 current NASA major projects, visited NASA facilities, and interviewed officials. GAO analyzed cost and schedule performance for 18 projects in development with cost and schedule baselines. GAO also collected and analyzed cost data for 53 historical projects that have completed or are in the final stage of development.
Recommendations
In its prior work, GAO made multiple recommendations to improve NASA's management of major projects. NASA generally agreed with these recommendations. As of June 2025, NASA had not yet fully implemented two recommendations that GAO identified as high priority to improve acquisition management.
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Original text here: https://www.gao.gov/products/gao-25-107591
