OFFICE OF THE SPECIAL INSPECTOR GENERAL FOR IRAQ RECONSTRUCTION

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SIGIR-07-008 

 JULY 26, 2007 
SPECIAL INSPECTOR GENERAL FOR IRAQ RECONSTRUCTION 

400 Army Navy Drive • Arlington, Virginia 22202

 July 26, 2007 

MEMORANDUM FOR SECRETARY OF STATE 

 SECRETARY OF DEFENSE 

SUBJECT: Fact Sheet on the Roles and Responsibilities of U.S. Government 

 Organizations Conducting IRRF-funded Reconstruction Activities 

 (SIGIR-07-008) 

The Special Inspector General for Iraq Reconstruction (SIGIR) is providing this fact 

sheet for your information and use. Rebuilding Iraq is a U.S. national security and foreign 

policy priority; it is the largest U.S. assistance program since World War II. The 

Congress appropriated nearly $21 billion to the Iraq Relief and Reconstruction Fund 

(IRRF) through Public Law 108-11 and Public Law 108-106. Leadership of the 

reconstruction effort has changed several times, and many U.S. government organizations 

are currently participating under the overall responsibility of the Departments of State 

and Defense. 

The leadership changes and myriad participants have contributed to complex 

organizational relationships that could potentially cause confusion. To provide context to 

the U.S. government organizations’ roles and responsibilities in Iraq reconstruction, I 

asked my staff to conduct a survey of each U.S. government agency with responsibility 

for at least one activity in Iraq. We identified at least 62 agencies or major suborganizations within these agencies. The staff performed the survey from April 2006 

through May 2007, capturing information in these areas: Authority/Mission, 

Roles/Responsibilities in Iraq, Organizational Structure, Policies/Procedures, Funding, 

Performance Reporting, and Mission Cessation/Transfer. 

The survey was performed as “nonaudit services”, based on government auditing 

standards issued by the U.S. Government Accountability Office. Therefore, this fact sheet 

does not verify, analyze, or evaluate the information provided by the U.S. government 

organizations, nor does it contain any conclusions, recommendations, or opinions on this 

information. The facts in this report were vetted with senior officials responsible for Iraq 

programs and funding; therefore, no formal response to this fact sheet is required or 

expected. An extended review period was provided from July 23 to July 25, 2007, on the 

consolidated Preliminary Final report to accept technical comments from impacted 

agencies. All comments received have been considered and addressed as appropriate in 

this final report. 
This fact sheet was prepared and the survey was conducted under the direction of 

Mr. Joseph T. McDermott, Assistant Inspector General for Audit. For the staff members 

who contributed to the fact sheet, see Appendix D. We appreciate the courtesies extended 

to the staff. 

For additional information, please contact Mr. Glenn D. Furbish (glenn.furbish@sigir.mil

/ 703-428-1058). 

 

 Stuart W. Bowen, Jr. 

 Special Inspector General for Iraq Reconstruction 

cc: See Distribution 
Lines of authority and significant, frequent organization interfaces, as reported by the orga

Deputy Secretary 

of State

Defense 

Reconstruction 

Support Office 

(DRSO)

Secretary of the 

Army

U.S. Central 

Command

(CENTCOM)

Multi-National 

Force-Iraq (MNF-I)

Chief of Mission

(COM)

Bureau of Near

Eastern Affairs

 (NEA)

Bureau of Democracy, 

Human Rights, & Labor

 (DRL) Iraq Reconstruction 

Management Office

(IRMO)

U.S. Army Corps of 

Engineers Gulf /Region 

Divison – Project and 

Contracting Office

(USACE/GRD-PCO)

U

Dev

Project and 

Contracting Office - 

Washington

 (PCO-W)

Assistant Deputy 

Assistant Secretary 

– Army (Policy and 

Procurement) – 

Iraq/Afghanistan

Secretary of the 

Air Force

Deputy Chief 

of Staff 

(Installation & 

Logistics)

U.S. Army Corps of 

Engineers 

(USACE) - HQ

Corps of Engineers 

Transatlantic Program 

Center (CETAC)

Dept of Army

ASA (AL&T)

Bureau of Diplomatic 

Security

 (DS)

Bureau of International 

Narcotics and Law 

Enforcement Affairs

 (INL)

Bureau of Political and 

Military Affairs

 (PM)

Bureau of Population, Refugees & Migration

 (PRM)

Criminal 

Division 

ICITAP

OPDAT

Bureau fo

Democrac

Conflict & 

Humanitari

Assistanc

(DCHA)

Bureau for Asi

the Near Ea

 (ANE)

The Civil 

Engineer

Air Force Center for 

Environmental 

Excellence 

(AFCEE)

Multi-National Security 

Transition CommandIraq (MNSTC-I)

USAID Miss

Director Ira

Homeland Security 

(Iraq)

Northern 

District

Central 

District

Southern 

District

Joint Contracting 

Command Iraq/

Afghanistan

(JCC-I/A)

Department of 

Justice

Attorney General

Justice 

Attache

 United States 

Marshals Service

 Federal Bureau of 

Investigation

 Drug Enforcement 

Administration

 Bureau of 

Alcohol, Tobacco, Firearms and Explosives

Regional Crimes 

Liaison Office

Secretary of State

Senior Advisor to the 

Secretary & Coordinator 

for Iraq

(S/I)

Secretary of 

Defense
Table of Contents 

Introduction........................................................................................................................1

Background 1

U.S. Appropriated Funds 2

Objectives 4

Department of State...........................................................................................................5

U.S. Mission-Iraq 5

Iraq Reconstruction Management Office 7

Iraq Transition Assistance Office 11

Departmental Support to the U.S. Mission-Iraq 11

Bureau of Near Eastern Affairs 12

Bureau of International Narcotics and Law Enforcement Affairs 14

Bureau of Democracy, Human Rights, and Labor 16

Bureau of Political-Military Affairs 17

Bureau of Population, Refugees, and Migration 18

Department of Justice Attaché in Iraq 19

Department of Homeland Security Attaché in Iraq 21

Department of the Treasury Attaché in Iraq 22

Department of Transportation Attaché in Iraq 24

Department of Agriculture Attaché in Iraq 25

U.S. Agency for International Development..................................................................26

Department of Defense ....................................................................................................29

Multi-National Force-Iraq 29

Multi-National Security Transition Command-Iraq 31

U.S. Army Corps of Engineers Gulf Region Division 33

U.S. Army Corps of Engineers Headquarters and the Transatlantic Programs Center 35

Joint Contracting Command-Iraq/Afghanistan 37

Air Force Center for Environmental Excellence 39

Assistant Secretary of the Army for Acquisition, Logistics and Technology 42

Other Agencies .................................................................................................................46

Overseas Private Investment Corporation 46

United States Institute of Peace 47

Exhibit: Presidential Executive Order 13431................................................................50

Appendix A—Scope and Methodology ..........................................................................52

Appendix B—Acronyms..................................................................................................53

Appendix C—Report Distribution .................................................................................55

Appendix D—Team Members........................................................................................57
1 

Introduction 

Background 

From May 2003 through June 2004, the Coalition Provisional Authority (CPA) was 

responsible for overseeing, directing, and coordinating the relief and reconstruction effort 

in Iraq. The Project Management Office (PMO) was established to prioritize and manage 

projects and provide contract support for U.S.-funded reconstruction projects. 

In May 2004, to successfully meet the “new and formidable challenges” after the 

termination of the CPA and the reestablishment of a sovereign government in Iraq, the 

President issued National Security Presidential Directive-36 (NSPD-36). NSPD-36 stated 

that after the transition of sovereignty to the Iraqi government, the Department of State 

(DoS) would be responsible for all U.S. activities in Iraq through the Ambassador to Iraq. 

The Department of Defense (DoD) would be responsible for all U.S. efforts related to 

security and military operations. On June 28, 2004, when power transferred to the 

sovereign Iraqi Interim Government, the CPA was officially dissolved. The PMO split 

into two organizations: the Iraq Reconstruction Management Office was responsible for 

coordinating the reconstruction effort, and the Project and Contracting Office, assumed 

PMO’s project construction/execution responsibilities. 

The presidential directive also established two temporary offices: 

• The Iraq Reconstruction Management Office (IRMO), under DoS, facilitated 

and coordinated U.S. reconstruction efforts to Iraq. IRMO’s responsibilities 

included strategic planning, prioritizing requirements, monitoring spending, and 

coordinating with the military commander. On May 8, 2007, the President, by 

Executive Order 13431, created the Iraq Transition Assistance Office as the 

successor organization to IRMO. This fact sheet refers to IRMO’s tenure. 

• The Project and Contracting Office (PCO), under DoD, facilitated acquisition 

and project management support for U.S.-funded reconstruction projects. PCO’s 

responsibilities included contracting for and delivering infrastructure, related 

services, and supplies. On December 4, 2005, the positions of Director-PCO and 

Commanding General, U.S. Army Corps of Engineers (USACE) Gulf Region 

Division (GRD) merged to form the consolidated GRD/PCO organization, under 

the DoD Assistant Secretary of the Army for Acquisition, Logistics and 

Technology (ASA(ALT)). At the end of fiscal year 2006, PCO in Baghdad stood 

down and the remaining elements of the organization became functional areas of 

GRD. On October 14, 2006, the mission of the PCO in Iraq officially ended and 

GRD was formally identified as the successor organization to PCO when it 

expired in May 2007. On May 11, 2007, the PCO-Washington office was closed. 

This fact sheet refers to PCO’s tenure. 
2 

In May 2005, the Deputy Secretary of Defense established the Defense Reconstruction 

Support Office (DRSO) to provide a single DoD focal point for coordinating operational 

support of reconstruction in Iraq and Afghanistan. In this role, DRSO: 

• represented DoD in interagency forums on operational matters 

• provided support to senior officials in meetings, briefings, and testimony before 

the Congress 

• prepared the quarterly report to the Congress required under Section 9010 of the 

DoD Appropriations Act for 20061 (the Section 9010 Report, Measuring Stability 

and Security in Iraq) 

In January 2007, the Under Secretary of Defense for Policy assumed DRSO’s functions, 

including: 

• preparing the Section 9010 Report 

• monitoring Development Fund for Iraq (DFI) activities through the United 

Nations International Advisory and Monitoring Board2

• providing support to Global War on Terror activities 

U.S. Appropriated Funds 

This report discusses the leadership and management of Iraq reconstruction projects 

funded by Iraq Relief and Reconstruction Fund (IRRF) appropriations in Public Law 

(P.L.) 108-11 and P.L. 108-106. We identified at least 62 U.S. Government agencies or 

major sub-organizations within these agencies that had responsibility for at least one 

activity in Iraq. 

P.L. 108-11, The Emergency Wartime Supplemental Appropriations Act (April 16, 

2003), appropriated $2.47 billion “for necessary expenses for humanitarian assistance in 

and around Iraq and to carry out the purposes of the Foreign Assistance Act of 1961 for 

rehabilitation and reconstruction in Iraq.” Known as IRRF 1, the fund was designed to 

enable CPA, the transitional government in Iraq, and coalition partners to meet the needs 

of an expected humanitarian crisis in the aftermath of Operation Iraqi Freedom. For 

managing the expenses and overseeing the assistance effort, the Office of Management 

and Budget (OMB) apportioned the funds directly to the organizations conducting Iraq 

reconstruction activities, including DoS, DoD, the U.S. Agency for International 

Development (USAID), and the Department of the Treasury (Treasury). 

P.L. 108-106, The Emergency Supplemental Appropriations Act for Defense and for the 

Reconstruction of Iraq and Afghanistan (November 6, 2003), appropriated 

$18.649 billion for relief and reconstruction activities in Iraq and Afghanistan, of which 

$18.439 billion was specifically for Iraq. These funds are known as IRRF 2. OMB 

 

1 Public Law 109-148.

2

 The International Advisory and Monitoring Board is an audit oversight body for the Development Fund 

for Iraq, as set out in United Nations Security Council Resolution 1546 (2004) and extended by Security 

Council Resolution 1637 (2005). Security Council Resolution 1723 (2006), further extended the mandate of 

the International Advisory and Monitoring Board until December 31, 2007. 
3 

apportioned the IRRF 2 funds directly to the organizations conducting Iraq reconstruction 

activities, including DoS, USAID, DoD, and Treasury. 

Under IRRF 2, the Congress allocated funds to specific sectors of Iraqi governance and 

society. The President was permitted to reallocate these funds within certain bounds but 

was required to notify the House and Senate Committees on Appropriations. The 

allocations changed many times, and these changes were reported quarterly in accordance 

with Section 2207 of P.L. 108-1063

 (the Section 2207 Report). Table 1 shows the 

implementing organizations involved in each sector and their original IRRF 2 allocations. 

Table 1—IRRF 2 Funding by Sector, as of January 2004 

Sector 

Allocation 

(millions) Implementing Organizations 

Security/Law Enforcement $3,243 Multi-National Force-Iraq 

DoS Bureau of International Narcotics and Law Enforcement Affairs 

Department of Justice 

Department of Homeland Security 

Justice/Public 

Safety/Infrastructure/Civil Society 

1,318 Multi-National Force-Iraq 

DoS Bureau of International Narcotics and Law Enforcement Affairs 

DoS Bureau of Political-Military Affairs 

Department of Justice 

Department of Homeland Security 

U.S. Agency for International Development 

U.S. Institute of Peace 

Electricity 5,560 U.S. Army Corps of Engineers Gulf Region Division 

U.S. Agency for International Development 

Oil Infrastructure 1,890 U.S. Army Corps of Engineers Gulf Region Division 

Water Resources/Sanitation 4,332 U.S. Army Corps of Engineers Gulf Region Division 

U.S. Agency for International Development 

Transportation/Telecommunications 500 U.S. Army Corps of Engineers Gulf Region Division 

U.S. Agency for International Development 

Roads/Bridges/Construction 370 U.S. Army Corps of Engineers Gulf Region Division 

U.S. Agency for International Development 

Health Care 793 U.S. Army Corps of Engineers Gulf Region Division 

U.S. Agency for International Development 

Private Sector Development 153 U.S. Army Corps of Engineers Gulf Region Division 

U.S. Agency for International Development 

Overseas Private Investment Corporation 

Education/Refugees/Human Rights/ 

Democracy/Governance 

280 U.S. Army Corps of Engineers Gulf Region Division 

DoS Bureau of Population, Refugees, and Migration 

DoS Bureau of Democracy, Human Rights, and Labor 

Department of the Treasury 

USAID Office of Foreign Disaster Assistance 

USAID Office of Transition Initiatives 

Total $18,439 

Source: Section 2207 Report, January 2004, congressional conference allocations. 

 

3

 P.L. 108-106 requires a report to Congress each quarter on the proposed uses of all IRRF 2 funds on a 

project-by-project basis, including estimates of the costs required to complete each such project. 
4 

Objectives 

The objective of this review was to determine the roles and responsibilities for each 

principal U.S. government organization with programmatic, operational, and/or financial 

stewardship for relief and reconstruction activities in Iraq. The review focused on these 

questions: 

1. Which U.S. government organizations have been authorized to perform a role in Iraq 

relief and reconstruction activities? 

2. What are the authorized roles and responsibilities of each organization and their 

relationship to other organizations? 

3. How do these organizations coordinate policies, procedures, and activities with each 

other? 

4. Which U.S. government organizations that did not have principal roles and 

responsibilities also provided staff to the Iraq relief and reconstruction activities? 

5. What amount and type of funding was provided to each organization for what 

purpose? 

6. What performance reporting does each organization produce, to whom, and how 

often? 

7. What event triggers the cessation or transfer of each organization’s mission relating to 

Iraq relief and reconstruction activities? 

The roles and responsibilities of the major government organizations participating in the 

Iraq effort are described in the individual summaries in this report. These summaries 

present how officials view their authority and responsibilities, as well as their 

coordination with other organizations. SIGIR did not validate those authorities, roles, and 

interface efforts: this was not in the scope of the review. 

For a discussion of the scope and methodology, see Appendix A. 

For the acronyms used in this report, see Appendix B. 

For the report’s distribution, see Appendix C. 

For the team members, see Appendix D. 
5 

Department of State 

U.S. Mission-Iraq 

Authority/Mission 

The United States is represented in Iraq by the Ambassador to Iraq, also known as the 

Chief of Mission (CoM). Two national security presidential directives (NSPDs) assign 

responsibilities to the U.S. Mission-Iraq: NSPD-36 and NSPD-44. 

NSPD-36 (May 11, 2004) addresses the transition of U.S. government operations in Iraq 

from the CPA to the U.S. Mission-Iraq. According to the NSPD, the CoM—on behalf of 

the President and under the guidance of the Secretary of State—is responsible for the 

direction, coordination, and supervision of all U.S. government employees, policies, and 

activities in Iraq, except those under the command of a U.S. military commander and 

employees seconded to international organizations. Executive agencies are required to 

keep the CoM fully and currently informed on all activities and operations of its 

employees in Iraq and to ensure that they comply fully with all applicable CoM 

directives.4

NSPD-44 (December 7, 2005) addresses coordination, planning, and implementation for 

reconstruction and stabilization assistance for foreign states and regions at risk of or in 

transition from conflict or civil strife. The directive establishes these responsibilities of 

DoS through the U.S. Mission-Iraq: 

• coordinating and strengthening U.S. government efforts to prepare, plan for, and 

conduct reconstruction and stabilization assistance and related activities in a range 

of situations that require the response capabilities of multiple departments and 

agencies 

• harmonizing such efforts with U.S. military plans and operations 

 

4

 See the Foreign Service Act of 1980, Public Law 96-465, § 207. 
6 

Organizational Structure 

 U.S. Mission-Iraq 

Source: Deputy Chief of Mission, April 5, 2007. 

Policies/Procedures 

U.S. Mission-Iraq operations are guided by DoS standard operating procedures and 

regulations, as well as several Iraq-specific documents: 

• National Strategy for Victory in Iraq 

• National Strategy for Supporting Iraq 

• The Joint Campaign Plan 

Other Iraq-specific policies or procedures are identified in interagency agreements 

between the responsible DoS bureaus and the implementing U.S. government 

organizations. 

Funding 

Diplomatic and consular programs are funded through the annual DoS operating 

appropriation. Additionally, when the CPA was terminated, some IRRF 1 funding was 

used to facilitate the transition from a DoD to a DoS mission and organization. 

Chief of Mission

Deputy Chief of 

Mission

Legal Office

Executive 

Secretariat Language Services

PoliticalMilitary Political Management Consular Security Public Affairs 

Office Economy Iraq Reconstruction Management Office

Department of 

Homeland 

Security

Foreign 

Agriculture 

Service

Department of 

Treasury

Office of 

Regional 

Affairs

Regional 

Embassy Offices, 

Provincial 

Reconstruction 

Team

Bureau of 

International 

Narcotics & 

Law 

Enforcement

Federal 

Bureau of 

Investigations

Regional 

Crimes 

Liaison Office

Overseas 

Buildings 

Operations

Department of 

Justice

Department of 

State – Office 

of the Inspector 

General

Health and 

Human 

Services

Foreign 

Commercial 

Service

U.S. Agency for 

International 

Development

Project and 

Contracting 

Office

Special 

Inspector 

General for Iraq 

Reconstruction

Defense 

Contract 

Management 

Agency

Defense 

Contract Audit 

Agency

U.S. Agency for 

International 

Development 

Regional Inspector 

General

Multi-National 

Force – Iraq 

Commander

MultiNational 

Force - Iraq

Joint 

Contracting 

Command - 

Iraq

Multi-National 

Security 

Transition 

Command - Iraq

Area 

Support 

Group

LEGEND

Denotes Line of Authority
7 

Performance Reporting 

The U.S. Mission-Iraq provides information to the Bureau of Near Eastern Affairs (NEA) 

on its reconstruction and other activities, which is incorporated in NEA reports, according 

to the Staff Assistant to the Deputy Chief of Mission. The U.S. Mission-Iraq provides 

input to NEA for: 

• The Iraq Weekly Status Report—which compiles information from a variety of 

sources—including USAID, and IRMO—and provides weekly updates on U.S. 

government policy on Iraq. 

• The congressionally required Section 1227 Report on Iraq (Section 1227 

Report5

)—which covers the current military, diplomatic, political, and economic 

measures that have been undertaken to complete the mission in Iraq; provides an 

assessment of the current situation; outlines goals; and measures political, 

economic, and security progress. 

• The congressionally required Section 2207 Report on Iraq Reconstruction 

(Section 2207 Report)—which outlines the conditions, programs, and initiatives 

supported by the IRRF; provides performance metrics; and describes sector 

accomplishments for the previous quarter. 

Mission Cessation/Transfer 

There is no plan to end or transfer the activities of U.S. Mission-Iraq. A continuing 

diplomatic presence is envisioned. 

Iraq Reconstruction Management Office

Authority/Mission 

On May 11, 2004, NSPD-36 established IRMO as a temporary DoS organization to 

facilitate the transition in Iraq. On May 8, 2007, IRMO’s functions were assumed by the 

Iraq Transition Assistance Office. Until then, located at the U.S. Mission-Iraq, IRMO 

reported directly to the U.S. Ambassador to Iraq and was led by a director selected by the 

Secretary of State. IRMO’s staff included: 

• personnel with relevant management experience detailed on a nonreimbursable 

basis from other U.S. government department and agencies 

• senior and/or technical advisers 

• personnel from coalition nations 

• other personnel directed by the Secretary 

 

5

 P.L. 109-163, National Defense Authorization Act for Fiscal Year 2006. 
8 

The IRMO staff worked alongside traditional U.S. Embassy sections and in conjunction 

with other U.S. government departments and agencies, including GRD, USAID, MultiNational Force-Iraq (MNF-I), DoJ, DHS, Treasury, Overseas Private Investment 

Corporation, and U.S. Institute of Peace.6

Roles and Responsibilities in Iraq 

To achieve its mission to oversee the provisions of reconstruction assistance and to 

provide support (including security, medical, logistical, and administrative) to U.S. 

activities in Iraq, IRMO:7

• advised Iraqi ministries through IRMO’s senior consultants 

• oversaw the use of funds to U.S. government departments and agencies executing 

assistance programs in Iraq (chiefly USAID, MNF-I, and GRD) 

• provided information on U.S. government assistance programs in Iraq to DoS for 

reporting to the Congress and executive agencies 

• worked to ensure that the U.S. Mission-Iraq team and MNF-I spoke with one 

voice on reconstruction issues 

• respected the distinctive values and differing procedures of the executing agencies 

to achieve harmony among Iraq reconstruction programs8

IRMO’s organizational structure comprised the Executive Office, four IRMO divisions, 

and supporting staff offices, which had these operational responsibilities: 

• IRMO Executive Office. The Executive Office supported the IRMO Director. As 

the primary U.S. government coordinator for Iraq reconstruction efforts, the 

Director reported to the U.S. Ambassador to Iraq. 

• IRMO Development Office. IRMO senior consultants assigned to the 

Development Office worked directly with the Iraqi Ministries of Agriculture, 

Education, Health, Planning and Development, Private Sector Development, 

Trade, and Industry and Minerals, providing technical assistance, coordinating 

reconstruction projects, and conducting capacity-development activities. IRMO 

senior consultants served as U.S. government liaisons to their respective Iraqi 

ministries and commissions. The Development Office also housed the Ministerial 

Coordination Team, which supported ministerial capacity development through 

the implementation of short-term initiatives in ten key ministries. 

• IRMO Finance Office. The IRMO Chief Financial Officer oversaw financial, 

budgetary, and information management issues related to Iraq reconstruction. 

 

6

 NSPD-36, May 11, 2004; IRMO Executive Office memo, April 15, 2005. 

7

 IRMO mission statement, April 15, 2005. 

8

 IRMO mission statement, January 1, 2005. 
9 

• IRMO Operations Office. IRMO senior consultants assigned to the Operations 

Office worked directly with the Iraqi Ministries of Communications, Electricity, 

Justice, Oil, Transportation, Water Resources, Municipalities and Public Works, 

and Environment, providing technical assistance, coordinating reconstruction 

projects, and conducting capacity-development activities. The IRMO Director of 

Operations also served as IRMO’s primary liaison to MNF-I.9

• Civil/Military Regional Operations Office. The IRMO Civil/Military 

Operations Office comprised the National Coordination Team, the provincial 

reconstruction teams (PRTs), and liaisons to the Iraqi Ministries of Defense and 

Interior. The National Coordination Team supported personnel assigned to the 

PRTs who live and work outside Baghdad. The PRTs lead capacity building and 

coordinate reconstruction efforts in the governorates. 

Organizational Structure 

Iraq Reconstruction Management Office 

Director

Chief of Staff and Executive Office

Strategic Policy and 

Planning Office

Deputy Director & 

Chief Financial 

Officer

Deputy Director & 

Director of 

Operations

Deputy Director & 

Director of 

Development

Deputy Director Civil/

Military Regional 

Operations

Sr Consultants/Capacity 

Development

Ministerial Coordination 

Team

Agriculture

Commission on Public 

Integrity

Education/Higher Education

Health

Iraq Property Claim Com, 

Displacement & Migration

Planning and Development

Private Sector Development

Trade, Industry & Minerals

Youth & Sports

Financial Management

Sustainment & 

Analysis

Budget

Information 

Management Unit

Essential Services

Communications

Electricity

Justice

Oil

Transportation

Water, Municipalities, 

Public Works, and 

Environment

Civil/Military Integration

Focused Stabilization & Post-Strike 

Integration

National Coordination Team (NCT)/

Regional Operations PRDC/PC (16 

Field Offices)

Ministry of Interior Liaison

Ministry of Defense Liaison

 Source: IRMO Director of Development, March 3, 2007. 

Policies/Procedures 

IRMO did not have direct authority over organizations conducting reconstruction 

activities; NSPD 36 set up IRMO to facilitate. According to the IRMO Chief of Staff, 

IRMO strived to achieve harmony among the various organizations while respecting the 

distinctive values and differing procedures of each. 

 

9

 IRMO provided expertise and operational assistance to the Ministries of Defense and Interior until 

October 1, 2005, when these responsibilities were transferred to MNSTC-I to ensure that the development 

of pivotal ministerial functions was synchronized with the development of the Iraqi Security Forces. 
10 

To coordinate reconstruction activities, IRMO conducted programmatic reviews,10

including: 

• monthly sector reviews with INL, USAID, USACE GRD, MNSTC-I, and IRMO 

senior consultants (bi-monthly reviews for essential services—oil, water, 

electricity, communications, and transportation) 

• weekly reviews of funds moved and projects initiated and completed 

• periodic subsector financial reviews, usually monthly, including construction gap 

and cost-to-complete analysis 

• a review and approval process for all program changes and cancellations 

• daily interaction with Iraqi ministries through senior consultants 

• weekly meetings of the Deputy Prime Minister and IRMO Director on strategic 

issues regarding reconstruction 

• three reviews of commitments and obligations of funds each year 

IRMO had also issued several memorandums to exercise its responsibility to control 

IRRF funds, including: 

• a policy and procedure for deobligating, reprogramming, and obligating IRRF 2 

funds 

• a policy and procedure for using expired IRRF 2 funds 

• a procedure for reporting and obtaining approval for project scope changes 

Funding 

IRMO’s operating expenses were funded through the DoS operating budget. However, 

when the CPA was terminated, some IRRF 1 funding was used to facilitate the transition 

from a DoD to DoS mission and organization. As authorized in the fiscal year 2004 

Supplemental Appropriations Act and as recorded in the July 2004 Section 2207 Report, 

$105.75 million from IRRF 1 was transferred to the U.S. Mission-Iraq, although not all 

costs were attributable to IRMO.11

Performance Reporting 

IRMO collected all reconstruction data from the IRRF participants and consolidated the 

details to help prepare the Section 2207 Report.

12

 

10 See the April 2005 Section 2207 Report, executive summary. 11 IRMO Chief Financial Officer, February 2007. 

12 Ibid. 
11 

Mission Cessation/Transfer 

IRMO was created as a temporary DoS organization. By law, temporary organizations 

can use the hiring flexibilities provided under 5 U.S.C. 3161 only for up to three years, 

but such employees may be retained for up to five years.13 IRMO, as scheduled, 

terminated in May 2007. On May 8, 2007, the President, by Executive Order 13431, 

created the Iraq Transition Assistance Office as the successor organization to IRMO. 

Iraq Transition Assistance Office 

The President established the Iraq Transition Assistance Office (ITAO) as a temporary 

organization within DoS, “to perform the specific project of supporting executive 

departments and agencies in concluding remaining large infrastructure projects 

expeditiously in Iraq, in facilitating Iraq’s transition to self-sufficiency, and in 

maintaining an effective diplomatic presence in Iraq”. The functions assigned to IRMO 

were assumed by ITAO. For the full text of Executive Order 13431, see Exhibit 1. 

Departmental Support to the U.S. Mission-Iraq 

Headed by the Secretary of State, DoS is the cabinet-level foreign affairs agency of the 

U.S. government. Its mission is to create a more secure, democratic, and prosperous 

world for the benefit of the American people and the international community.14 The 

Secretary of State is the chief executive officer of the department and answers directly to 

the President. These DoS organizations provide departmental level support to the U.S. 

Mission-Iraq: 

Five DoS bureaus are involved in IRRF-funded Iraq reconstruction: 

• Bureau of Near Eastern Affairs 

• Bureau of International Narcotics and Law Enforcement Affairs 

• Bureau of Democracy, Human Rights, and Labor 

• Bureau of Political-Military Affairs 

• Bureau of Population, Refugees, and Migration 

The five bureaus are overseen by three DoS under secretaries: 

• Under Secretary for Political Affairs 

• Under Secretary for Democracy and Global Affairs 

• Under Secretary for Arms Control and International Security Affairs 

Several attachés also serve under the U.S. Mission-Iraq: 

• Department of Justice Attaché 

• Department of Homeland Security Attaché 

• Department of the Treasury Attaché 

• Department of Transportation Attaché 

• Department of Agriculture Attaché 

 

13 IRMO Chief of Staff, March 2007. 

14 DoS mission statement, March 10, 2007. 
12 

USAID also maintains a mission in Iraq (USAID/Iraq) under the direction of the 

Secretary of State. 

Bureau of Near Eastern Affairs 

Authority/Mission

The Bureau of Near Eastern Affairs (NEA) deals with U.S. foreign policy and U.S. 

diplomatic relations with Algeria, Bahrain, Egypt, Iran, Iraq, Israel, Jordan, Kuwait, 

Lebanon, Libya, Morocco, Oman, Qatar, Saudi Arabia, Syria, Tunisia, United Arab 

Emirates, and Yemen. 

Roles and Responsibilities

Within NEA, the Office of Iraq Affairs (NEA/I) supports the mission in Baghdad. The 

NEA/I Deputy Assistant Secretary, in coordination with the Senior Advisor to the 

Secretary and Coordinator for Iraq, is responsible for providing leadership and 

coordination for the Department of State and other U.S. government agencies in Iraq. The 

Deputy Assistant Secretary ensures that the needs of the Chief of Mission are served and 

the mission is properly supported in terms of policy, operations, and administration, as 

well as developing support contacts, channels of communications, and mechanisms for 

interagency leadership. 

The FY 2007 Bureau Performance Plan shows that NEA/I is working within the 

interagency context to execute the National Strategy for Victory in Iraq by working to 

develop efforts in the governance, reconstruction, and security areas. NEA/I is also 

working to develop international engagement in support of Iraq and assisting in the 

President’s January 2007 New Way Forward in Iraq Strategy. 

Organizational Structure 

Bureau of Near Eastern Affairs

Source: NEA/I Office Director, March 9, 2007. 

Office Director

Assistant 

Coordinator

Iraq Policy & 

Operations Group

South Central Asia

Executive Director

Political Affairs Economic 

Affairs

PoliticalMilitary 

Affairs

Deputy Assistant Secretary 

(Iraq)

Assistant Secretary

Near Eastern Affairs

Senior Advisor on Iraq 

to the Secretary and 

Coordinator on Iraq

Deputy 

LEGEND

Denotes Line of Authority

Denotes Coordination
13 

Policies/Procedures 

NEA/I’s operations in Iraq are guided by DoS standard operating procedures and 

regulations, as well as several Iraq-specific documents, including: 

• National Strategy for Victory in Iraq 

• National Strategy for Supporting Iraq 

• The Joint Campaign Plan 

Funding

NEA/I’s operating expenses are funded by the DoS operating budget. 

NEA/I has entered into a number of interagency agreements using IRRF funds totaling 

$12.5 million, as of March 7, 2007. These include: 

• An agreement with the Department of Energy, Office of Policy and International 

Affairs, to provide technical assistance to the Iraqi government to create a legal 

and regulatory environment conducive to domestic and foreign investment in the 

energy sector. 

• An agreement with the Department of Agriculture, Foreign Agricultural Service, 

to support a two year program to assist the Iraqi agricultural extension system; 

and to identify, select, and manage a consortium of Land Grant Universities to 

provide training programs to Iraqi educators and ministry staff. 

• An agreement with the Department of Interior, Minerals Management Service, to 

provide mineral management training personnel to the Iraqi Ministry of Oil. 

• An agreement with the Department of Commerce, Commercial Law Development 

Program, to conduct a one-year program to assist in creating a legal and tax 

environment conducive to domestic and foreign investment in the oil and gas 

sectors. 

Performance Reporting

NEA/I issues three external, recurring reports, according to the Iraq Congressional 

Affairs Liaison: 

• The Iraq Weekly Status Report compiles information from a variety of sources—

including other DoS bureaus, USAID, and IRMO—and provides weekly updates 

on U.S. government policy on Iraq. 

• The congressionally required Section 1227 Report on Iraq (Section 1227 Report)

covers the current military, diplomatic, political, and economic measures that 

have been undertaken to complete the mission in Iraq; provides an assessment of 
14 

the current situation; outlines goals; and measures political, economic, and 

security progress. 

• The congressionally required Section 2207 Report on Iraq Reconstruction 

(Section 2207 Report) outlines the conditions, programs, and initiatives supported 

by the IRRF; provides performance metrics; and describes sector 

accomplishments for the previous quarter. 

Mission Cessation/Transfer 

There is no plan for ending or transferring NEA/I’s mission in Iraq. 

Bureau of International Narcotics and Law Enforcement 

Affairs 

Authority/Mission 

The Bureau of International Narcotics and Law Enforcement Affairs (INL) is the primary 

focal point in DoS for all international narcotics and international crime matters;15 its role 

is both diplomatic and programmatic and includes international narcotics control, 

international crime control, and rule of law. 

INL derives its authority from the Foreign Assistance Act of 1961, which authorizes the 

Secretary of State to assist in promoting political, civil, and economic changes in the 

community of nations. Additionally, Presidential Decision Directive 71 directs DoS to 

strengthen criminal justice systems in support of U.S. peace operations and other 

complex contingencies. 

Roles and Responsibilities in Iraq 

The INL office at the U.S. Mission-Iraq primarily conducts criminal-related projects in 

three areas: police, rule of law, and corrections. 

• Police: INL supports the U.S. military in training and equipping the Iraqi Police 

Service. It funds the recruitment of international police trainers through the 

Department of Justice (DoJ), as well as through a separate contract for 

international police liaison officers. INL also developed curricula to train new and 

existing Iraqi police and corrections personnel, reestablished a police academy in 

Baghdad, and funded the development of the Jordan International Police Training 

Center in Amman, which trains Iraqi police. 

• Rule of Law: INL helps the Iraqi judiciary draft legislation, provides rule-of-law 

coordinators for provincial reconstruction teams throughout Iraq, and funds a 

variety of justice programs to strengthen the Iraqi criminal justice system, 

including: the Iraqi Justice Integration Project, the Major Crimes Task Force, the 

 

15 INL, Program and Policy Guide, March 9, 2006. 
15 

Courthouse Security Upgrade Project, and training for anticorruption and judicial 

investigators. 

• Corrections: INL funds programs to increase Iraq’s capacity to house and guard 

prisoners, advises and trains the Iraqi Corrections Service, and manages projects 

to build additional prison bed space. 

Policies/Procedures 

INL’s activities are guided by DoS standard operating procedures and regulations, as well 

as several Iraq-specific documents, including: 

• National Strategy for Victory in Iraq 

• National Strategy for Supporting Iraq 

• The Joint Campaign Plan 

Other INL policies or procedures are identified in interagency agreements with U.S. 

government organizations that implement INL projects, including the Department of 

Homeland Security (DHS), DoJ, and Treasury, which have attachés working in Iraq 

under the chief of mission. 

Funding 

INL’s operating expenses are funded by the DoS operating budget. From FY 2003 

through FY 2006, funding for INL’s Iraq efforts was provided from DoS Supplemental 

Appropriation apportionments and DoD funding transfers. 

INL received $2.2 billion in funding for Iraq-related activities from FY 2003 through FY 

2007 (as of the second quarter of FY 2007). The largest portion came from the IRRF 

($1.2 billion), which included funds originally provided to DoD and then transferred to 

INL. The second-largest amount came from the Iraq Security Forces Fund ($762 million), 

which was originally provided to DoD and then transferred to INL. 

In executing its mission, INL established interagency agreements with DoJ, DHS, and 

Treasury. INL transferred IRRF funds to these agencies to fund programs executed for 

Iraq. 

Performance Reporting 

INL reports its accomplishments quarterly to the Congress in the Section 2207 Report. 

Additionally, each organization that performs functions under an interagency agreement 

is required to submit an annual progress report. 

Mission Cessation/Transfer 

There is no plan for INL to cease or transfer its activities in Iraq. 
16 

Bureau of Democracy, Human Rights, and Labor

Authority/Mission 

The Bureau of Democracy, Human Rights, and Labor (DRL) conducts U.S. foreign 

policy efforts in civil, political, and human rights. According to the Deputy Assistant 

Secretary, the mission of DRL includes: 

• overseeing initiatives and policies that promote and strengthen democratic 

institutions, civil societies, and respect for human rights and worker rights 

• ensuring that human rights and labor conditions in foreign countries are taken into 

account in U.S. policy-making 

• preparing annual reports to the Congress on human rights practices and religious 

freedom in countries around the world 

• overseeing the Human Rights and Democracy Fund, which addresses human 

rights and democratization emergencies16

Roles and Responsibilities in Iraq 

The DRL offices responsible for Iraq are the Office of Near East and South Central Asia 

and the Program Unit. These offices are responsible for: 

• developing and implementing policy on human rights and democracy 

• providing policy guidance to regional bureaus and U.S. embassies 

• monitoring worldwide observance of human rights, democracy, and fundamental 

freedom 

• providing guidance and policy recommendations to other bureaus 

Policies/Procedures 

DRL’s activities are guided by DoS standard operating procedures and regulations, as 

well as several Iraq-specific documents: 

• National Strategy for Victory in Iraq 

• National Strategy for Supporting Iraq 

• The Joint Campaign Plan 

According to the Deputy Assistant Secretary, DRL has not issued Iraq-specific policies 

and procedures. However, DRL grants are also reviewed by NEA/I and USAID’s Iraq 

Program Office to coordinate project and policy priorities as well as avoid duplication of 

effort. 

 

16 DRL Deputy Assistant Secretary, March 9, 2007. 
17 

Funding 

DRL’s operating expenses are funded by the DoS operating budget. Additionally, as of 

April 2007, DRL has received $97.1 million from the IRRF 2 appropriation for its 

various projects—for example, National Endowment for Democracy, Women’s 

Democracy Initiatives, and Human Rights. All of DRL’s projects are in the education, 

refugees, human rights, democracy, and governance sector. 

Performance Reporting 

DRL reports its accomplishments quarterly to the Congress in the Section 2207 Report. 

Mission Cessation/Transfer 

There is no plan for DRL to cease or transfer its activities in Iraq. 

Bureau of Political-Military Affairs 

Authority/Mission 

The Bureau of Political-Military Affairs (PMA) is the principal link between DoS and 

DoD to facilitate U.S./coalition military operations. PMA’s mission is to use diplomacy 

and military power to foster a stable and secure international environment receptive to 

American values and interests, according to the FY 2007 Bureau Performance Plan.

Roles and Responsibilities in Iraq 

PMA’s Office of Weapons Removal and Abatement is responsible for providing 

assistance in the removal of landmines and unexploded ordnance in war-torn countries, 

such as Iraq. The program’s objective is to reduce civilian casualties and create a safe 

atmosphere, allowing refugees to return to their homes.17

Policies/Procedures 

PMA’s activities are guided by DoS standard operating procedures and regulations, as 

well as several Iraq-specific documents: 

• National Strategy for Victory in Iraq 

• National Strategy for Supporting Iraq 

• The Joint Campaign Plan 

PMA has not issued specific policies or procedures for Iraq, according to the Director of 

the Office of Weapons Removal and Abatement.

 

17 DoS foreign operations budget justification for FY 2006. 
18 

Funding 

PMA’s operating expenses are funded by the DoS operating budget. PMA also received 

Iraq-specific funding for its mine removal and unexploded ordnance projects—

$12.3 million from IRRF 1 and $84.8 million from IRRF 2, as of March 8, 2007. PMA’s 

projects are in the justice, public safety, infrastructure, and civil society sector. 

Performance Reporting 

PMA reports its accomplishments quarterly to the Congress in the Section 2207 Report. 

Mission Cessation/Transfer 

The Director of the Office of Weapons Removal and Abatement stated that the mission to 

support the removal of landmines and unexploded ordnance in Iraq will continue until 

Iraq is considered free of mine/ordnance or has the capacity to become so on its own. 

Bureau of Population, Refugees, and Migration 

Authority/Mission 

The Bureau of Population, Refugees, and Migration (PRM) has primary responsibility for 

formulating policies on population, refugees, and migration, and for administering U.S. 

refugee assistance and admissions programs. PRM’s principal authorities are derived 

from statutes, including the Migration and Refugee Assistance Act of 1962 and the 

Refugee Act of 1980. Substantial provisions of these laws are based in international 

conventions to which the U.S. is a party, most notably the 1967 Protocol to the 1951 

Geneva Refugee Convention. 

In carrying out its mission, PRM pays particular attention to promoting women’s equal 

access to resources and participation in management of those resources—especially the 

distribution of food and other relief items—as well as meeting the special needs of 

refugee and returnee children. 

Roles and Responsibilities in Iraq 

The PRM mission in Iraq is to provide protection, assistance, and sustainable solutions 

for refugees and conflict victims while enhancing U.S. population/migration policies, as 

stated in the FY 2006 Guidelines for Nongovernmental Organization Projects for 

Assistance to Iraqi Refugees and Returnees. 

PRM provides support to Iraqi communities where refugees have returned, including 

building the capacity of those communities to absorb additional refugees, according to 

the PRM Director. Assistance to Iraqi returnees and non-Iraqi refugees includes shelter, 

water and sanitation, health care, and primary education. Protection underpins all of 

PRM’s policy and programming. PRM also supports care and maintenance programs for 
19 

refugees and other vulnerable Iraqis in neighboring countries who are unable to return to 

Iraq. 

Policies/Procedures 

PRM’s activities are guided by DoS standard operating procedures and regulations, as 

well as several Iraq-specific documents: 

• National Strategy for Victory in Iraq 

• National Strategy for Supporting Iraq 

• The Joint Campaign Plan 

The Director of the Office of Policy and Resources Planning stated that PRM has not 

issued any Iraq-specific policies and procedures, but it works closely with USAID’s 

Office of Foreign Disaster Assistance concerning internally displaced persons. 

Funding 

PRM’s operating expenses are funded by the DoS operating budget. Additionally, as of 

March 2007, PRM has received $27 million in IRRF 1 and $119 million in IRRF 2 

funding. Of the IRRF 2 funds, $16 million was returned for reprogramming. Programs 

supporting internally displaced Iraqi refugees received the bulk of the IRRF 2 funds, 

about $75 million; the balance was used to provide support to Iraq refugees in other 

countries in the region. The PRM Director stated that most Iraq funding is distributed to 

international organizations; the remainder is provided to nongovernmental and private 

voluntary organizations.

Performance Reporting

PRM reports its accomplishments quarterly to the Congress in the Section 2207 Report. 

Mission Cessation/Transfer 

PRM will continue to play a critical role in Iraq as long as its primary implementing 

partners—including the United Nations High Commissioner for Refugees, International 

Committee of the Red Cross, and International Organization for Migration—provide 

assistance and protection to refugees, returnees, and other conflict victims in Iraq and 

neighboring countries. 

Department of Justice Attaché in Iraq 

Authority/Mission 

In late 2004, DoS and DoJ signed an interagency agreement to support security, relief, 

rehabilitation, and reconstruction programs in Iraq. As a result, the Attorney General 

appointed a Justice Attaché to the U.S. Mission-Iraq to oversee the activities of the 

various participating DoJ components: 
20 

• U.S. Marshals Service 

• Office of Overseas Prosecutorial Development Assistance and Training 

• International Criminal Investigative Training Assistance Program 

• Regime Crimes Liaison’s Office 

• Federal Bureau of Investigation 

• Drug Enforcement Administration 

• Bureau of Alcohol, Tobacco, Firearms, and Explosives 

Policies/Procedures 

The Justice Attaché reported that the activities of DoJ components in Iraq are carried out 

subject to the policy direction of the CoM. 

Funding 

According to an official in the Office of the Deputy Attorney General, INL has entered 

into a number of interagency agreements with DoJ organizations to support security, 

training, and development assistance programs in Iraq: 

• Drug Enforcement Administration 

• Federal Bureau of Investigation 

• Bureau of Alcohol, Tobacco, Firearms, and Explosives 

• Office of Overseas Prosecutorial Development Assistance and Training 

• International Criminal Investigative Training Assistance Program 

• Regime Crimes Liaison’s Office 

• U.S. Marshals Service 

Through interagency agreements, INL has provided DoJ with $383.5 million from IRRF 

as of May 4, 2007, and the Iraq Security Forces Fund for a variety of efforts. The largest 

($244.7 million) is the International Criminal Investigative Training Assistance Program. 

Performance Reporting 

Information on DoJ-supported projects is included in the Section 2207 Report. Also, the 

DoS and DoJ interagency agreements require quarterly progress reports and financial 

reports, according to an official from the Office of the Deputy Attorney General.

Mission Cessation/Transfer 

DoJ is involved in interagency efforts for continued support of the Government of Iraq 

(GOI) in the context of the National Strategy for Supporting Iraq, with particular focus 

on expanding rule-of-law support to provincial governments through the PRTs, according 

to an official from the Office of the Deputy Attorney General. On March 24, 2006, the 

Secretary of State requested additional personnel to assist through 2008, and DoJ is 

working with DoS and the U.S. Mission-Iraq to coordinate that support. 
21 

Department of Homeland Security Attaché in Iraq 

Authority/Mission 

In response to NSPD-36, DHS has provided services in Iraq to assess operations and 

security for borders and ports-of-entry (land, sea, and air), and provided point-of-entry 

infrastructure protection, terrorist financing investigations, and naturalization services to 

U.S. military members. These services are provided by numerous directorates, bureaus 

and agencies within DHS such as: 

• Immigration and Customs Enforcement 

• Customs and Border Protection 

• Transportation Security Administration 

• U.S. Secret Service 

• Citizenship and Immigration Services 

• U.S. Coast Guard 

Roles and Responsibilities in Iraq 

Operating under the DHS Attaché in the U.S. Mission-Iraq, DHS personnel provide a 

range of services, including border/port-of-entry operations and security (land, sea, and 

air), point-of-entry infrastructure protection, terrorist financing investigations, and 

naturalization services to U.S. military members. 

Customs and Border Protection personnel work with MNSTC-I to provide specific border 

and port-of-entry services, under an April 24, 2006 memorandum between DHS, the 

Deputy Chief of Mission, IRMO, and MNSTC-I. On May 30, 2006, the DHS Attaché 

defined these support services: 

• Provide oversight, mentoring, and training of Iraqi personnel in ports-of-entry 

operations (land, sea, and airports), related to immigration processing, customs 

procedures, and commercial cargo operations and associated security processes. 

• Act as subject-matter experts and advise coalition commanders on point-of-entry 

responsibilities, national academy curriculum-development responsibilities, and 

train-the-trainer responsibilities. 

• Serve as policy advisers to MNSTC-I’s Civilian Police Assistance Training Team 

and the Ministry of Interior to develop statutes, regulations, and policy on border 

and point-of-entry operations, security, customs, immigration, and associated 

security operations, laws, and procedures. 

Policies/Procedures 

The DHS Attaché advises the Chief of Mission on operational and security matters 

related to the various DHS missions. The DHS Attaché has not issued any Iraq-specific 

policy.
22 

Funding 

The DHS Attaché position is a yearly rotation that is funded from the DHS Office of 

International Affairs operating budget. The operating budgets of the various DHS 

component agencies fund the specific missions in Iraq. The basic salaries of the Customs 

and Border Protection personnel are supported by the DHS office’s operating budget. 

MNSTC-I, however, uses IRRF funding to cover the support costs associated with travel, 

per diem, security, overtime, premium pay, predeployment training, and/or other 

expenses of the Customs and Border Protection personnel while serving in Iraq. 

Performance Reporting 

According to the DHS Attaché, individual agents prepare these performance reports: 

• weekly summary reports issued to MNSTC-I, U.S. Central Command, and DHS 

• site assessments issued to MNSTC-I 

• monthly summary reports issued to MNSTC-I

Mission Cessation/Transfer 

There is no cessation or transfer plan for the DHS Attaché, although preliminary 

discussions have been held with DoS, IRMO, and MNSTC-I on the future of the DHS 

Attaché and the strategic engagement of its assets. 

Department of the Treasury Attaché in Iraq 

Authority/Mission 

NSPD-36 gave the Secretary of State the authority to task other departments and agencies 

to provide personnel and reconstruction support for Iraq reconstruction. In response, the 

Treasury’s Office of Technical Assistance (OTA) was tasked to provide advisory services 

that focused on establishing modern central bank functions and a nationwide payment 

system among local banks and the central bank. Located in Washington, D.C., the OTA 

has been administering the banking sector establishment program by awarding contracts 

and conducting activities under six major functions: 

• budget policy and management 

• finance enforcement 

• banking and financial services 

• government debt issuance and management 

• tax policy and administration 

• operations 
23 

Roles and Responsibilities in Iraq 

To assist in the establishment of central bank functions, Treasury’s Deputy Assistant 

Secretary for Africa and the Middle East created an Attaché office in Iraq, who 

coordinates Treasury activities with the CoM. The OTA Director stated that although 

OTA is the only Treasury office funded by IRRF, other Treasury entities provide 

assistance for Iraq reconstruction, including: 

• Office of International Affairs 

• Office of the Comptroller of the Currency 

• Financial Management Service 

• Internal Revenue Service 

• Office of the General Counsel 

In addition, the Treasury Office of Foreign Assets Control and the Office of Intelligence 

and Analysis have had activities in Iraq that are not directly related to reconstruction 

activities.

Policies/Procedures 

Treasury has not issued any Iraq-specific policies or procedures. 

Funding 

According to the OTA Director, as of February 2007, Treasury has received $6 million of 

IRRF 1 funds and $40 million of IRRF 2 funds. 

• IRRF 1: The $6 million funded technical assistance operations. 

• IRRF 2: Of the $40 million, $30 million funded technical assistance operations 

and associated procurements, and $10 million was passed through to the 

International Finance Corporation, a member of the World Bank Group, for loans 

to micro-, small-, and medium-sized businesses. (The $30 million for technical 

assistance included support of senior advisors and consultants, establishment of a 

National Payment System, bank physical security upgrades, check processing 

equipment, and program management expenses.) 

Treasury returned $900,000 of the $30 million to OMB. 

The OTA Director also stated that the Treasury Attaché to Iraq was supported with 

Treasury operating funds. 

Performance Reporting 

The OTA Director stated that Treasury provides input to the Section 2207 Report. 

Treasury also provides IRMO with weekly and monthly financial reports on funds 

obligations and disbursements. 
24 

Mission Cessation/Transfer 

Treasury has not developed a cessation or transfer plan, according to the OTA Director. 

Treasury and the Attaché in Iraq will continue to support the reconstruction effort in Iraq 

as long as reconstruction remains a U.S. priority and the requisite funds are available. 

Department of Transportation Attaché in Iraq 

Mission 

As provided by the Department of Transportation (DOT) Attaché, this office is in direct 

support of the U.S. Embassy mission to support the GOI in rebuilding the nation’s 

transportation systems and related institutions to provide the citizens of Iraq with safe and 

secure public transportation. As the representative of DOT, it also serves the Ambassador 

and coalition partners in matters pertaining to U.S. policy and procedures regarding 

transportation matters. 

Roles and Responsibilities in Iraq 

The primary role of the DOT Attaché Office is to provide the Iraqi Ministry of 

Transportation and its modal agencies and state owned enterprises with technical 

assistance and consultation in the rebuilding of its aviation, rail, ports, and roads and 

bridges infrastructure and to provide capacity and institutional building to the GOI to 

achieve and sustain a level of capability that meets international regulatory and technical 

standards. The DOT Attaché is responsible for promoting U.S. standards and 

recommended practices in the development and implementation of transportation systems 

in Iraq. As the DOT representative, the Attaché is responsible for providing technical 

assistance to U.S. and coalition partners in carrying out their missions in Iraq, without 

negatively impacting the Iraq rebuilding process by harmonizing competing requirements 

between the key stakeholders. 

Policies/Procedures 

DOT Attaché is involved in developing travel advisories for Iraq, as well as weighing in 

on use of transportation modes for CoM personnel within Iraq. DOT Attaché staff also 

provide technical advice and expertise to the Office of the Advisor to the Prime Minister 

and to the Minister of Transportation as they develop their transportation policies for the 

country. 

Funding 

Since 2005, the U.S. Government has spent approximately $32 million in IRRF on 

construction activities at Baghdad International Airport (BIAP), as well as training of 

relevant personnel. Major projects include the critical rehabilitation of BIAP facilities 

from electrical to water and sewer, installation of visual aids for aircraft traffic, powering 

the new radar system, street lighting, bringing BIAP into compliance with international 

navigational aid standards. The U.S. also provided operations and maintenance training 

for personnel using the air traffic control system; flight safety training and certification 

for flight safety inspectors; tools for critical communication redundancy; air traffic 
25 

control training; and English language training. Moreover, the U.S. funded and facilitated 

the Air Navigation Systems Commissioning Flight Inspection, which will allow flights to 

land and depart from BIAP with less than visual flight conditions. 

Prior to 2005, USAID reportedly spent approximately $20 million in IRRF funds on 

BIAP infrastructure work including the rehabilitation of the Air Traffic Control Tower; 

repair of Terminal C and administration offices; construction of security checkpoints and 

a 240-car parking lot; installation of VSAT communications system and 6.5 megawatt 

power generators; repair of perimeter security fence; and the restoration of substation 

transformers and generators. 

Performance Reporting 

The DOT Attaché Office provides input to the Section 2207 Report and submits weekly 

reports on progress within each of the sector modes to ITAO. 

Mission Cessation/Transfer 

DOT has not developed a cessation or transfer plan, as of yet. DOT and the Attaché will 

continue to support the reconstruction and capacity building effort in Iraq as long as this 

remains a U.S. priority and the requisite funds are available. Critical handover points 

involve the Iraq Civil Aviation Authority meeting the recommended standards and 

practices of the International Civil Aviation Organization. 

Department of Agriculture Attaché in Iraq 

According to the Department of Agriculture’s (USDA) Embassy representative, the 

Attaché activities in Iraq include the USDA-funded Iraq Agricultural Extension 

Revitalization program. The primary focus of this program is to work with extension 

specialists and university professors to improve farming techniques and to make Iraqi 

farmers more efficient. Iraq is also interested in increasing the opportunities for training 

farmers abroad and training of countryside women and youth. 

USDA is also working with the Ministry of Planning and Ministry of Agriculture to 

consolidate statistical information management under one roof, apply modern statistical 

manipulation tools, and make information available in a useful form to agriculturalists. 

This project is funded by USDA via the Cochran Fellowship Program. 
26 

U.S. Agency for International Development 

Authority/Mission 

USAID was created by a Presidential Executive Order in 1961 under the authority of the 

Foreign Assistance Act. To execute its mission in Iraq, the USAID Mission office was 

established in Iraq. USAID/Iraq falls under the authority of the Assistant Administrator 

for the Bureau of Asia and the Near East (ANE). The ANE Bureau works closely with 

the USAID Bureau for Democracy, Conflict, and Humanitarian Assistance (DCHA) who 

has provided humanitarian and other support. USAID/Iraq coordinates all of its Iraq 

activities through the CoM. 

Roles and Responsibilities in Iraq 

Initially, USAID/Iraq implemented programs in four strategic areas: restoring essential 

infrastructure, supporting essential health and education, expanding economic 

opportunity, and improving efficiency and accountability of government. USAID/Iraq’s 

Transition Strategy Plan, 2006-2008, (March 2006) realigned USAID’s strategy with the 

National Strategy and established three objectives that call for an expanded role in 

supporting focused stabilization, establishing the foundation for economic growth, and 

building national capacity. USAID/Iraq is also playing a key role in manning and 

establishing provincial reconstruction teams. 

ANE is responsible for setting up USAID/Iraq and supporting mission efforts to 

implement programs that support the objectives identified above, as well as providing 

representation and coordination with other U.S. government agencies in Washington, 

D.C. To provide support for the Iraq mission, the USAID Administrator created an office 

within ANE—the Office of Iraq Reconstruction—which provides guidance and support, 

including: 

• providing support to the ANE Assistant Administrator and others at USAID 

• coordinating and leading the review and approval of proposed USAID assistance 

• assisting USAID/Iraq with the development of the USAID/Iraq strategy 

• performing follow-up on the implementation of the Iraq Strategy 

• conducting annual report reviews 

• coordinating USAID congressional activities 

• responding to public and government requests for information 

• participating in and representing USAID at multilateral meetings 

• assisting with coordination and planning of USAID programs with the National 

Security Council, DoD, DoS, Treasury, and other U.S. federal departments, 

agencies, and embassies 
27 

DCHA provides technical support and expertise in coordinating USAID’s democracy 

programs, international disaster assistance, emergency and developmental food aid, aid to 

manage and mitigate conflict, and volunteer programs.18 

Organizational Structure

USAID 

 

Source: USAID Deputy Director, Office of Iraq Reconstruction, March 19, 2007. 

Note: USAID offices not directly related to the Iraq effort are shaded gray.

In addition, on June 7, 2003, USAID entered into an interagency agreement with USACE 

for architectural and engineering technical services for USAID’s Iraq reconstruction 

contract. USACE provides construction oversight of reconstruction contracts, including 

technical assistance, quality control monitoring, database management, and reporting. 

The interagency agreement identifies the specific services to be rendered, establishes 

schedules, and determines funding. The interagency agreement was extended to May 

2007. 

 

18 USAID, “Agency Programs and Functions Statement,” February 1, 2006. 

LEGEND

Denotes Line of Authority

Denotes Coordination
28 

Policies/Procedures 

The Deputy Director of the Office of Iraq Reconstruction identified these policies and 

procedures, current as of March 19, 2007: 

• USAID programs and activities are implemented under applicable laws, including 

the Foreign Assistance Act, as amended, and guidelines issued by IRMO for 

IRRF 1 and IRRF 2. Additionally, Iraq-related programs are implemented in 

accordance with USAID regulations, policies, and procedures. 

• USAID has also prepared a USAID Transition Strategy for Iraq that provides a 

focused approach to essential issues, addressing the root causes of instability and 

building the foundation for a prosperous Iraq. The strategy bridges the transition 

from the short-term provision of essential services to long-term, integrated, and 

Iraqi-led development. 

Funding 

USAID received $2.1 billion for Iraq reconstruction projects from IRRF 1 and 

$3.0 billion from IRRF 2, as of March 13, 2007, according to the USAID Audit Liaison. 

Performance Reporting 

USAID provides information on its individual projects quarterly to NEA/I for the Section 

2207 Report. In addition, the Office of Iraq Reconstruction prepares a biweekly status 

report on the USAID Iraq reconstruction effort. The status report includes a narrative 

description of projects and a program financial summary. 

Mission Cessation/Transfer

On March 19, 2007, the Deputy Director of the Office of Iraq Reconstruction stated that 

USAID’s support for Iraq will not end with the final expenditure of IRRF monies, and 

that USAID/Iraq will not be transferred. However, some efforts within DCHA have 

ended, such as the Office of Food for Peace and the Office of Transition Initiatives. 
29 

Department of Defense 

Multi-National Force-Iraq 

Authority/Mission 

Before the transfer of power to the sovereign Iraqi Interim Government in late June 2004, 

CENTCOM’s19 Baghdad-based Combined Joint Task Force-7—which had been 

responsible for executing security and military operations in Iraq—became a 

multinational coalition forces headquarters, Multi-National Force-Iraq (MNF-I). 

MNF-I and the U.S. Mission-Iraq work in partnership with the GOI to accomplish these 

goals: 

• Create an environment in which Iraqis can develop representative and effective 

institutions capable of meeting the needs of the Iraqi people. 

• Create the conditions for the rule of law. 

• Defeat terrorists and irreconcilable groups. 

• Bring the remainder into the political process. 

• Reduce sectarian tensions. 

• Deny Iraq as a safe haven for terror. 

Roles and Responsibilities in Iraq 

As of April 2007, MNF-I has more than 144,400 U.S. troops from all branches of service, 

plus an additional 12,700 service members from 26 coalition countries. These are MNFI’s major subordinate commands: 

• Multi-National Security Transition Command-Iraq (MNSTC-I) 

• U.S. Army Corps of Engineers Gulf Region Division (USACE GRD) 

• Multi-National Corps-Iraq (MNC-I) 

• Joint Contracting Command-Iraq/Afghanistan (JCC-I/A) 

• Task Force 134 

MNC-I is responsible for command and control of military operations in Iraq and 

provides assessments of the Iraqi Security Forces to determine the degree to which they 

can perform combat operations and their missions independent of MNF-I units. Task 

Force 134 is responsible for coalition detention, interrogation, and legal referral and 

detainee operations above division level. It also coordinates with the GOI, DoD, coalition 

forces, DoS, interagency organizations, and nongovernmental organizations. 

 

19 The U.S. Central Command (CENTCOM) is the combatant command responsible for Iraq. 
30 

Organizational Structure 

 Multi-National Force-Iraq 

Source: MNF-I Inspector General, April 11, 2007. 

Policies/Procedures 

MNF-I relies on its subordinate commands to coordinate contracting policies, procedures, 

and overall customer support with major customers involved in reconstruction projects. 

Funding 

MNF-I did not directly receive Iraq reconstruction funds. Reconstruction activities were 

carried out by its subordinate command, MNSTC-I, through GRD, which managed 

$4.2 billion in IRRF projects for MNSTC-I. 

Performance Reporting 

MNF-I is responsible for command and control of military operations in Iraq. 

Subordinate commands report on performance on Iraq reconstruction through the Section 

2207 Report. MNF-I also contributes to the Section 9010 Report on measuring stability 

and security in Iraq. The reports include specific performance indicators and measures of 

progress toward political, economic, and security stability in Iraq. 

LEGEND

Denotes Line of Authority

Denotes Coordination

U.S. Central 

Command

(CENTCOM)

Multi-National 

Force - Iraq

Gulf Region 

Division

Multi-National 

Corps - Iraq

Multi-National 

Security Transition 

Command - Iraq

Joint Contracting 

Command – Iraq/

Afghanistan

Chief of 

Mission

Iraqi 

Government
31 

Mission Cessation/Transfer 

United Nations (UN) Security Council Resolution 1546 (June 8, 2004) authorizes MNF-I 

to take all necessary measures to contribute to the maintenance of security and stability in 

Iraq. The resolution stipulated that the mandate for MNF-I shall: 

• be reviewed at the request of the GOI or twelve months from the date of this 

resolution 

• expire upon the completion of the political process for Iraq’s transition to 

democratic government 

• terminate earlier if requested by the GOI 

On November 8, 2005, the UN Security Council adopted Resolution 1637, which 

extended the coalition’s military mandate to December 31, 2006, unless the GOI requests 

otherwise. UN Security Council Resolution 1723 (November 28, 2006) further extended 

the mandate to December 31, 2007. 

Multi-National Security Transition Command-Iraq 

Authority/Mission 

According to UN Resolution 1546 (June 8, 2004), MNF-I was to help build the capability 

of Iraqi Security Forces and institutions through a program of recruitment, training, 

equipping, mentoring, and monitoring. On June 28, 2004, MNSTC-I was established as a 

subordinate MNF-I organization to execute this mission. 

MNSTC-I’s mission is to help the GOI develop, organize, train, equip, and sustain the 

Iraqi Security Forces and ministries so they are capable of defeating terrorism and 

providing a stable environment in which representative government, individual freedom, 

the rule of law, and free market economy can evolve, according to the MNSTC-I 2007 

Campaign Action Plan. The success of the mission will contribute to Iraq’s external 

security and the security of the Gulf region. 

Roles and Responsibilities in Iraq 

MNSTC-I accomplishes its mission along four operational lines: 

• building and sustaining the institutional capability of the Iraqi Ministries of 

Defense and Interior 

• generating capable Iraqi security forces 

• developing professional Iraqi security forces 

• transitioning and transforming its mission into a traditional embassy office of 

security cooperation 
32 

MNSTC-I is comprised of five subordinate transition teams: 

• The Coalition Military Assistance Training Team supports the Ministry of 

Defense and Joint Headquarters Transition Team as they recruit, train, equip, 

base, and sustain Army, Air Force, and Navy units throughout Iraq. This support 

will continue until they achieve operational readiness to support the MNSTC-I 

and MNF-I missions—building a unified, stable, and democratic Iraq. 

• The Joint Headquarters Transition Team helps develop Iraq’s Joint 

Headquarters in the Ministry of Defense to effectively command and control the 

Iraqi joint forces directed by the Ministry of Defense. 

• The Coalition Air Force Transition Team assists in the development of Iraq’s 

military air capability and the progressive transition of counter-insurgency 

operations for the GOI in accordance with Iraq’s National Security Strategy and 

Defense Policy. 

• The Civilian Police Assistance Training Team is responsible for training, 

equipping, organizing, mentoring, and developing the Ministry of Interior forces, 

which include the Iraqi Police Service, National Police forces, Emergency 

Response Unit, Department of Border Enforcement, and Dignitary Protection. In 

conducting these activities, MNSTC-I works with INL, DoJ, and IRMO. 

• The Ministry of the Interior Transition Team helps develop Iraq’s lawenforcement capacity and its ability to lead and resource the Iraqi police. 

Organizational Structure 

Multi-National Security Transition Command-Iraq 

Source: MNSTC-I Comptroller, April 2007. LEGEND

Denotes Line of Authority

Denotes Coordination
33 

Policies/Procedures 

MNF-I has published policies and procedures in the form of smart books (e.g., Money as 

a Weapon System), which are distributed to its subordinate commands, including 

MNSTC-I. These publications guide commanders and resource managers on the 

availability and use of money as a non-lethal weapon system. 

To enhance coordination, in 2005, MNSTC-I signed a memorandum of agreement with 

the Air Force Center for Environmental Excellence (AFCEE) for support services on a 

reimbursable basis, including planning, design, upgrade, renovation, repair, and 

construction of facilities. 

Funding 

According to the GRD/PCO Director of Finance, MNSTC-I received about $4.2 billion in 

IRRF 2 funds for training and construction-assistance services. 

Performance Reporting 

MNSTC-I reports on IRRF-funded projects in the Section 2207 Report and also 

contributes to the Section 9010 Report on measuring stability and security in Iraq. The 

reports include specific performance indicators and measures of progress toward 

political, economic, and security stability in Iraq. 

Mission Cessation/Transfer 

UN Security Council Resolution 1723 (November 28, 2006) extended the mandate for 

MNF-I until December 31, 2007. During this period, MNSTC-I is transitioning and 

transforming its mission into a traditional embassy office of security cooperation. 

U.S. Army Corps of Engineers Gulf Region Division 

Authority/Mission 

The U.S. Army Corps of Engineers (USACE) Gulf Region Division (GRD) provides 

quality, sustainable, responsive, full-spectrum engineering and logistical services in 

support of civil/military construction in Iraq. 

Roles and Responsibilities in Iraq 

USACE has been involved in Iraq reconstruction since March 2003, providing 

contingency engineering support through the deployment of field engineering teams and 

electricity/oil restoration task forces. To consolidate its Iraq operations under a single 

general officer and to provide long-term engineering support for military operations, 

USACE activated GRD in January 2004. Some months later, through NSPD 36, the 

President created a temporary Army organization, the Project and Contracting Office 
34 

(PCO), to lead the reconstruction of the Iraq infrastructure by providing U.S. MissionIraq the required support for acquisition/project management. For efficiency, GRD and 

PCO merged on December 4, 2005. On October 14, 2006, the mission of the PCO in Iraq 

officially ended and GRD was formally identified as the successor organization to PCO 

upon its expiration in May 2007. On May 11, 2007, the PCO-Washington office was 

closed. 

Throughout Iraq, GRD is responsible for executing a wide variety of infrastructure 

reconstruction projects at its Baghdad headquarters and three districts—Gulf Region 

North, Central, and South. GRD also provides services to MNF-I and the GOI. To keep 

GRD’s size to an essential minimum, the Corps of Engineers Transatlantic Programs 

Center (CETAC) provides support—administration services, contracting, design and 

technical assistance, and other capabilities—on a cost-reimbursable basis. 

GRD also receives other day-to-day operational advice and services: 

• The USACE Finance Center in Millington, Tennessee, which maintains the Corps 

of Engineers Financial Management System (CEFMS), provides finance and 

accounting support. 

• The Office of the Assistant Secretary of the Army for Acquisition, Logistics, and 

Technology provides contracting support.

Organizational Structure 

U.S. Army Corps of Engineers Gulf Region Division

Multi-National 

Forces - Iraq

Multi-National 

Security Transition 

Command - Iraq

Gulf Region 

Division

Multi-National 

Command - Iraq

Joint Contracting 

Command – Iraq/

Afghanistan

US Embassy 

Baghdad

Iraq Reconstruction 

Management Office

US Agency for 

International 

Development

Iraqi Ministries

Business 

Management Chief of Staff Programs Logistics

Gulf Region 

- Central

Gulf Region 

- North

Gulf Region 

- South

 Source: GRD Chief of Staff, April 8, 2007. 

LEGEND

Denotes Line of Authority

Denotes Coordination
35 

Policies/Procedures 

USACE regulations and policies are applied in all USACE divisions and activities and 

are adjusted as required to support delivery of the varied Iraq mission, according to the 

GRD Program Transfer Director. 

Funding 

GRD received $12.89 billion in IRRF 2 funding, as of March 2007, according to the 

GRD Finance Director/Comptroller. 

Performance Reporting 

Various construction status reports are generated by GRD that focus on the number of 

projects started, the progress or lack of progress on the projects, and the number of 

projects completed. GRD provides information on its projects quarterly to DoS in the 

Section 2207 Report. The GRD Commander conducts bi-weekly program review board 

meetings with JCC-I/A, Iraq Transition Assistance Office, and other senior level 

principals on the status of projects. GRD submits a monthly cost-to-complete projects 

report to IRMO. GRD also submits weekly situation reports, as required, to CENTCOM, 

ASA(ALT), and DoS. 

Mission Cessation/Transfer 

USACE GRD is to complete its primary Iraq mission—infrastructure reconstruction, 

military construction, and contract and fiscal closeouts—and position itself to support 

potential future missions, according to the GRD Strategic Plan issued March 30, 2006. 

GRD officials explained that as GRD moves from program execution to closeout, support 

from CETAC and ASA(ALT) will become increasingly important. As of April 2007, the 

IRRF construction program is scheduled for completion in 2007 although some projects 

may run into 2008. 

U.S. Army Corps of Engineers Headquarters and the 

Transatlantic Programs Center 

Authority/Mission 

The U.S. Army Corps of Engineers (USACE) provides engineering services and 

construction capabilities in peace and war environments. Within USACE-Headquarters, 

the Directorate of Military Programs is responsible for coordinating Iraq and Afghanistan 

efforts. This directorate supports USACE GRD’s Iraq programs by providing assistance 

for construction, real estate, contingency operations, environmental management 

products and services, and other needs. USACE also supports USAID’s Iraq mission 

through an interagency agreement. 

The Corps of Engineers Transatlantic Programs Center (CETAC) in Winchester, 

Virginia, is a subordinate element of USACE that reports to USACE-Headquarters. 

CETAC provides engineering, construction, and related technical services to support the 
36 

USACE mission in the CENTCOM area of operation, which includes the Middle East 

and the Horn of Africa. CETAC provides direct support to the Afghanistan Engineer 

District in Kabul, Afghanistan, and to GRD in Baghdad, Iraq. 

Roles and Responsibilities in Iraq 

On October 4, 2004, CETAC and GRD established a memorandum of agreement that 

outlined the support services to be provided in the Iraq effort. Under the agreement, 

which was updated on March 8, 2006, CETAC is to provide support for: 

• engineering 

• program and project support 

• contracting 

• resource management (including financial, budget, payroll liaison) 

• security and intelligence 

• information management and communications 

• plans and operations 

On June 7, 2003, USACE established a General Agreement with USAID, which provides 

for USACE to supply technical services to USAID and its partners. The agreement was 

extended to May 2007. USACE provides construction oversight of reconstruction 

contracts, including technical assistance, quality control monitoring, database 

management, and reporting. The agreement states that specific services were to be 

acquired though an interagency agreement between the two agencies, and the interagency 

agreement would identify the services to be rendered, establish schedules, and determine 

funding. 

Organizational Structure 

USACE Headquarters and CETAC 

Source: USACE, March 2007.

LEGEND

Denotes Line of Authority

Denotes Coordination
37 

Some other USACE-Headquarters directorates and CETAC functions are not shown in 

the organizational chart because they provide only general support to the Iraq effort. 

These include Human Resources, Research and Development, Logistics, Office of Chief 

Counsel, and Internal Review. 

Policies/Procedures 

Neither USACE-Headquarters nor CETAC has issued Iraq-specific policies or 

procedures requiring coordination, according to a program manager in the USACEHeadquarters, Gulf Region Integration and Security Assistance Branch. Existing 

regulations and policies apply to all USACE activities, including GRD.

Funding 

USACE-Headquarters support for the Iraq effort is derived from its operating budget. 

However, USACE signed a participating agency service agreement with USAID to have 

USACE provide construction oversight. USACE received $24.1 million for these services 

as of January 8, 2007. 

The GRD-CETAC memorandum of agreement states that CETAC may provide 

reimbursable services of an estimated 56 employees at $9.5 million per year for service to 

GRD.

Performance Reporting 

Financial reports provide the status of funds; other reports provide the number of USACE 

personnel in Iraq. In addition, the USACE Commander is briefed quarterly on 

performance metrics as part of the Command Management Review. 

Mission Cessation/Transfer 

Neither USACE nor CETAC have cessation or transfer plans, according to USACEHeadquarters and CETAC officials. The military departments and other U.S. government 

organizations will determine the degree of support they will continue to provide in Iraq. 

In FY 2008, USACE Headquarters will consider transitioning GRD’s responsibilities to 

CETAC when GRD’s workload begins to draw down. CETAC will also provide longterm storage of GRD’s contracting and construction records. 

Joint Contracting Command-Iraq/Afghanistan 

Authority/Mission 

On November 12, 2004, the Joint Contracting Command-Iraq (JCC-I) was created to 

provide contracting services in support of Iraq relief and reconstruction, by Fragmentary 
38 

Order 09-668, Contracting and Organizational Changes.20 On July 6, 2005, the mission 

was expanded to include Afghanistan, and JCC-I became Joint Contracting CommandIraq/Afghanistan (JCC-I/A).21 

Administratively, JCC-I/A operates under ASA(ALT) for contracting authority, but 

reports to MNF-I for overall command and control. 

The mission of JCC-I/A in Iraq is to provide responsive and effective contracting support 

of vital supplies, services, and construction to the CoM and MNF-I. 

Roles and Responsibilities in Iraq 

JCC-I/A supports the direct mission of operational coalition forces in the relief and 

reconstruction of Iraq. JCC-I/A also drives capacity building and economic selfsufficiency within the ministries to build and sustain self-sufficient security forces and 

help promote economic self-sufficiency for Iraq. According to JCC-I/A, in FY 2006 and 

through March 31, 2007, JCC-I/A obligated $6,327.7 million in Iraq.

Organizational Structure 

Joint Contracting Command-Iraq/Afghanistan 

Source: JCC-I/A, Director of Iraq Operations, April 17, 2007. 

 

20 “Evolution of JCCI,” Army Acquisition, Logistics, and Technology, January-March 2006. 21 The mission was expanded in Fragmentary Order 09-270, Contracting and Organizational Changes, July 

6, 2005. 

LEGEND

Denotes Line of Authority
39 

Policies/Procedures 

The Principal Assistant Responsible for Contracting focuses on policy, assessment, and 

oversight of contracting operations in Iraq. JCC-I/A coordinates overall customer support 

and contracting policies and procedures. On support and contracting issues, JCC-I/A 

coordinates contracting policies with the Office of the Assistant Deputy Assistant 

Secretary of the Army for Policy and Procurement-Iraq/Afghanistan (ADASA P&P-I/A). 

Funding 

JCC-I/A is funded from DoD operations and maintenance and military personnel 

accounts. 

Performance Reporting 

JCC-I/A does not provide external performance reporting, according to the Principal 

Assistant Responsible for Contracting. JCC-I/A submits an internal performance report 

bimonthly in the Commander’s Operation Brief. 

Mission Cessation/Transfer 

JCC-I/A will remain in Iraq and provide support to U.S. forces until CENTCOM 

provides new direction, according to JCC-I/A officials. 

Air Force Center for Environmental Excellence 

Authority/Mission 

The Air Force Center for Environmental Excellence (AFCEE)22 provides the Air Force 

with a complete range of technical and professional services in environmental and 

installation planning, construction, engineering, and military housing construction and 

privatization. 

Roles and Responsibilities in Iraq 

In a December 7, 2003 memorandum to the Chief of Staff, U.S. Air Force, CPA 

Ambassador Paul Bremer requested approval to use AFCEE’s contracting authority and 

support personnel to quickly begin restoration and construction efforts in Iraq. AFCEE 

believed that its Iraq involvement would be limited to a few initial projects, allowing the 

CPA to establish its own management functions and contracts, according to AFCEE 

documentation on January 7, 2004. 

 

22 On June 1, 2007, the name of this organization was changed to the Air Force Center for Engineering and 

the Environment. 
40 

In September 2004, the MNSTC-I Commander asked for two more years of AFCEE 

services—FY 2005 and FY 2006—and for an increased AFCEE presence to assist in 

reconstruction. On September 23, 2004, the Air Force Deputy Chief of Staff for 

Installations and Logistics approved the request. On June 3, 2005, AFCEE and MNSTC-I 

established a memorandum of agreement requiring AFCEE to provide for the planning, 

design, upgrade, renovation, repair, and construction of facilities designated by MNSTCI. 
41 

Organizational Structure 

Air Force Center for Environmental Excellence 

Air Force Center for 

Environmental 

Excellence

Legal Mission 

Support

Operations & 

Development Contracting

Technical Directorate Regional Environmental 

Offices

Major Command & 

Installation Support

Worldwide

Major Command & 

Installation Support

 CONUS

Base Conversion 

Directorate Housing Directorate

Pacific External Atlantic

Iraq Project 

Team Lead

Iraq Officer in 

Charge

Program 

Support

GEITA

Executive 

Assistant

Source: Chief, Atlantic Division, March 2, 2007. 

Note: AFCEE offices not directly related to the Iraq effort have been shaded gray.

Policies/Procedures 

AFCEE has not issued any unique Iraq policies and procedures, and the policies and 

procedures being followed on construction management and contracting are typical of 

any construction and contracting effort, according to AFCEE’s Director for Major 

Command and Installation Support Worldwide. The “Blue Team” of the worldwide 

command serves the Pacific Air Forces, U.S. Air Forces Europe, and non-Air Force 

customers. 

LEGEND

Denotes Line of Authority
42 

Funding 

As of February 28, 2007, AFCEE has received $3.4 billion for construction and project 

management support in Iraq, as reported by the Atlantic Division Chief. Of this amount, 

MNSTC-I provided $3.1 billion, and the remaining $300 million was provided by other 

organizations, including USACE, CENTCOM, and MNF-I. The funding came from a 

variety of appropriations, including IRRF 2, the Iraq Security Forces Fund, individual 

service operations and maintenance funds, the Quick Response Fund, and the 

Development Fund for Iraq. 

Performance Reporting 

AFCEE issued no external Iraq reports, according to the Director for Major Command 

and Installation Support Worldwide. AFCEE reports twice a week to MNSTC-I on 

projects, including a project summary by contractor and by location, and new contract 

awards. 

Mission Cessation/Transfer 

The Director for Major Command and Installation Support Worldwide reported no 

official cessation or mission transfer plans. AFCEE plans to continue supporting 

MNSTC-I as long as the funding is available and as directed by the Air Force Deputy 

Chief of Staff for Installations and Logistics. 

Assistant Secretary of the Army for Acquisition, Logistics and 

Technology 

Authority/Mission 

On May 11, 2004, NSPD-36 authorized the Secretary of Defense to establish the Project 

and Contracting Office (PCO) as a temporary organization to provide acquisition and 

project management support to activities in Iraq, as needed. PCO had two components—

PCO-Iraq and PCO-Washington. The Deputy Secretary of Defense designated the Army 

to serve as Executive Agent for the Iraq effort, providing administrative, logistics, and 

contracting support. In executing those responsibilities, the Department of the Army, 

Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) 

established in his headquarters office a Principal Deputy/Director of Iraq Reconstruction 

and Program Management to support management efforts with the PCO-Washington. 

The ASA(ALT) directed the Deputy Assistant Secretary of the Army for Policy and 

Procurement to provide contracting oversight for the Iraq effort. In response, the Deputy 

Assistant Secretary of the Army for Policy and Procurement established the Office of the 

Assistant Deputy Assistant Secretary of the Army for Policy and ProcurementIraq/Afghanistan (ADASA-P&P I/A). PCO-Washington and the ADASA-P&P I/A 

offices were co-located in Washington to provide program management support and 

contracting support to personnel in Iraq. 
43 

On December 4, 2005, the positions of Director-PCO and Commanding General, USACE 

GRD merged to form the consolidated GRD/PCO organization, under the ASA(ALT). At 

the end of fiscal year 2006, PCO in Baghdad stood down and the remaining elements of 

the organization became functional areas of GRD. The organization known as PCO 

expired in May 2007. The results in this fact sheet refer to PCO’s tenure, according to 

ASA(ALT) officials. 

Project and Contracting Office-Washington. PCO-Washington provided coordination 

and communication with the Department of Army, DoD, the Congress, DoS, and OMB. 

PCO-Washington performed these and other functions: 

• Provided support to USACE GRD in Iraq for administration, interagency liaison, 

and strategic planning. 

• Provided strategic planning support to GRD, including the development of 

frameworks and plans for policy initiatives, such as project partnership 

agreements and capacity development. The project partnership agreements were 

grant agreements between PCO-Iraq and the Iraqi ministries to provide 

contracting and management for agreed-on construction projects. The capacitydevelopment initiative involved training Iraqis to operate and maintain completed 

projects. The training focused on plant-level or facility-level training, with some 

management-level training for the ministries. The training function transferred to 

USACE Headquarters in May 2007. 

• Served as ASA(ALT) staff for strategic planning, policy, and reporting. 

• Provided support to GRD as required, including development of metrics and 

analysis. This three-year effort focused on developing a range of metric issues and 

other analytical requirements, including earned value management, and on 

defining reporting needs. This support function transferred to USACE 

Headquarters in May 2007. 

• Provided liaison with the Secretary of the Army, in coordination with GRD. 

Assistant Deputy Assistant Secretary of the Army for Policy and Procurement 

(Iraq/Afghanistan). ADASA-P&P I/A provides administrative and contracting support 

to DoS, CoM, PCO in Baghdad, MNF-I, JCC-I/A, PCO-Washington, the Office of the 

Secretary of Defense, and U.S.-based contracting agencies. 
44 

Organizational Structure 

Office of the Assistant Secretary of the Army for Acquisition, 

Logistics and Technology 

Assistant Secretary Army

(Acquisition, Logistics, and 

Technology)

Principal Deputy Acquisition, 

Logistics, and Technology & 

Director, Iraq Reconstruction 

and Program Management

Deputy Assistant Secretary of 

the Army 

(Policy & Procurement)

Assistant Deputy Assistant 

Secretary of the Army (Policy 

& Procurement) Iraq/

Afghanistan

Director, Project and 

Contracting Office -

Washington

Source: Office of the Assistant Secretary of the Army, Acquisition, Logistics and Technology, March 19, 2007.

Policies/Procedures 

According to ASA(ALT) officials, no Iraq-specific policies or procedures have been 

issued. However, the officials stated that general guidance issued on the use of contractor 

personnel accompanying military forces in a conflict environment applies to the Iraq 

effort. 

Funding 

ASA(ALT) officials stated that neither PCO-Washington nor ADASA-P&P I/A received 

any money from the IRRF appropriations. Both offices used U.S. Army operations and 

maintenance (O&M) funds. 

Performance Reporting 

PCO-Washington and ADASA-P&P I/A produced a combined weekly activity report for 

the ASA(ALT), which focused on the activities of the two offices. PCO-Washington also 

prepared the monthly update on Iraq reconstruction for the Secretary’s “Smart Card” 

report and provided input to other recurring reports (e.g., the Iraq Weekly Status Report, 

Section 2207 Report, and Section 1206 Report23). 

 

23 Section 1206 of P.L. 108-375, The Ronald Reagan National Defense Authorization Act for Fiscal Year 

2005, required a report on contractors supporting deployed forces and reconstruction efforts in Iraq. 

LEGEND

Denotes Line of Authority
45 

Mission Cessation/Transfer

The continued operations of the ADASA-P&P I/A depends on CENTCOM’s 

demobilization plan and the continued need for in-country contract support. NSPD-36 

established PCO-Washington as a temporary organization, which under law could exist 

only for up to three years (Title 5, United States Code, § 3161). On October 14, 2006, the 

mission of the PCO in Iraq officially ended and GRD was formally identified as the 

successor organization to PCO upon its expiration in May 2007. On May 11, 2007, the 

PCO-Washington office was closed. 
46 

Other Agencies 

Two smaller federal agencies received IRRF funding: the Overseas Private Investment 

Corporation (OPIC) and the United States Institute of Peace (USIP). OPIC focuses on 

stimulating economic development in Iraq by sponsoring the availability of loans and 

promoting the establishment of private-sector financial institutions. USIP focuses on 

peace-building efforts by preventing, managing, and resolving international conflict. 

Overseas Private Investment Corporation

Authority/Mission

Under the Foreign Assistance Act of 1961, as amended, OPIC is authorized to facilitate 

U.S. private-sector participation in the economic and social development of lessdeveloped countries and countries in transition to a market-based economy. OPIC offers 

political risk insurance, investment guarantees, and direct loans to promote U.S. 

investment, according to the 2005 annual financial statement. 

Roles and Responsibilities in Iraq 

Under the policy guidance of the Secretary of State, OPIC operates in Iraq through the 

Iraq Middle Market Development Foundation. The foundation is a lending facility that 

provides loans to credit-worthy middle-market businesses and Iraqi private-sector 

financial institutions. 

Organizational Structure 

Overseas Private Investment Corporation 

Source: OPIC Deputy General Counsel, March 5, 2007. 

Note: OPIC offices not directly involved in Iraq reconstruction are shaded gray. 

LEGEND

Denotes Line of Authority
47 

Policies/Procedures 

OPIC has not issued any Iraq-specific policies or procedures that required coordination 

with other U.S. organizations, according to the Deputy General Counsel. 

Funding 

On June 24, 2004, USAID entered into an agreement with OPIC to support economic 

development and employment growth in Iraq; subsequently, $25.9 million in IRRF funds 

was transferred to establish the Iraq Middle Market Development Foundation. 

In September 2006, OPIC received almost $9.2 million of IRRF funding from IRMO to 

augment the funds available to the foundation. OPIC program officials stated that the 

foundation had loan commitments of about $6.9 million, as of January 31, 2007. 

Performance Reporting 

The Deputy General Counsel stated that OPIC receives a monthly loan report from the 

Development Foundation, which identifies the recipient, purpose, amount, loan period, 

and risk factor for each loan. 

Mission Cessation/Transfer 

OPIC will continue to facilitate U.S. private investment in Iraq by offering political risk 

insurance, investment guarantees, and direct loans, according to the Deputy General 

Counsel. 

United States Institute of Peace 

Authority/Mission 

USIP is an independent federal institution established under the United States Institute of 

Peace Act (1985).24 Its overall mission is to help prevent, manage, and resolve 

international conflicts by empowering others with knowledge, skills, and resources, as 

well as by its direct involvement in peace-building efforts. USIP conducts its mission 

with a combination of nonpartisan research, program development, and hands-on support, 

relying on staff, grantees, fellows, and governmental and nongovernmental partners. 

Roles and Responsibilities in Iraq 

Pursuant to P.L. 108-106, the institute received funding from the Emergency 

Supplemental Appropriations for Defense and Reconstruction of Iraq and Afghanistan for 

activities supporting peace enforcement, peacekeeping, and post-conflict peace-building. 

 

24 See Department of Defense Authorization Act of 1985, Public Law 98-525, § 1701. 
48 

Within the USIP, the Center for Post-Conflict Peace and Stability Operations is the lead 

center for all USIP work in Iraq. 

Organizational Structure 

United States Institute of Peace 

 

Source: Vice President, U.S. Institute of Peace Program Office, March 19, 2007. 

Policies/Procedures 

The Iraq Program Officer, Office of the Center for Post-Conflict Peace and Stability, 

stated that no special policies or procedures for the Iraq effort were issued that required 

coordination with other U.S. organizations. The Iraq Program Officer also stated that 

USIP has developed and issued a security manual for its Iraq activities, providing 

procedures for securely transferring funds to Iraqi grantees and contractors, as well as for 

maintaining funds accountability. 

Board of Directors

President

Vice President

Centers of 

Innovation Education Training

Grants & 

Fellowships Management

Rule of Law

Religion & Peacemaking

Virtual Diplomacy

Cross-Cutting Programs:

Strategic Centers:

Center for Conflict 

Analysis & Prevention

Center for Mediation 

& Conflict Resolution

Center for PostConflict Peace and 

Stability Operations Prospective: Economies & Conflict

Prospective: Media & Conflict

LEGEND

Denotes Line of Authority
49 

Funding 

USIP received almost $16.0 million in Iraq-related funding. P.L. 108-106 provided USIP 

with $10.0 million of IRRF 2 funds for activities supporting peace enforcement, 

peacekeeping, and post-conflict peace building. In addition, USIP received almost 

$6.0 million from the DoS Bureau of Democracy, Human Rights, and Labor for 

constitution support and for global international women’s issues. 

Performance Reporting

USIP is required to issue a report to the Congress and the President detailing the progress 

that USIP has made in the preceding two-year period (Department of Defense 

Authorization Act of 1985, Title XVII, P.L. 98-525, Section 1712). The report includes 

USIP’s accomplishments in Iraq. 

The Iraq Program Officer stated that USIP did not issue Iraq-specific external reports on 

its accomplishments. USIP reports its programs quarterly to NEA/I for the Section 2207 

Report. In addition, USIP reports its Iraq activities in its annual budget request to the 

Congress, most recently in March 2007. 

Mission Cessation/Transfer 

According to the Iraq Program Officer, USIP’s Iraq effort will continue as long as the 

board of directors determines that it should continue and sufficient funding is available to 

support its peace-building and conflict-mitigation mission. 
50 

Exhibit: Presidential Executive Order 13431 
51 
52 

Appendix A—Scope and Methodology 

The Special Inspector General for Iraq Reconstruction (SIGIR) initiated this review on 

March 1, 2006 (Project 6012); to identify and report on the roles and responsibilities for 

each principal U.S. Government organization that has programmatic, operational, and/or 

financial stewardship of activities funded to support relief and reconstruction in Iraq. 

SIGIR interviewed management officials for the various organizations; examined mission 

charters, functional statements, and organization charts, manuals, plans, and interagency 

agreements; and reviewed supporting funding documents. 

Many organizations of the U.S. government participate in the Iraq effort. The individual 

summaries depict how officials view their authority and responsibilities, as well as their 

coordination with other organizations. The validation of those authorities, roles, and 

interface efforts was not in the scope of this review and, therefore, was not conducted. 

SIGIR conducted this survey from April 2006 to May 2007, as “nonaudit services”, based 

on government auditing standards issued by the U.S. Government Accountability Office. 

Therefore, this fact sheet does not verify, analyze, or evaluate the information provided 

by the U.S. government organizations, nor does it contain any conclusions, 

recommendations, or opinions on this information. The facts in this report were vetted 

with senior officials responsible for Iraq programs and funding. 
53 

Appendix B—Acronyms 

ADASA P&P-I/A Office of the Assistant Deputy Assistant Secretary of the 

Army for Policy and Procurement-Iraq/Afghanistan 

AFCEE Air Force Center for Environmental Excellence 

ASA(ALT) Office of the Assistant Secretary of the Army for 

Acquisition, Logistics, and Technology 

BIAP Baghdad International Airport 

CEFMS Corps of Engineers Financial Management System 

CENTCOM U.S. Central Command 

CETAC Corps of Engineers Transatlantic Program Center 

CoM Chief of Mission 

CPA Coalition Provisional Authority 

DCHA Bureau for Democracy, Conflict, and Humanitarian 

Assistance 

DFI Development Fund for Iraq 

DHS Department of Homeland Security 

DoD Department of Defense 

DoJ Department of Justice 

DoS Department of State 

DOT Department of Transportation 

DRL Bureau of Democracy, Human Rights, and Labor 

DRSO Defense Reconstruction Support Office 

GOI Government of Iraq 

GRD Gulf Region Division 

INL Bureau for International Narcotics and Law Enforcement 

Affairs 

IRMO Iraq Reconstruction Management Office 

IRRF Iraq Relief and Reconstruction Fund 

ITAO Iraq Transition Assistance Office 

JCC-I/A Joint Contracting Command-Iraq/Afghanistan 

MNC-I Multi-National Corps-Iraq 

MNF-I Multi-National Force-Iraq 

MNSTC-I Multi-National Security Transition Command-Iraq 

NEA/I Bureau of Near Eastern Affairs/Office of Iraq Affairs 

NSPD National Security Presidential Directive 

OMB Office of Management and Budget 
54 

OPIC Overseas Private Investment Corporation 

OTA Office of Technical Assistance 

P.L. Public Law 

PCO Procurement and Contracting Office 

PMA Bureau of Political-Military Affairs 

PMO Project Management Office 

PRM Bureau of Population, Refugees, and Migration 

PRT Provincial Reconstruction Team 

SIGIR Special Inspector General for Iraq Reconstruction 

Treasury Department of the Treasury 

UN United Nations 

USACE U.S. Army Corps of Engineers 

USDA U.S. Department of Agriculture 

USAID U.S. Agency for International Development 

USIP U.S. Institute of Peace 
55 

Appendix C—Report Distribution 

Department of State 

Secretary of State 

Senior Advisor to the Secretary and Coordinator for Iraq 

Director of U.S. Foreign Assistance/Administrator, U.S. Agency for 

International Development 

 Director, Office of Iraq Reconstruction 

 Assistant Secretary for Resource Management/Chief Financial Officer, 

 Bureau of Resource Management 

U.S. Ambassador to Iraq 

Director, Iraq Transition Assistance Office 

Coordinator, Office of Provincial Affairs 

Mission Director-Iraq, U.S. Agency for International Development 

Inspector General, Department of State 

Inspector General, U.S. Agency for International Development 

Regional Inspector General-Iraq, U.S. Agency for International Development 

Department of Defense 

Secretary of Defense 

Deputy Secretary of Defense 

Under Secretary of Defense (Comptroller)/Chief Financial Officer 

 Deputy Chief Financial Officer 

 Deputy Comptroller (Program/Budget) 

Deputy Assistant Secretary of Defense-Middle East, Office of Policy/International 

Security Affairs 

Inspector General, Department of Defense 

Director, Defense Contract Audit Agency 

Director, Defense Finance and Accounting Service 

Director, Defense Contract Management Agency 

Department of the Army 

Assistant Secretary of the Army for Acquisition, Logistics, and Technology 

Principal Deputy to the Assistant Secretary of the Army for Acquisition, 

Logistics, and Technology 

Deputy Assistant Secretary of the Army (Policy and Procurement) 

Commanding General, Joint Contracting Command-Iraq/Afghanistan 

Assistant Secretary of the Army for Financial Management and Comptroller 

Chief of Engineers and Commander, U.S. Army Corps of Engineers 

 Commanding General, Gulf Region Division 

Chief Financial Officer, U.S. Army Corps of Engineers 

Auditor General of the Army 

U.S. Central Command

Commanding General, Multi-National Force-Iraq 

Commanding General, Multi-National Corps-Iraq 

Commanding General, Multi-National Security Transition Command-Iraq 

Commander, Joint Area Support Group-Central 
56 

Other Federal Government Organizations 

Director, Office of Management and Budget 

Comptroller General of the United States 

Inspector General, Department of the Treasury 

Inspector General, Department of Commerce 

Inspector General, Department of Health and Human Services 

President, Overseas Private Investment Corporation 

President, U.S. Institute for Peace 

Congressional Committees and Subcommittees, Chairman and 

Ranking Minority Member 

Senate Committee on Appropriations 

Subcommittee on Defense 

Subcommittee on State, Foreign Operations, and Related Programs 

Senate Committee on Armed Services 

Senate Committee on Foreign Relations 

Subcommittee on International Development and Foreign Assistance, Economic 

Affairs, and International Environmental Protection 

Subcommittee on International Operations and Organizations, Democracy and 

Human Rights 

Subcommittee on Near Eastern and South and Central Asian Affairs 

Senate Committee on Homeland Security and Governmental Affairs 

Subcommittee on Federal Financial Management, Government Information, 

Federal Services, and International Security 

Subcommittee on Oversight of Government Management, the Federal 

Workforce, and the District of Columbia 

Permanent Subcommittee on Investigations 

U.S. House of Representatives 

House Committee on Appropriations 

Subcommittee on Defense 

Subcommittee on State, Foreign Operations, and Related Programs 

House Committee on Armed Services 

House Committee on Oversight and Government Reform 

Subcommittee on Government Management, Organization, and Procurement 

Subcommittee on National Security and Foreign Affairs 

House Committee on Foreign Affairs 

Subcommittee on International Organizations, Human Rights, and Oversight 

Subcommittee on the Middle East and South Asia 
57 

Appendix D—Team Members 

This fact sheet was prepared and the survey was conducted under the direction of Joseph 

T. McDermott, Assistant Inspector General for Audit, Office of the Special Inspector 

General for Iraq Reconstruction. 

The staff members who conducted the survey and contributed to the preparation of this 

fact sheet include: 

Karen Bell 

Ginger Cruz 

Roger Florence 

Glenn Furbish 

B. Quinton Lynch 

Richard McVay 

Teravy Mol 

Ambassador Robin Raphel 

Nelson Reyes 

Steven Sternlieb 

Jack Van Meter 
58 

SIGIR’s Mission Regarding the U.S. reconstruction plans, programs, 

and operations in Iraq, the Special Inspector General 

for Iraq Reconstruction provides independent and 

objective: 

• oversight and review through comprehensive 

audits, inspections, and investigations 

• advice and recommendations on policies to 

promote economy, efficiency, and effectiveness 

• deterrence of malfeasance through the prevention 

and detection of fraud, waste, and abuse 

• information and analysis to the Secretary of 

State, the Secretary of Defense, the Congress, 

and the American people through Quarterly 

Reports 

Obtaining Copies of SIGIR 

Reports and Testimonies 

To obtain copies of SIGIR documents at no cost, go 

to SIGIR’s Web site (www.sigir.mil). 

To Report Fraud, Waste, 

and Abuse in Iraq Relief 

and Reconstruction 

Programs 

Help prevent fraud, waste, and abuse by reporting 

suspicious or illegal activities to the SIGIR Hotline: 

• Web: www.sigir.mil/submit_fraud.html 

• Phone: 703-602-4063 

• Toll Free: 866-301-2003 

Congressional Affairs Hillel Weinberg 

Assistant Inspector General for Congressional 

 Affairs 

Mail: Office of the Special Inspector General 

 for Iraq Reconstruction 

 400 Army Navy Drive 

 Arlington, VA 22202-4704 

Phone: 703-428-1059 

Email: hillel.weinberg@sigir.mil 

Public Affairs Denise Burgess 

Assistant Inspector General for Public Affairs 

Mail: Office of the Special Inspector General 

 for Iraq Reconstruction 

 400 Army Navy Drive 

 Arlington, VA 22202-4704 

Phone: 703-428-1217 

Fax: 703-428-0818 

Email: PublicAffairs@sigir.mil