Audit Report

OIG-17-011

RESTORE ACT

Council Faces Challenges in Establishing its Organizational 

Infrastructure

November 16, 2016

Office of

Inspector General

Department of the Treasury
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Contents

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Audit Report.................................................................................. 1

Background ................................................................................................ 3

Audit Results.............................................................................................. 4

Information Technology Management Needs Improvement ...................... 4

Recommendations ......................................................................... 6

Internal Control Over Financial and Administrative Activities Is Not Fully 

Developed......................................................................................... 8

Recommendation ........................................................................... 9

Appendices

Appendix 1: Objective, Scope, and Methodology........................................ 12

Appendix 2: Management Response.... ..................................................... 15

Appendix 3: Background on RESTORE Act................................................. 18

Appendix 4: Major Contributors to this Report............................................ 19

Appendix 5: Report Distribution................................................................ 20

Abbreviations

CFO Chief Financial Officer

Council Gulf Coast Ecosystem Restoration Council

Clean Water Act Federal Water Pollution Control Act

FISMA Federal Information Security Modernization Act

GAO Government Accountability Office 

IT Information Technology

RESTORE Act Resources and Ecosystems Sustainability, Tourist 

Opportunities, and Revived Economies of the Gulf Coast 

States Act of 2012

Trust Fund Gulf Coast Restoration Trust Fund
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OIG Audit

Report

The Department of the Treasury

Office of Inspector General

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November 16, 2016

Justin R. Ehrenwerth

Executive Director, Gulf Coast Ecosystem Restoration Council

This report presents the results of our audit of the Gulf Coast 

Ecosystem Restoration Council’s (Council) progress to establish the 

organizational infrastructure with the staff, operational policies and 

procedures, and information technology (IT) necessary for carrying 

out its responsibilities under the Resources and Ecosystems 

Sustainability, Tourist Opportunities, and Revived Economies of the 

Gulf Coast States Act of 2012 (RESTORE Act).

1 Our audit 

objective was to assess whether the Council is positioned to 

oversee the environmental and economic recovery of the Gulf 

Coast region. The Council’s grants management program was not 

within the scope of our audit as we are conducting a separate audit 

of that program. Appendix 1 provides more detail of our audit 

objective, scope, and methodology.

In brief, we concluded that the Council made progress in

establishing the organizational infrastructure necessary to carry out 

its responsibilities under the RESTORE Act. That said, challenges 

remain in the areas of IT management and internal control over 

financial and administrative activities. Specifically, we found that 

the Council did not have IT personnel on staff as required by the 

Federal Information Security Modernization Act (FISMA)2and the 

Council had no IT strategic planning process. The lack of IT 

personnel and expertise resulted in insufficient oversight of the 

Council’s IT contracts and interagency agreements. Furthermore, 

the Council did not complete an entity-wide risk assessment nor 

 

1 Pub. L. 112-141, 126 Stat. 588-607 (July 6, 2012)

2 Pub. L. 113-283 updated and reformed FISMA by creating a revised subchapter II of Chapter 35 of 

Title 44 of the U.S. Code (codified as 44 U.S.C. sections 3551-3558).
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fully develop and implement financial and administrative controls.

Accordingly, we recommended that the Council: (1) ensures that 

personnel with expertise in information systems and systems 

security are in place to perform the functions of the Council; (2)

establishes and documents its IT system strategic planning process 

including assigned accountability and responsibility for processes; 

(3) establishes an oversight plan for ensuring contract and 

interagency service agreements are properly monitored and that 

services are received and quality is acceptable; and (4) establishes 

and implements strong internal control over the Council’s financial 

and administrative activities to include conducting an organizational 

risk assessment, documenting policies and procedures, and 

continually monitoring internal control to ensure identified risks are 

managed.

In a written response, the Council Executive Director concurred

that challenges remain in the area of IT management and that 

internal controls over financial and administrative activities were 

not fully developed. Specific to addressing recommendations for

improving information technology management, the Executive 

Director responded that that the Council has entered into an 

agreement with the U.S. Fish and Wildlife Service for an IT 

Security Specialist detail, who will assist with performance of the 

functions required by FISMA. The Council is also in the process of 

hiring an IT Specialist to manage the Council IT infrastructure and 

system security, serve as the Council’s Chief Information Officer 

(CIO), and ensure FISMA compliance. The IT Security Specialist 

detailed will also assist in developing and documenting the 

Council’s IT system strategic planning process and plan, including 

assigned accountability and responsibilities. These responsibilities 

will be transitioned to the Council’s IT Specialist/CIO once hired. 

With regard to establishing an oversight plan for ensuring contract 

and interagency service agreements are properly monitored, 

management noted that the IT Security Specialist detailed to the 

Council will assist in developing an oversight plan to manage the 

Council’s IT infrastructure contract in accordance with the terms of 

the contract, and assist with the oversight of the contract.

In response to our recommendation to establish and implement 

strong internal control over financial and administrative activities, 

management stated that an organizational risk assessment was 
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completed in May 2016, and the key recommendations from the 

risk assessment include establishing an agency-wide enterprise risk 

management organizational structure and framework; acquiring IT 

resources to support operations, and implementing a member 

technical assistance function with appropriate resources. The 

Council will work to implement these recommendations.

Furthermore, the response commented that the Council finalized 

and adopted its administrative policies and procedures in June 

2016 and its accounting, cash management, budget, grant 

payment, and audit follow-up policies and procedures in July 2016. 

The Council developed grants/interagency agreement management 

and oversight policies and procedures for staff and published 

recipient guidance in December 2015, and published the 

Restoration Assistance and Award Management System User 

Guide in January 2016. 

Overall, we found management’s response, if implemented as 

stated, meets the intent of all recommendations. Although not 

included in its response, management should record completion 

dates for implementing each corrective action in its tracking 

system. We have summarized the response in the recommendation 

sections of this report and included it, in its entirety, as 

appendix 2.

Background

The RESTORE Act established the Gulf Coast Restoration Trust 

Fund (Trust Fund) within the Department of the Treasury to provide 

funds for environmental and economic restoration of the Gulf Coast 

region that was damaged by the 2010 Deepwater Horizon oil spill. 

Deposits into the Trust Fund will be comprised of 80 percent of all 

civil and administrative penalties paid after July 6, 2012, under the 

Federal Water Pollution Control Act (Clean Water Act).

3 Additional 

details of the RESTORE Act are provided in appendix 3.

Section 1603 of the RESTORE Act required that the Council 

publish an Initial Comprehensive Plan no later than July 6, 2013.

The Initial Comprehensive Plan serves as a framework that will 

guide the Council’s selection of programs, projects, and activities 

to be funded under the Council-Selected Restoration Component. 

 

3 33 U.S.C. §1251 et seq.
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The RESTORE Act requires that the plan include: (1) a list of

projects or programs authorized prior to July 6, 2012, that have 

not yet commenced, the completion of which would further the 

purposes and goals of the act; (2) a description of the manner in 

which amounts from the Trust Fund projected to be made available 

to the Council for the succeeding 10 years will be allocated; and 

(3) a prioritized list, subject to available funding, of specific 

projects and programs to be funded (referred to as the Funded 

Priorities List) and carried out during the 3-year period immediately 

following the date of publication of the Initial Comprehensive Plan.

The Council approved the Initial Comprehensive Plan on August 28, 

2013, but at that time it did not contain a Funded Priorities List or 

a 10 year funding strategy as required by the RESTORE Act.4In 

addition, the RESTORE Act stipulates that the Council will 

administer the Spill Impact Component where 30 percent of the 

Trust Fund will be made available to fund activities described in 

each of the State Expenditure Plans consistent with the 

Comprehensive Plan established by the Council.

Audit Results

The Council prepared a comprehensive project management plan 

including milestones, tasks, and resources required to establish the 

organizational infrastructure necessary to carry out its 

responsibilities under the RESTORE Act. We concluded that the 

Council made progress implementing the project plan but 

challenges remain in the areas of IT management and internal 

control over financial and administrative activities.

Finding 1 Information Technology Management Needs Improvement

We found that the Council did not have IT personnel on staff as 

required by FISMA. Furthermore, the Council had no IT strategic 

planning process including the assignment of responsibilities and 

accountability for IT processes across the organization. Most IT 

services for data access and data security are sourced through 

 

4

In October 2013, we reported that the Council’s Initial Comprehensive Plan did not contain all of the 

elements required by the RESTORE Act (RESTORE Act: Gulf Coast Ecosystem Restoration Council Faces 

Challenges in Completing Initial Comprehensive Plan (OIG-14-003; issued Oct. 25, 2013)). 
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interagency agreements with other Federal entities. With no IT 

expertise on staff, the Chief Financial Officer (CFO)/Director of 

Administration and the Executive Secretary/Program Analyst were 

assigned responsibility to oversee IT service agreements.

FISMA requires that agencies designate a Chief Information Officer

who will have information security duties as their main 

responsibility and possess professional qualifications, including 

training and experience to administer the functions. According to

the Government Accountability Office’s (GAO) guidance, Best 

Practices and Leading Practices in Information Technology 

Management, an agency should document its IT strategic planning 

process, including the responsibilities and accountability for IT 

resources across the agency.

The lack of IT personnel and expertise resulted in insufficient 

oversight of the Council’s IT contracts and interagency 

agreements. In one instance, the Council entered into an 

interagency service agreement to have network services and a 

trusted internet connection installed in 2015. In August 2015, 

before completing the work, the servicing agency terminated the

agreement citing the servicing agency’s lack of resources to fulfill 

services as manpower had to be redirected to deal with an lT

breach. At the time, the Council had made progress payments of 

approximately $24,250 or 75 percent of the service agreement

amount, without a technical understanding of the work completed 

or the equipment installed.

According to the Office of Management and Budget Office of 

Federal Procurement Policy’s June 2008 Memorandum to Chief 

Acquisition Officers and Senior Procurement Executives, 

“Improving the Management and Use of Interagency Acquisitions,”

a contractor’s work should be monitored to ensure compliance with 

the contract terms and ensure services and/or products are 

received and the quality is acceptable. As of November 2015, 

when we inquired about the terminated IT services agreement, the 

Council still did not have a clear understanding of the work 

performed and equipment delivered. Council officials told us that 

they rejected the final invoice sent by the servicing agency, 

pending clarification of the technical details of the work performed.

In May 2016, the Council reached an agreement with the servicing 
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agency and the Council was refunded all amounts previously paid 

related to the terminated agreement. Although amounts paid under 

the agreement were ultimately reimbursed, we believe that closer 

technical oversight during the performance period was warranted.

Without a documented IT strategic planning process and 

infrastructure with the requisite expertise to manage data access

and data security as well as oversee IT service agreements, the 

Council cannot ensure that the necessary IT security is in place for

the Council-Selected Restoration and Spill Impact Components. 

When asked about these weaknesses, the CFO/Director of 

Administration told us that the Council recognizes IT management 

as a high priority and the Council plans to hire an IT Specialist in 

fiscal year 2016 to assist with remediation of the deficiencies.

Recommendations

We recommend that the Executive Director do the following:

1. Ensures that personnel with expertise in information systems 

and systems security are in place to perform the functions of 

the Council as required by FISMA.

Management Response

The Council Executive Director concurred that challenges remain 

in the area of IT management and stated that it has entered into 

an agreement with the U.S. Fish and Wildlife Service for a three 

to six month detail of an IT Security Specialist who will assist 

with performance of the functions required by FISMA. The 

Council is also in the process of hiring an IT Specialist to 

manage the Council IT infrastructure and system security, serve 

as the Council’s CIO, and ensure FISMA compliance. 

OIG Comment

Management’s response, if implemented as stated, meets the 

intent of our recommendation.

2. Establishes and documents its IT system strategic planning 

process including assigned accountability and responsibility for 
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processes.

Management Response

Management responded that an IT Infrastructure Assessment 

was completed in June 2016, which included a FISMA review 

plan and report, a policy guide for cyber/IT security, a 

certification and accreditation handbook and a remote access 

policy guide. The Council’s major IT systems (e.g., accounting, 

grants, procurement, travel, human resources, payroll, and 

website) are hosted, certified and accredited, and managed 

through Memoranda of Understanding with other Federal 

agencies. The Council has awarded a contract to implement and 

manage its IT infrastructure and security for administrative 

operations, and to develop system security, data governance 

and architecture plans, and ensure compliance that all elements 

of the Council’s infrastructure comply with FISMA. 

Specific to establishing and documenting its IT system strategic 

planning process including assigned accountability and 

responsibility for processes as recommended, management 

further stated that the IT Security Specialist detailed to the 

Council will assist in developing and documenting the Council’s 

IT system strategic planning process and plan, including 

assigned accountability and responsibilities. These 

responsibilities will be transitioned to the Council’s IT 

Specialist/CIO once hired. 

OIG Comment

Management’s response, if implemented as stated, meets the 

intent of our recommendation. 

3. Establishes an oversight plan for ensuring IT contract and 

interagency service agreements are properly monitored and that 

services are received and quality is acceptable.

Management Response

Management stated that the IT Security Specialist detailed to 

the Council will assist in developing an oversight plan to 
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manage the Council’s IT infrastructure contract in accordance 

with the terms of the contract, and assist with the oversight of 

the contract. 

OIG Comment

Management’s response meets the intent of our 

recommendation. 

Finding 2 Internal Control Over Financial and Administrative 

Activities Is Not Fully Developed

We identified areas for improvement in the Council’s internal 

control over financial and administrative activities. Specifically, the 

Council did not complete an entity-wide risk assessment nor fully 

develop financial and administrative controls. Furthermore, the 

Council had no written policies and procedures for cybersecurity/IT 

management and documentation for certain key control activities,

including finance and budgeting, human resources, and records 

management, was not fully developed.

GAO’s Standards for Internal Control in the Federal Government

(September 10, 2014), stipulates that management should 

implement control activities through policies and should document 

in policies the internal control responsibilities of the organization. 

According to OMB Circular No. A-123, Management’s 

Responsibility for Internal Control (December 21, 2004),

management is responsible for developing and maintaining internal 

control activities that comply with specific standards. Actions

required include defining the control environment, performing a risk 

assessment, defining control activities, establishing information and 

communications and performing monitoring.

When we asked about the deficiencies, the CFO/Director of 

Administration told us that the Council did not have the staff 

resources to complete a risk assessment and develop a more 

robust suite of financial, budgetary, and administrative policies and 

procedures and internal control structure. Due to limited staffing, in 

August 2015 the Council contracted for finance and administrative 

support to perform a risk assessment and to establish and 

document internal controls. In the Council’s fiscal year 2015
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financial statement audit, an independent public accounting firm, 

under contract with our office, reported a significant deficiency in 

the Council’s internal control over financial reporting related to the 

lack of documented and implemented internal controls in place for 

the entire fiscal year.

5

Without assessing entity-wide risk and establishing a strong

internal control structure, the Council may not effectively manage 

and mitigate risks to its programs and operations. Furthermore, the 

lack of fully developed and documented policies and procedures

increases the risk that the Council’s day-to-day operations will not 

comply with internal control requirements for Federal entities, 

regulations, and guidelines. Documentation provides a means to 

retain organizational knowledge and mitigate the risk of having that 

knowledge limited to a few personnel. It is also a means to 

communicate that knowledge as needed to external parties, such 

as auditors.

Recommendation

1. We recommend that the Executive Director establishes and 

implements strong internal control over the Council’s financial 

and administrative activities to include conducting an 

organizational risk assessment, documenting policies and 

procedures, and continually monitoring internal control to ensure 

identified risks are managed.

Management Response

The Council Executive Director concurred that internal controls 

over financial and administrative activities were not fully 

developed. The response noted that the Council had 

implemented and documented its entity level and process 

controls during fiscal year 2015, and that an organizational risk 

assessment had been initiated, although it had not been 

completed during the audit period. The organizational risk 

assessment, completed in May 2016, included a complete risk 

matrix, recommendations for strengthening the Council’s risk 

 

5 Audit of the Gulf Coast Ecosystem Restoration Council’s Financial Statements for Fiscal Years 2015 

and 2014 (OIG-16-013; Nov. 16, 2015).
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management process, documentation of the Council’s risk 

management and internal control framework, a Council risk 

policy, a risk management plan, documentation of the Council’s 

internal control structure, an internal control assessment guide, 

and an internal control training package. The key 

recommendations from the risk assessment include establishing 

an agency-wide enterprise risk management organizational 

structure and framework; acquiring IT resources to support 

operations, and implementing a member technical assistance 

function with appropriate resources. The Council will work to 

implement these recommendations. 

With regard to documenting policies and procedures, 

management responded that it finalized and adopted its 

administrative policies and procedures in June 2016 and its 

accounting, cash management, budget, grant payment, and 

audit follow-up policies and procedures in July 2016. The 

Council developed grants/interagency agreement management 

and oversight policies and procedures for staff and published 

recipient guidance in December 2015, and published the 

Restoration Assistance and Award Management System User 

Guide in January 2016. 

OIG Comment

Management’s response, if implemented as stated, meets the 

intent of our recommendation. We continue to emphasize 

ongoing monitoring of internal control activities.
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* * * * * *

We appreciate the courtesies and cooperation extended by your 

staff as we inquired about these matters. Major contributors to this 

report are listed in appendix 4. A distribution list for this report is 

provided as appendix 5. If you have any questions, you may 

contact me at (202) 927-8782.

/s/

Cecilia K. Howland

Acting Director, Gulf Coast Restoration Audits
Appendix 1

Objective, Scope, and Methodology

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As part of our oversight of programs, projects, and activities 

authorized by the Resources and Ecosystems Sustainability, Tourist 

Opportunities, and Revived Economies of the Gulf Coast States Act 

of 2012 (RESTORE Act), we audited the Gulf Coast Ecosystem 

Restoration Council’s (Council) progress to establish the 

organizational infrastructure with the staff, operational policies and 

procedures, and information technology necessary for carrying out 

its responsibilities under the RESTORE Act. Our audit objective was 

to assess whether the Council is positioned to oversee the 

environmental and economic recovery of the Gulf Coast region. The 

Council’s grants management program was not within the scope of 

our audit as we are conducting a separate audit of that program.

We conducted our audit between November 2014 and November

2015, which included fieldwork at the Council’s offices in New 

Orleans, Louisiana. As part of our audit, we performed the 

following steps. 

 We reviewed applicable Federal laws, regulations and 

guidelines, including:

 RESTORE Act, July 6, 2012;

 Office of Management and Budget Circular A-123,

Management's Responsibility for Internal Control, 

December 21, 2004;

 U.S. Government Accountability Office’s (GAO),

Standards for Internal Control in the Federal 

Government, September 10, 2014;

 Chief Information Officers Council, Federal Shared 

Services Implementation Guide, April 16, 2013;

 RESTORE Act Spill Impact Component Planning 

Allocation, January 13, 2015;

 Office of Management and Budget, Uniform 

Administrative Requirements, Cost Principles, and 

Audit Requirements for Federal Awards,

December 26, 2013;

 Federal Information Security Modernization Act of 

2014;

 Federal Acquisition Regulation Volume I, March 2005 

edition;

 Digital Accountability and Transparency Act, May 9, 

2014 ;
Appendix 1

Objective, Scope, and Methodology

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 Office of Management and Budget, Office of Federal 

Procurement Policy, Interagency Acquisitions, 

June 2008; and

 GAO, Best Practices and Leading Practices in 

Information Technology Management

 We reviewed the Council’s website and key documents, 

including:

 Initial Comprehensive Plan, August 2013;

 Draft RESTORE Council's Financial Assistance 

Standard Terms and Conditions, March 30, 2015;

 Council’s Administrative Infrastructure and Staffing 

Action Plan Update; January 16, 2015, April 9, 2015, 

and August 31, 2015;

 Policies and procedures

o Council Standard Operating Procedures

o Department of the Treasury’s Administrative 

Resource Center Travel Guide/Council Travel 

Policy

o Council Charge Card Management Plan

o Council Purchase Card Guidelines

o Telework Plan for Council Staff

o Financial Internal Controls Policy;

 Employee Training Plan, April 9, 2015;

 Interagency Agreements and Memoranda of 

Understanding; 

 A non-statistical sample of the Executive Director's 

Reports to the Council from January 2014 to January 

2015;

 Grants System Performance Requirements Statement, 

August 14, 2014;

 Grants Management Working Group Questionnaire, 

February 27, 2014;

 Grant System Cost/Benefit Analysis, June 3, 2014;

 Comprehensive Plan Draft Funded Priorities List, 

August 13, 2015;

 Council Member Summary Notice of Application 

Process for Council-Selected Restoration Component 

Projects and Programs, May 4, 2015;

 Steering Committee Materials, August 13, 2014;

 Draft Procedures for Disclosure of Records Under the 
Appendix 1

Objective, Scope, and Methodology

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Freedom of Information Act and Privacy Act, provided 

on January 21, 2015; and

 Annual Report to Congress for fiscal years 2014 and 

2015.

 We interviewed key Council officials.

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 

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.
Appendix 2

Management Response

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Appendix 2

Management Response

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Appendix 2

Management Response

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Appendix 3

Background on RESTORE Act

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As of April 2016, the Gulf Coast Restoration Trust Fund (Trust 

Fund) had received approximately $816 million as a result of the 

government’s settlement with the Transocean defendants and 

$127 million as a result of its settlement with Anadarko Petroleum 

Corporation.

1

In July 2015, BP Exploration & Production Inc. 

agreed to settle with the Federal government and the Gulf Coast 

States. A U.S. District Judge from the Eastern District of Louisiana

approved the terms of the settlement on April 4, 2016, where BP 

Exploration & Production Inc. agreed to pay $20.8 billion. Of the 

$20.8 billion, $5.5 billion plus interest relates to civil and 

administrative penalties under the Federal Water Pollution Control 

Act (Clean Water Act); of that, $4.4 billion (80 percent) will be 

deposited into the Trust Fund over 15 years. 

The RESTORE Act allocates money in the Trust Fund to five 

components, as follows: (1) 35 percent will be made available to 

the Gulf Coast States in equal shares under the Direct Component;

(2) 30 percent plus 50 percent of interest earned on the Trust Fund 

will be made available for grants under the Council-Selected 

Restoration Component; (3) 30 percent will be made available for 

grants under the Spill Impact Component; (4) 2.5 percent plus 25 

percent of interest earned on the Trust Fund will be made available 

to the Science Program Component; and (5) 2.5 percent plus 25 

percent of interest earned on the Trust Fund will be made available 

to the Centers of Excellence Research Grants Program Component.

The Department of the Treasury’s Office of the Fiscal Assistant 

Secretary is responsible for administering the Direct Component 

and the Centers of Excellence Research Grants Program 

Component. The National Oceanic and Atmospheric Administration 

is responsible for administering the Science Program Component. 

The Council is responsible for administering the Council-Selected 

Restoration Component and the Spill Impact Component.

 

1 On February 19, 2013, the civil settlement between the Department of Justice and Transocean 

defendants (Transocean Deepwater Inc., Transocean Offshore Deepwater Drilling Inc., Transocean 

Holdings LLC, and Triton Asset Leasing GmbH) was approved. Among other things in the settlement, 

the Transocean defendants paid a $1 billion civil penalty plus interest. Of this amount, $800 million plus 

interest was deposited into the Trust Fund. On December 16, 2015, the civil settlement between the 

Department of Justice and Anadarko Petroleum Corporation was approved. Anadarko agreed to civil 

penalties of $159.5 million. Of this amount, approximately $127 million has been deposited into the 

Trust Fund.

 
Appendix 4

Major Contributors to this Report

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Deborah L. Harker, Assistant Inspector General for Audit

Marco T. Uribe, Auditor-in-Charge

Dionne L. Smith, Auditor

Jason E. Madden, Referencer

Brigit Larsen, Referencer
Appendix 5

Report Distribution

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Gulf Coast Ecosystem Restoration Council

Chairperson, Department of Agriculture

Department of the Army Council Designee

Department of Commerce Council Designee

Environmental Protection Agency Council Designee

Department of Homeland Security Council Member

Department of the Interior Council Designee

State of Alabama Council Designee

State of Florida Council Designee

State of Louisiana Council Designee

State of Mississippi Council Designee

State of Texas Council Designee

Executive Director

Department of the Treasury

Deputy Secretary

Under Secretary for Domestic Finance

Fiscal Assistant Secretary

Deputy Assistant Secretary, Fiscal Operations and Policy

Office of Management and Budget

OIG Budget Examiner
Treasury OIG Website

Access Treasury OIG reports and other information online: 

http://www.treasury.gov/about/organizational-structure/ig/Pages/default.aspx

Report Waste, Fraud, and Abuse

OIG Hotline for Treasury Programs and Operations – Call toll free: 1-800-359-3898

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Email: Hotline@oig.treas.gov

Submit a complaint using our online form: 

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