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10-008
Long-standing Weaknesses in Department of State’s Oversight of DynCorp Contract for Support of the Iraqi Police Training Program
2,548 KB
January 25, 2010
The Department of State (DoS) Bureau of International Narcotics and Law Enforcement Affairs (INL) contract with DynCorp International includes task orders to support DoD’s Iraqi police training program. Under the task orders, DynCorp has provided police advisors and in-country support for those and other advisors. INL’s Afghanistan,Iraq, Jordan Support (AIJS) Division is primarily responsible for oversight of the DynCorp contract. SIGIR examined INL’s oversight of the task orders because they cost over $2.5 billion, and INL has had a history of weak oversight of the task orders. Specifically, SIGIR examined: (1) the costs, funding, and award process for the largest and most recent task orders; (2) DoS oversight of the task orders; and (3) the status of INL’s implementation of SIGIR’s prior recommendations.
10-010
Department of State Contract to Study the Iraq Reconstruction Management System
445 KB
January 26, 2010
In late 2004, the U.S. Army Corps of Engineers Gulf Regional Division (GRD) and the Project and Contracting Office developed the Iraq Reconstruction Management System (IRMS). The IRMS was originally intended to be a data base for projects funded by the IRRF. However, through the years, data has been added from ISFF projects, Commander’s Emergency Response Program (CERP) projects, and ESF projects.
SIGIR’s last IRMS report was issued in July 2008 and was intended to assess the overall data system management, policies, procedures, uses, and benefits.454 However, in the course of conducting the review, SIGIR learned that GRD was preparing a draft plan for the future of the IRMS. As a result, SIGIR stopped its review and issued a report to alert the Embassy and GRD of certain issues that needed to be addressed.
Foremost, SIGIR pointed out that when the IRMS was initiated in 2004, it had a design life of five years (completing in 2009). A life-cycle maintenance program was not implemented, and the system, then in its fourth year of operation, was becoming operationally unreliable and unstable. SIGIR also reported that the IRMS had had few system upgrades, and many of its critical system components were no longer under warranty. In some cases, the manufacturer no longer supported the system. SIGIR recommended that the U.S. Ambassador to Iraq and the Commanding General, Multi-National Forces-Iraq, jointly direct the establishment of an interagency planning process to address the future operation and use of the IRMS.
In written comments on a draft of SIGIR’s July 2008 report, GRD stated that it had authorized one of its contractors to conduct a study of the IRMS and that the study would consider factors such as the system’s age, compatibility of hardware platforms, and software and network infrastructure. The study would also provide GRD with recommendations for the future needs of stakeholders.
DoS did not respond to the July 2008 draft report until December 20, 2008, but concurred with all the report recommendations. In the response, the U.S. Ambassador appointed the Iraq Transition Assistance Office (ITAO) as the executive agent for the IRMS. In addition, the Ambassador stated that the recommendation regarding current and future system requirements of stakeholders and the need for a common operating picture was particularly important. As of November 2009, neither GRD nor ITAO had developed the plans they had committed to in their formal comments to SIGIR’s draft report.
10-012
Department of State Grant Management: Limited Oversight of Costs and Impact of International Republican Institute and National Democratic Institute Democracy Grants
3,113 KB
January 26, 2010
This report addresses the Department of State’s Bureau of Democracy, Human Rights, and Labor (DRL) management of 12 grants issued between 2004 and 2009, valued at approximately $248 million, to the International Republican Institute (IRI) and the National Democratic Institute (NDI) for democracy-building activities in Iraq. SIGIR’s objective for this report is to examine the DoS’s oversight of the costs and outcomes of IRI and NDI democracy-building grants in Iraq.
10-007
Wamar International Successfully Completed Contracts, but Unanticipated Problems Affected Costs and Schedules
2,472 KB
January 28, 2010
SIGIR has a legislative requirement to prepare a final forensic audit report on amounts made available for Iraq reconstruction. To fulfill this requirement, SIGIR has undertaken audits examining major Iraq reconstruction contracts. The objective of these audits is to review the key requirements and provisions of the contracts to determine contract costs, outcomes, and oversight, emphasizing issues related to vulnerabilities to fraud, waste, and abuse.
This audit focused on three contracts awarded to Wamar International, Inc. (Wamar): one indefinite-delivery/indefinite-quantity contract to purchase and deliver armored vehicles for U.S. and Iraqi forces and two firm-fixed-price contracts to inspect and repair turbine generators at power plants near Baghdad. The contracts were funded mostly from the Iraq Relief and Reconstruction Fund (IRRF), the Economic Support Fund (ESF), and the Iraq Security Forces Fund (ISFF). According to SIGIR’s October 30, 2008 Quarterly Report, Wamar was in the top 10 of contractors receiving ESF funds: about $70 million had been obligated. The Joint Contracting Command-Iraq/Afghanistan (JCC-I/A) administered the contracts, and the U.S. Army Corps of Engineers, Gulf Region Division (GRD), provided contract performance oversight.
10-011
Iraq Reconstruction Funds: Forensic Audits Identifying Fraud, Waste, and Abuse – Interim Report #2
1,179 KB
January 28, 2010
Public Law 108-106 requires SIGIR to prepare a final forensic audit report on all funding appropriated for the reconstruction of Iraq, which to date totals over $50 billion. This interim report presents the results of SIGIR’s ongoing forensic auditing program, including an update on the review of agency expenditures and an update on SIGIR’s efforts to identify questionable financial activity. The report also presents information on data-mining methodology and discusses the metrics SIGIR is using to measure progress. SIGIR is reporting results quarterly, and a final cumulative report will eventually address all available reconstruction funds.