Audit
Report
Task Orders Awarded by the Air Force Center
for Environmental Excellence in Support of the
Coalition Provisional Authority
Report Number 04-004 July 28, 2004
Office of the Inspector General
Coalition Provisional Authority

Acronyms
AFCEE Air Force Center for Environmental Excellence
CPA Coalition Provisional Authority
ENRAC Environmental Remediation and Construction
ID/IQ Indefinite Delivery/Indefinite Quantity
IRRF Iraq Relief and Reconstruction Fund
JCS Joint Chiefs of Staff
MOA Memorandum of Agreement
NIA New Iraqi Army
PMO Program Management Office
PCO Project and Contracting Office
WERC Worldwide Environmental Restoration and Construction contract

C O A L I T I O N P R O V I S I O N A L O F F I C E O F T H E I N S P E C T O R A U T H O R I T Y
G E N E R A L
July 28, 2004
MEMORANDUM FOR CHIEF OF MISSION, BAGHDAD
DIRECTOR, IRAQ PROJECT AND CONTRACTING
OFFICE
DIRECTOR AIR FORCE CENTER FOR
ENVIRONMENTAL EXCELLENCE
SUBJECT: Task Orders Awarded by the Air Force Center For Environmental
Excellence (Report 04-004)
We are providing this report for information and use. We performed the
audit in accordance with our statutory duties contained in Public Law 108-106
which mandates the conduct of audits relating to the treatment, handling, and
expenditure of funds by the CPA or its successor entities on Iraq reconstruction,
and of the programs, operations, and contracts, carried out in utilizing such funds.
Comments on the draft of this report conformed to the requirements of DoD
Directive 7650.3 and left no unresolved issues. Therefore, no additional
comments are required.
We appreciate the assistance extended to the staff. Questions should be
directed to Mr. Gerald P. Montoya at (703) 428-1001. The team members
contributing to this report are listed in Appendix D of this report.
Stuart W. Bowen, Jr.
Inspector General
Coalition Provisional Authority
400 Army Navy Drive • Arlington, VA 22202

Office of the Inspector General
Coalition Provisional Authority
Report Number 04-004 July 28, 2004
Task Orders Awarded by Air Force Center for Environmental
Excellence in Support of the Coalition Provisional Authority
Executive Summary
Introduction: As of May 31, 2004, the Air Force Center for Environmental Excellence
(AFCEE) had awarded task orders valued at $481.2 million supporting the reconstruction
of Iraq. AFCEE made these awards at the request of the Coalition Provisional Authority
(CPA). Contractor execution of these contracts is overseen by AFCEE with the
assistance of the U.S. Army Corps of Engineers.
Objective: The objective of the audit was to evaluate policies and procedures used by
the CPA, the CPA Program Management Office (PMO), and AFCEE to award Iraqi
reconstruction task orders under the AFCEE Indefinite Delivery/Indefinite Quantity
(ID/IQ) contracts. Specifically, we evaluated those policies and procedures associated
with acquisition planning, source selection, use of free and open competition, and
contract negotiation.
Audit Results: AFCEE’s role in the reconstruction of Iraq has expanded beyond the
original role envisioned by the Department of Defense (DoD) and the CPA. The CPA
had urgent reconstruction requirements, estimated to be $238.6 million, for the New Iraqi
Army. DoD authorized AFCEE to support those requirements. As of May 31, 2004,
AFCEE had awarded $439 million in task orders in support of reconstruction
requirements for the New Iraqi Army. However, AFCEE has also awarded three task
orders, valued at $42 million and has four pending task orders, estimated to be $48
million, for reconstruction work not related to New Iraqi Army requirements. The
expansion of AFCEE’s role has occurred because there was no agreement in place
between CPA and AFCEE establishing the extent and nature of the work that AFCEE
should provide under its contracts. AFCEE’s role in awarding task orders on behalf of
the CPA is not clearly defined, and thus the continued use of AFCEE’s contract vehicles
provides less transparency to the public then necessary. An agreement between the CPA
and AFCEE would have clarified the scope of AFCEE’s support and lent transparency to
the task order award process.
Recommendation: We made one recommendation. The CPA’s successor agency with
responsibility for reconstruction of Iraq should execute a Memorandum of Agreement
with AFCEE to clarify the scope of projects that AFCEE is expected to support. The
MOA should specify contractor requirements (such as small or minority businesses) and
define mutual contract administration responsibilities. As necessary, the MOA should be
updated so that it accurately reflects the business relationship between the CPA’s
successor and AFCEE.
i

Management Comments. AFCEE and the Iraq Project and Contracting Office
(formerly the PMO) concurred and have drafted an MOA to clarify the roles and
responsibilities of their respective organizations. The MOA is expected to be completed
by August 15, 2004. The MOA will address the scope of new construction projects
AFCEE will execute on behalf of CPA’s successor, the Iraq Project and Contracting
Office. The MOA also addresses roles and responsibilities between AFCEE, the Iraq
Project and Contracting Office, and the U.S. Army Corp of Engineers. The U.S. Army
Corp of Engineer is the designated Iraq Project and Contract Office field oversight
organization.
Audit Response. The Air Force and the Iraq Project and Contracting Office comments
are fully responsive. The MOA is intended to provide more transparency for the
Congress and the public. Additionally, the agreement will define the services that
AFCEE will provide the Iraq Project and Contracting Office through its pool of ID/IQ
contracts and will provide CPA’s successor agency clarity on scope of use.
ii

Table of Contents
Executive Summary i
Background 1
Objective 3
Finding
Transparency of AFCEE’s Role in the Reconstruction of Iraq 4
Recommendation 8
Appendixes
A. Scope and Methodology 9
B. AFCEE WERC Iraq Reconstruction Task Orders 10 C. Distribution List D. Audit Team Members 16
11
Management Comments
Air Force Comments 13
Iraq Project and Contracting Office 14

Background
Air Force Center for Environmental Excellence. Before the Air Force Center for
Environmental Excellence (AFCEE) was formed, there was no centralized office where
Air Force commanders could go for assistance with their installation’s environmental and
construction programs. That situation changed in 1991, when AFCEE was created as a
field operating agency of the Air Force Civil Engineer, headquartered at Brooks
City-Base, San Antonio, Texas. AFCEE’s mission is to provide technical and
professional services in environmental and installation planning and engineering, and
military housing construction and privatization. Throughout the 1990’s construction
became a larger part of AFCEE’s mission.
WERC Contract. The Worldwide Environmental Restoration and Construction
(WERC) contracts are one of several current AFCEE contract programs. WERC is the
fifth in a series of worldwide Indefinite Delivery/Indefinite Quantity (ID/IQ)
environmental/construction contracts that began in the early 1990’s. The predecessor to
WERC was the Environmental Remediation and Construction (ENRAC) contract.
ENRAC had a $750 million ceiling, and the contract was expended 3 years into the life of
the 5-year contract. AFCEE’s WERC contract has a program ceiling of $4 billion with
the capacity to increase to $10 billion.
WERC Contract Competition. There are two levels of competition in AFCEE’s
WERC ID/IQ contract vehicles. During the first level of competition, 40 contractors
submitted proposals to participate in WERC contracts, and 27 were awarded contracts in
November and December 2003. Sixteen of these contractors are small businesses. The
27 WERC contracts are identical, with the exception of the contractor’s rate structure and
its various partners/subcontractors. Four of the 11 large contractors (or their affiliates)
that were awarded WERC contracts were also awarded sector contracts by the Coalition
Provisional Authority (CPA). A second level of competition occurred when each
individual task order is competed among the 27 contractors awarded contracts. When
task orders are to be issued, any of the 27 contractors are provided a fair opportunity to
submit proposals for evaluation by the government. Final award of a task order is based
upon the government’s evaluation of each proposal using technical and cost selection
criteria that is in the best interest of the government.
The WERC basic contract statement of work defined the scope of a full range of
construction and engineering activities to meet all customer requirements. Construction
and engineering activities may include environmental requirements, military family
housing, light commercial projects, fuels projects, traditional military construction,
community development projects, and emerging requirements such as homeland security
and force protection projects.
Congressional Mandate. P.L. 108-106 requires that appropriated funds for use in the
reconstruction of Iraq be contracted out through full and open competition. Any
exception requires approval of the Administrator of the CPA and the head of the
executive agency; and it additionally requires notification to Congress within 7 days prior
1

to the award of contracts under processes other than full and open competition.
Congressional notification must include the justification for use of other than full and
open competitive procedures, a brief description of the contract’s scope, the amount of
the contract, a discussion of how the contracting agency identified and solicited offers
from contractors, a list of the contractors solicited, and the justification and approval
documents disclosing the determination on the uses of other than full and open
competition. The competition requirement also applies to any extension, amendment or
modification of a contract entered into prior to the enactment of P.L. 108-106.
Use of ID/IQ contract vehicles. Since competition law does not require competition
beyond that obtained for the initial contract and since each task order was properly
competed, there were no legal or policy barriers preventing AFCEE from issuing task
orders on behalf the CPA for the reconstruction of Iraq. The Federal Acquisition
Regulation provides for the sharing of existing contract vehicles between agencies. For
example, the Deputy Secretary of Defense assigned responsibility for acquisition and
program management support for the CPA to the Secretary of the Army. The U.S. Army
policy is to make maximum use of existing indefinite delivery contracts as their use
generally results in reduced procurement lead-time. Furthermore, Army guidance also
encourages the use of existing contracts and states that procurement officials should only
pursue the award of a new contract, if there were no existing contractual vehicles
(including other agencies contracts) that would satisfy the requirement.
2

Objective
The overall audit objective was to evaluate the procedures used by the CPA, the CPA
Program Management Office (PMO), and the AFCEE leading to award of Iraq
reconstruction task orders under AFCEE ID/IQ contracts. Specifically, we evaluated
policies and procedures associated with acquisition planning and all processes leading to
award of ID/IQ and subsequent Iraq Reconstruction task orders.
3

Transparency of AFCEE’s Role in the
Reconstruction of Iraq
AFCEE’s role in the reconstruction of Iraq has expanded beyond the original role
envisioned by the Department of Defense (DoD) and the CPA. The CPA had urgent
reconstruction requirements, estimated to be $238.6 million, for the New Iraqi Army
(NIA). DoD authorized AFCEE to support those requirements. As of May 31, 2004,
AFCEE had awarded $439 million in task orders in support of reconstruction requirement
for the NIA. However, AFCEE has also awarded three task orders, valued at $42 million
and has four pending task orders, estimated to be $48 million, for reconstruction work not
related to NIA requirements. The expansion of AFCEE’s role has occurred because there
was no agreement in place between CPA and AFCEE establishing the extent and nature
of the work that AFCEE should provide under its contracts. AFCEE’s role in awarding
task orders on behalf of the CPA is not clearly defined, and thus the continued use of
AFCEE’s contract vehicles provides less transparency to the public then necessary. An
agreement between the CPA and AFCEE would have clarified the scope of AFCEE’s
support and lent transparency to the task order award process.
CPA Use of AFCEE Contract Vehicles
CPA Urgent Requirements. According to PMO, the NIA projects were a top CPA
priority and had a target completion date for June 2004. Because there was insufficient
time for the CPA to competitively award contracts and meet the construction target date,
CPA searched for existing contract vehicles that they could use to assist in completing the
project. CPA determined that AFCEE’s existing WERC ID/IQ contract was an ideal
solution to meet their urgent requirements for the NIA renovation. AFCEE’s WERC
contract had been competitively awarded and the Director of AFCEE made an informal
commitment to provide up to $1 billion of contracting capacity. The CPA also cited the
small business contractors in the WERC pool as an opportunity for the CPA to meet its
own small business contracting objectives.
CPA’s Request for Assistance. On December 7, 2003, a memorandum from the
Administrator of CPA to the Air Force Chief of Staff requested assistance from AFCEE
for the renovation of facilities for the NIA. The request stated that the CPA was engaged
in an ambitious program to restore the infrastructure of Iraq and return the country to
Iraqi control. An important part of this effort was the establishment of a NIA, which
needed renovated buildings at former Iraqi military installations.
The Administrator’s request also stated that the U.S. Congress approved a Supplemental
Appropriation, which included $745 million to construct facilities for the NIA. The CPA
PMO, which managed the Iraq Relief and Reconstruction Fund (IRRF), critically needed
a contracting vehicle to begin constructing facilities on or before January 15, 2004, to
maintain the program schedule. The request also highlighted CPA’s desire to use the
WERC contract that AFCEE had awarded.
4

The project was valued at $238.6 million. As outlined in the request, the requirement
included NIA facilities at Tadji, An Numahniya, Al Kisik, Umm Qsar, Krikush, Kirkuk,
Al Hillah, and Baqcuba. The project was planned, programmed, and validated by PMO,
and used IRRF dollars to fund the project.
Approval of CPA’s Request. On December 29, 2003, the Director of AFCEE,
confirmed that AFCEE had agreed to provide up to $1 billion in WERC contract capacity
to support the CPA NIA requirements, pending approval from the Chief of Staff, U.S.
Air Force.
• DoD Approval Process. In response to the CPA Administrator’s request, the
Chief of Staff, U.S. Air Force, coordinated the CPA request for assistance
through the Joint Chiefs of Staff (JCS). On January 15, 2004, the Vice
Chairman of the JCS responded to the Air Force Chief of Staff and approved a
memo, referenced subject, “Request for Assistance to Begin Contracting to
Construct the New Iraqi Army.” The memorandum stated that the JCS
supported the Department’s decision to begin the reconstruction and
encouraged the Air Force to move forward in aiding the CPA Administrator.
On January 16, 2004, the Air Force Civil Engineer informed the Director of
AFCEE that AFCEE was cleared to proceed. On January 18, 2004, the
Director of AFCEE informed AFCEE senior officials that AFCEE was cleared
to assist in whatever capacity with their WERC contract.
No formal agreement was prepared by AFCEE and the CPA to document the scope of the
assistance AFCEE was to provide.
Task Orders Awarded
AFCEE’s role in the reconstruction of Iraq expanded beyond CPA’s original request of
$238.6 million, (which was approved by the JCS), to renovate NIA facilities. As of May
31, 2004, AFCEE awarded 15 task orders valued at $481.2 million to support the
reconstruction of Iraq. On January 22, 2004, AFCEE made the first 4 awards valued at
$191.1 million for the reconstruction of NIA facilities. According to AFCEE, the work
called for in the 4 initial task orders is currently nearing completion. The next group of 8
task orders, valued at $247.8 million, was awarded from March 26 through April 27,
2004. These task orders were also for additional NIA facility projects.
Task Orders Evolving Beyond Renovation of NIA. Beginning May 19 through
May 25, 2004, AFCEE awarded 3 additional task orders valued at $42.3 million for
non-NIA projects. These task orders include reconstruction of schools, government
office buildings, and pumping stations. These task orders appear to be outside the scope
of the CPA’s original request and JCS approval for assistance. The task orders include:
• Repair and Renovation of Schools and Ministry of Environment
Headquarters Building. On May 19, 2004, AFCEE awarded a task order
valued at $29.2 million to repair schools located in 4 Iraqi Governates and
5

renovate the Ministry of Environment Headquarters building. The scope of
work for schools includes repairing or replacing sanitary and storm sewer
works and plumbing systems, electrical systems, mechanical systems, the
facility structure, and security. Tertiary work may focus on the assessment of
facility additions. The scope of work for the Ministry of Environment
headquarters building is to fully renovate the building, auditorium, and site to
a fully operational and usable facility for headquarters functions.
• Renovation of Ministry of Trade Headquarters Facilities. On
May 19, 2004, AFCEE awarded a task order valued at $5.5 million for the
complete reconstruction of the Ministry of Trade headquarters including site
work such as sidewalks, parking, fencing, lighting, and roads. The scope also
included civil works projects such as sanitary sewer and water systems, and
electrical distribution systems, and other structural and architectural repairs.
• Pumping Stations in the Cities of Karbala and Mandilee. On
May 25, 2004, AFCEE awarded task orders valued at $7.6 million to repair
irrigation pumping stations at Karbala and Mandilee. In Karbala, the scope
includes restoring the pumping capacity of a pump station that conveys
drainage water from productive agricultural lands in order to reduce soil
salinity. In Mandilee, the scope includes restoring pumping capacity through
rehabilitation of the pumps, pump station, operators’ housing, and grounds, at
a pump station that supplies treatable raw sewage water to the local water
treatment plant.
Pending Task Orders. As of May 31, 2004, AFCEE had 4 pending task orders valued
at $47.9 million. These task orders included:
Estimated
Project Description
Amount
1. Renovate Policy Academy $5,700,000
2. Renovate Baghdad Airport $12,000,000
3. Renovate Logistics/Police Academy at Erbil
$4,452,000
and Zahko
4. Construct bridges at Al Madeen, al
$25,792,957
Sharquat, and Burbriz
Estimated Total $47,944,957
The pending task orders and the task orders issued from May 19 through May 25, 2004,
demonstrates a new scope of work that AFCEE is supporting and that was not in the
original request from the CPA Administrator nor was it approved by the JCS.
6

Lack of a Formal Agreement
The issuance of task orders beyond the original request occurred because there was no
agreement in place between CPA and AFCEE establishing the extent and nature of task
orders to be awarded in the reconstruction of Iraq. As demonstrated above, the continued
use of AFCEE’s WERC ID/IQ contract vehicle for projects beyond CPA’s original
requirements for renovation of NIA facilities has become unclear. In the absence of any
formal guidance, it is unknown whether it is proper for AFCEE to continue to accept
additional requirements beyond the original request to provide support for the
reconstruction of NIA facilities.
An AFCEE official stated that AFCEE’s support of CPA’s reconstruction efforts began
with such urgency that CPA and AFCEE did not foresee a need for a formal agreement,
because AFCEE’s role was clearly defined to renovate NIA facilities. A CPA PMO
official stated that the CPA had not had any discussions with AFCEE regarding the
establishment of a formal agreement to set out a more formal arrangement, in terms of
AFCEE provided support.
Public and Congressional Interest and Sound Management Practices
There is substantial Congressional and public interest that funds for the reconstruction of
Iraq are obligated and expended in a transparent manner.
Given the magnitude of AFCEE’s support to the CPA, an effective business relationship
between the two agencies should define the scope of the agreement, protect the interests
of both parties, and efficiently advance the reconstruction of Iraq.
Transparency of CPA Contracting
AFCEE’s role in awarding task orders on behalf of the CPA is not clearly defined, and
the continued use of AFCEE’s contract vehicles provides less than the necessary
transparency to the public. For example, it is not clear that the renovations of NIA
facilities are projects that are appropriate tasks under AFCEE contracts. Also, because
the WERC contracts preceded the Iraq reconstruction, the $481 million in construction
projects were awarded without the need to notify the public.
A formal agreement between AFCEE and the CPA successor could require fundamental
management tasks such as:
• Defining the extent and nature of AFCEE’s support to the CPA successor,
such as what projects will be accepted beyond the original request for
renovation of facilities for NIA.
• Defining AFCEE’s role to permit AFCEE to better plan the use of resources
to support construction requirements.
7

• Documenting the AFCEE –PMO relationship to ensure continuity of
operations, including contract management by the successor agency.
Such an agreement may provide more transparency for the Congress and the public.
Additionally, the agreement will document the services that AFCEE was providing the
CPA through its pool of ID/IQ contracts and will provide CPA’s successor agency clarity
on scope of use. Further, a formal agreement will allow AFCEE to plan for resources
needed to support the needs of the successor agency.
By not ensuring sufficient transparency, CPA risked diminishing the confidence of the
Congress and the American public in the integrity of its contracting process.
Recommendation, Management Comments, and Audit
Response
We recommended that the CPA’s successor agency, the Iraq Project and Contracting
Office, and the Director of AFCEE formalize a Memorandum of Agreement (MOA)
detailing respective responsibilities. At minimum, the MOA should:
• Define the extent and nature of AFCEE’s support for Iraq reconstruction such
as what projects will be accepted beyond the original request for renovation of
facilities for NIA.
• Define AFCEE’s role to permit AFCEE to better plan for allocating resources
to support reconstruction requirements.
• Document the AFCEE –PMO relationship to ensure continuity of operations,
including expected contract management by CPA’s successor agency.
Management Comments. AFCEE and the Iraq Project and Contracting Office
(formerly the PMO) concurred and have drafted an MOA to clarify the roles and
responsibilities of their respective organizations. The MOA is expected to be
completed by August 15, 2004. The MOA will address the scope of new
construction projects AFCEE will execute on behalf of Iraq Project and
Contracting Office. The MOA also addresses roles and responsibilities between
AFCEE, the Iraq Project and Contracting Office, and the U.S. Army Corp of
Engineers. The U.S. Army Corp of Engineers is the designated field oversight
organization.
Audit Response. The Air Force and the Iraq Project and Contracting Office
comments are fully responsive. The MOA is intended to provide more
transparency for the Congress and the public. Additionally, the agreement will
define the services that AFCEE will provide the Iraq Project and Contracting
Office through its pool of ID/IQ contracts and will provide CPA’s successor
agency clarity on scope of use.
8

Appendix A: Scope and Methodology
We performed this audit from May to June 2004 in accordance with generally accepted
government auditing standards. We performed our audit work at the following
organizations:
• Air Force Center for Environmental Excellence, San Antonio, TX
• Air Force Center for Environmental Excellence, Baghdad, Iraq
• Headquarters, U.S. Air Force, Office of the Civil Engineer, Arlington, VA
• Coalition Provisional Authority (CPA) Program Management Office,
Baghdad, Iraq
We reviewed the contract files for the 15 task orders awarded by AFCEE between
January 22, 2004, and May 25, 2004. We conducted interviews of officials responsible
for planning, programming, and contracting for renovation of NIA facilities and other
projects. In addition, we reviewed and analyzed CPA’s request for assistance and DoD’s
approval for renovation of NIA facilities. Our audit scope did not include verification
regarding the status of any construction projects and accordingly expresses no opinion on
project status.
9

Appendix B: AFCEE WERC Iraq-Reconstruction
Task Orders
The table below depicts the task orders awarded by AFCEE for Iraqi reconstruction, as of
May 31, 2004.
# of
Contractor
Bids Project Description Location Amount
1 Earth Tech, Inc. 6
Renovate the An Numaniyah Military
Base An Numaniyah $65,449,155
2 Shaw Environmental, Inc. 6 Renovate the Al Kasik Army Base Provide Permanent Utilities Al Kasik Al Kasik $46,749,910
$28,691,237
$75,441,147
Parsons Infrastructure &
3 7 Technology Group, Inc
Renovate Tadji Military Base Provide Permanent Utilites Provide Permanent Utilites Tadji Tadji Tadji $26,336,252
$4,782,102
$2,673,137
$33,791,491
Weston Solutions, Inc.
4 8 Renovate Umm Qasr Naval Base Provide Permanent Utilities Umm Qasr Umm Qasr $10,279,724
$6,087,706
$16,367,430
5
AMEC Earth and
Environmental, Inc 3 Renovate Tadji Army Aviation Base Tadji $23,863,560
6
Environmental Chemical
Corporation 6
Renovate and Construct New
Brigade Kirkuk Military Base Kirkuk $47,500,528
7 Shaw Environmental, Inc. 2
Renovate and Construct Al Kasik
Army Base Al Kasik $19,491,301
8 Weston Solutions, Inc. 6
Construct brigade facilities Tallil
Military Base Tallil $49,808,566
9
Laguna Construction
Company, Inc. 3
Renovate and construct Ministry of
Defense Headquarters Baghdad $19,521,325
10
Environmental Chemical
Corporation 6
Renovate and construct permanent
Utilities at An Numaniyah Military
Base An Numaniyah $34,385,764
11
Environmental Chemical
Corporation 3
Plan and construct site utilites for
Kirkush Military Training Base Kirkush MTB $16,957,621
12
Laguna Construction
company, Inc. 3
Construct Ar Rastamiyah Military
Academy
Ar Rastamiyah
Military Academy $36,314,427
13
Environmental Chemical
Corporation 2
Two projects: 1) Repair schools
Governate of Muthanna, thi-Qar,
Missan and Wassit and 2) Renovate
Ministry of Environment
Headquarters Building $29,188,920
14 Tetra Tech FW, Inc. 6
Renovate Ministry of Trade
Headquarters building Baghdad $5,546,495
15 Toltest 3
Pump stations at Karbala (irregation
and drainage project) and Mandilee
Mandilee and
Kabala $7,599,780
Total $481,227,510
10

Appendix C: Report Distribution
Office of the Secretary of Defense
Under Secretary of Defense (Comptroller)/Chief Financial Officer
Director, Defense Procurement and Acquisition
Department of the Army
Assistant Secretary of the Army, Acquisition, Logistics & Technology
Auditor General, Department of the Army
Department of the Air Force
Auditor General of the Air Force
Air Force Center for Environmental Excellence
Other Defense Organizations
Director, Iraq Project and Contracting Office (Formerly the Coalition Provisional
Authority Program Management Office)
Department of Defense Inspector General
Director, Defense Contract Audit Agency
Non-Defense Federal Organization
Chief of Mission, Baghdad
Office of Management and Budget
General Accounting Office
Department of State
U.S. Agency for International Development
Department of Health and Human Services Inspector General
Department of Commerce Inspector General
Congressional Committees and Subcommittees, Chairman and
Ranking Minority Member
Senate Committee on Appropriations
Senate Subcommittee on Defense, Committee on Appropriations
Senate Committee on Armed Services
Senate Committee on Governmental Affairs
Senate Subcommittee on Financial Management, the Budget and International Security
Senate Committee on Foreign Relations
House Committee on Appropriations
House Subcommittee on Defense, Committee on Appropriations
House Subcommittee on Foreign Operations, Export Financing and Related Programs
11

House Committee on Armed Services
House Committee on Government Reform
House Subcommittee on Government Efficiency and Financial Management, Committee
on Government Reform
House Subcommittee on National Security, Emerging Threats, and International
Relations, Committee on Government Reform
House Subcommittee on Technology, Information Policy, Intergovernmental Relations,
and the Census, Committee on Government Reform
House International Relations Committee
12

Air Force Comments
13

Iraq Project and Contracting Office Comments
14

15

Appendix D: Audit Team Members
This report was prepared by the Office of the Assistant Inspector General for Auditing,
Coalition Provisional Authority.
John E. Betar
Gerald P. Montoya
David Wilcox
David Griffin
Michael J. Roark
16