Department of Homeland Security
 

FEMA Can Improve Its Purchase Controls at 

Joint Field Offices 

OIG-13-77 April 2013
 
OFFICF. OF INSPF.CTOR GENERAL 

Department ofHome1and Security 

W03hin,ton, DC 20521 i " ........ i. .dh>. y 

APR 1 0 2013 

MEMORANDUM FOR: Elizabeth A. Zimmerman 

, Response and Recovery 

Agency 

FROM: 

Inspector 

SUBJECT: FEMA Can Improve Its Purchase Controls at Joint Field 

Offices 

DIG Project No. 12-113,EMO-FEMA 

Attached for your action is our final report, FEMA Can Improve Its Purchase Can trois at 

Jaint Field Offices. We incorporated the formal comments from the Federal Emergency 

Management Agency (FEMA) in the final report. 

The report cootaio5 two recommendations aimed at improving purchasing controls at 

FEMA Joint Field Offices. Your office concurred with these recommendations. A5 

prescribed by the Department of Homeland Security Directive 077-01, Follow-Up and 

Resolutions for Office of Inspector Generill Report Recommendations, within 90 days of 

the date of this memorandum, please provide our office with a written response that 

includes your (I) agreement or disagreement, (2) corrective action plan, and (3) target 

completion date for each recommendation. Also, please include responsible parties and 

any other supporting documentation necessary to inform us about the current statu5 of 

the recommendation. Until your response is received and evaluated, the 

recommendations will be coo5idered open and unresolved. 

Bil5ed on information provided in your response to the draft report, we consider the 

recommendations resolved. Once your office has fully implemented the 

recommendations, please submit a formal claseout letter to us within 30 day5 so that 

we may dose the recommendations. The memorandum should be accompanied by 

evidence of completion of agreed-upon corrective actions and of the disposition of any 

monetary amounts. 

Consistent with our responsibility under the Inspectar Generol Act, we are providing 

copie§ of our report to appropriate congressional committees with oversight and 

appropriation responsibility over the Depilrtment of Homeland Security. We will post 

the report on our website for public dissemination. 
Please call me with any questions, or your staff may contact John Kelly, Deputy Assistant 

Inspector General, Office of Emergency Oversight, at (202) 254-4100. 

Attachment 
 

 

 

 

 

 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Table of Contents 

Executive Summary ............................................................................................................. 1 

Background ........................................................................................................................ 2 

Results of Audit ................................................................................................................... 5 

FEMA Needs To Improve Its Property Internal Controls at JFOs ............................ 5 

Strategic Sourcing ................................................................................................... 5 

Recommendation .................................................................................................... 7 

Acquisition Management ........................................................................................ 7 

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

Management Comments and OIG Analysis ............................................................ 9 

Appendixes 

Appendix A: Objectives, Scope, and Methodology ............................................ 10 

Appendix B: Management Comments to the Draft Report ............................... 11 

Appendix C: Major Contributors to This Report ................................................ 13 

Appendix D: Report Distribution ........................................................................ 14 

Abbreviations 

BPA blanket purchase agreement 

DHS Department of Homeland Security 

DISC Disaster Information Systems Clearinghouse 

FEMA Federal Emergency Management Agency 

IAA interagency agreement 

JFO Joint Field Office 

OIG Office of Inspector General 

OMB Office of Management and Budget 
 

 

 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Executive Summary 

In 2011, State Governors praised the Federal Emergency Management Agency (FEMA) 

for the Federal response to Hurricane/Tropical Storm Irene. FEMA won high marks for 

providing support for recovery to localities along the Atlantic seaboard from Puerto Rico 

to Maine. Notwithstanding the compliments from the recipient States for the support 

provided, FEMA has the opportunity going forward to take advantage of substantial cost 

savings and improve internal controls over consumable materials purchased by the 

temporary field offices that support response and recovery efforts. 

At the time of our fieldwork, the field offices were no longer operating under 

emergency conditions, but instead had settled into the routine of providing crucial, 

although not urgent, support to the ongoing recovery efforts. The nature of the 

operations we witnessed was not life-sustaining, but rather involved the important role 

of helping communities return to normalcy. Because of the predictable nature of the 

need for consumable materials, FEMA can take advantage of planned, cost-effective 

acquisitions during recovery operations. The rhythm of operations at the field offices 

would also allow for adequate asset oversight and improved acquisition management. 

FEMA could have saved more than $1 million by better leveraging the Federal 

Government’s buying power through consolidation of requirements, especially for 

commonly purchased goods such as office supplies. Furthermore, the disaster purchase 

card transactions were carried out without sufficient oversight, as required by Federal 

regulations. Increasing management oversight of the acquisition process may eliminate 

some unnecessary purchases. 

This report focuses on conditions at temporary field sites at the time of our visits in 

2011 and 2012, and contains two recommendations to assist FEMA in its management 

and oversight of response and recovery operations. 

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Background

As shown in figure 1 and table 1, Hurricane Irene developed in the Atlantic Ocean and 

made landfall in Puerto Rico in August 2011, then headed to the U.S. mainland, where it 

struck several southern and mid-Atlantic States before eventually being downgraded to 

a tropical storm as it proceeded through New England during September. 

Figure 1. Storm Track, Hurricane Irene

Source: National Oceanic and Atmospheric Administration, U.S. Department of Commerce.
 

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Table 1. Storm’s Progression and Irene Disaster Declarations 

2011 Date Location Designation 

Aug. 27 Puerto Rico Hurricane Irene 

Aug. 31 North Carolina Hurricane Irene 

Sept. 3 Virginia Hurricane Irene 

Sept. 28 District of Columbia Hurricane Irene 

Sept. 16 Maryland Hurricane Irene 

Sept. 30 Delaware Hurricane Irene 

Sept. 3 Pennsylvania Hurricane Irene 

Aug. 31 New Jersey Hurricane Irene 

Aug. 31 New York Hurricane Irene 

Sept. 1 Connecticut Tropical Storm 

Sept. 3 Rhode Island Tropical Storm 

Sept. 3 Massachusetts Tropical Storm 

Sept. 1 Vermont Tropical Storm 

Sept. 3 New Hampshire Tropical Storm 

Sept. 13 Maine Tropical Storm 

Source: Office of Inspector General, based on FEMA data.

To coordinate the Federal, State, tribal, and local governments’ response and recovery 

activities related to Irene, FEMA established temporary Joint Field Offices (JFOs) in each 

of the affected locations.1

 The Office of Inspector General (OIG) visited many of the 

JFOs to provide monitoring and oversight of the expenditure of public funds. 

Based on our fieldwork, we identified a number of issues that warranted further 

examination. This report is one in a series that focuses on one of those issues: FEMA’s 

acquisition of materials, such as office supplies and other consumables, needed to 

manage response and recovery operations at the JFOs. At the time of our fieldwork, the 

field offices were no longer operating under emergency conditions, but instead had 

settled into the routine of providing crucial, although not urgent, support to the ongoing 

recovery efforts. The nature of the operations we witnessed was not life-sustaining, but 

rather involved the important role of helping communities return to normalcy. 

This report does not focus on life-saving commodities, nor more durable equipment 

such as laptop computers, modems, printers, workstations, and other office equipment 

needed to set up a JFO. We addressed life-saving commodities such as water, meals, 

1

 The JFO is a temporary coordination center established locally to facilitate field-level incident 

management activities; it provides a central location for coordinating Federal, State, local, tribal, 

nongovernmental, and private-sector organizations with primary responsibility for activities associated 

with threat response and incident support.

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

cots, tarps, and blankets intended to sustain life and prevent further property damage 

during a disaster in an earlier report, FEMA’s Sourcing for Disaster Response Goods and 

Services (OIG-09-96, August 2009). FEMA stores durable equipment centrally at its 

Disaster Information Systems Clearinghouse (DISC) and deploys it when FEMA 

establishes a JFO shortly after a Presidential disaster declaration. FEMA procedures call 

for the durable equipment to be returned to the DISC after the JFO closes. 

Acquisition of Material for the JFO 

As of January 2012, FEMA had spent about $6 million at the JFOs established for 

Hurricane/Tropical Storm Irene for consumable items such as office supplies, paper, ink, 

and toner cartridges. The procurement vehicles available to the JFOs include 

Government purchase cards, blanket purchase agreements (BPAs), interagency 

agreements (IAAs), and acquisition contracts. These procurement vehicles are 

described below. 

Government Purchase Card – A centrally billed charge card used to pay for 

goods and services in support of official Government business. In addition to the 

standard purchase card for regular operations, FEMA uses a disaster purchase 

card that is linked to specific funds, and used extensively at JFOs for disasterrelated purchases. Government purchase cards can be used as an acquisition 

and payment vehicle if the amount of the acquisition is less than the micropurchase threshold (generally $3,000) and simply as a payment vehicle for 

acquisitions that cost more than the micro-purchase threshold. 

Blanket Purchase Agreement (BPA) – A simplified method of filling anticipated 

repetitive needs for supplies or services by establishing charge accounts with 

qualified sources. 

Interagency Agreement (IAA) – An agreement negotiated with other Federal 

agencies to provide common supplies and commodities used at a disaster site. 

Acquisition Contracts – Government-wide acquisition contracts are established 

by one Federal agency and may be used by another. Such contracts offer many 

different supplies and services that may be useful in a disaster response or 

recovery effort. 

FEMA encourages the use of purchase cards for acquisitions not exceeding $3,000 as a 

flexible way of obtaining commercial goods and services through over-the-counter, 

telephone, and catalog purchases. However, the purchase card can also be used to pay 

for goods and services that are offered under BPAs. FEMA said that it makes most of its 

www.oig.dhs.gov 4 OIG-13-77
 
 

 

 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

commercial acquisitions with a purchase card. However, FEMA did not know whether 

any of the purchase card acquisitions were for items ordered on BPAs. 

BPAs are intended to be used for filling anticipated or repetitive needs for supplies and 

services by establishing charge accounts with prequalified vendor sources. The 

advantage of a BPA is that it allows for the acceleration of a competitive order, and a 

lower price can be negotiated. Discounts often are not applied to purchase card 

transactions. 

Results of Audit 

FEMA performed property management functions appropriately following 

Hurricane/Tropical Storm Irene, with certain exceptions that are the subject of this 

report. Specifically, FEMA did not have adequate internal controls over the acquisition 

process, which resulted in insufficient program oversight, the purchase of unnecessary 

items, and missed opportunities for cost savings. Some of the conditions might have 

been avoided if FEMA had implemented corrective actions that we previously identified. 

FEMA Needs To Improve Its Property Internal Controls at JFOs 

Notwithstanding the provisions of OMB [Office of Management and Budget] 

Circular A-123, which requires Federal agencies to improve the accountability

and effectiveness of publicly funded programs by establishing internal controls, 

FEMA did not have adequate internal controls at its JFOs following Hurricane 

Irene, even though several weeks had elapsed since the event and support 

operations were becoming routine. At the time of our fieldwork, the JFOs were 

not operating under emergency conditions. Areas in which FEMA did not have 

adequate controls included strategic sourcing and acquisition management. 

Strategic Sourcing 

Strategic sourcing is the process by which a Government agency analyzes the 

way it spends money through contracts, BPAs, IAAs, and purchase cards in order 

to leverage purchasing power by taking advantage of available discounts on 

commonly purchased goods and services. OMB Circular A-123, Appendix B, 

requires agencies to analyze their spending data to determine when sufficient 

quantities of like items are being procured, and evaluate how to leverage the 

Government’s buying power through consolidation of requirements. 

www.oig.dhs.gov 5 OIG-13-77
 
 

 

 

 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

The Government purchase card program provides an efficient, low-cost 

procurement and payment method to acquire goods and services, and it is the 

preferred method to purchase and to pay for micro-purchases of $3,000 or less. 

Despite the streamlined benefits associated with the use of the purchase card, 

other procurement methods, such as the BPA, can provide substantial cost 

savings. FEMA guidance specifies that BPAs should be used for repetitively 

purchased supplies or services.2 In fact, OMB best practices to ensure effective 

strategic sourcing for Government purchase cards recommend that agencies 

identify high-volume, commonly used supplies (such as office supplies); focus on 

awarding BPAs; and develop other strategies to improve the value of taxpayer 

dollars. 

The Robert T. Stafford Disaster Relief and Emergency Assistance Act section 

307(a)(1) states that “preference shall be given, to the extent feasible and

practicable, to those organizations, firms, and individuals residing or doing 

business primarily in the area affected by such major disaster or emergency,” 

and FEMA has made a great effort to maximize the use of local businesses for 

purchase card purchases. However, FEMA management told us that BPAs could 

also be used to meet local purchasing requirements, since it takes only 2 hours 

to set up a BPA. In addition, many of the companies that have existing BPAs 

operate in the communities affected by Hurricane/Tropical Storm Irene. 

Despite the variety of acquisition vehicles, FEMA relied on the disaster purchase 

card for more than $6 million in transactions, and therefore did not take 

advantage of the cost savings available through strategic sourcing. Only one of 

the Hurricane Irene JFOs at the time of our fieldwork used OMB’s recommended 

best practices. According to FEMA, the other JFOs did not practice strategic 

sourcing. We raised similar concerns in an earlier report, FEMA’s Sourcing for 

Disaster Response Goods and Services (OIG-09-96), which pointed out that 

despite generally successful delivery of disaster-related goods and services, 

ineffectiveness and waste occurred. FEMA concurred with the report’s findings, 

but has yet to implement the recommended corrective actions.

Because the FEMA purchase card transaction data were recorded by vendor 

billing address, which often was a remotely located site, we were unable to 

accurately segregate the amounts by JFO. Nevertheless, using the dollar total of 

purchase card transactions from all JFOs, and the Department of Homeland 

Security (DHS) guidance that indicates the Government can save about 19 percent 

of the total purchase price of supplies and services through discounts that are 

2

 The FEMA Disaster Contracting Desk Guide (v. 23).

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

available with BPAs, we estimate that FEMA could have saved about $1.1 million 

if it had used strategic sourcing strategies at the JFOs following Hurricane Irene.

Conclusion

FEMA did not take advantage of cost savings available through strategic sourcing 

at JFOs, especially when making repeat purchases. FEMA should have estimated 

the need for common, repetitively used items such as paper and toner 

cartridges, and obtained them at discounted prices. 

Recommendation

We recommend that the Federal Emergency Management Agency Chief 

Procurement Officer: 

Recommendation #1: Effectively communicate Federal Emergency 

Management Agency strategic sourcing guidance to acquisition staff at 

headquarters and in the field, including Joint Field Offices as they are 

established. 

Acquisition Management 

Because FEMA had not implemented a required electronic tracking system for 

purchase card transactions, it was unable to exercise sufficient oversight of 

acquisitions at the JFOs. Although the DHS Acquisitions Guide requires that 

agencies maintain an electronic record-keeping system for purchase card 

transactions, such a system did not exist at the time of our fieldwork. Rather, 

FEMA staff said that they used a paper-based alternative that was cumbersome 

and provided little oversight. We previously reported that FEMA’s existing 

information technology systems, for a number of functions, do not support 

disaster response activities effectively.3

Nevertheless, JFO staff in New York and Puerto Rico took the initiative to 

implement acquisition tracking systems for managing purchase card records, 

thus providing a level of oversight for JFO, FEMA management, and OIG staff. 

The continually updated database at those two JFOs contained a list of products 

and services ordered by staff, in order to avoid redundant purchases and aid 

3 Federal Emergency Management Agency Faces Challenges in Modernizing Information Technology 

(OIG-11-69), April 2011; and FEMA’s Process for Tracking Public Assistance Insurance Requirements

(OIG-12-18), December 2011

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Department of Homeland Security 

decision makers. Although the system required significant time and effort 

because FEMA’s various ordering systems were not integrated, the database was 

accessible online and allowed review of transactions in detail. An agency-wide 

tracking system, if implemented correctly, would be more user-friendly and 

would allow greater visibility. 

The remaining JFOs did not use an automated tracking system. At those

locations, neither FEMA nor our auditors were able to review all requisitions, 

receipts, and supporting documentation. Although we had access to some of the 

paper-based records, those records did not always contain the documents 

necessary to determine whether FEMA actually received all the items ordered, 

or tracked all accountable property. We also determined that FEMA did not 

maintain some of the acquisition documents centrally. Rather, some FEMA 

temporary disaster assistance employees kept the purchase card receipts and 

other records at their homes. According to FEMA guidance, there is no 

requirement to maintain historical records of consumable property. 

Based on our limited review of transactions at one of the locations with a 

tracking system, we identified the acquisition of a number of potentially 

inappropriate items such as iPad accessories, a high-end car stereo global 

positioning system, snow blowers that were never needed, and golf carts rented 

exclusively to shuttle JFO workers to and from their cars in the parking lot. FEMA 

purchase card holders acquired those items before our visit, and the JFO 

Comptroller said that he would never have approved “such wasteful spending.”

Although the cost of the items that we identified in our limited review totaled 

less than $10,000, similar acquisitions may have occurred at the other JFOs. 

Without an automatic tracking system in place, management cannot adequately 

monitor such activity. 

Conclusion

FEMA has not implemented a required electronic tracking system for purchase 

card transactions at JFOs. Because of the need for a focused approach to 

acquisition tracking, oversight requirements are not met, internal control 

processes are not in place, and FEMA risks wasteful or fraudulent transactions

going undetected. 

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Recommendation

We recommend that the Federal Emergency Management Administrator: 

Recommendation #2: Implement an agency-wide electronic tracking 

system for JFO acquisitions, accessible on the FEMA headquarters Intranet.

Management Comments and OIG Analysis

FEMA concurred with recommendation 1. FEMA stated that it has taken steps 

toward providing updated copies of the Guide to Utilizing DHS Strategically 

Sourced Contracts, providing updated information on DHS strategically sourced 

contracts, and conducting strategic source training to Acquisition staff. We 

concur with these actions and will determine the status of these 

recommendations once we receive the detailed corrective action plan in FEMA’s 

90 day letter. 

FEMA concurred with recommendation 2. FEMA stated that it will be moving 

toward implementing PaymentNet, a new FEMA-wide electronic tracking system 

for JFO acquisitions. We concur with these actions and will determine the status 

of these recommendations once we receive the detailed corrective action plan in 

FEMA’s 90 day letter. 

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Appendix A 

Objectives, Scope, and Methodology 

The Department of Homeland Security (DHS) Office of Inspector General (OIG) was 

established by the Homeland Security Act of 2002 (Public Law 107-296) by amendment 

to the Inspector General Act of 1978. This is one of a series of audit, inspection, and 

special reports prepared as part of our oversight responsibilities to promote economy, 

efficiency, and effectiveness within the Department. 

The objective of this audit was to determine the extent to which FEMA’s JFOs are 

managing the acquisition of assigned property. We interviewed officials at JFOs, FEMA 

headquarters, and regional offices, where we observed operations and discussed issues 

concerning property management. We also performed a forensic analysis on FEMA 

systems to measure the degree of program performance, as well as the validity and 

reliability of the computer-generated data. We researched Federal laws, regulations, 

policies, guidance, and other information related to the subject matter. 

We conducted this performance audit between June and December 2012, pursuant to 

the Inspector General Act of 1978, as amended, and according to 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 upon our audit objectives. We believe that the evidence 

obtained provides a reasonable basis for our findings and conclusions based upon our 

audit objectives.

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OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

 

Appendix B 

Management Comments to the Draft Report 

u.s. I) rlm t of I lomdand S«urit)· 

Washington. DC 20472 

FEB 2 0 2013 

MEMORANDUM FOR: D. Michael Beard 

Assistant Inspector General 

Office of Emergency Management Oversight 

Department of Homeland Security 

FROM: D,,;d J. Kaufman ~I(I ~ . ., Associate Administnuor ror r) 

Policy. Program Analysis an International Affairs 

SUBJECT: "FEMA CCII/lmprove lis Purchase Comrols at Joint Field Offices" -

For Official Use Gnly 

OIG Project No.: Il-113-EMO-FEMA 

Th is memorandum serves as the Federal Emergency Management Agency's (FEMA) offici al written 

response to the Office o rlnspeclor Gencral"s (OIG): DRAFT REPORT: "FEA1A Con Improve Irs 

Purchase Controls (It Joil1l Field Offices" - For Official Use Only - OIG Project No.: I l-113-EA/OFEMA. We greatly appreciate the opportunity to provide these written comments on the draft report 

and specific responses to each recommendation. The rollowing arc our responses to the 

recommendations for implementation: 

OIG Recommendation 1: We rccommend that the Federal Emergenc), Management Agenc), Chie f 

Procurement Officer communicate Federal Emergency Managcment Agency strategic sourcing 

guidance to acqu isition stalT al headquarters and in the fie ld, including Joint Field Offices as they are 

established. 

FEMA Response: Co ncur. To prcpare thc Contracting Officers for purchasing for disasters. 

FEMA's Strategic Sourcing Team provides outreach to the Acqu isition community (Contracting 

Officers, Contract Specia lists. Contracting Offi cer Representatives. and Program Managers) by 

providing them with the most recent ··Guide to Utilizing DHS Strategically Sourced Contracts". This 

guide serves as a resource to purchase goods and services duri ng times of disasters. 

In addition, communication is disseminated to the Acquisition community when DHS has 

implemented a new stratcgically sourced contract. Lastly. both the DHS and FEMA Strategic 

ourcing intranet sites are updated with the latest infonnation regard ing the usc and availability orall 

DHS Strategically Sourced contracts. 

www.oig.dhs.gov 11 OIG-13-77
 
 O

 

DHS periodically provides training to users to ensure their understanding of how to purchase goods 

and services from strategically sourced contracts. Training for the pun:hase of office supplies was 

conducted December, 2012. FEMA and DHS will conduct more of these trainings and workshops in 

the upcoming future. 

OIG Recommendation 2: We recommend that the Federal Emergency Management Agenc)' Chief 

Procurement Officer implement an agency·wide electronic tracking system for JFO acquisitions, 

accessible on the FEMA headquarters Intranet. 

FEMA Response: Concur. FEMA had utilized the Credit Card Transaction Management System. 

However, this system is now defunct. In March 2013, FEMA will be transferring to the use of an 

electronic system named "PaymentNet". Currently, there is an ongoing effort to develop a training 

course on the use of "PaymentNet" for Purchase card holders and Approving officials. 

Thank you for the work that you and your team did to better infonn us throughout this audit. The 

Acquisition Policy and Legislation Division, and its Acquisition Policy Oversight Branch, have made 

recent, efficient, and diligent efforts toward closing these two (2) specific, open recommendations. 

We look forward to OIG's final report. Please direct any questions regarding this response to Gary 

McKeon, FEMA's Branch Chief Audit Liaison Office, at 202·646·1308. 

2 

FFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

 

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Appendix C 

Major Contributors to This Report 

Kaye McTighe, Director 

Nigel Gardner, Audit Manager 

Nathaniel Nicholson, Auditor 

John Meenan, Program Analyst

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 OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Appendix D 

Report Distribution 

Department of Homeland Security

Secretary 

Deputy Secretary 

Chief of Staff 

Deputy Chief of Staff

General Counsel 

Executive Secretary 

Director, GAO/OIG Liaison Office 

Assistant Secretary for Office of Policy 

Assistant Secretary for Office of Public Affairs

Assistant Secretary for Office of Legislative Affairs 

DHS FEMA Liaison 

Acting Chief Privacy Officer 

Federal Emergency Management Agency

Chief of Staff 

Chief Financial Officer 

Chief Counsel

Associate Administrator for Policy and Program Analysis

Director, Program Analysis and Evaluation Division

Audit Liaison 

Office of Management and Budget

Chief, Homeland Security Branch

DHS OIG Budget Examiner

Congress

Congressional Oversight and Appropriations Committees, as appropriate 

www.oig.dhs.gov 14 OIG-13-77
 
 

ADDITIONAL INFORMATION AND COPIES 

To obtain additional copies of this document, please call us at (202) 254-4100, fax your 

request to (202) 254-4305, or e-mail your request to our Office of Inspector General 

(OIG) Office of Public Affairs at: DHS-OIG.OfficePublicAffairs@oig.dhs.gov. 

For additional information, visit our website at: www.oig.dhs.gov, or follow us on Twitter 

at: @dhsoig. 

OIG HOTLINE 

To expedite the reporting of alleged fraud, waste, abuse or mismanagement, or any 

other kinds of criminal or noncriminal misconduct relative to Department of Homeland 

Security (DHS) programs and operations, please visit our website at www.oig.dhs.gov 

and click on the red tab titled "Hotline" to report. You will be directed to complete and 

submit an automated DHS OIG Investigative Referral Submission Form. Submission 

through our website ensures that your complaint will be promptly received and 

reviewed by DHS OIG. 

Should you be unable to access our website, you may submit your complaint in writing 

to: DHS Office of Inspector General, Attention: Office of Investigations Hotline, 245 

Murray Drive, SW, Building 410/Mail Stop 2600, Washington, DC, 20528; or you may 

call 1 (800) 323-8603; or fax it directly to us at (202) 254-4297. 

The OIG seeks to protect the identity of each writer and caller.