The IG heads the Office of the Inspector General (OIG) at his or her agency. OIG size varies by agency (see appendix).
• Provides policy direction for, and conducts, supervises and coordinates audits and investigations relating to the programs and operations of his or her department or agency
• Reviews existing and proposed legislation and regulations relating to programs and operations his or her agency and makes recommendations in the semiannual reports required by section 5 (a), concerning the impact of such legislation or regulations on the economy and efficiency in the administration of programs and operations administered or financed by the agency, or the prevention and detection of fraud and abuse in its programs and operations
• Recommends policies for, and conducts, supervises or coordinates other activities carried out or financed the agency for the purpose of promoting economy and efficiency in the administration of, or preventing and detecting fraud and abuse in, its programs and operations
• Recommends policies for, and conducts, supervises or coordinates relationships between his or her agency and other federal agencies, state and local governmental agencies, and nongovernmental entities with respect to all matters relating to the promotion of economy and efficiency in the administration of, or the prevention and detection of fraud and abuse in, programs and operations administered or financed by such establishment or the identification and prosecution of participants in such fraud or abuse
• Keeps the head of his or agency and the Congress fully and currently informed, by means of the reports required by section 5 and otherwise, concerning fraud and other serious problems, abuses and deficiencies relating to the administration of programs and operations administered or financed the agency to recommend corrective action concerning such problems, abuses and deficiencies, and to report on the progress made in implementing such corrective action
• Provides practicable, actionable recommendations to agencies on how to improve operations, and properly defines success.
• Highlights best practices and looks for leading practices being used in the government that can be adopted by the agency
• Serves as an ideal data source for agency leaders as they undertake enterprise risk-management, and promotes and supports strategic innovation
• Provides a long-term perspective on what has gone on in their agency given that they typically remain in place through presidential transitions and changes in agency leadership
• Can help alert new political appointees to the key risks and challenges facing their agencies