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2. http://www.au.af.mil/au/awc/awcgate/dod/n02052003_200302057.htm
http://www.xp.hq.af.mil/xpx/xpxt/DOCS/The%20USAF%20Transformation%20Flight%20Plan%20FY03-07.pdf
http://www.au.af.mil/au/awc/awcgate/dod/n02052003_200302057.htm
http://www.xp.hq.af.mil/xpx/xpxt/DOCS/The%20USAF%20Transformation%20Flight%20Plan%20FY03-07.pdf
3. Agenda Contractor Support Benefits and Concerns
Contracting Considerations
LOGCAP / AFCAP Overview
Coalition Provisional Authority (CPA) Contracting in Iraq
“You have Successfully Implemented Requirements When…”
4. Types of Contractors Theater Support (Contingency Contracting)
Provide Goods, Services, and Minor Construction, Usually from the Local Commercial Sources
External Support
Prearranged Contracts to Support the Mission
Army Logistics Civil Augmentation Program (LOGCAP)
Air Force Civil Augmentation Program (AFCAP)
Navy Construction Capability (CONCAP)
Civil Reserve Air Fleet (CRAF)
Systems Contractors
Support Fielded Vehicles, Weapon Systems, Aircraft, Command and Control (C2) Infrastructure Theater Support
Theater support contractors support deployed operational forces under prearranged contracts, or contracts awarded from the mission area, by contracting officers serving under the direct contracting authority of the Army principal assistant responsible for contracting (PARC) or other Service/joint/multinational chief of contracting responsible for theater support contracting in a particular geographical region. Theater-support contractors provide goods, services, and minor construction, usually from the local commercial sources, to meet the immediate needs of operational commanders. Theater support contracts are the type of contract typically associated with contingency contracting.
External Support
External support contractors provide a variety of combat and combat service support to deployed forces. External support contracts are let by contracting officers from support organizations such as United States (US) Army Materiel Command (USAMC) and the US Army Corps of Engineers (USACE). They may be prearranged contracts or contracts awarded during the contingency itself to support the mission and may include a mix of US citizens, third-country nationals (TCN) and local national subcontractor employees. External support contracts include the Logistics Civil Augmentation Program (LOGCAP) administered through USAMC's logistics support elements (LSE), sister Service LOGCAP equivelent programs the Civil Reserve Air Fleet, commercial sealift support administered by the US Transportation Command (USTRANSCOM), and leased real property and real estate procured by the USACE.
Systems Contractors
System contractors support many different Army materiel systems under pre-arranged contracts awarded by the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA[ALT]) program executive officer (PEO)/program manager (PM) offices and USAMC's Simulations, Training and Instrumentation Command (STICOM). Supported systems include, but are not limited to, newly or partially fielded vehicles, weapon systems, aircraft, command and control (C2) infrastructure, such as the Army Battle Command Systems (ABCS) and standard Army management information systems (STAMIS), and communications equipment. System contractors, made up mostly of US citizens, provide support in garrison and may deploy with the force to both training and real-world operations. They may provide either temporary support during the initial fielding of a system, called interim contracted support (ICS), or long-term support for selected materiel systems, often referred to as contractor logistic support (CLS). technical maintenance of weapon systems.
maintenance, technical assistance, and equipment support. Contractor personnel deployed almost at the same time as the first U.S. troops and provided support mainly at echelons above corps. Some contractor field service representatives and contact teams were used in the corps and division area, and a few went into Iraq and Kuwait with combat elements.
The ICT has defined three types of contractors and documented the definitions in FM's 100-10-2 and 100-21.
Theater support contractors support deployed operational forces under prearranged contracts or under contracts awarded from the mission area by contracting officers serving under the direct contracting authority of the theater principal authority responsible for contracting (PARC). Theater support contractors provide goods and services and perform minor construction to meet the immediate needs of operational commanders. Contracting officers deploy immediately before and during the operation to procure goods, services, and minor construction, usually from local vendors or nearby offshore sources. Theater support contracting occurs according to the theater PARC's contracting support plan. This plan, which is an appendix to the logistics annex of the operation plan, campaign plan, or operation order, governs all procurement of goods, services, and minor construction within the area of operations.
External support contractors provide support to deployed operational forces that is separate and distinct from either theater support or support provided by system contractors (see below). They may operate under pre-arranged contracts or contracts awarded during the contingency itself to support the mission. Contracting officers who award and administer external support contracts retain unique contracting authority derived from organizations other than the theater PARC. The Army Materiel Command (AMC), for example, provides commercial depot support by contracts through its commodity commands. Other organizations that provide external support contracts include the LOGCAP Program Office; the U.S. Transportation Command, which provides Civil Reserve Air Fleet and commercial sealift to support the theater; and the Army Corps of Engineers, which procures leased real property and real estate. These organizations retain contracting authority from their parent commands for those specific functions.
Commanders and their staffs include these commands in their mission planning; they should include support appendices in the applicable staff section annex to the operation plan, campaign plan, or operation order. For example, the staff engineer coordinates Army Corps of Engineers procurement of real estate and real property, and the joint force transportation planner coordinates with U.S. Transportation Command component commands to monitor their assets. External support contractors establish and maintain liaison with the theater PARC as they conduct their unique support missions. They procure goods and services they need in the theater in accordance with the theater PARC's contracting support plan.
System contractors support deployed operational forces under pre-arranged contracts awarded by program executive officers (PEO's), program managers (PM's), and AMC to provide specific support to materiel systems throughout their life cycle during peacetime and contingency operations. These systems include, but are not limited to, vehicles, weapon systems, aircraft, command and control infrastructure, and communications equipment. Contracting officers working for the PM's and AMC's major subordinate commands administer their system contractors' functions and operations through their contracts. AMC and the individual PM's maintain contracting authority for those contracts, plan required support for their systems, and coordinate that support with the supported commander in chief's planning staff. The contracting organization with responsibility for system contractors establishes and maintains liaison with the theater PARC or senior Army contracting official in theater as specified in the theater contracting support plan. These contractors procure goods and services they need in the theater as stipulated in the theater PARC's contracting support plan and published in the operation plan, campaign plan, or operation order.
Note that these definitions do not include the term "contingency contractors," a term that has been in common use. This is because the term is not sufficiently precise for doctrine and policy publications; all contractors supporting military operations in an area of operations are contingency contractors.
Theater Support
Theater support contractors support deployed operational forces under prearranged contracts, or contracts awarded from the mission area, by contracting officers serving under the direct contracting authority of the Army principal assistant responsible for contracting (PARC) or other Service/joint/multinational chief of contracting responsible for theater support contracting in a particular geographical region. Theater-support contractors provide goods, services, and minor construction, usually from the local commercial sources, to meet the immediate needs of operational commanders. Theater support contracts are the type of contract typically associated with contingency contracting.
External Support
External support contractors provide a variety of combat and combat service support to deployed forces. External support contracts are let by contracting officers from support organizations such as United States (US) Army Materiel Command (USAMC) and the US Army Corps of Engineers (USACE). They may be prearranged contracts or contracts awarded during the contingency itself to support the mission and may include a mix of US citizens, third-country nationals (TCN) and local national subcontractor employees. External support contracts include the Logistics Civil Augmentation Program (LOGCAP) administered through USAMC's logistics support elements (LSE), sister Service LOGCAP equivelent programs the Civil Reserve Air Fleet, commercial sealift support administered by the US Transportation Command (USTRANSCOM), and leased real property and real estate procured by the USACE.
Systems Contractors
System contractors support many different Army materiel systems under pre-arranged contracts awarded by the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA[ALT]) program executive officer (PEO)/program manager (PM) offices and USAMC's Simulations, Training and Instrumentation Command (STICOM). Supported systems include, but are not limited to, newly or partially fielded vehicles, weapon systems, aircraft, command and control (C2) infrastructure, such as the Army Battle Command Systems (ABCS) and standard Army management information systems (STAMIS), and communications equipment. System contractors, made up mostly of US citizens, provide support in garrison and may deploy with the force to both training and real-world operations. They may provide either temporary support during the initial fielding of a system, called interim contracted support (ICS), or long-term support for selected materiel systems, often referred to as contractor logistic support (CLS). technical maintenance of weapon systems.
maintenance, technical assistance, and equipment support. Contractor personnel deployed almost at the same time as the first U.S. troops and provided support mainly at echelons above corps. Some contractor field service representatives and contact teams were used in the corps and division area, and a few went into Iraq and Kuwait with combat elements.
The ICT has defined three types of contractors and documented the definitions in FM's 100-10-2 and 100-21.
Theater support contractors support deployed operational forces under prearranged contracts or under contracts awarded from the mission area by contracting officers serving under the direct contracting authority of the theater principal authority responsible for contracting (PARC). Theater support contractors provide goods and services and perform minor construction to meet the immediate needs of operational commanders. Contracting officers deploy immediately before and during the operation to procure goods, services, and minor construction, usually from local vendors or nearby offshore sources. Theater support contracting occurs according to the theater PARC's contracting support plan. This plan, which is an appendix to the logistics annex of the operation plan, campaign plan, or operation order, governs all procurement of goods, services, and minor construction within the area of operations.
External support contractors provide support to deployed operational forces that is separate and distinct from either theater support or support provided by system contractors (see below). They may operate under pre-arranged contracts or contracts awarded during the contingency itself to support the mission. Contracting officers who award and administer external support contracts retain unique contracting authority derived from organizations other than the theater PARC. The Army Materiel Command (AMC), for example, provides commercial depot support by contracts through its commodity commands. Other organizations that provide external support contracts include the LOGCAP Program Office; the U.S. Transportation Command, which provides Civil Reserve Air Fleet and commercial sealift to support the theater; and the Army Corps of Engineers, which procures leased real property and real estate. These organizations retain contracting authority from their parent commands for those specific functions.
Commanders and their staffs include these commands in their mission planning; they should include support appendices in the applicable staff section annex to the operation plan, campaign plan, or operation order. For example, the staff engineer coordinates Army Corps of Engineers procurement of real estate and real property, and the joint force transportation planner coordinates with U.S. Transportation Command component commands to monitor their assets. External support contractors establish and maintain liaison with the theater PARC as they conduct their unique support missions. They procure goods and services they need in the theater in accordance with the theater PARC's contracting support plan.
System contractors support deployed operational forces under pre-arranged contracts awarded by program executive officers (PEO's), program managers (PM's), and AMC to provide specific support to materiel systems throughout their life cycle during peacetime and contingency operations. These systems include, but are not limited to, vehicles, weapon systems, aircraft, command and control infrastructure, and communications equipment. Contracting officers working for the PM's and AMC's major subordinate commands administer their system contractors' functions and operations through their contracts. AMC and the individual PM's maintain contracting authority for those contracts, plan required support for their systems, and coordinate that support with the supported commander in chief's planning staff. The contracting organization with responsibility for system contractors establishes and maintains liaison with the theater PARC or senior Army contracting official in theater as specified in the theater contracting support plan. These contractors procure goods and services they need in the theater as stipulated in the theater PARC's contracting support plan and published in the operation plan, campaign plan, or operation order.
Note that these definitions do not include the term "contingency contractors," a term that has been in common use. This is because the term is not sufficiently precise for doctrine and policy publications; all contractors supporting military operations in an area of operations are contingency contractors.
5. Contractor Support Areas Laundry and bath
Clothing exchange
Clothing repair
Food service
Mortuary affairs
Sanitation
Billeting
Facilities management
MWR
Information management
Personnel support Maintenance
Transportation
Medical services
Engineering and construction
Signal
Retrograde
Vector Control
Power generation and distribution
Physical security
Water Purification and Treatment
6. Functions Contractors Cannot Perform Command and Control of U.S. Military and Civilian Personnel
Armed Combat Contractors have supported, and will continue to support, the Army across the full spectrum of military operations, and they will be used in virtually all locations on the battlefield. However, there are three functions that contractors, by law, cannot perform—
· Armed combat. The United States does not contract out its warfighting.
· Command and control of U.S. military and civilian personnel. Command and control is a uniquely military function that cannot be contracted.
· Contracting. The Army does not hire contractors to perform its contracting function.
Except for these limitations, contractors can perform any Army function. This means that virtually all Army CS and CSS functions potentially are contractible. Today, contractors routinely perform such CS and CSS functions as transportation, maintenance, medical support, signal support, real estate management, and mortuary affairs.
Contractors have supported, and will continue to support, the Army across the full spectrum of military operations, and they will be used in virtually all locations on the battlefield. However, there are three functions that contractors, by law, cannot perform—
· Armed combat. The United States does not contract out its warfighting.
· Command and control of U.S. military and civilian personnel. Command and control is a uniquely military function that cannot be contracted.
· Contracting. The Army does not hire contractors to perform its contracting function.
Except for these limitations, contractors can perform any Army function. This means that virtually all Army CS and CSS functions potentially are contractible. Today, contractors routinely perform such CS and CSS functions as transportation, maintenance, medical support, signal support, real estate management, and mortuary affairs.
7. Extend Existing Military Capabilities
Relieve OPTEMPO for Sustained Operations
Present Alternative Sources of Supplies and Services
Provide Capabilities Where None Exist in the Military
Key Member Assisting in Base Operations Planning
Base Level Backfills
Quick Response Support
Core Staff for Planning
Flexible Resource Option
Commercial Equipment Use
Quickly Increase or Decrease Available Support Resources Extend Existing Military Capabilities
Relieve OPTEMPO for Sustained Operations
Present Alternative Sources of Supplies and Services
Provide Capabilities Where None Exist in the Military
Key Member Assisting in Base Operations Planning
Base Level Backfills
Quick Response Support
Core Staff for Planning
Flexible Resource Option
Commercial Equipment Use
Quickly Increase or Decrease Available Support Resources
8. Contractor Support Considerations Medical/Dental Care
Mess
Quarters
Special Clothing
Weapons
Mail
Emergency Notification
Communication
9. Operational Concerns Contractor Readiness/Skill Set
Communication Chain with Military Leadership
Priorities/Direction
Feedback, Due Process, Funding, and Payment
Safety/Treatment of Contractor Personnel
Status of Forces Agreements
“Combatant” Status
Authorization to Carry Firearm
Distinctive Uniform
UCMJ vs. The Military Extraterritorial Jurisdiction Act of 2000
CONTINUATION OF ESSENTIAL SERVICES
(DODI 3020.37)
Contract Clauses
Insurance/Defense Base Act
Contract Clauses
Insurance/Defense Base Act
11. Items for Consideration During Contract Preparation Potential Areas of Deployment
Physical/Health Requirements
Specific Training or Qualifications
Management Information Systems (MIS)
Deployment/Redeployment Process
Required Clauses
Expedited Contracting Authorities
Areas of deployment (to include potential hostile areas) and their associated risks.
· Physical/Health limitations that may preclude contractor service in an theater of operations.
· Contractor personnel reporting and accountability systems to include plans to address contractor
personnel shortages due to injury, death, illness, or legal action.
· Specific training or qualification(s) that will be required by civilian contractors to perform within
a theater of operations, e.g. vehicle licensing, NBC, weapons.
· Reimbursement for government provided services, e.g. medical/dental.
· Interface between government and contractor Management Information Systems (MIS).
· A plan to transition from peacetime operations to operations during conflict, war, and/or
MOOTW, and a subsequent plan to transition back to peacetime.
· A plan to transition mission accomplishment back to the government if the situation requires the
removal of contractors.
· Preparation for Overseas Movement (POM), Points of Embarkation/Debarkation for U.S.
contractors, deployment/re-deployment into/from theater, and deployment of all contractor
personnel through the specified CONUS Replacement Center.
· When Status of Forces Agreements (SOFAs) do exist, they may not specifically address the
status of contractor personnel. Contractor personnel status will depend on the nature of the
specific contingency operations and those applicable SOFA provisions.
Adequacy of contractor purchasing system
Contractor Quality Program
Contractor Property Management
Past Performance
Areas of deployment (to include potential hostile areas) and their associated risks.
· Physical/Health limitations that may preclude contractor service in an theater of operations.
· Contractor personnel reporting and accountability systems to include plans to address contractor
personnel shortages due to injury, death, illness, or legal action.
· Specific training or qualification(s) that will be required by civilian contractors to perform within
a theater of operations, e.g. vehicle licensing, NBC, weapons.
· Reimbursement for government provided services, e.g. medical/dental.
· Interface between government and contractor Management Information Systems (MIS).
· A plan to transition from peacetime operations to operations during conflict, war, and/or
MOOTW, and a subsequent plan to transition back to peacetime.
· A plan to transition mission accomplishment back to the government if the situation requires the
removal of contractors.
· Preparation for Overseas Movement (POM), Points of Embarkation/Debarkation for U.S.
contractors, deployment/re-deployment into/from theater, and deployment of all contractor
personnel through the specified CONUS Replacement Center.
· When Status of Forces Agreements (SOFAs) do exist, they may not specifically address the
status of contractor personnel. Contractor personnel status will depend on the nature of the
specific contingency operations and those applicable SOFA provisions.
Adequacy of contractor purchasing system
Contractor Quality Program
Contractor Property Management
Past Performance
13. Items for Consideration During Proposal Evaluation Past Performance
Project Management
Cost Management
Adequacy of Contractor Purchasing System
Contractor Quality Program
Contractor Property Management
Resume’ vs. Position Skill Description
Areas of deployment (to include potential hostile areas) and their associated risks.
· Physical/Health limitations that may preclude contractor service in an theater of operations.
· Contractor personnel reporting and accountability systems to include plans to address contractor
personnel shortages due to injury, death, illness, or legal action.
· Specific training or qualification(s) that will be required by civilian contractors to perform within
a theater of operations, e.g. vehicle licensing, NBC, weapons.
· Reimbursement for government provided services, e.g. medical/dental.
· Interface between government and contractor Management Information Systems (MIS).
· A plan to transition from peacetime operations to operations during conflict, war, and/or
MOOTW, and a subsequent plan to transition back to peacetime.
· A plan to transition mission accomplishment back to the government if the situation requires the
removal of contractors.
· Preparation for Overseas Movement (POM), Points of Embarkation/Debarkation for U.S.
contractors, deployment/re-deployment into/from theater, and deployment of all contractor
personnel through the specified CONUS Replacement Center.
· When Status of Forces Agreements (SOFAs) do exist, they may not specifically address the
status of contractor personnel. Contractor personnel status will depend on the nature of the
specific contingency operations and those applicable SOFA provisions.
Adequacy of contractor purchasing system
Contractor Quality Program
Contractor Property Management
Past Performance
Areas of deployment (to include potential hostile areas) and their associated risks.
· Physical/Health limitations that may preclude contractor service in an theater of operations.
· Contractor personnel reporting and accountability systems to include plans to address contractor
personnel shortages due to injury, death, illness, or legal action.
· Specific training or qualification(s) that will be required by civilian contractors to perform within
a theater of operations, e.g. vehicle licensing, NBC, weapons.
· Reimbursement for government provided services, e.g. medical/dental.
· Interface between government and contractor Management Information Systems (MIS).
· A plan to transition from peacetime operations to operations during conflict, war, and/or
MOOTW, and a subsequent plan to transition back to peacetime.
· A plan to transition mission accomplishment back to the government if the situation requires the
removal of contractors.
· Preparation for Overseas Movement (POM), Points of Embarkation/Debarkation for U.S.
contractors, deployment/re-deployment into/from theater, and deployment of all contractor
personnel through the specified CONUS Replacement Center.
· When Status of Forces Agreements (SOFAs) do exist, they may not specifically address the
status of contractor personnel. Contractor personnel status will depend on the nature of the
specific contingency operations and those applicable SOFA provisions.
Adequacy of contractor purchasing system
Contractor Quality Program
Contractor Property Management
Past Performance
14. Contingency Contracting Prioritize and Consolidate Requirements
Streamline Efforts with Efficient Contract Vehicles
BOAs
IDIQs
Ordering Officers
Reconcile with Comptroller-Daily
Record Keeping- lost Docs
D&Fs
Sole Source
Limiting Competition- not accepting lowest price, excluding bidders
Contract vehicles- BOA, IDIQ, requirement contracts
Record Keeping- lost Docs
D&Fs
Sole Source
Limiting Competition- not accepting lowest price, excluding bidders
Contract vehicles- BOA, IDIQ, requirement contracts
16. What is LOGCAP? Peacetime planning for use of civilian contractors during a contingency
A Cost Plus Award Fee – Task Order Contract
Halliburton – Kellog,Brown, and Root Services (KBR)
PM at Army Material Command (AMC), VA
PCO at Rock Island, IL
1% Base Fee, 2% Award Fee
Current use Operation Enduring Freedom (OEF)
and Operation Iraqi Freedom (OIF)
The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
18. LOGCAP Task Order Elements Camp Construction
Base Camp Maintenance
Food Service
Vector Control
Laundry Service
Morale, Welfare, and Recreation
Supply Support Activity (SSA)
Power Generation
Procurement, Material, and Property Accountability The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
21. Who is AFCAP? Prime Contractor - Readiness Management Support (RMS)
Subsidiary of Johnson Controls
Located in Panama City, Florida
Subcontractors
CH2M Hill & SCI Group – Engineering & Design
Flour – Construction, Procurement & Field Engineering
Selrico – Life Support & Services
Fritz Gov’t Services – Freight Forwarding (UPS)
Midwest Air Traffic Control Services
Mantech – Communications Services
EODT – Ordnance & Explosives
JCWS – Base Operating Support
This is the basic set-up for our AFCAP contractor, Readiness Management Support, a subsidiary of Johnson Controls. They are located, conveniently enough in Panama City, Florida. They have access/networked with and or contacts with the following companies:
CH2M Hill – Environmental, Architecture/Engineering and Ordnance and Explosives
SCI Group Inc – Architecture/Engineering
Selrico – Life Support and Services
Mantech – Communications Services
Midwest Air Traffic Control Services – Air Traffic Control & Airfield skills
Fritz Government Services – Freight Forwarding (UPS)
EODT – Ordnance and Explosives
Flour – Construction, procurement, and field engineering skills
JCWS – Base Operating SupportThis is the basic set-up for our AFCAP contractor, Readiness Management Support, a subsidiary of Johnson Controls. They are located, conveniently enough in Panama City, Florida. They have access/networked with and or contacts with the following companies:
CH2M Hill – Environmental, Architecture/Engineering and Ordnance and Explosives
SCI Group Inc – Architecture/Engineering
Selrico – Life Support and Services
Mantech – Communications Services
Midwest Air Traffic Control Services – Air Traffic Control & Airfield skills
Fritz Government Services – Freight Forwarding (UPS)
EODT – Ordnance and Explosives
Flour – Construction, procurement, and field engineering skills
JCWS – Base Operating Support
22. What is AFCAP? A Cost Plus Award Fee – Task Order Contract
Readiness Management Support (RMS) - 4 Feb 02
PM office is Air Force Civil Engineer Support Agency (AFCESA), Tyndall AFB
PCO at 325th Contracting Squadron, Tyndall AFB
Basic year plus five option years
Available to Federal, State, or Local Gov’t Agency
For Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF)
The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
23. AFCAP Task Order Locations
24. Coalition Provisional Authority (CPA)
27. Matrixed Team Contractor Quality Manager
Veterinarians
Contracting Officer Technical Representative
Escorts
Base Personnel
Defense Investigators/Auditors (DCIS/OSI/DCAA)
Vendors
Unapproved Sources
Talk to and ensure they are personally involve in managing observing contractor performance.
Contractor Quality Manager
Veterinarians
DFAC
Food Vendors
Contracting Officer Technical Representative
Performance Evaluators
Escorts
Dining Facility
Base Personnel
Feedback System
Senior Enlisted Advisor
Defense Investigators/Auditors (DCIS/OSI/DCAA)
Vendors
Unapproved Sources
Talk to and ensure they are personally involve in managing observing contractor performance.
Contractor Quality Manager
Veterinarians
DFAC
Food Vendors
Contracting Officer Technical Representative
Performance Evaluators
Escorts
Dining Facility
Base Personnel
Feedback System
Senior Enlisted Advisor
Defense Investigators/Auditors (DCIS/OSI/DCAA)
28. You have Successfully Implemented Requirements When: Contractor Efforts are Focused
Management Controls Are In place
Productivity is Increasing
Costs are Controlled
Contracts are Managed with Integrity and in Compliance with Applicable Law
Mitigated Adverse Aspects of Contractor Nonperformance on Operations
Understand Supply Chain Capability Maturity Model
Contractor Efforts are Focused On Highest Priority Areas
Management Controls Are In place to Ensure the Quality and Timeliness of Program Performance
Capability Maturity Model
Contractor Efforts are Focused On Highest Priority Areas
Management Controls Are In place to Ensure the Quality and Timeliness of Program Performance
29. Contractor Efforts are Focused Use Contractor in Planning/Decision Making
Meet Daily With Contractor
Unauthorized Commitments/Ratifications are a Leadership Focus
30. Management Controls Are In Place Make Contractor Responsible for Quality System
Surveillance Plan
Functional Area POCs
Document Surveillance
Government Property Management
Contractor Purchasing System
Effective Recycling Program
Government/Contractor Documentation
Sound Contracting Officer Determinations
Proper Record Keeping
31. Productivity Increasing Plan for Changes to Requirements
Use AF 616 vs Form 9s
Recognize Skilled Labor/Heavy Equipment Shortages
Anticipate Customs Issues Plan for Changes to Requirements
Canned SOWS
Funding Line
Use AF 616 vs Form 9s
Recognize Skilled Labor/Heavy Equipment Shortages
Hiring Standards
Prioritization of Projects
Anticipate Customs Issues
Embassy
Customs Personnel
Ship Contract Items to Military Camp vs. Contractor
Plan for Changes to Requirements
Canned SOWS
Funding Line
Use AF 616 vs Form 9s
Recognize Skilled Labor/Heavy Equipment Shortages
Hiring Standards
Prioritization of Projects
Anticipate Customs Issues
Embassy
Customs Personnel
Ship Contract Items to Military Camp vs. Contractor
32. Costs Are Controlled Cost Management
Adequate Cost Reporting
Budgeting and Estimate at Completion
Cost Voucher Adequacy
Lease vs. Buy Determinations
Proper Payment for Construction
Performance Based vs. Cost Incurred
Manage Contractor Overtime
Approve Requisitions over $2500
Timely Funding for Contract Changes/Options
33. Contracts are Managed with Integrity and in Compliance with Applicable Law Establish SOPs
Document Required Corrective Actions
Don’t Become the Contractor’s Trainer
Use Award Fee to Fairly Evaluate Performance
Document Findings
Contractor Due Process
Web Based System
Understand Local Labor Law
Sponsorship
Severance Pay
Overtime
34. Mitigated Adverse Aspects of Contractor Nonperformance on Operations Contingency Plan
Know Contractor’s Employees
Background Checks
Hiring Standards Identified for Skilled Labor
Local Culture Briefings
Ensure Contractor Employees Understand UCMJ/SOFA/Military Extraterritorial Jurisdiction Act of 2000 SOPs
Stabilize camp operations. gov’t approval, training IAWSOPs
Stabilize camp operations. gov’t approval, training IAW
35. Mitigated Adverse Aspects of Contractor Nonperformance on Operations Third Country Nationals (TCNs)
Understand Religious Customs, Motivations
Escort Requirements
Interpreters
Health
Force Protection
Drugs
A local Iraqi mason builds a wall as the first step for Iraqi people to learn to build villages on July 16, 2003. The project was set up by the 926th Engineers of the 101st Airborne Division (Air Assault), in hopes that the Iraqi people will develop their own building company in Iraq during Operation Iraqi Freedom. (U.S. Army photo by Spc. Vincent Bryant) (Released)
A local Iraqi mason builds a wall as the first step for Iraqi people to learn to build villages on July 16, 2003. The project was set up by the 926th Engineers of the 101st Airborne Division (Air Assault), in hopes that the Iraqi people will develop their own building company in Iraq during Operation Iraqi Freedom. (U.S. Army photo by Spc. Vincent Bryant) (Released)
36. Understand Supply Chain Understand Transportation System
Recognize Long Lead Requirements/Funding Processes
Develop Extended Vendor Base
Team with Embassy/Chamber of Commerce
Develop Local Purchasing System
Proactively Resolve Customs Issues
Recognize Contractor Limitations
Air Sea Land
Gov’t and commercial
Shorten and more responsive
Air Sea Land
Gov’t and commercial
Shorten and more responsive
37. Summary Ensure Contract is Written Properly to Provide Flexibility and Support Operations
Choose Contractor with Proven History of Cost, Quality, and Property Management
Give Yourself The Best Chance For Success
Know Your Supply Chain (Names and Phone Numbers)
Val’s Rule
“Is What You Are Doing (or Not Doing) Supporting the Fight” Involve All Experts in Decision Making –compare cost schedule and performance and manpower-perform tradeoff to provide viable options
Performance Standards Clear- Constant Interaction-ensure eyes are on target
Recognize Contractor For Job Well Done
Ensure Contract is Written Properly to Provide Flexibility and Support Operations
Performance Standards Clear
Choose Contractor with Proven History of Cost, Quality, and Property Management
Purchasing System
Give Yourself The Best Chance For Success
Risk Manage/Prioritize/Develop Sound Options for the Boss
Involve All Experts in Decision Making
Know Your Supply Chain (Names and Phone Numbers)
Understand Airlift/Sealift
Customs
Food Supplier and Routing Process
Val’s Rule
“Is What You Are Doing (or Not Doing) Supporting the Fight”
Involve All Experts in Decision Making –compare cost schedule and performance and manpower-perform tradeoff to provide viable options
Performance Standards Clear- Constant Interaction-ensure eyes are on target
Recognize Contractor For Job Well Done
Ensure Contract is Written Properly to Provide Flexibility and Support Operations
Performance Standards Clear
Choose Contractor with Proven History of Cost, Quality, and Property Management
Purchasing System
Give Yourself The Best Chance For Success
Risk Manage/Prioritize/Develop Sound Options for the Boss
Involve All Experts in Decision Making
Know Your Supply Chain (Names and Phone Numbers)
Understand Airlift/Sealift
Customs
Food Supplier and Routing Process
Val’s Rule
“Is What You Are Doing (or Not Doing) Supporting the Fight”
38. QUESTIONS??? Fred.Valentine@DCMA.mil
40. Backup Slides
41. Sources Joint Publication 4.0, Doctrine for Logistic Support of Joint Operations
Publication of FM 100-21, Contractors on the Battlefield, 26 March 2000
http://www.usafa.af.mil/jscope/JSCOPE00/Campbell00.html
http://www.stuttgart.army.mil/community/Citizen/2001/1009/Civilians.htm
http://www.osc.army.mil/others/Gca/battlefield.doc
http://www.adtdl.army.mil/cgi-bin/atdl.dll/fm/3-100.21/toc.htm
http://www.sftt.org/PDF/article05152003a.pdf
42. CONTINUATION OF ESSENTIAL SERVICES (DODI 3020.37) Identify Essential Services/Personnel
Terms of Contract Require Continuation of Essential Services
Contingency Plan
Identify Source of Support
Resources
Communication with Contractor Regarding
Force Protection
Insurance
Equipment
Importance to Mission
Contractors who provide essential services should continue those services, under the terms and conditions of the contract, during periods of crisis until released or evacuated by military authority.
Commander will prepare a contingency plan where there is reasonable doubt that essential services provided by a contractor will not continue.
Particularly when operations may transition to a hostile environment, advance planning is essential to identify a backup source of support and the resources necessary to enable the contractor to continue or accept the risk if the support is not provided.
Contractors who provide essential services should continue those services, under the terms and conditions of the contract, during periods of crisis until released or evacuated by military authority.
Commander will prepare a contingency plan where there is reasonable doubt that essential services provided by a contractor will not continue.
Particularly when operations may transition to a hostile environment, advance planning is essential to identify a backup source of support and the resources necessary to enable the contractor to continue or accept the risk if the support is not provided.
43. Required Contract Clauses (When Deployment of Contractors is Anticipated) FAR 52.228-3 Workers Compensation Insurance (Defense Base Act)
FAR 52-228-4 Workers Compensation and War Hazards Insurance Overseas
FAR 52-228-7000 Reimbursement for War Hazard Losses
FAR 52-228-7003 Capture and Detention
DFARS 252-225-7043 Antiterrorism Force Protection Policy For Defense Contractors Outside the United States
DFARS 252-209-7001 Disclosure of Ownership or Control by the Government of a Terrorist Country
44. Quick Guide for New Acquisitions up to $2,500 Competition is not required [FAR 13.202]
Oral solicitations allowed, except for construction over $2,000 [FAR 13.106-1]
May use purchase cards [FAR 13.201]
45. Quick Guide for new acquisition over $2,500 up to $10,000 Soliciting one source allowed if CO determines urgent with only one source reasonably available [FAR 13.106-1].
FAR Part 6 does not apply; however, consider soliciting at least three sources. [FAR 6.001 and 13.104 ].
Oral solicitations are allowed, except for construction over $2,000. [FAR 13.106-1]
May use purchase cards [FAR 13.201].
Soliciting one source allowed if CO determines urgent with only one source reasonably available [FAR 13.106-1].
FAR Part 6 does not apply; however, consider soliciting at least three sources. [FAR 6.001 and 13.104 ].
Each acquisition of supplies or services that has an anticipated dollar value over $2,500 but not exceeding $100,000 shall be set aside for small business (see FAR 19.0 00 and Subpart 19.5 ). See 19.502-2 for exceptions. [FAR 13.003]
Oral solicitations are allowed, except for construction over $2,000. [FAR 13.106-1]
May use purchase cards [FAR 13.201].
May use OF-347s (purchase made under unusual and compelling urgency) [FAR 13.306] with clauses, except EFT if payment is to be made using a purchase card [FAR 32.1110].
When obtaining oral quotes, the contracting officer shall inform the quoter of the EFT clause that will be in any resulting purchase order unless payment to be made using a purchase card [FAR 13.302].
No synopsis or posting requirements.
Soliciting one source allowed if CO determines urgent with only one source reasonably available [FAR 13.106-1].
FAR Part 6 does not apply; however, consider soliciting at least three sources. [FAR 6.001 and 13.104 ].
Each acquisition of supplies or services that has an anticipated dollar value over $2,500 but not exceeding $100,000 shall be set aside for small business (see FAR 19.0 00 and Subpart 19.5 ). See 19.502-2 for exceptions. [FAR 13.003]
Oral solicitations are allowed, except for construction over $2,000. [FAR 13.106-1]
May use purchase cards [FAR 13.201].
May use OF-347s (purchase made under unusual and compelling urgency) [FAR 13.306] with clauses, except EFT if payment is to be made using a purchase card [FAR 32.1110].
When obtaining oral quotes, the contracting officer shall inform the quoter of the EFT clause that will be in any resulting purchase order unless payment to be made using a purchase card [FAR 13.302].
No synopsis or posting requirements.
46. Quick Guide for Acquisitions over $100,000 and up to $5,000,000 using Commercial Item Processes [FAR 13.5]
Firm-Fixed-Priced or Fixed-Price with EPA Contracts
Competition or Sole Source Justification
Reduce Synopsis and Solicitation Time firm-fixed-priced or fixed-price with EPA contracts. FAR 12.207]
SF 1449, Solicitation/Contract/Order for Commercial Items, is required over $100,000 [FAR 12.204 and 12.303] unless use streamlined CDB solicitation procedure. [FAR 12.603]
Competition not required if sole source justification approved. [FAR 13.501].
FAR Part 6 competition requirements do not apply; however, consider soliciting at least three sources. [FAR 6.001 and 13.104].
Pricing requirements of FAR 15.4 apply. [FAR 12.209]
May reduce synopsis and solicitation time. [FAR 12.603]
firm-fixed-priced or fixed-price with EPA contracts. FAR 12.207]
SF 1449, Solicitation/Contract/Order for Commercial Items, is required over $100,000 [FAR 12.204 and 12.303] unless use streamlined CDB solicitation procedure. [FAR 12.603]
Competition not required if sole source justification approved. [FAR 13.501].
FAR Part 6 competition requirements do not apply; however, consider soliciting at least three sources. [FAR 6.001 and 13.104].
Pricing requirements of FAR 15.4 apply. [FAR 12.209]
May reduce synopsis and solicitation time. [FAR 12.603]
47. Quick Guide for new emergency acquisition over $100,000 "non-commercial" FAR processes: Limit competition citing unusual and compelling urgency. Approval justification after award [FAR 6.302-2]
Use oral solicitations [FAR 15.203]
Issue Letter Contracts [FAR 16.603]
48. Examples of some SERVICESExamples of some SERVICES
49. Task Order Process
50. AFCAP Process Contract Modifications
51. Typical Task Order Elements Air Force construction efforts: Flight line, CAOC, MILCON, Munitions Storage Facilities, base operations, and facilities
O&M of Power Generation
Engineering design support
Water Well Drilling The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
The contract itself was awarded on February 4th, 1997 to Readiness Management Support or RMS owned by Johnson Controls. The new contract was awarded on 4 Feb 2002, also to RMS
AFCAP is managed by AFCESA and administered by Tyndall’s Contracting Squadron.
The new contract is an 8-year, cost plus award-fee contract. An award fee is the contractor’s primary incentive to perform. This award fee can vary between 4 to 6% of the total amount of a project called a task order depending on the nature of the work. An Award Fee Board from AFCESA meets every 6 months to determine the total award fee amount of all the task orders performed during that period. Though the board has the final decision on how much of the award fee the contractor receives, the decision is based primarily on inputs given by the customers overseeing each individual task order.
The contract has a basic year and seven option years. During AFCAP’s basic year, the contractor was tasked to develop a Worldwide Management Plan. This is an extensive plan that explains in detail how the contractor would respond to any of the numerous contingencies. It is similar in nature to a Base Civil Engineer Contingency Response Plan but includes much more such as a database of worldwide resources available to them and the plans to execute contingencies in the Services career field.
Any governmental agency may act as the requestor or customer for AFCAP support. Typically, Air Force Major Command Civil Engineers request a task order but there have been others. For example, the Immigration & Naturalization Service, the Department of Justice, the U.S. Agency for International Development, and the Office of Foreign Disaster Assistance have also been AFCAP customers.
The contract allows for up to 404 million dollars of task orders through the life of the contract. Customers are responsible for funding individual task orders, while AFCESA pays for the RMS management team and office in Panama City, FL ($2.7M). We have awarded just over $150 million in AFCAP task orders in the first 5 years of its existence.
