Panel discussion: "there I was ..."--my wartime experience in FM.

Colonel David Williams 

Director, Financial Management

Air Armament Center

United States Air Force 

Major Regina T. Goff

Commander, 49 CPTS 

Sergeant Michael Linville

United States Central Command Air Forces 

Senior Master Sergeant Michael B. Royce

Financial Management Warplanner

Headquarters, Air Force Materiel Command/Financial Management

Colonel David Williams

Colonel David Williams was quite surprised to be asked to deploy. Generally, an O-6 would accept a permanent change of station assignment overseas and not deploy for a temporary period. After convincing his boss that he could go, Colonel Williams was off to a dangerous and interesting adventure in Baghdad, Iraq. Heading into Baghdad, his formula for success was to be mentally, physically, and emotionally prepared when he hit the ground. But in a challenging environment like that, even simple things become difficult.

Colonel Williams was deployed to Joint Area Support Group, which is focused on supporting base operations and the U.S. Ambassador and staff. This is a joint command, and those serving within it are not allowed outside the Green Zone, which is the palace area. During his tour, the ratio of Joint Area Support Group staff was 80 percent male and 20 percent female, and all base accommodations were shared with members of the State Department.

The Republican Presidential Palace serves as the Joint Area Support Groups headquarters, its marble and limestone offering great protection from enemy fire. Many walkways previously lined with palm trees became sites for trailers, bunkers, and sandbags. Sandbags are common and are placed adjacent to the walls of bunkers to catch shrapnel. In case of an attack, for anyone outside the palace, those bunkers are the best--and often the only--protection.

Trailers behind the palace house a post office and personnel logistical support, including showers and training. Since Iraq is a war zone, the post office offers free postage for letters. The general living area behind the palace has different areas with different names, to make it feel like something special for the inhabitants. However, as Colonel Williams explained bluntly, "There is no privacy." Within the living quarters for two, there are a refrigerator and two storage cabinets. Availability of cable TV is intermittent at best.

Colonel Williams reported, "Right before I got there, there was a fire in the palace." The inspection into the cause of the fire concluded that an electrical short was the source of the fire. There is no code for electrical wiring, and very often, electricity proves to be very dangerous.

Colonel Williams came away from his tour with some great lessons learned. First, in the Iraqi economy, cash is the mainstay of business: "You've got to be able to give it away and report it. [Iraq is] not a good place to learn; you need to know how to deal with it when you get there." Mature financial systems were not available; spreadsheets became more and more complicated when tracking transactions. And he went on to say, "There is sand everywhere, all the time." This continued presence of so much sand is a big challenge for cash-counting machines. On the human side, the constant heat also becomes an issue, and those who deploy to Iraq need to be aware of the importance of hydration.

When discussing the joint/combined environment, Colonel Williams said, "There are huge differences between the military services." Even more challenging than the differences among the services are the differences between the Armed Services and the State Department. Exercises and training together may all but eliminate differences in the future. Colonel Williams noted that there are weaknesses in controls associated with other countries' funds and unresolved issues regarding the business practices that should apply.

Major Regina Goff

Lately, Afghanistan is not in the press as often as Iraq. However, the environment there is challenging and dangerous. Major Goff spent three months in Afghanistan at the end of fiscal year (FY) 2004, working in the Office of Military Cooperation. Eighty percent of the command was Army personnel; the other 20 percent comprised members from the other services. A total of 500 personnel--including contractors--were deployed. The contractors "were essential in helping [Afghans] build communications infrastructure, working hand in hand with military."

After September 11, 2001, the warlords and drugs became dominant concerns within Afghanistan. Through the United Nations, several different nations received Afghanistan operating charters. Included in the United States' charter was a provision to establish the Afghan national army. The United States is assisting Afghanistan to obtain weapons; to build a standing, organized Army; and to provide jobs necessary to assist Afghans to reintegrate into mainstream society. Another part of the focus is to recruit, train, and set up technical schools for the fledgling army and to help build the infrastructure necessary for a 25,000-person army.

Major Goff's command was responsible for the day-to-day support of all the Afghan soldiers. The goal was to set up three brigades of soldiers, as well as needed infrastructure at each of five locations: Gardez, Heart, Kabul, Kandahar, and Mazar-e Sharif. Major Goff noted that one issue was medical care for Afghan soldiers. "Structure and equipment in hospitals were nowhere near American standards," she stated.

Challenges continued to present themselves because sources of funding varied and procedures were inconsistent. The primary source of funds was intended for peacekeeping operations. Major Goff explained that there were several different annual and multi-year appropriations identified on Military Interdepartmental Purchase Requests that arrived near year's end. One contractor, acting as a "fund control" officer, handled all funding documents (66 exactly, in 2004 closeout).

Beyond that challenge, the security assistance process required requests to be approved by the Afghans and then approved by cognizant U. S. personnel before the procurement process began. A letter of requirement and authorization was required for all purchases.

Significant lead times for delivery of some goods or services presented another challenge because of expiring funds. Furthermore, funding was not always available at the right time, and the lack of direct funding also posed problems. Initially, many of the funding documents cited very specific requirements; however, as time passed, more general descriptions were placed on the funding documents to allow for greater in-country flexibility. Through FYs 2005 and 2006, the funding flow improved. An automated accounting system also was "in the works" by the time that Major Goff left Afghanistan in late 2004.

Major Goff noted some differences among the military services represented in her joint environment. Specifically, Army personnel are always soldiers first. That type of training was not always the standard for Air Force and Navy personnel and for contractors. Beyond combat skills, there also were gradations of functional expertise. From a morale perspective, she noted some consternation over disparity in lengths of personnel deployments among the military services.

During Major Goff's deployment, personnel in her command were not allowed to travel at night. Even during daylight, the countryside can be dangerous. During one transport mission, for example, the convoy (which had to include at least four vehicles) experienced two flat tires. Convoy personnel formed a perimeter to protect those changing the tires. "You never know where the threats will come from," she explained, "so combat skills are critical." Even at the command center, on-site bunkers were used for protection at least 10 times over the three-month period.

This deployment also enabled members of the Office of Military Cooperation to participate in several community service activities. Requests were sent to commands in the United States for sports equipment and school supplies, with overwhelming responses. There were other community activities throughout her time there, and Major Goff particularly enjoyed visiting a gifts' school. When this area was under Taliban rule, girls (and adult women) generally were not permitted to go to school.

Sergeant Michael Linville

Sergeant Michael Linville works in United States Central Command Air Forces (USCENTAF), responsible for building all tasking for new bases operating in the Operation Iraqi Freedom/Operation Enduring Freedom Area of Responsibility (AOR). His office determines how many people will be needed to support the financial management missions in the AOR, which includes the hot spots of Afghanistan and Iraq as well as surrounding countries such as Syria. Overall, the area is 5,400 miles long, including 27 countries with a combined population of about 600 million people.

Sergeant Linville noted that just after September 11, financial management personnel were deployed to four sites. The pace for the requirement has been steadily increasing since then. Today, for combined operations, there are over 100 financial managers at more than 28 different sites within the AOR.

According to Sergeant Linville's description, the offices set up in the AOR are "similar to a base-level finance office," including vendor pay, policy, military and travel check cashing, and contracting purchases. The Air Combat Command provides all funds for operations, coming from Global War on Terrorism funding sources. Total funding for FY 2004 was about $1.2 billion. The amount needed for critical requirements in the current fiscal year is $1.4 billion.

Recently, a Central Processing Site (CPS) has come on line for the command. As Sergeant Linville explained, "CPS allowed for accounting to become more automated. All turn-ins are directly scanned (and transmitted) to Shaw Air Force Base for payment." Also, the lead time has dropped significantly from 90 to 7 days. A line item accounting process is now being developed that will further improve the process; it is scheduled to come on line by October 1, 2005. With that change, there will be no more "do things by hand at your home station."

Challenges existed among younger personnel who are not familiar with accounting because that mission mostly has passed to the Defense Finance and Accounting Service in recent years. In support of its deployed personnel, USCENTAF has successfully employed automation to eliminate delays in travel voucher payment and associated travel card delinquency. The command also is looking to obtain some automated teller machines and to expand use of the Military Paperless Check System in operating areas. These tools, when tied to accounting automation, will assist with consolidating data and improving process efficiencies. Sergeant Linville also indicated that timely, accurate information was necessary to provide reports to the "various agencies that want to see how we are spending Global War on Terrorism funds." USCENTAF is also pushing for awards for outstanding performance for financial managers within the AOR.

Senior Master Sergeant Michael Royce

Senior Master Sergeant Michael Royce served at Combined Air Operations Center in and around Al Udeid Air Base, Qatar, from May to September 2004. Four U.S. military services were present, and England, Australia, Singapore, and Korea all were represented. There were 12 sites and 52 people under Sergeant Royce's purview, and he became the point of contact for all problems not covered by their budget offices.

Sergeant Royce said cash was the medium of exchange and could be found throughout the AOR. For example, on one flight to a site, $1 million doubled as a seat cushion. In the finance office, the paying agent slept next to the safe because there was no means to secure that safe to the building structure.

Another inconvenience was the frequent power outages in Qatar. "They lose power all the time," he said. The largest consequence of those outages was the loss of air conditioning. Living conditions often were less than ideal, with no privacy--ever. In Bulad, for example, Sergeant Royce shared a tent with eight other people.

Sergeant Royce reported that there were several close calls throughout his deployment. Hearing mortars, then sirens, he donned his "battle rattle" (combat gear) and lay in the corner just waiting. It was a "very odd feeling to wait, "he remarked, conveying the uneasiness of the situation.

While in Kerkuk, another attack began that caught Sergeant Royce on a smoke break. Running inside, he slammed the door behind him, only to find a scorpion ready and waiting for him. A short time later, while telling this story to fellow service members, one colleague remarked that smoking nearly killed him. Understandably, humor is a necessity in such a grueling, dangerous environment. And grueling it was. At one point he worked for 36 days straight. When he did get a day off, he felt ill at ease, and boredom led him to go back to his office.

Working in an intense environment, with 24/7 threats and a shortage of leisure activities, leads to a lot of tension. Tempers were quick and Sergeant Royce found himself breaking up several fights. Everyone works long hours with little change, and it is always hot.

Despite all the challenges, one keeps going by maintaining a good attitude, appreciating the sites, and remembering to laugh. To hear Sergeant Royce tell it, these attributes sustained him during his deployment to Qatar.

Acknowledgments

The author wishes to thank Major Robert Diantonio for the helpful information and Lieutenant Colonel Chris Russell for his review of the draft.

Reported by Tawnya R. Mullins

Tawnya Mullins works as a budget analyst at Navy Personnel Command, Millington, Tennessee. A recently qualified CDFM, she serves as vice president, Publicity, in ASMC's Tri State Chapter.