GETTING A GRIP
potential loss, both physical and finan- cial. During the drawdown from Iraq, it became clear that the Army had an incom- plete understanding of what property was in theater. As sites closed, the amount of property on hand could not be recon- ciled with the assets reflected in property books. Tis issue persists in Afghanistan as the Army assesses the logistics necessary to remove and account for the property within theater.
A confluence of factors has led to increased vulnerability in the accountability of GFP. Tese factors include the sheer numbers of contracts awarded in support of overseas contingency operations and the contracts’ associated logistic complexity; the multi- lateral pressures of mission execution under combat or otherwise austere conditions; lack of continuity in personnel resources; and the knowledge and levels of training of personnel assigned to provide on-the- ground oversight.
Tese challenges, common across DOD, called for strategic vision and an integrated approach—exactly what is taking place. Strategic objectives of the get-well plan include accurate identification of GFP requirements; accurate reporting of GFP in the hands of contractors; electronically tracking the transfer of stewardship, condition, and physical location of GFP; verification of GFP disposal; and reconciliation of GFP disposition by contract number.
PROPERTY REPORTING SOLUTIONS To begin to address these issues, the Office of the Secretary of Defense (OSD) and the Army have taken a number of proactive measures.
DOD did not have in place the needed integrated, interoperable, net-centric and electronic data-driven capabilities to
132 Army AL&T Magazine January–March 2013
effectively manage government property used on contracts. A number of solutions to address this are now in play, forming the cornerstone of GFP reporting. Tey include strong internal controls and oversight practices; interoperable, open architecture that enables a single face to industry; and a DOD Item Unique Iden- tification (IUID) Registry and GFP Hub.
DOD Instruction (DODI) 5000.64 (Accountability and Management of DoD Equipment and Other Accountable Prop- erty, dated May 19, 2011; online at http://
www.dtic.mil/whs/directives/cor- res/pdf/500064p.pdf) requires DOD agencies to establish policy, assign responsibilities, and provide proce- dures for DOD-owned equipment and other accountable property. Te
Deputy Assistant Secretary of the Army for Procurement (DASA(P)) and U.S. Army Deputy Chief of Staff, G-4 (Logistics) formed a working group to ascertain the best plan of attack for meet- ing this mandate.
Several different accountable property systems are currently used, including the Defense Property Accountability System and Property Book Unit Sup- ply Enhanced (PBUSE). Te G-4 and (DASA(P)) decided jointly to use PBUSE as the official system of record.
Numerous disparities were noted between the data elements required within the DODI and actual data elements within PBUSE. Tese discrepancies were reported for funding to resolve them.
FUEL POINT MANAGEMENT
Failure to maintain control over GFP continues to be an area of potential risk, as commanders must be able to account for their assets to plan for movement in and out of the area of operations This immense fuel point, operated by Logistics Civil Augmentation Program IV contractor Fluor, provides fuel to fixed- and rotary-wing aircraft. (Photo by Mary Susan Barkley, U.S. Army Materiel Command)
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