THE CONSEQUENCES OF INACTION Failing to perform this accountability duty has tangible results, totaling some $3.5 billion across
according to the U.S. Department of Justice. Some of the more infamous recent DOD cases are:
• In May, Henry Bonilla and Richard Navarro were sentenced in federal court to 15 months and 12 months in prison, respectively, for conspiring to steal over $3 million worth of medical equipment from Marine Corps Base Camp Pendle- ton, California.
• In February, Philip Tomac, director of logistics at the Logis- tics Readiness Center at Dugway Proving Ground, Utah, was indicted for mismanagement of equipment valued at between $500,000 and $6 million. Te Deseret News reported that Tomac is being investigated for stealing military-grade rifle scopes and other “optic devices.” USA Today reported that Tomac is suspected of selling the stolen equipment on the black market.
• In December 2016, Roy E. Friend of Newport News, Vir- ginia, was sentenced to 33 months in prison for stealing government property. According to the U.S. Department of Justice, Friend, a civilian DOD employee who worked at Fort Eustis, Virginia, admitted to fraudulently obtaining goods through a U.S. General Services Administration website.
Federal Acquisition Regulation (FAR) 45.101 defines govern- ment-furnished property as “property in the possession of, or directly acquired by, the Government and subsequently fur- nished to the contractor for performance of a contract.”
Tat’s government-speak for “everything a contractor uses to do government work”—from pens to batteries to computers to vehicles. However, providing government property to contrac- tors is an exception to policy, per FAR 45.102(a); contractors ordinarily are required to furnish all property needed for a contract’s performance, but this may not be realistic for some fields. A contract information technology consultant certainly isn’t going to connect a personal computer to a government net- work. Likewise, a broadcast contractor probably won’t even own the “tools” of that trade because the expense is prohibitive. And if we contracted a dentist or medical professional, we certainly wouldn’t require them to bring their own equipment.
Terefore, the work of industrial property management spe- cialists is about ensuring that the government provides those resources that a contractor cannot, and further, that the con- tractors are good stewards of the resources provided. Federal
the federal government,
agencies increasingly rely on hiring people to perform ser- vices—with the value of service contracts increasing 90 percent between 2000 and 2012, according to the Congressional Bud- get Office—making the job of ensuring equipment compliance for contractors even more important.
ESTABLISHING ACCOUNTABILITY Tis work includes performing audits, also known as property management system analyses, to verify that contractors are complying with contractual, FAR and other federally mandated property accountability requirements; handling government property loss cases; and addressing other situations as they arise. When we find a computer, printer or device not in use, or when we find equipment being underused, for example, that equip- ment needs to be double-checked to be sure it’s in the inventory and reassigned to where it can do the most good. At the core, all that means keeping track of Army property no matter who the user is—Soldier, DA civilian or contractor.
Tere are few people currently employed in the General Sched- ule industrial property management specialist series, in part because of its very specific requirements and the numerous certifications required to work at the highest levels. As a result, anyone whose work involves systems engineering and technical assistance, contractor support, test or range operations, logistics or maintenance, among other functions, often lacks a resource for addressing instances in which:
• Government and contractor personnel are unsure how to dis- pose of excess government property at the end of a contract’s period of performance.
• A contractor is unable to account for government property in their possession.
• Government personnel are unsure whether they should pro- vide a contractor the government property it is requesting.
HOW IT WORKS AT PEO IEW&S Tis brings us back to PEO IEW&S’s efforts to address its internal government property accountability. Maj. Gen. Kirk F. Vollmecke, the program executive officer, is acutely aware of the importance of the work that industrial property manage- ment specialists perform, both inside and outside of contracting organizations, and has expressed his enthusiasm and support for the work they do on numerous occasions. Since my arrival at PEO IEW&S from ACC-APG in January, he has joked that my supervisor, Clarissa Lane, should “lose” my temporary assign- ment paperwork so that PEO IEW&S can continue to receive “much-needed, dedicated support.”
ASC.ARMY.MIL 51
LOGISTICS
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