Wow. We’ll see how this works out, and hopefully these companies will correct the deficiencies. Although having a commission and all of this media attention is a terrible way to manage this stuff. If the government was actually involved with quality control, maybe the wartime commission wouldn’t have had to call this out. Or better yet, if the companies actually held to the contract terms and provided this stuff in the first place, this wouldn’t have never gotten this far. –Matt
Edit: Check out David Isenberg’s article about the SIGIR report that came out last week as well. The report discusses some more stuff about TWISS, and David discussed some of the high lights.
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Panel investigating wartime contracts finds private guards lack essential equipment, training
RICHARD LARDNER
Associated Press Writer
April 26, 2009
WASHINGTON (AP) — A commission investigating waste and fraud in wartime spending has found serious deficiencies in training and equipment for hundreds of Ugandan guards hired to protect U.S. military bases in Iraq, The Associated Press has learned.
The problems at Forward Operating Bases Delta and Hammer include a lack of vehicles used to properly protect the two posts, a shortage of weapons and night vision gear, and poorly trained guards. Both bases house several thousand U.S. military personnel.
Concerned the shortages leave the bases vulnerable, the Commission on Wartime Contracting alerted military officials in Iraq and at U.S. Central Command in Tampa, Fla.
“Incidents such as this are a concern in their own right, but they are a particular concern to the commission if they prove to be indicators of broader, systemic problems that impede the delivery of critical services to American military forces in a war zone,” said Bob Dickson, the commission’s executive director.
Army Lt. Col. Brian Maka, a spokesman for Multi-National Force-Iraq, said contracting officials have taken the commission’s findings seriously. “Security contractors at both sites have corrected or are in the process of correcting deficiencies,” he said Saturday.
The military relies on hired guards at bases in Iraq so troops are available for combat duties. Overall, there are five companies providing security at bases in Iraq under contracts with an estimated value of $250 million.
A majority of the guards are from Uganda and other East African countries. Guard salaries are about $700 a month on average.
Triple Canopy of Herndon, Va., holds the $35 million security contract at Base Delta. Sabre International Security, based in Baghdad, has a $42 million contract to provide security at Base Hammer. Under the terms of both contracts, awarded in September 2007, the companies are required to provide all labor, weapons and other equipment that the guards need.
U.S. officers at Base Hammer said they did not feel secure due to the inadequate qualifications and training of the guards, according to information the commission has sent to military authorities, members of Congress and the State Department. The officers at Hammer required the Sabre guards to take a 40-hour course on security operations before they could begin working.
Sabre representatives could not be reached for comment. The company’s Web site does not list a telephone number. An e-mail message was not immediately returned.
At Base Delta, Triple Canopy has not provided guards with enough vehicles to cover the facility’s perimeter, the commission found. As a result, the guards frequently rely on the military for transportation. Basic personal gear, such as gloves, is often scarce.
Houston-based KBR Inc., which has a separate contract to provide food, transportation and housing for U.S. forces, has had to assist both Sabre and Triple Canopy, the commission said.
“Triple Canopy is completely contract compliant at FOB Delta,” said Jayanti Menches, a spokeswoman for Triple Canopy.
The commission also voiced alarm at the abrupt exit from Iraq of Triple Canopy’s on-site manager at Base Delta, John Wayne Nash. Dickson and other commission staff on a fact-finding trip to Iraq met with Nash on April 5 and he confirmed the problems existed.
A day later, they learned from an officer at Base Delta that Nash had been told by his superiors to leave the country.
Commission staff said it appeared that Nash had been fired for talking to the commission. “We talked with him one day and he was leaving the country five days later,” Dickson said.
Reached at his home in Jacksonville, N.C., Nash, a retired Marine Corps master gunnery sergeant, referred questions to his lawyer in Washington. In a brief note to the AP, the lawyer, Thomas Fay, would only say that he is representing Nash “in connection with the circumstances surrounding his departure from Iraq as an employee of Triple Canopy.”
Menches, Triple Canopy’s spokeswoman, said Nash is still employed by the company and is currently home on a regular rotation.
Sen. James Webb, D-Va., a co-sponsor of the legislation establishing the Wartime Contracting Commission, said it would be “unacceptable” if any contractor employees were terminated for cooperating with the commission.
“An employee of a government-contracted firm does not contract away his or her obligation — not right — to talk forthrightly with properly constructed government inquiries,” Webb said in a statement to the AP.
Triple Canopy’s government business is growing dramatically. The company last month won a State Department contract worth $977 million over five years to protect U.S. diplomats on the ground in Iraq.
As of February, there were more than 9,200 contract security personnel in Iraq and more than 7,000 of those were not Americans or Iraqis, according to the Defense Department.
Story Here
Hi Matt,
This is exactly what I have been complaining about for so long. I am pleased to see that someone has actually done some research into it.
Rgds,
Eeben
Comment by Eeben Barlow — Sunday, April 26, 2009 @ 4:32 PM
Eeben,
Absolutely, and to me, there was a very simple solution to this stuff. The first part, is stick to the contract. If it says 'we promise to train our employees for 40 hours' or whatever, then train them. Companies need to tell their managers to read the site security plan and the signed contract, about what it is they are obliged to do. My thoughts on it, are at the minimum you should be insuring that you answer all the terms of the contract, and then add to it through kaizen and customer service.
The second part is quality control or contract adherence. Who in the company or government actually cared about doing it right and getting some shared reality about their contracts? Leadership, leadership, and leadership. It takes leaders, who actually have a sense of responsibility and accountability, that are actively involved with these contracts. You just don't sign the contract, and magically expect the thing to manage itself.
Or worse yet, if a company hires a site security manager to manage this site, and they are not listening to what that SSM has to say, or at least keeping track of their performance, then a company is in the wrong. A company should be listening to the SSM, and anyone else on the ground that has something to say in regards to the contract, and correct deficiencies immediately based on this input.
Also, if you pay peanuts, you will get monkeys. On these TWISS contracts, everyone has been using guards from all over the world. That is great, if you have strong leaders that can insure these guards are able to keep to task and do the job. But if your leaders are weak, and you already have a questionable guard force, you are going to have problems. That goes for the government as well. It takes good leaders to manage this stuff, and if they are not at least sticking to the basics (know their stuff, has the courage to do what is right, and takes care of their people) then they are in the wrong.
Sun Tzu and His Concubine Soldiers (from wikipedia)
The king of Wu tested Sun's skills by commanding him to train a harem of 360 concubines into soldiers. Sun divided them into two companies, appointing the two concubines most favored by the king as the company commanders. When Sun first ordered the concubines to face right, they giggled. In response, Sun said that the general, in this case himself, was responsible for ensuring that soldiers understood the commands given to them. Then, he reiterated the command, and again the concubines giggled. Sun then ordered the execution of the king's two favored concubines, to the king's protests. He explained that if the general's soldiers understood their commands but did not obey, it was the fault of the officers. Sun also said that once a general was appointed, it was their duty to carry out their mission, even if the king protested. After both concubines were killed, new officers were chosen to replace them. Afterward, both companies performed their maneuvers flawlessly. Sima's biography claims that Sun later proved on the battlefield that his theories were effective, that he had a successful military career, and that he wrote The Art of War based on his tested expertise. His descendant, Sun Bin, also became a famous scholar of the military arts.
Comment by headjundi — Monday, April 27, 2009 @ 2:02 AM
The media will pounce on any company that doesn't return emails or provide phone numbers. I just can't understand why no one seems to have learned anything from what happened to Blackwater. PR is as critical in this industry as in any other.
Comment by Scott — Thursday, April 30, 2009 @ 9:28 PM