CCOs must be familiar with the five operational phases  and how contracting support is applied throughout the life of an operation.
CCOs must get as much information as possible about the country or domestic disaster area before deployment. Part of a CCO’s job is to locate sources and become familiar with local conditions, security, and force protection matters. The CCO should submit an after action report (AAR) in accordance with agency redeployment procedures, especially during initial contingency operations and bare base build-ups. CCOs should coordinate with their contingency operational planners, the applicable contracting activity, and the Defense Logistics Agency (DLA) about redeployments and the drawdown of equipment, personnel, and services. CCOs must be familiar with the statutes, directives, treaties, and agreements that affect contracting operations when they are deployed. CCOs should seek guidance from the host nation support (HNS) team, command logistics (J4), and U.S. CCOs should familiarize themselves with in-place HN agreements and acquisition cross-servicing agreements (ACSAs), if applicable, before deployment.
Joint force commanders (JFCs) use the joint operation planning process (JOPP) in developing plans for the employment of military power to shape events, meet contingencies, and respond to unforeseen crises. OCS, as defined in Department of Defense Instruction (DoDI) 3020.41, Operational Contract Support, is the ability to orchestrate and synchronize the provision of integrated contract support and management of contractor personnel supporting the joint force in a designated operational area. The JOPP helps commanders, their staffs, and the CCO organize and prioritize their planning activities, share a common understanding of the mission and the commander’s intent, and develop effective plans, orders, and contracts. This chapter discusses types of contingencies, predeployment planning, and contracting support in support of the operational phases. Contingency contracting provides supplies, services, and construction to support mission objectives during contingency operations and other emergency operations as determined by the President or the Congress. When supporting operations in response to one of these scenarios, CCOs must be familiar with the emergency acquisition flexibilities in FAR part 18 and DFARS part 218. No two contingencies are alike, but the main elements the CCO might face in the overall contingency contracting environment include the urgency of requirements, possible austere or limited business infrastructure, and probable cultural or ethical differences.
Domestic disaster and emergency relief operations should not be misconstrued with a declared contingency operation and the increases in thresholds contingency and humanitarian or peacekeeping operations receive. See Chapter 2 for information on contract support authorities and structure, which differ on the basis of the size, duration, and complexity of the respective operation. Theater support contracting can be used to acquire support from commercial sources, similar to external support contract services. These contracts are often used to provide significant logistics support and selected nonlogistics support to the joint forces. Similar to the authority for systems support contracts, external support contracting authority does not directly result from the contingency operation. Although logistics planners must make allowances for CAP contracts early in the contingency, every effort should be made to transition individual CAP task orders to theater support contracts as soon as practical. An established theater business clearance (TBC) policy and process can help ensure visibility and control over external support contracts in designated areas of operations. Leaders must understand, consider, and leverage MAAWS and contracting in mission planning and operations.
Financial management administrative requirements in a combat environment can be extremely burdensome but are necessary for good stewardship. Without proactive leadership involvement, the potential for extensive fraud, waste, and abuse of funds exists in any environment and degrade the COIN objectives. Warfighters with timely access to the right types of contracting support can influence the outcome of operations. An official passport and 6 to 10 extra photographs for visas, which might be required to move from country to country.
A prepacked kit of regulatory guidance, forms—such as SF 1449, SF 30, Defense Department (DD) 1155, and SF 44—books, templates, prepopulated sample documents (such as statements of work, requests for proposals, and justification and approval documents) supplies, and equipment. Government-wide commercial purchase card (GCPC) that is bulk-funded to the level possible, enabling immediate expenditure upon arrival. A list of unit-assigned procurement instrument identification numbers (PIINs), in accordance with DFARS 204.7003 and the uniform PIIN issued by the senior contracting official (SCO). Where possible, advance registration for any applicable systems, such as the Contracting Officer’s Representative Tracking (CORT) Tool, Joint Contingency & Expeditionary Services (JCXS)(5), Contingency Acquisition Support Model (cASM), 3in1 Tool, Federal Procurement Data System–Next Generation (FPDS-NG), Contractor Performance Assessment Reporting System (CPARS), and Electronic Data Access (EDA) system.
The United States Agency for International Development (USAID) website, which is an excellent source of country-specific information. Geographic combatant command (GCC) websites for OCS material that supports respective AORs. Have the on-site commander create a policy that no one should place undue pressure or command influence on CCOs to purchase any goods and services that violate laws or regulations. Simultaneously, the CCO must promptly locate customers, obtain finance support, and identify POCs at the local embassy. The CCO, through coordination with the J4 counterpart, should check the ACSA Global Automated Tracking and Reporting System (AGATRS) or Department of State website with the command to identify in-place agreements that may meet requiring activity needs.
Transactions may be cash reimbursements, equal-value exchanges, or replacement-in-kind of logistic support, supplies, and services. Categories of support that may never be exchanged are guided missiles and kits, major end items, chemical or nuclear munitions, formal accredited course training, official uniforms, and major construction projects. Many supplies and services for any contingency operation can be obtained through the logistics supply pipeline established for the operation.
Before initiating any local acquisition for supplies and services, the CCO must ensure that requiring officials have exhausted the established logistics supply pipeline and that it cannot provide the required supplies or services to meet mission needs in a timely manner.
In any contingency operation, quality acquisition support for the commander is critical to mission accomplishment. Other required government sources.CCOs must comply with FAR part 8 and DFARS part 208, which establish required sources for supplies and services throughout the government, DoD, General Services Administration (via federal supply schedules), and other agencies. Information on taxes and duties and possible government exemption from them, including information available from the local embassy. The state of the local banking system and its impact on contract business arrangements also can affect contract work. A chief of contracting, a prepared and experienced person, responded to a humanitarian effort in Pakistan within a moment’s notice. A CCO should always be prepared to forward-deploy, whether as an ADVON CCO or to support buildup or sustainment operations. At times, Continental United States (CONUS) contracting offices may be asked to support outside CONUS (OCONUS) contingencies in some capacity. Deployed CCOs should determine whether reachback support is available for the respective operation and if so, the CCO should make the effort to fully understand the reachback office's capabilities and utilize the support to the extent practicable pursuant to agency proceedures. In some cases, the forward-deployed assets might not be able to process the deluge of requirements for large-scale contingencies.
The OCONUS CCO who will administer the contract needs to participate in the contract award process and assist in the development of the acquisition strategy. The CONUS office must be aware of established memorandums of understanding or agreement with the OCONUS partner to ensure operation-specific issues are clearly specified and all parties are aware of existing SOFAs or other agreements. For CCOs using reachback buying units, basic funding and shipment information is useful for the reachback cell to know.
Civil augmentation programs (CAPs) plan for the use of civilian contractors during contingencies or in wartime to augment the logistics support of selected forces.
DoDI 1100.22, “Policy and Procedures for Determining Workforce Mix,” sets restrictions on the functions contractors can perform and those inherently governmental. Validate entry of accountability information in the Synchronized Predeployment and Operational Tracker (SPOT) database. Receive medical and dental screening, including required military-specific vaccinations and immunizations (such as against anthrax, smallpox, and typhoid). After completing deployment processing, certified by annotation of the letter of authorization (LOA) or provision of a separate deployment processing certification letter, CAAF personnel receive deployment process certifications to bring with them to the joint reception center (JRC). DoDI 3020.41, “Operational Contract Support,” requires contractor visibility and accountability to be maintained through a common joint database—SPOT or its successor—in applicable contingency operations. Phivolcs director Renato Solidum said that preparation is key in case of hazards such as an earthquake.
The JOPP is an adaptive, collaborative process that gives actionable direction to commanders and their staffs across multiple echelons of command. Additional information on the JOPP and OCS planning is available in Joint Publication (JP) 4-10, Operational Contract Support, and JP 5-0, Joint Operation Planning.
It also addresses how to plug in downrange and offers relevant information from doctrine regarding support phases, types of support, contract organizations, and capabilities and support agencies. These flexibilities are specific techniques or procedures that may be used to streamline the standard acquisition process(1).
The formal declaration of a contingency operation is very significant for the CCO (see Chapter 5, Figure 5-1), triggering an increase in the micro-purchase threshold and SAT, as designated in FAR 2.101. CCOs might support several types of military operations, including major operations, smaller-scale contingencies, noncombat contingency operations, domestic disasters or other emergency relief operations. In some conflicts, hostilities are ongoing, imminent, or likely, and there is a substantial commitment of U.S. Contingency contracting may support humanitarian or peacekeeping operations, defined as a military operation in support of the provision of humanitarian or foreign disaster assistance or in support of a peacekeeping operation under Chapter VI or VII of the Charter of the United Nations. According to JP 3-28, Defense Support of Civil Authorities, domestic disaster and emergency relief operations can range from domestic natural and human-made disasters to civil disturbances or terrorist incidents in the United States. These contracts are awarded by contracting officers in the operational area, serving under the direct contracting authority of the service component, SOF command, or designated joint HCA for the specific contingency operation. In addition, theater support contracting can be used to acquire commercially available supply items from local and global sources. These contracts are awarded by a military department acquisition PMO that provides technical support, maintenance, and (in some cases) repair parts for selected military weapon and support systems.
These contracts are awarded by contracting organizations with a contracting authority not derived directly from theater support contracting HCAs or from systems support contracting authorities. The type and scope of this support vary among operations but can be very extensive depending on a variety of operational factors.
Of course, operation-specific factors such as security considerations, availability of local sources of support, and on-hand theater support contracting management capabilities are the actual drivers of the number of these CAP task orders that can be transferred to theater support contracts and how rapidly that transfer occurs.
The J4 staff must ensure the Annex W (Operational Contract Support) synchronizes the theater support, service CAP, and any DLA contracting efforts to avoid undue competition for the same locally available supplies, equipment, and subcontractor employees. When providing external contract support, contracting officers must be familiar with unique theater-specific guidance that may exist, such as local provisions and clauses and ensure contracts are in compliance with local guidance as appropriate. Contracting and money are critically important weapon systems in any combatant command (CCMD) and must be treated as such. CCOs should be aware of potential implications and the need to validate and coordinate contract requirements appropriately to ensure they meet mission needs. Official passports might be required for each CCO designated to support no-notice deployments that demand immediate departure to countries requiring a passport for entry. The Department of Defense Contingency Business Environment Guidebook (CBE Guidebook) contains additional information on registering for e-business tools and getting them up and running in theater. An immature contracting environment is an area with little or no built-up infrastructure and few vendors. Seek help from the supporting intelligence unit (J2) to identify existing and potential threats and to report suspicious activity.
Before deployment, get as much advance information as possible about the country or domestic disaster area.
One of the USAID missions is support for economic growth and trade (such as the USAID Trade for African Development and Enterprise and the USAID economic opportunity projects in Jordan), making it an excellent source for locating vendors and contractors. Navy husbanding contracts to support fleet port visits, which might be able to support an initial response for humanitarian assistance or disaster response, helping the CCO at the very beginning of an event.
AARs are a great way for CCOs to capture best practices and assist fellow CCOs who may be taking over contract support responsibilities. When the CCO arrives at the deployed location, one of the first requirements is reviewing information in the CCO continuity book.
ACSAs are reimbursable, bilateral support agreements that allow the exchange of logistics, supplies, and services between the United States and military forces of eligible countries and international organizations of which the United States is a member. AGATRS is an automated tool that tracks and provides visibility into worldwide ACSAs, including those available that may satisfy requirements through support from the HN or other nations supporting the contingency. The CCO must establish a link with the HNS teams and obtain cooperation from HNS authorities and personnel to enhance the CCO’s ability to fulfill contingency contracting needs.
As stated, virtually all requested services, supplies, and construction are urgent and high priority. CCOs should check with the J4 network to determine whether basic deployment kits and prepositioned items are readily available before making a local purchase.
Legal advisors to an operation also must become familiar with FAR part 8 and DFARS part 208 to ensure contracting officials in any operation are fully using these sources. CCOs also must become familiar with the supplies and services the HN has agreed to supply under any applicable HNS agreements for the operation.

These agreements cover actions by one military service or element to provide logistics or administrative support to another military service or element. Allied forces that are contingency partners might have agreed to provide supplies or services pursuant to an implementing arrangement to an ACSA. The contracting officer authority, in the form of a written warrant, is valid only for contracts issued on behalf of NATO HQ or the agencies to which the CCO is assigned or designated to support. The chief of the contracting office initially asked for volunteers from his unit but determined that he was the best suited for the emergency operation and would accept the deployment. CCOs often receive very short notice of deployment, especially at the onset of a contingency. For example, CCOs in Haiti supporting the January 2010 earthquake had to reachback to Hurlburt Field CCOs to purchase supplies for U.S. Similarly, Contracting Officers serving in a reachback support office should reach forward to deployed CCOs to explain the capabilities and offer support where able. In other cases, conditions in the contingency area of operations might be so dangerous that a large contracting footprint cannot be made and maintained. In most cases, the vendor is asked to deliver to a specified AOR buying office—the normal free on board (FOB) destination point.
LOGCAP is an Army regulatory program that augments the force by pre-planning for and executing contracted services in support of DoD-directed and -supported missions. In general, it can be used to provide scalable logistics and base support services to short- and long-term operations. The LOGCAP Program Management Office (PMO) helps requiring activities by engaging in deliberate planning. AFCAP is a worldwide contingency contract tool available to support the Air Force, joint forces, and any U.S. AFCAP contractors can be asked to provide rough order of magnitude (ROM) estimates; however, most ROM estimates are performed by the HQ Air Force Civil Engineering Support Agency (AFCESA) staff.
HQ AFCESA performs program management functions, and the Air Force Education and Training Command (AETC) provides contracting support for AFCAP requiring activities. The contractor support option is available to field commanders to augment available military support resources and HNS. Activities that are restricted at least in part include security furnished in hostile or volatile areas as well as procurement functions.
Functions that may be provided by private security contractors (PSCs) include the protection of fixed facilities, assets, and personnel and the use of mobile convoy security to protect personnel and materiel movements in the insecure areas outside U.S.
The GCCC is a competitively solicited, multiple-award, cost-reimbursable contract with an award fee.
The GCCC gives the Navy—or the Navy on behalf of DoD or other federal agencies when authorized—an immediate response for civilian construction capability needs.
Each contractor is required by contract to maintain an in-place contingency response plan, available to facilitate responses to emerging requirements. The GCSC is an indefinite delivery, indefinite quantity (IDIQ), CPAF contract designed to quickly provide short-term facilities support services with incidental construction at other locations (including remote sites) throughout the world. This performance-based contract is designed to respond to natural disasters, humanitarian efforts, contingencies, or other requirements (such as nonperformance by an incumbent contractor or instances of unanticipated lapses in service). The contractor is required by contract to maintain an in-place contingency response plan, available to facilitate responses to emerging requirements. The contractor certification documentation for CAAF personnel deploying as part of a specific unit is included in the appropriate unit manifest. The in-theater contract and contractor management challenges discussed in this section include accountability, reception, onward movement, and restrictions on contractor support (by area, phase of operation, or other measures as appropriate).
JFCs view the proper establishment and maintenance of the accountability of all CAAF personnel as extremely important.
All CAAF personnel are processed in and out of the operational area through a JRC or other JFC-designated personnel center.
After the JRC fully verifies that the contractor is included in the SPOT database and that all theater entrance requirements are met, the required operationally specific identification documents should be issued to contractor personnel. Contractors can be expected to perform virtually anywhere in the operational area, subject to the terms of the contract and the JFC risk assessment of the local threat level.
Also, all required data must be entered into SPOT or its successor before a contractor employee is permitted to deploy to or enter a military theater of operations. The agency said that it is an upgraded version of the 2010 contingency plan called Oplan Metro Yakal, as it now involves areas outside Metro Manila.The National Disaster Risk Reduction and Management Council (NDRRMC) said it would now be working with the local government units (LGUs) in Metro Manila in case an earthquake strikes in the region.
The JOPP includes all activities that must be accomplished to plan for an anticipated operation, including mobilization, deployment, employment, and sustainment of forces.
Contract support plans should include the capabilities CCOs can deliver as part of an advanced echelon (ADVON) team and during build-up and sustained operations. CCOs also might support military training exercises, routine installation and base operations, and CONUS or OCONUS systems or inventory control point contracting. DoD disaster relief missions include efforts to mitigate the results of natural or human-made disasters such as hurricanes, earthquakes, floods, oil spills, riots, and air, rail, or highway accidents. Anyone who participated in Foal Eagle, Cobra Gold, Joint Dawn, Key Resolve, National Training Center rotation, OCS Joint Exercise (OCSJX), or similar types of exercises will attest to the associated sense of urgency, pressure, or risk to life or national interest. These three categories are key to adequately describing the numerous contracting and contract administration authorities that support the operational area and to setting the limits on the JFC’s ability to control or influence the different types of contracted support (see Chapters 5 and 8). During a contingency, theater support contracts are normally executed under expedited contracting authority and provide supplies, services, and construction from commercial sources that, in general, are in the operational area.
Systems support contracts are routinely put in place to support newly fielded weapons systems, including aircraft, land combat vehicles, and automated command and control systems.
External support contracts provide a variety of logistics and other noncombat-related services and supply support.
In addition, in some operations, DLA may use existing contracts or award new prime vendor contracts to furnish selected supply support (primarily subsistence and bulk fuels) during contingency operations.
CAP and other external support contracts remain under the control of the service components and do not normally fall under the authority of the GCC operational contract support. JP 4-10, Operational Contract Support, Appendix B, “Services’ External Support Contract Overview,” details the service CAP organizations and capabilities. Without proper coordination, the competition between CAP and theater support contracts inevitably drives up the prices of local goods and services and could create shortages. Although OCS planning and integration are primarily the responsibility of the GCC and OCS planners, the Contracting Officer should assist in planning and take part in OCS-related boards such as the Joint Requirements Review Board (JRRB), which is explained in more detail in Chapter 3. Unit leaders who use proactive management controls to provide timely and accurate funding to warfighters are paramount to success or failure on the counterinsurgency (COIN) battlefield anywhere in the world.
This includes learning about the deployment area, understanding any country clearance requirements, and listing items that may be needed for contract support to meet mission needs. Each unit determines whether the CCO needs to obtain an official passport when initially designated as a CCO.
The regional contracting center (RCC) chief provides instructions regarding the wearing of uniforms. The ISOPREP and the evasion plan of action are the most important tools for executing timely rescue and recovery. Examples of mature OCONUS contracting environments include Kuwait, Saudi Arabia, Qatar, Korea, and Western Europe. The available vendors are likely to have limited to no experience contracting with the U.S. The more rapidly the CCO matures the contracting operation, the better support the CCO can provide if hostilities occur.
If you cannot perform the CCO contracting mission, you must advise the SCO and head of the contracting activity (HCA), as well as the units you’re supporting, so military personnel can be redirected and used instead of contractors.
Work with the CCO you will replace (if applicable) to get an understanding of local conditions and existing contract support requirements.
AARs should be forwarded through the responsible SCO within 30 days after redeployment to home station in accordance with agency procedures.
AAR lessons learned are available at the Defense Acquisition University (DAU) Acquisition Community Connection website. The CCO should maintain and continually update the CCO continuity book to assist follow-on CCOs. Two embassy contacts are of major importance from a contingency contracting perspective—the government services officer (GSO) and executive coordinating agency (ECA).
CCOs, through interaction and correspondence with their J4 counterpart, must check this tool to see available resources to support agency needs. Typically, purely military issues, such as the location of bases and access to facilities, are covered by separate agreements. For example, Harvest Eagle and Harvest Falcon are two examples of deployment kits that, combined, are known as the Air Force Basic Expeditionary Airfield Resources (BEAR) program. Such actions can be recurring or nonrecurring on an installation, in an area, or even worldwide. A memorandum of agreement (MOA) or protocol to the implementing arrangement might have been executed for the contingency. Forces Japan, component policy, and U.S–Japan bilateral agreements govern logistics support and base privileges of contractor employees. He left a sustainment effort where things were established and was thrown into a bare-base operation overnight, where the environment was unknown and immature. The CCO should not overlook or underestimate the usefulness of the referral system for fulfilling requirements. The complexity of the contract requirement might also lead to its assignment to a contracting center of excellence for the pre-award and contract award phases and then its transfer to the CONUS activity for contract administration. A determination of shipping costs should be included for shipping and handling per item in case the CONUS vendor’s FOB point is at origin rather than destination. The Army, Navy, and Air Force each have a CAP contract, CCOs need to understand the capabilities of each type.
Operational commanders identify their requirements and request LOGCAP, as appropriate, to meet mission needs.
LOGCAP planners participate in designated planning conferences and prepare general and operationally specific plans. HQDA G-4 holds primary responsibility for LOGCAP policy and base program funding and is the approval authority for LOGCAP use. Task orders for planning by AFCAP contractors can be awarded to help customers with their requirements. HQ AFCESA is located at Tyndall Air Force Base, FL, and program management is deployed forward as required.
This tracking supports the CCO in knowing referral status and the finance officer and resource manager in tracking outstanding commitments. The regional FLC can offer details on potential existing contract support for noncombative contingency operations. In the initial stages of an operation, the supplies, services, and construction provided by local contractors can improve response time and free military resources for combat operations. The Naval Facilities Engineering Command (NAVFAC) has awarded two worldwide contingency theater support contracts, the Global Construction Capability Contract (GCCC) and the Global Contingency Services Contract (GCSC). This acquisition vehicle has three prequalified sources to provide a maximum of $1 billion of construction over 5 years. The scope includes the capability to provide general mobilization services for personnel, equipment, and material to support naval construction forces (NCF) mobilization and similar mobilization efforts and to set up and operate material liaison offices at a deployed site in support of NCF operations. The plan identifies prepositioned resources, suppliers, and procedures for rapidly developing, detailed execution plans tailored to the specific requirements of the emergency. The plan identifies prepositioned resources, suppliers, and procedures for rapidly developing, detailed execution plans tailored to the specific requirements of the emergency situation.
CAAF personnel deploying individually are required to carry this certification at all times. Other key in-theater contractor personnel management considerations (such as discipline, force protection, and security) are addressed in other sections of this chapter.
Without such information, properly planning for and integrating contingency contractor personnel into the overall operation are impossible. The CCO should give the contractor JRC guidance to ensure its accountability in theater is current and maintained.
The JRC arranges for transportation of the contractor and contractor equipment to the point of performance.
On the basis of this risk assessment, the JFC or subordinate area commanders may restrict the location and timing of contract support; however, care must be taken to coordinate such restrictions with component commanders, applicable DoD agencies, and contracting officers. Contracting officers, through the terms of the contracts, must require contractors to enter by-name data before an employee’s deployment and to maintain and update the information in SPOT or its successor. Disaster officials added that the national government would be involved in future disaster and relief operations in the metro.
These activities are critical to the success of operational contract support (OCS) in contingency environments.
ADVON teams should have experienced CCOs who can locate sources and become familiar with local conditions before the arrival of additional forces.

Operation Enduring Freedom and Operation Iraqi Freedom are examples of major operations and campaigns(2).
Contracting often supplements combat support and combat service support capabilities that are limited by the location, strategic lift, or staffing ceilings. When a humanitarian or peacekeeping operation is declared, the simplified acquisition threshold is raised to the amount specified in DFARS 202.101 for DoD purchases that are awarded and performed, or purchases that are made, outside the United States in support of that operation. CCOs should be aware that exercises and training environments do not receive the same flexibilities and consideration as the actual declared emergency. CCOs must be familiar with the type of operation being simulated in the exercise and whether or not acquisition flexibilities outline in FAR Part 18 and DFARS Part 218 apply. Also important from the contractor management perspective are the local national personnel who make up the bulk of the theater support contract employees. Systems support contracting, contract management, and program management authority reside with the military department systems materiel acquisition program offices.
External support contracts are illustrated by the services’ CAP contracts (discussed in the Civil Augmentation Programs section of this chapter), including the Army LOGCAP, Air Force AFCAP, Navy GCCC and GCSC, DLA prime vendor contracts, and Navy fleet husbanding contracts. Other examples of external support contracts include fuel contracts awarded by the Defense Energy Support Center, construction contracts awarded by USACE, contracts awarded by the Air Force Civil Engineer Center, and translator contracts awarded by the Army Intelligence and Security Command. Contracting officers must be aware of NGOs operating in the area, their status with both the HN and the U.S. Contracting and money defeat COIN targets, without creating collateral damage, by motivating antigovernment forces to cease lethal and nonlethal operations, creating and providing jobs along with other forms of financial assistance to the indigenous populations, and restoring or creating vital infrastructure. CCOs can contact the intelligence directorate (J2) and nearest embassy to determine cultural specifics and obtain country-specific requirements. Once DD Form 1833 is completed, it becomes classified confidential and therefore should be submitted electronically, not carried in person. Similarly, if a contractor refuses to perform, you need to find another contractor (and prevent lapses in service), seek alternate arrangements (in-house support, HN agreements, etc.), or do without the service.
CCOs must review site surveys that other ADVON teams have performed and use the information to develop a site survey checklist. AARs should include follow-on plans for contracts issued in support of the contingency mission.
When a deployment is terminated, the last CCO should forward the continuity book to the J4 supporting the AOR. At a minimum, the team should consist of an experienced CCO, engineering representative, finance representative, logistics personnel, security personnel, comptroller representative or funds certifier, and legal representative. The GSO is essentially a contracting officer in the embassy who would likely know the support agreements in place.
ACSAs may provide the supplies or services needed without having to enter into the contract support process. SOFAs are more concerned with the legal issues associated with military individuals operating in country and property, including entry into and exit from the country, tax liabilities, postal services, and employment terms for host-country nationals, but the most contentious issues are civil and criminal jurisdiction over the bases.
He was able to support a critical mission by being physically, mentally, and deployment ready for the extremely demanding forward operation. Requirements may be referred to another contracting activity for action or may be returned to a CONUS location for reachback support.
The CCO must know that the more preferred purchasing method is through the local AOR to prevent customs and delivery nightmares. Like all CAP programs, AFCAP is designed to rapidly leverage private-industry capabilities as a force multiplier in supplying highly responsive solutions to meet global mission objectives across the full range of military operations.
The AETC contracting staff retains all contracting functions, including all procuring contracting officer (PCO) and contingency contract administration services (CCAS) functions (and issuance of all task orders), execution of modifications resulting in price changes to task orders, and execution of modifications to the basic contract (exercise of options). Before sending a requirement to another location, usually via e-mail or fax, the CCO should ensure that the acquisition package is complete.
A few of the unified commands have contract representation on the J4 staffs, but most delegate theater contracting to an SCO. Links to each of the regional FLCs are available at the NAVSUP Global Logistics Support (GLS) webpage. As the operation progresses, contractors provide traditional logistics support and other nonlogistics-related support. The contract furnishes construction, design and build construction, and related engineering services in response to natural disasters, humanitarian assistance needs, conflicts, or situations with similar characteristics.
The work is mostly construction, but services incidental to the construction may also be included. Personnel accountability is critical in determining and resourcing government support requirements such as facilities, life support, force protection, and force health protection in hostile or austere operational environments. The JRC verifies contractor personnel are included in the SPOT database and they meet all theater entrance requirements. The arrangement of intra-theater transportation of CAAF personnel includes appropriate force protection and security measures, commensurate with those taken for DoD civilians. In addition, contractor personnel location reporting and equipment movement must be incorporated into the JFC movement control, personnel accountability, and force protection plans.
Additional information on SPOT registration and contractor personnel LOAs is available in the Register for SPOT Access Quick Guide.
Planning also should consider adequate security, given the need for disbursing officer support during initial operations. During such operations, contracting usually supplements robust combat support and combat service support infrastructures.
DoD supported domestic disaster and emergency relief efforts for Hurricanes Isabel, Hugo, Katrina, and Sandy(4). Army Graphic Training Aid (GTA) 80-01-001 contains additional information on personnel recovery. An example of an immature contracting environment is the Horn of Africa (HoA) and the initial stages of Operation Enduring Freedom in Afghanistan.
CCOs must keep customers informed about contracting activities so they can plan accordingly. CCOs should start writing the AAR as soon as they arrive and should leave a copy of the AAR in the continuity book before leaving.
The size and number of teams depends on the size, anticipated duration and complexity of contingency, humanitarian or peacekeeping operational requirements, and overall mission requirements, as determined by the HCA and SCO. If an embassy is asked to assist with contracting actions, it may charge an international cooperative and administrative support service fee. CCOs should work with their J4 counterpart to determine whether ACSAs exist in the CCO-supported operational area. See the CBE Guidebook for information on registering for AGATRS and how to use AGATRS in theater.
For civil matters, SOFAs cover procedures for the determination and payment of civil damages caused by the forces. The equipment provided in these two kits gives theater warfighters the capability to support a total of 68,200 combat troops and 822 aircraft at austere locations, working from the ground up to build complete bases. The CCO should check the local market before resorting to reachback solutions or Internet purchases. Army Materiel Command, through its subordinate command, the Army Sustainment Command (ASC), is responsible for program planning and execution. AFCAP contractors have a worldwide capability, coupled with a breadth and depth of commercial business interests aligned to meet contingency operations requirements. If requested by AFCAP, the Defense Contract Management Agency (DCMA) supports property administration as required. Contractors also may provide services such as security, interpreters, communications, or infrastructure support. This scope includes occasional projects to ensure readiness to perform during emergency situations and military exercises. Construction critical response during an emergency primarily supports response to natural disasters, military conflicts, or humanitarian aid needs. The Office of the Under Secretary of Defense for Acquisition, Technology and Logistics, OUSD(AT&L), has designated SPOT as the DoD enterprise system for managing and maintaining accountability (by name) of contractor personnel when they are deployed to an operational area.
Contractor personnel who do not satisfy established theater entrance requirements may be returned to the point of origin or placed in a holding area until these requirements are met.
The NDRRMC is now partnering with the Australian government and the United Nations Development Programme (UNDP).
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Chapter 9 contains additional information on domestic disaster and emergency relief operations. More information on isolated personnel reports can be found in the ISOPREP section of this chapter.
CCOs in immature contingency contracting areas should meet with the Department of State General Service Officer (GSO), who may be able to provide critical information on the local vendor base.
If the country hosting the deployment has an HN support agreement or an ACSA in place, it could provide U.S. Before deployment, coordinate with legal assistance, civil affairs units, intelligence, and the U.S.
However, these contracts are expensive, so they should be used only when it is not appropriate for military personnel to provide needed services and functions. Within ASC, the LOGCAP PMO is the focal point for overseeing the program in coordination with requiring activities, contracting activities, contingency contract administration service activities, and compliance organizations. Unlike the other service CAPs, AFCAP can be used to procure and expeditiously ship just-in-time (JIT) commodities.
Such contractor support allows the commander to minimize the number of combat personnel used for such noncombat functions and to maximize the number of combat personnel focused on combat operations.
SPOT gives CCDRs the foundation for operational contract support planning and enables functional oversight and integration of all contracted capabilities. GCCs and their subordinate JFCs need to set and enforce specific policies for handling CAAF personnel who do not meet all established theater entrance requirements.
The aim of the partnerships is to build the disaster response capabilities and preparedness in the metro.Multihazard maps were also distributed to the LGUs present at the event. Much of a service component’s equipment is maintained partially or fully through contracted logistics support. Also, the local chamber of commerce (if any) can serve as a wealth of information on responsible vendors. In addition, the CCO should consult with the embassy regional security officer to identify any existing interfaces with interagency or HN recovery procedures. Commanders must be vigilant in the use of civilian augmentation because contract costs can easily become inflated, particularly when changes or additions are made late in the execution phase.
Depending on urgency, degree of requirements definition, and task stability, contracts can be tailored as firm-fixed-price (FFP), cost-plus-fixed-fee (CPFF), or cost-plus-award-fee (CPAF) task orders as necessary to best match government needs.
At the conclusion of operations, contractors also can facilitate early redeployment of military personnel. A web-based database, SPOT allows authorized users to view, enter, and manage contractor personnel predeployment, accountability, and location data. Plans should provide for adequate security arrangements and disbursing officer support during advanced deployments. A liaison officer should know the HNS laws, regulations, and military command structures and should be able to coordinate with the HN to initiate site surveys. However, civilian augmentation contracts often are the only means for obtaining the skilled people and services needed to quickly construct and repair buildings and equipment as well as critical services formerly provided by military personnel. In addition, SPOT is designed to issue automated LOAs, which document the authorized government services negotiated in the terms and conditions of the contract, as part of the contractor accountability process.
The Naval Supply Systems Command (NAVSUP) website provides more information on Naval husbanding contracts. Reconnaissance visits to proposed contingency, humanitarian assistance, or peacekeeping operation sites will help identify the support that the HN can render. If tasked to support a NATO operation, CCOs should be aware that the contracting rules differ vastly from U.S.
CCOs or field ordering officers (FOOs) should carry an approved GCPC to facilitate the procurement process when and where possible. SPOT business rules are found in DoD Business Rules for the Synchronized Predeployment and Operational Tracker (SPOT). You will not be required to comply with the FAR, but rather must comply with Bi-Strategic Command (Bi-SC) Directive 60-70.

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