Department of Homeland Security
 

DHS’ Oversight of Interoperable Communications 


OIG-13-06 November 2012
 
OFFICE OF INSPECTOR GENERAL 

Department of Homeland Security 

Washington, DC 20528 / www.oig.dhs.gov 

November 2, 2012
 

MEMORANDUM FOR: The Honorable Rafael Borras 

Under Secretary for Management 

FROM: Charles K. Edwards 

Acting Inspector General 

SUBJECT: DHS' Oversight of Interoperable Communications 

Attached for your action is our final report, DHS' Oversight of Interoperable 

Communications. We incorporated the formal comments from the Departmental GAOOIG Liaison Office in the final report. 

The report contains two recommendations aimed at improving oversight of 

interoperable radio communications. Your office concurred with one of the 

recommendations. As prescribed by the Department of Homeland Security Directive 

077-01, Follow-Up and Resolutions for the Office of Inspector General Report 

Recommendations, within 90 days of the date of this memorandum, please provide our 

office with a written response that includes your (1) 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 status of the recommendation. Until your response is 

received and evaluated, the recommendations will be considered open and unresolved. 

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

second recommendation resolved. Once your office has fully implemented the 

recommendation, please submit a formal closeout letter to us within 30 days so that we 

may close the recommendation(s). 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 Inspector General Act, we are providing 

copies of our report to appropriate congressional committees with oversight and 

appropriation responsibility over the Department 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 Anne Richards, 

Assistant Inspector General for Audits, at (202) 254-4100. 

Attachment 
 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Table of Contents 

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

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

Results of Audit ................................................................................................................... 3 

DHS Interoperable Communications ............................................................................ 4 


Authority and Responsibility for Interoperability ......................................................... 6 


Conclusion ..................................................................................................................... 8 


Recommendations ........................................................................................................ 8 


Management Comments and OIG Analysis .................................................................. 8 


 


Appendices

 


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

DHS Department of Homeland Security 

GAO U.S Government Accountability Office 

JWPMO Joint Wireless Program Management Office 

MOA Memorandum of Agreement 

OIG Office of Inspector General 

S&T Science &Technology 
 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Executive Summary

The Department of Homeland Security (DHS) includes an amalgamation of organizations 

that work together to prevent and respond to terrorist attacks, natural disasters, and 

other threats. Such collaboration requires that components establish effective 

communication among external and internal partners during operations. DHS 

established an internal goal of developing interoperable radio communications and 

identified common channels, and its components invested about $430 million in 

equipment, infrastructure, and maintenance to meet communication requirements. We 

performed this audit to determine whether DHS’ oversight ensured achievement of 

Department-wide interoperable radio communications. 

DHS did not provide effective oversight to ensure that its components achieved 

Department-wide interoperable radio communications. It did not establish an effective 

governing structure that had the authority and responsibility to oversee its goal of 

achieving Department-wide interoperability. Without a governing structure, DHS had 

limited interoperability policies and procedures, and component personnel did not have 

interoperable radio communications. As a result, only 1 of 479 radio users tested could 

access and communicate using the specified common channel. Further, of the 382 

radios tested, only 20 percent (78) contained all the correct program settings for the 

common channel. Until DHS develops an effective governing structure and makes a 

concerted effort to attain Department-wide interoperability, overall progress will 

remain limited. 

We made two recommendations to improve DHS’ oversight of interoperable radio 

communications. DHS did not concur with the first recommendation and concurred 

with the second and is taking action to implement the recommendation. 

www.oig.dhs.gov 1 OIG-13-06 
 

 

 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Background 

The establishment of DHS in 2003 brought together the functions of 22 Federal 

departments and agencies. As a result, the Department today includes a network of 

organizations that work together to prevent and respond to terrorist attacks, natural 

disasters, and other threats. Such collaboration requires that components establish 

effective communication among external and internal partners during operations. DHS 

components perform daily operations to protect the United States from attack and 

illegal entry, enforce Federal immigration and customs laws, and respond to disasters. 

During their daily operations and emergency responses, component personnel depend 

on secure, reliable, and timely access to critical information to carry out their missions. 

DHS’ priority was to assist State and local first responders with attaining interoperable 

communications. DHS created policies, guidance, and templates to aid in achieving 

interoperability for first responders and provided assistance to State and local agencies. 

Since 2003, it has provided about $18.5 billion in Federal Homeland Security grants to 

State and local governments to improve emergency communications. These grants 

allowed State and local governments to enhance interoperability of their emergency 

response systems. According to the U.S. Government Accountability Office (GAO), these 

systems have improved, but full interoperability remains a distant goal. 1 During this 

same time, DHS components invested about $430 million in equipment, infrastructure, 

and resources to meet their communication needs. 

Radio systems allow personnel to receive or share information that is critical for 

operational awareness and personnel safety. DHS’ radio systems include handheld or 

mobile radios and supporting infrastructure and services, and serve about 123,000 radio 

field users. Figure 1 shows the approximate number of radio users for each component 

as of December 2011. 

1

 GAO-12-343, Emergency Communications —Various Challenges Likely to Slow Implementation of a Public 

Safety Broadband Network; February 2012 

www.oig.dhs.gov 2 OIG-13-06 
 

 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Figure 1: Approximate Number of Radio Users for Each Component, as of December 

2011 

50,000 

40,000 

30,000 

20,000 

10,000 

0 

45,000 

30,000 

20,000 

13,500 

5,100 5,000 4,000 

250 

CBP - Customs and Border Protection 

TSA – Transportation Security Administration 

USCG – United States Coast Guard 

ICE – Immigration and Customs and Enforcement 

USSS – United States Secret Service 

FPS – Federal Protective Service 

FEMA – Federal Emergency Management Agency 

FLETC – Federal Law Enforcement Training Center 

CBP TSA USCG ICE USSS FPS FEMA FLETC 

Source: DHS 

Interoperable Radio Communications 

DHS personnel require interoperability to communicate both with other DHS 

components and external partners, including Federal, State, and local entities. DHS 

established a goal that all components would be able to communicate using 

interoperable radio systems, and it planned to achieve that goal by establishing a 

common radio channel and purchasing standardized equipment. 

Results of Audit 

DHS did not provide effective oversight to ensure that its components achieved 

Department-wide interoperable communications. It established a goal for internal 

interoperability and established common radio channels. However, only 1 of 479 radio 

users we reviewed could access and communicate using the specified common channel. 

Further, of the 382 radios we tested, only 20 percent (78) contained all the correct 

program settings, including the name, for the common DHS channel. DHS did not 

establish an effective governing structure that had the authority and enforcement 

responsibility to oversee its goal of achieving Department-wide interoperability. Since it 

did not have an authoritative governing structure, DHS had limited interoperability 

policies and procedures, and the components did not inform radio users of the guidance 

that DHS developed. Internal interoperability was not a priority for DHS components, 

and they did not exploit opportunities to achieve Department-wide interoperable 

communications. As a result, DHS personnel do not have reliable interoperable 

communications for daily operations, planned events, and emergencies. 

www.oig.dhs.gov 3 OIG-13-06 
• 345 (72 percent) did not 

know about the channel. 

 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

DHS Interoperable Communications 

Radio Users 

Component personnel either did not know of or could not find the DHS common 

channel because the components did not effectively inform them of the correct 

channel. We selected 479 radio users to determine whether they could 

communicate using a common channel.2

 We examined interoperability in the 

simplest form—radio to radio using the specified common channel. Only one 

radio user could access and communicate across the channel. The remaining 

478 (99.8 percent) radio users were not aware of the channel (345), could not 

find it (118), or found a legacy common channel (15) that had been transferred 

from the Department of Treasury when DHS formed in 2003. Figure 2 shows the 

results of our analysis of radio users. 

Figure 2: Reasons Why Radio Users Could Not Communicate Using the 

Specified Common Channel 

• 118 (25 percent) knew 

of the channel, but 

could not find it in their 

radios. 

• 15 (3 percent) found a 

legacy common channel, 

but not the specified 

channel. 

Source: DHS OIG 

Radio Programming 

DHS did not exploit opportunities to achieve Department-wide interoperable 

communications. DHS’ National Interoperability Field Operations Guide 

identified 18 Federal interoperable channels and encouraged component 

personnel to program radios with the channels. We reviewed radio frequencies 

2

 DHS identified two channels for interoperability. We selected the channel that personnel could use 

without supporting infrastructure. 

www.oig.dhs.gov 4 OIG-13-06 
 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

to determine whether component personnel programmed the radios with both 

the DHS common channel and a Federal interoperable channel. 

Of the 479 radio users tested, we downloaded information from 382 of their 

radios. 3 We analyzed about 96,000 channels programmed into the radios to 

determine whether the components programmed specified information, 

including channel name and frequency. Our analysis showed that all of the 

radios were capable of interoperability; however, component personnel did not 

program a majority of radios with the correct interoperable channel settings. In 

some cases, component personnel did not program the frequencies into the 

radios. In other cases, component personnel programmed the correct 

frequency, but one or more program settings were not consistent with guidance. 

The following shows the results of our radio programming analysis of the 

interoperable channels. 

DHS Common Channel 

•	 205 (54 percent) did not contain the common frequency; 

•	 99 (26 percent) contained the common frequency; however, one or more of 

the program settings were not in accordance with the defined 

interoperability settings; and 

•	 78 (20 percent) contained all the correct program settings, including the 

name. 

Federal Interoperability Channel 

•	 111 (29 percent) did not contain the Federal frequency; 

•	 170 (45 percent) contained the Federal frequency; however, one or more of 

the program settings were not in accordance with the defined 

interoperability settings; and 

•	 101 (26 percent) contained all the correct program settings, including the 

name. 

Our analysis also showed that component personnel did not program channel 

names according to guidance or did not define channel names. For example, we 

identified 99 radios that contained the DHS common frequency and determined 

3

 We were unable to obtain information for 97 radios for various reasons, such as the fact that our 

software was unable to read the radios. 

www.oig.dhs.gov 5	 OIG-13-06 
 

 

 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

that the components used 23 name variations for the frequency. According to 

GAO, consistent naming conventions are necessary to achieve interoperability. 4 

GAO found little uniformity in the naming of radio channels used by first 

responders—this same requirement applies to internal DHS interoperability. 

Authority and Responsibility for Interoperability 

DHS Structure 

DHS did not establish an effective governing structure that had the authority and 

responsibility to oversee its goal of achieving Department-wide interoperability. 

According to the Office of Management and Budget, an effective governing 

structure includes clearly defined areas of responsibility, appropriately delegated 

authority, and a suitable hierarchy for reporting. DHS created working groups, 

committees, and offices to explore Department-wide communication issues, 

including interoperability. However, none had the authority to implement and 

enforce their recommendations. To manage radio communication issues, DHS— 

•	 In 2003, established the National Wireless Management Office to develop 

policies for Department-wide interoperability; 

•	 In 2006, transformed the National Wireless Management Office into the 

Wireless Services Branch, which established the Wireless Working Group to 

ensure that DHS-wide approaches to wireless communications were 

developed and implemented in an integrated manner; 

•	 In 2009, established the One DHS Emergency Communications Committee to 

coordinate Department-wide emergency communications; and 

•	 In 2011, directed the Executive Steering Committee to create the Joint 

Wireless Program Management Office (JWPMO) to coordinate wireless 

communication activities and develop solutions for new technology. 

The multiple management and organizational changes hindered DHS’ ability to 

provide effective oversight. Components independently developed and 

managed their own radio programs with no formal coordination from DHS. In 

October 2011, the One DHS Emergency Communications Committee prepared a 

Department-wide mission needs statement, which said that DHS radio users 

require interoperability to communicate with other DHS components and with 

4 GAO 09-604, Emergency Communications—Vulnerabilities Remain and Limited Collaboration and 

Monitoring Hamper Federal Effort, June 2009. 

www.oig.dhs.gov 6	 OIG-13-06 
 

 

 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Federal, State, local, and tribal entities. DHS’ Executive Steering Committee 

developed a draft charter to create the JWPMO. 

According to the JWPMO’s draft charter, the JWPMO will coordinate 

Department-wide radio activities and execute the One DHS Emergency 

Communications Committee’s strategies, plans, and policies. It will be composed 

of dedicated Department resources and, as appropriate, representatives from 

other Federal agencies. Each of the components will contribute resources in 

accordance with a Memorandum of Agreement (MOA). Components will tailor 

their own agreements that define their level of participation. At the time of our 

review, the components had not prepared their agreements. Effectively, the 

JWPMO has no authority to implement and enforce standardized policies and 

procedures to take advantage of interoperability opportunities. Figure 3 shows 

DHS’ current organizational structure. 

Figure 3: Current DHS Communications Structure 

One DHS Emergency 

Communications Committee:

Develops DHS strategy and 

policy for interoperability and 

emergency communications. 

Executive Steering

Committee and JWPMO:

Coordinate communication 

program activities. 

Components: Manage 

their communication 

programs.

Source: DHS 

Policies and Procedures 

Because it did not have an authoritative governing structure, DHS had limited 

policies and procedures related to interoperability. In March 2003, DHS issued 

Management Directive 4100, Wireless Management Office, which stated that the 

National Wireless Management Office would ensure interoperability for DHS 

www.oig.dhs.gov 7 OIG-13-06 
 

 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

components. However, it did not provide policy to components to standardize 

Department-wide radio activities. In 2009, the Wireless Working Group 

identified and recommended that the components use the common channels for 

seamless interoperable communications. In response, the Wireless Services 

Branch provided the components with specific instructions for programming 

radios, including channel names and frequency; however, the channels were not 

mandatory. As a result, the components did not inform their radio users of the 

common channels and did not program the radios consistent with the guidance. 

Conclusion

DHS did not provide effective oversight to ensure that its components achieved 

Department-wide interoperable radio communications. It did not establish an 

effective governing structure that had the authority and responsibility to oversee 

its goal of achieving Department-wide interoperability. Without an authoritative 

governing structure to oversee emergency communications, DHS had limited 

interoperability policies and procedures. As a result, personnel do not have 

interoperable communications that they can rely on during daily operations, 

planned events, and emergencies. 

Recommendations 

We recommend that the Under Secretary for Management: 

Recommendation #1:

Create a structure with the necessary authority to ensure that the components 

achieve interoperability. 

Recommendation #2:

Develop and disseminate policies and procedures to standardize Departmentwide radio activities, including program settings such as naming conventions to 

ensure interoperability. 

Management Comments and OIG Analysis 

We obtained written comments on the draft report from DHS’ Departmental 

GAO-OIG Liaison Office. We reviewed the comments and, where appropriate, 

made changes to the report. According to its response to the draft report, DHS 

did not concur with recommendation #1 and concurred with recommendation 

www.oig.dhs.gov 8 OIG-13-06 
 

 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

#2. We included a copy of the management comments in their entirety in 

appendix B. The following is an evaluation of DHS’ official response. 

Management Comments to Recommendation #1 

DHS did not concur with the recommendation and stated that its existing 

structure has the necessary authority to ensure the components achieve 

interoperability. 

OIG Analysis: In its response, the Department acknowledged it encountered 

challenges in achieving Department-wide interoperable communication goals in 

the past, and states it since learned from the weaknesses of the initial 

management efforts. The Department created the JWPMO to coordinate 

Department-wide radio activities, but based on our review, the JWPMO does not 

have the necessary authority to ensure the components achieve interoperability. 

The Department designed JWPMO around the concept of voluntary membership 

through MOAs that allow the components to tailor the agreements and define 

their level of participation with the JWPMO. The structure, based upon 

cooperation and not authority, is the same management approach that proved 

ineffective in the past and the use of MOAs will continue to hinder DHS’ ability to 

achieve interoperable communications. Without the proper authority, the 

Department has a high probability of repeating past mistakes. We consider the 

recommendation unresolved and open. 

Management Comments to Recommendation #2

DHS concurred with the recommendation and acknowledged the need to 

develop and disseminate policies and procedures to drive and standardize 

Department-wide communications interoperability activities. According to its 

response, DHS stated that it will develop a Departmental interoperability plan 

and disseminate policies and procedures to standardize Department-wide radio 

activities, including program settings, such as naming conventions to ensure 

interoperability. 

OIG analysis: We consider DHS’ actions as responsive and consider the 

recommendation resolved. However, it will remain open until DHS provides a 

copy of the Departmental interoperability plan and its policy and procedures to 

standardize department-wide radio activities. 

www.oig.dhs.gov 9 OIG-13-06 
 

 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. 

This report provides the results of our work to determine whether DHS’ oversight 

ensured Department-wide interoperable radio communications. To achieve our 

objectives, we— 

•	 Interviewed DHS officials and component personnel from U.S. Customs and Border 

Protection, U.S. Immigration and Customs Enforcement, the Transportation Security 

Administration, the U.S. Secret Service, the Federal Emergency Management 

Agency, the Federal Protective Service, the Federal Law Enforcement Training 

Center, and the U.S. Coast Guard; 

•	 Conducted site visits in Houston, TX; Chicago, IL; Los Angeles and San Diego, CA; and 

New York, NY; 

•	 Reviewed policies and procedures related to radio interoperability; 

•	 Conducted tests of 479 radio users to determine whether they could communicate 

on the designated interoperable radio channels; 

•	 Analyzed data for 382 radios to determine whether the component personnel 

programmed the radios with interoperable radio channels; and 

•	 Assessed the reliability and validity of radio frequency data. 

We conducted this performance audit between March 2011 and March 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. 

www.oig.dhs.gov 10	 OIG-13-06 
 

 

OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Appendix B 

Management Comments to the Draft Report 

;-a , t.!oj . tkpanm ltnl or I l 0nlll!l.nd SH urlt) 

W. hi"ll , I>C 20 28 

Homeland ~.. Security 

MEMORANDUM FOR: Charles K. Edwards 

Acting Inspector Gene~l _ l~~ 

FROM: J im 1-1 . Crumpuckcr ~ ~(""" 

Director, Departmental GAO-O IG l.iaison Office 

SUBJECT: Draft Report OlG-I \-057, "DHS' Oversight of 

Interoperable Communications" 

Thank you for the opportunity to review and comment on this draft report. The U.S, Department of 

lIomeland Security (Ol-IS) apprec ia tes the Office of InspccLor General's (DIG's) work in planning and 

conducting its review and issuing this report. 

The Secretary and Deputy Secretary made a priority of advanci ng interoperable emergency 

communications and somc significant strides have been made since the establishment of the 

Department in 2003. The Department upprL'Ciates DIG's recognition Ihut DI-IS has created policics, 

guidance, llnd tCI'llplotes to aid in achieving interopernbility for first responde rs and providcd 

assistance to state and local agencies. As also noted, the Department has provided about 

$18.5 billion in Fedcrul Homeland Security grants to state and local governments, which have 

allowed them to enlmncc the interopcrability of their emergency response systems. 

While significant progress has been made in assisting OIlS's external pon.ncrs in attaining 

interoperable communications, the Department acknowlcdges it has had some challenges in 

achieving Department~w de interoperable communications goals. The Department learned from the 

weaknesses ofthe initial management efforts and believes that it has established a governing 

structure empowered with the authority and responsibilities to ensure the goals are achieved. 

Specifically, in 2009, the OneDHS Emergency Communications Comminee (OneDHS EC) was 

established and de legated the authority to develop DI-IS policy and strategy for interoperability and 

emergency communications. In addition to the formation ofOneDHS Ee, the DHS Tactical 

Communications Network (TACNET) Executive Steering Committee (ESC) was established to 

provide efTective governance, oversight. and guidance to the TACNET program and related 

initiatives. The ESC charter specifies that it has the authority to oversee all aspects o f the execution 

of the TACNET program, The ESC also created the charter for the DHS Joint Wireless Program 

Management Office (JWI'MO), which was finalized on April 6. 2012. 

Under the new charter, the JWPMO ~ authoriz:ed to deliver the joint next generation tactical 

communications capabilities and resources to the operators across the Depnrllllcnl. Specifically, the 

JWPMO plans, develops. and implements the DHS enterprise-level next gcneration tac ti cal wireless 

communic;)tions solutions that deliver voice, d3ta, video, und mobile broadband applications to 

mission-critical users. The JWPMO is led by an Executivc Director who reports directly to the DIIS 

CIO and has delegated responsibility and accountabil ity for the execution of JWPMO programs, 

projects, and enterprise services, Its membership is composed o fdcdicntcd resources nnd 

represenl3lives from across DI-IS and, ti S tlppropriute. representatives from other federnl agellcies, 

The slukeholdcr organizations contribute resources in accordnnce with an organizationally specific 

www.oig.dhs.gov 11 OIG-13-06 
 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Memorandum of Agreement (MOA). Allhough all the Component MOAs have not been prepared. 

the requisite structure has been established with the authority to execute DHS's wireless 

communications solutions. 

The draft report contained two recommendations. The Department non-concurs with the first and 

concurs with the second. Specifically, OIG recommended that the Under Secretary for Management 

(USM); 

Recommendation 1: Create a structure with the necessary authority to ensure that the components 

achieve interoperability. 

DHS Response: Non-concur. DHS believes that it has already established a structure with the 

necessary authority to ensure that the Components achieve interoperability. DHS agrees to finalize 

and more effectively leverage the existing structure by completing the MOAs from each stakeholder 

and working through the JWPMO membership to implement and enforce the standardized policies 

and procedures for taking advantage of interoperability opportunities. 

Recommendation 2: Develop and disseminate policies and procedures to standardize Departmentwide radio activities, including program settings such as naming conventions to ensure 

interoperability. 

DHS Response: Concur. The USM agrees with the ongoing need for development and 

dissemination of policies and procedures to drive and standardize Department-wide communications 

interoperabilityactivities. The USM has directed the One DHS EC and the JWPMO to develop the 

departmental interoperability plan. Additionally, the One DHS EC and the JWPMO will develop 

and disseminate policies and procedures to standardize Department-wide radio activities, including 

program settings, such as naming conventions to ensure interoperability. 

Again, thank you for the opportunity to review and comment on this draft report. Technical 

comments were previously provided under separate cover. Please feel free to contact me if you have 

any questions. We look forward to working with you in the future. 

www.oig.dhs.gov 12 OIG-13-06 
 

 OFFICE OF INSPECTOR GENERAL 

 Department of Homeland Security 

Appendix C 

Major Contributors to This Report 

Linda Howard, Director 

Sean Pettersen, Audit Manager 

Edwin Soto, Auditor-in-Charge 

Lindsey Koch, Auditor 

Amy Rabinoff, Program Analyst 

Peter Christopher, Program Analyst 

Priscilla Cast, Program Analyst 

Thomas Hamlin, Program Analyst 

Kevin Dolloson, Communication Analyst 

www.oig.dhs.gov 13 OIG-13-06 
 

 

 

 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 

Acting Chief Privacy Officer 

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-13-06 
 

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at: @dhsoig. 

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