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Presentation on theme: "DELIBERATE & CRISIS ACTION PLANNING"— Presentation transcript:

- During the US joint forces invasion of Grenada in 1984, joint planning and execution was so poor an Army infantry officer had no other means to call for naval gunfire than to use his personal AT&T card to call Ft. Bragg and have his rear detachment commander contact the Pentagon to tell the Navy to send a message to the ship floating only 1 mile off the shore. During the same operation, the only contracting plan was to send a Captain with no training or experience in to Grenada with a pistol and $50K in US currency to support the entire operation. - Joint operations are extremely complex to plan, execute and support. Smooth contingency contracting support, as seen in Desert Shield, Joint Endeavor, or Hurricane Andrew Relief, doesn’t happen by chance. It is the culmination of weeks and sometimes months of careful integrated planning. - Further, the vast majority of personnel comprising service and joint staffs are not populated with E-9’s and 0-6’s who are contracting experts. So, who’s going to represent our field? This is why we believe it necessary to familiarize you with this process. Folks like you and me prepare the plans for contracting support to joint operations, building them up - from battalion and squadron level all the way to the 4-star CINC. From why this unit, to our objectives. “No one plans to fail ... but many fail to plan”

2 Lesson Objectives Deliberate Planning Crisis Action Planning JULLS
Contingency Contracting Kit Contingency Contracting Support Plan Environmental Considerations Ancillary training As shown on 7-3, we will -- 1. Describe the major elements of the Deliberate Planning Process and how contracting is integrated into the process. 2. Describe the major elements of the Crisis Action Planning Process and how contracting is integrated into the process. 3. Describe the Joint Uniform Lessons Learned System (JULLS) and discuss how a CCO would use this system. 4. Identify the contents of a typical contingency contracting Kit and how it might be modified for a specific mission. 6. Describe and discuss the contents of a Contingency Contracting Support Plan (CCSP) and how it may be modified for a specific mission. 8. Describe the environmental considerations required in contingency contract planning. 9. Describe the ancillary training and preparations required for a CCO prior to deployment. 10. Discuss how to perform market surveys and market research in deliberate and crisis action planning. We’ll begin with a joint planning overview.

3 Lesson Objectives Market Surveys / Research
The Contingency Contracting Office Acquire Necessary Assets As shown on 7-3, we will -- 1. Describe the major elements of the Deliberate Planning Process and how contracting is integrated into the process. 2. Describe the major elements of the Crisis Action Planning Process and how contracting is integrated into the process. 3. Describe the Joint Uniform Lessons Learned System (JULLS) and discuss how a CCO would use this system. 4. Identify the contents of a typical contingency contracting Kit and how it might be modified for a specific mission. 6. Describe and discuss the contents of a Contingency Contracting Support Plan (CCSP) and how it may be modified for a specific mission. 8. Describe the environmental considerations required in contingency contract planning. 9. Describe the ancillary training and preparations required for a CCO prior to deployment. 10. Discuss how to perform market surveys and market research in deliberate and crisis action planning. We’ll begin with a joint planning overview.

4 The Major Elements of Joint Planning
The first item we’ll look at is Joint Planning.

5 JOINT PLANNING National Strategy by National Command Authority (NCA)
Funding by Congress Planning / Execution by JPEC - We discussed the term ‘NCA’ in unit 4. What does this acronym stand for? (Nat’l Cmd Auth) Who’s in it? (Pres & SecDef) - New term - JPEC - What is this? (Joint Planning and Execution Committee) - We see from 7-7, the planning process ultimately begins with the national strategy the President determines and Congress supports thru funding for the resources to support the strategy. Once these folks allocate the resources , the JPEC initiates the actual planning and execution. Now we’ll see who the JPEC players are and how they’re organized.

6 - Notice the difference between the people at the top and those of the bottom. Our civilian leadership who provide the national policy, strategic guidance and resourcing to the military is topmost. The JPEC are the commands and agencies who train, prepare, move, support and sustain forces. The JPEC (from the CJCS all the way down to individual battalions and squadrons) takes the Strategic guidance from the NCA along with the resourcing from Congress and develops plans to support the US National Interests. From the pyramid, to the two methods of planning. What are they? 3

DEVELOPED by JOINT STAFF PROVIDES to Cmbt. Cdrs.: GUIDANCE SPECIFIC PLANNING TASKS APPORTIONMENT of FORCES IDENTITY of SUPPORTED & SUPPORTING CINCs 16 FUNCTIONAL ANNEXES - Per 7-14, it’s a document created under the Joint Strategic Planning System and serves as the baseline for all deliberate and crisis action planning. It gives the CINCs and the Service Chiefs the necessary guidance from the JCS on preparing plans to support the national military strategy. It also provides a framework for all applicable planning actions. Not only does the Plan provide guidance to the CINCs, but also to the individual services and other agencies supporting the CINCs. - Following the Plan’s issuance the CINCs are responsible to develop strategic operational plans and concept summaries within 18 to 24 months. - The Plan will also list the available forces and apportion these forces to the various CINCs in order to avoid over-tasking existing forces to support concurrent operations. - Since it is unlikely that the world will erupt in global war, the plan includes rationale on who will be the lead CINC and who will be the supporting CINCs. Just as we saw in Operation Desert Shield/Storm where CENTCOM was the lead CINC for that operation and received support as necessary from other CINCs. - The Plan contains 16 annexes addressing additional guidance in specific functional areas. These annexes are normally published separately. - The thing to remember about the JSCP is that this is the “big picture” (hence the term Strategic) document that starts the process of deliberate planning. In other words, it will provide a comprehensible framework for operations planning. From JSCP, to Deliberate Planning phases, which are..?


9 Joint Planning Summary
Initiation Concept Development Plan Review Supporting Crisis CONPLAN Functional Expand Modify No Plan Develop Deliberate Planning Execution Course of Action Selection Assessment Situation OPORD JSCP OPLAN Joint Planning Summary - This slide follows most closely with Figure 7-2 on What we want you to notice here is how we use the DP process when it is implemented for a crisis. - The best-case is to have a completed D-Plan and just modify it to fit the actual crisis. It is very rare the D-Plan will fit exactly to a crisis. Thus, you may have to modify your OPLAN or CONPLAN to fit the actual circumstances leading to the OPORD. -- For example: in the Mid-East, Gen S (CENTCOM Cmdr) did have a plan for possible attacks. Most prominently, Iran or Iraq vs Saudi Arabia due to their oil availability or any one of the Muslim countries vs Israel (a Jewish nation). He just had to modify it to fit Iraq’s attack on Kuwait. - A good, but not best, scenario is to be in the process of DP and just expand or complete it to fit a crisis. - Worse case - you have NO plan and must start from scratch after stuff happens. OPLAN to OPORD is OK, but NOPLAN to OPORD isn’t! From CAP to a brief talk about JULLS, which is..?

10 Supporting Plans CJCS JSCP Unified Commands (C.CDRS.) Tasking Chain
OPLAN JSCP Unified Commands (C.CDRS.) OPLAN Tasking Chain Supporting Plans Supporting Commands - See page 7-19 for a similar slide. - Upon noticing the bottom of Figure 7-6, who may ultimately be involved in this planning process? (Yes, YOU! Through JOPES and the Deliberate Planning Process, plans all the way down to the battalion/squadron level are developed to support the CINC’s OPLAN.) - See Tab T in reference book for example of supporting plan for contracting support in Bosnia. From Deliberate Planning to CAP, which is..? Supporting Plans Supporting Plans Organizations and Units Supporting Plans Supporting Plans Supporting Plans

DIFFERENCES TIME JPEC INVOLVEMENT PHASES DECISION on COA PRODUCTS (OPORD vs. OPLAN / CONPLAN) ACCOMPLISHED THRU JOPES - The major difference between deliberate and crisis action planning is TIME. There is much less time available for CAP - sometimes merely days or even hours. - Because of this limitation on time, involvement in the planning process is severely limited to only a few key players due to security and OPSEC. -- Example of the Liberia Evacuation in April This was a last minute operation termed a “no-plan operation” due to the absence of any formal plan or time for planning. Many times the element of surprise is needed in a military operation and therefore planning is closely held such as the case with the invasion of Panama. It is in these situations where contracting units do not get involved in planning an likely become an afterthought. - Forces - CON234 differentiates the terms Allocated and Apportioned. Allocated = people, apportioned = positions. During DP, we identify the folks who need to deploy by their position since the actual person may change due to numerous reasons (TDY, emer. Leave, etc.). Once a crisis happens, someone (not necessarily the planned person) will be tasked for that position and that person deploys. - Products - notice everything under DP is PLANned (OPLAN or CONPLAN, but under CAP, it’s ORDered (OPORD). Why? (When a crisis happens, specific persons and items will be ORDered to deploy, before that (in DP), we only PLAN for them to go. We’ve seen to DP / CAP differences. Next, we’ll view how the procedures used in DP compliment those for CAP.

Foundation for National and Theater Command and Control ADP System to satisfy info needs for Joint Planning & Operations Used to monitor, plan, execute: - This slide reveals the acronym just as 7-9 does. - It is the automated system that acts as the “glue” for joint planning. It is not the plans themselves, but rather the platform used for building and monitoring the plans developed for the JSCP. It is an integrated joint conventional command and control system used to support military operation monitoring, planning, and execution (including theater-level nuclear and chemical plans) activities. It incorporates policies, procedures, personnel and facilities by interfacing with ADP systems….to support senior-level decisionmakers... ...This one networked system standardizes vocabulary, procedures and joint ADP support for all participants…. ...Within JOPES, completed and approved plans (initiated from the JSCP) are maintained and updated as changes occur... (from Joint Staff Officers Guide p.5-30) From JOPES overview, to its functions.

Data Base of Equipment, Cargo, Personnel Movement Info Critical Part of the OPLAN Sequences arrival of forces deployed to AOR Ensures correct Equipment, Forces Arrive in Time to Accomplish the MISSION Optimum use of mobility/transportation assets Correct - just as shown on 7-10. - The TPFDD is a database of all the stuff (& folks) that need to get from where they are to where they need to be when they should be there. As mentioned previously, this becomes a critical part of an OPLAN since if the right assets do not arrive at the right time the operation could be in serious jeopardy. -- One former CON234 instructor had an experience where his unit planned for initial troops arriving on the first flight with a forklift to assist in unloading that aircraft. The 2nd flight was to have a vehicle for general transportation. Lo and behold, the 2nd flight was delayed/ diverted and his troops had only the forklift. How would this be a problem? What if the 1st flight arrived after the 2nd +, how would that have been a problem? You can see the potential for problems. - When this data is put in hard copy for the OPLAN or OPORD, it is known as the Time-Phased Force Deployment Data List (TPFDDL) which is simply a computer print-out of the database information. Since we now have a better grasp of TPFDD and TPFDDL, what may an installation commander use to further breakdown this list to determine which assets will need to to support misc deployments? (UTCs) What is this?

14 - The most difficult part of any plan or operation is determining who and what needs to be moved, where and when people and equipment need to be moved, and matching these requirements against existing strategic lift capabilities provided by TRANSCOM. - In general, the Concept plan will generate the transportation requirements of who, what, when, where. These requirements get converted to logistic terms of measurement. The requirements then get compared to available strategic transportation assets found in Annex J of the JSCP. - USTRANSCOM works up sealift and airlift capability estimates to ensure the feasibility of the deployment plan. - How many of you have been involved in a Time-Phased Force Deployment? Did it come off as planned? In fact, some folks kid AMC (Air Mobility Command) really means ‘Airplane Maybe Come.’ Circumstances may force us to deal with last minute changes. For example: In Operation Restore Hope, some units were low on the list to receive airlift. However, when some commands were not ready as aircraft were ready they were able to take advantage of last minute opportunity lifts by being prepared with cargo and pax. From TRANSCOM, to TPFDD - which stands for..?

Five character alphanumeric code uniquely identifies each force package Used as the building blocks for the TPFDD data base to support CONPLANS and OPLANS - Unit Type Codes are the building blocks of the TPFDD database. They consist of a 5 character code identifying a generic unit not a specific unit. What does the code on the slide indicate? (a Marine Corps Artillery Battalion) Does that specify a particular battalion, i.e.; 2d Battalion, 11th Infantry? (No) - This database will represent forces required to support OPLANs in this manner. The TPFDD can easily include units identified by a UTC. So we know 0GTAB is this Artillery Regiment, what is included in such a regiment? To further describe a UTC, we’ll get closer to home with some AF Contracting examples. 0GTAB

XFFK1 = 1 x CONTRACTING OFFICER x CONTRACTING ENL x K4 EQUIPMENT PKG XFFK4 = EQUIP’T ONLY (AFFARS CC) EQUIP’T PKG FOR K2/K6 SUPPLEMENTAL FOR K1 - We see on 7-12, currently only the USAF has developed UTCs for their contracting units. Without this UTC, how will planners know which assets need to deploy? If they do know, how will they identify those assets to TRANSCOM? (They’ll have to identify them by individual positions and pieces of equipment) Which would be easier, by a UTC or by naming each item? (Of course, it’s much easier to say a K1 package is going as opposed to saying a Ktg Ofcr, 3 Ktg Enl, a printer, a copier, and so on is going.) Even though this package identifies the total package planned and plans can change (a Ktg Sr Enl may go in place of the Ktg Ofcr since s/he will not be available), it’s still easier to identify a modified K1 than to name each item. - Another advantage to the USAF having standard UTCs, it can ensure that its CCO personnel and equipment are listed on the TPFDDL for specific operations. Hence, they have much greater assurance CCOs will deploy when needed rather than being an after-thought. Okay, we’ve seen how how everyone in the JPEC can get access to all this stuff. Next, we’ll look at Deliberate Planning and how our previous topic fit in DP.

17 Joint Uniform Lessons Learned System (JULLS)
Interim summary - Before we delve into this, let’s review with some questions. - What does the JSCP provide? (1- strategic guidance to CINCs and Service Chiefs; and 2 - a coherent framework for capabilities-based operations planning) - Who develops supporting plans? (either supporting and subordinate (including component, unified, or JTF) commanders will prepare these plans as CINCs assign them tasks to do so.) - What is the result of the DP process’ supporting plans phase (Phase V)? (a family of plans, supporting plans, or list all 4 - CONPLAN, OPLAN, Functional Plan, and Supporting Plan) - What are the DP / CAP similarities and differences? (Same - both via JOPES, diff’s - time, JPEC involvement, Forces, Products,..) Since we’ve proven our grasp of this material, we’re ready to move to JULLS.

REQUIRED for JCS Operations & Exercises SERVICE-SPECIFIC LESSONS LEARNED REPORTS UTILITY of JULLS and LIKE REPORTS INVALUABLE ! MARKET RESEARCH, RESOURCE AVAILABILITY TASKINGS, PROBLEM AREAS, PITFALLS - What’s another name for the JULLS? (After-action reports. At least, that will be a CCO’s main purpose for its use. See 7-27.) - As you saw in Unit 5, the JULLS program is used to record and track lessons learned either from exercises or from actual operations. - Each service, however, may have their own collection of after-action information. Your text makes note of the AF and Army collections of lessons learned separate from JULLS. - What value is JULLS to the CCO? One of the most difficult aspects about contingencies is the lack of information about the area or situation of which you are about to enter. Lessons learned can help fill these voids of information and provide guidance on how to avoid the mistakes made in the past. - What information might you glean from these reports? (market survey -info, business conditions, resource availability, and likely taskings. See 7-28.) Note: back on 5-6, JULLS records observations, recommendations and lessons learned, but from that you’ll get the aforementioned. From JULLS, to CCSP, which is..?

19 Contingency Contracting Support Plan (CCSP)
What is a CCSP? What does it do for you? Let’s find out.

Important that contracting receives emphasis and consideration in logistics planning Essential to be integrated into deliberate and crisis action planning Lesson learned: a poor CCSP will hinder most operations (theater reception and expansion) - The CCSP is in what portion of the OPLAN? (In an Appendix to Annex D, Logistics - see Fig 7-5 on 7-17 and 7-28, para. E.2.) - I think everyone is clear contracting support is an important consideration for logistics planning. The problem is it doesn’t always get the emphasis it deserves during the planning process. - To be effective, contracting support needs to be integrated in the planning process whether deliberate or crisis action planning. As we saw from previous operations, it may be more difficult to interject contracting support input for a crisis action planning process which is being close held for security reasons. - Lessons learned from previous operations have shown that when contracting support is an after thought or the CCSP is poor, the mission can be hindered. Most senior commanders will understand the importance of logistics to support an operation, but contracting, as a means of supporting the logistics needs is not always considered in planning. - As CCOs or COCOs we need to ensure our upper chain of command understands the need to include contracting in the beginning stages of both deliberate and crisis action planning. From a CCSP’s importance to what’s in it.

21 CONTENT of CCSP What’s here? Standard Order Format
Command and control relationships Location and structure of central contracting office / suboffices and customers each supports Appointment, training, and employment procedures of contracting support personnel (i.e.; OOs) Contracting support augmentation plan - We’ve been talking much about the importance of the CCSP but little about what should be in it. Examples of CCSPs are provided in Tabs T and U of the Reference Book and at 7-36. - Command and Control relationships - This is standard in any SMEAC-type(?) plan but is especially important for CCOs in that we have two different chains of authority which need to be understood. We have an operational chain to the JTF and a contracting authority chain to the HCA. - It is also important how contracting offices in theater will be organized. During some operations, each service had their own contracting office. Hopefully, this is not how you will arrange your organization. If you will be working in an AOR with multiple offices, how will the customer base be split? - As we begin to look at 7-29, we see since contracting can be done only be appointed individuals. How will this be controlled? If the use of ordering officers or COTRs will be done with certain contracts, arrangements need to be made for their training and monitoring. More..

22 CCSP (Cont) Types of contracting support available
Prioritization, lead times, and control measures Local purchase procedures Defining, validating, and processing requirements Fund certification and contractor payment procedures Contract closeout procedures - Your plan should cover the various types of support you plan to provide and how you will handle each type. For example, if you plan on setting up BPAs and utilize OOs (or Callers), your procedures for prioritizing work, lead times involved, and control measures will differ from procedures for procuring an item with SF44s. Your customers will need to know a little about how you will provide support and knowing the lead times involved will allow them to better plan their mission. - Expect to be inundated with requests. Your CCSP should address how customers should define requirements, and how you will validate and process them. If a customer needs real estate for example, what information do you need to process this requirement? - You should do nothing without funds and contractors will not work for free. If there is any area in contracting that can get you in trouble quickly, it is with funding. Procedures for handling funding cites, actual funds, and paying contractors need to be thorough and well established. - While contract closeout procedures do not seem to be high priority at the beginning of a contingency, they will quickly become troublesome later in the deployment if not done correctly. Establish procedures in the CCSP so they can be followed throughout the contingency. We’ll discuss some step-by-step close-out procedures in unit 11. And still more..

23 CCSP (Cont) Security requirements
Statutory / regulatory constraints & exemptions Concept of contracting operation Description of existing agreements and assessment (operational impact) - The points we covered previously are fairly generic and can be developed in advance of a specific contingency. The following points will tend to be more specific to actual situations. - Just being in a contingency means you need to consider security requirements. For contracting offices there are unique security considerations. CCOs need to work and transit in the civilian community - this may mean special convoy rules to follow (in Bosnia the requirement was for a 4 vehicle minimum). Contractors may require special protection in order to carry out the contract requirements (whether they are US contractors or local). This will obviously be tailored for specific situations. - As you’ve seen already, being in a contingency allows us to justify certain waivers and exemptions from laws or regs. Putting this information in the CCSP will help customers understand your capabilities and ensure all contracting offices are operating under the same constraints. - The concept of the contracting operations is the big picture explanation of how things will function for the contingency. For example, how will the office arrangements be set in the AOR or other issues specific to the operation at hand. - You will need to include existing agreements such as Host Nation Agreements, or other AOR peculiarities. This will likely have an impact on how you can accomplish contracting. The HNA for example may mandate certain contractors for obtaining select items, etc. - US forces do not have blanket immunity from host nation environmental laws including US operations conducted via contract. The trend is nations are making their environmental laws stricter over time, and thus environmental considerations will be even more of an issue in future operations. Know some nations’ rules here are more and some are less strict than ours, which rules should we follow? (Whoever is the most stringent) You may notice the countries with less strict environmental rules, usually don’t generate the same level of hazardous items as we do. The CCO should review Annex L (see 7-17, fig 7-5). We understand we need this contracting plan, how may we figure the stuff we might buy for an operation.

Key to successful logistics support - accurate determination of requirements (deliberate or crisis planning process) Lack of planning or consideration negatively impacts timely contracting support (contracting is a finite resource) Contracting planners must carefully review and understand the Operations, Logistics, and Engineer estimates (synchronization) - An accurate determination of requirements is tantamount to successful logistics (i.e., contracting) support, but is also very difficult to achieve. It is important to establish an accurate determination during deliberate planning since this is when time is available to consider all aspects of a hypothetical operation. During CAP it is difficult to ensure you’ve considered all aspects. - As we begin to look at 7-30 we see that all too often past operations have not included contracting support in the planning process. While the overall mission of the operations have not failed because of this lack of planning, it has caused much difficulty in acquiring logistical support. In the past, contracting units have arrived in country cold to the requirements of the situation which places the organization in a situation of not being able to provide support or being severely under-staffed(?). The better logistic requirements are known and the contracting unit is aware of them, the better support you will provide. - We as contracting support personnel need to be able to fully understand the requirements and prepare to provide the required support. Where might you find an estimation of what items you may buy for a certain number of troops in certain situations? (Logistics and Engineer Estimates - the two largest contracting requirements generators) What do the Logistics and Engineer Estimates tell us? Using these help us to become “in sync” with the operation. Let’s look at a model of this discussion.

Well written CCSP (appendix to logistics annex) enables forces to concentrate on execution rather than reacting to events CACB serves as the control “valve” for the flow of requirements Match capabilities to requirements - When we have a solid CCSP covering the necessary aspects of contracting support for a particular operation, personnel do not need to spend time wondering what to do when reacting to unexpected events. If the CCSP was involved in the planning process and incorporated with the logistics and engineers estimates, the vast majority of requirements would have been anticipated and the plan set up to handle the requirements. - A regulator of the requirements is the CINC Acquisition and Contracts Board which serves to match requirements to the where the capabilities for support exist. They also function to determine priorities of the requirements. Now when your customers or even you need stuff, should they or you go to the contracting office first to get stuff? If not, where should you go? The next slide will list the priority order for satisfying requirements.

General order of priority for application of logistics capabilities 1. CSS units of U.S. military forces 2. CSS military units of allied forces 3. Host nation capabilities 4. Placement of local contracts by CCOs 5. Use of omnibus CSS contracts such as LOGCAP, AFCAP, or CONCAP - The Board has a number of possible resources in which to use to satisfy requirements. The general priority for using these resources is as shown here and at 7-30. -- First is in-house. Combat Support and Combat Service Support units are organized to provide the basic support required for front line units. -- CS/CSS units of other coalition forces would then be considered if US units could not provide the support. -- Host nation support is the third. Under most circumstances the host nation is receiving a great benefit from the operation and we, therefore, would want to take advantage of any offered support. -- It is only then that we would want to consider and use local contracts. -- The last resource which should be considered are the Civilian Augmentation Program (or umbrella) contracts. - Now we’re aware of this order, usually what order do customers use? (Reverse - pretty much) Why? (Easier to just throw some money to ?CAP or Contracting than to put up with the hassles and delays of other support units.) We understand the umbrella contracts are a great force multiplier and are fairly easy to establish awards, but use caution before you get too far singing their praises. There are drawbacks. Let’s look at a few.

27 Phases of Contingency Operations
APPLYING CAPABILITIES (CONTINUED) CSS Units Allied Forces Issa Host Nation Contracts Omnibus Css (LOGCAP) Omnibus CSS Initial Deployment Sustainment Build-up Termination Redeployment Phases of Contingency Operations

LOGCAP and other similar contracts are not the CS/CSS panacea Not as flexible as military forces Finite capacity Expensive Security, customs, and other legal problems - Civilian Augmentation Program contracts have limitations and should not be considered the answer to ALL logistic requirements. - As with any contract and the fact they are usually asked to provide support in an area they are not well established, they are not as flexible as military forces and cannot react quickly to changing situations. - As with any asset, they have a finite capacity to accomplish work. Some tend to think that as long as $$ is available the support can be infinite. This contract like any contract has limitations. For example, how long does it take for it to be fully operational? In the mean time, how will we take up the slack? - As you might expect with a contract which asks a contractor to perform a variety of tasks at the drop of a hat in the far reaches of the world, it is expensive. However, the new LOGCAP is cheaper by 4% CPAF from last time (5% to DynCorp instead of 9% to old BRSC Kt). Some may argue based on accounting of previous operations that contractors provide support cheaper than military personnel can. While this may be true from an accounting standpoint, the military costs are sunk costs - the contract costs are not. The LOGCAP contract has totaled about $586M million as of late 1996. - These contracts have to deal with the normal customary commerce restrictions which the military can override in a contingency operation. Contractor personnel will likely require security escorts to accomplish their tasks. - This is not to discourage the use of such contracts, but realize they may not be the best answer for all situations due to these. From ?CAP drawbacks to a more picturesque view of the proper usage of the priority order.

29 CCO Pre-Deployment Actions
Let’s think about this before we just pass this slide. Other than the items we discussed already in this unit, what will be some actions you will take before you actually deploy -- since we should be ready to go at a moment’s notice?

30 Prior to Deployment Understand Mission, Determine Customers, & Identify Requirements OPLAN LOG/ENGR Estimates CCSP Contracting Command Structure Face to Face Meetings - You as a CCO must have a good understanding of the operation “see the big picture” as we previously stated. -- Review the OPLAN (or OPORD) for that contingency and the Logistics & Engineering Estimates for the potential customers you will support. They will provide you with a vast deal of knowledge on the operation such info on area of operation and units participating. -- Other areas to review is TPFDD and CCSP. This will ensure you are included early in the deployment and how contracting intends to support operations. What should you do if there is no CCSP for the operation? (Develop one in coordination with the J-4.) -- One other area to determine is what the contracting command structure will be for the operation. Will there be a joint review board such as a CACB/JAB/JARB? Will there be a HCA/PARC in country? -- Last, but not least, besides reviewing plans, try to conduct some face to face meetings. This will give you the chance to discuss any pertinent info you believe necessary with those involved. So we should have an idea about the mission, its customers, and incoming requirements. Next, we’ll look at ADVON and contracting office locale.

MILITARY: weapons, NBC, military driver’s license, POR (will, shots, etc) WARRANTING: DAU schools, civilian education, experience UNIQUE: passports, language training, international driver’s license, cultural training - As you saw from CAP and on 7-31, the time available can be very limited and that, in turn, means CCOs need to be ready to deploy on short notice. - Military training needs to be current. There will not be time always to run through a refresher class when you need to be spending your time planning your office operations. Things to consider - weapons, NBC/CBR, military driver’s license, and other “personnel for overseas replacement” (POR - as the Army terms it) requirements. - Warranting requirements - If you are not warrantable, your usefulness as a CCO is very limited. All CCOs should be warrantable to the SAT level at a minimum. - Unique items such as passports and international driver’s licenses may be necessary and are too difficult to get at the last minute. If you are in a deployable position and do not have a passport, you should apply for one immediately. In fact, apply for both the regular tourist and official passports. While a tourist passport is preferred some countries require the official passport. - Since you do not know what part of the world you may deploy, the best language training may be access to various handbooks for simple phrases which can be taken in your contracting kit. Schools such as the Air Force Special Operations School provide courses on country / regional customs. Hopefully we as CCOs are ready to go. Now we’ll look at our office’s contracting deployment kit. What should be in it?

Guidance in Service Supplements Common Elements 60-90 Day Supply of Forms Notebook Computer Portable Fax / Copier Communications Equipment Digital Camera Standard Office Supplies - Let’s refer to RB Tab A, Appendix F and Tab B, Attachment 1. - Point out the forms listed and 90 day supply. How much is a 90 day supply? If bringing computer with electronic forms should hard copies be brought? YES! Maybe 90 day supply is not required if copier is included in kit. Of course, copiers don’t work during electrical outages. - PIINs, what are they? - Catalogs - not as necessarily for ordering but showing pictures and determining price fair and reasonableness. - Admin. Supplies - office supplies, file folders, calculators, field safe, flashlights, batteries, electrical adapters, sample contracts, side arm authorization, Warrant, PC (laptop), power supplies, printer, copier, Fax, camera (instant), cellular phone, FAR, DFARS, CON 234 material. More about our kit..

Site / Market Survey Data Office SOP Exportable Training Package CORs OOs Tailor Kit to Fit Mission - Other items mentioned in the RB are -- Currency (with class A agent) -- List of banking facilities -- Tent - We’ve provided samples of some training packages on the CD. (Ask if anyone else can think of a useful addition to the kit. What might be modified to meet the specific mission? What items, not mentioned in RB Tabs A & B, would you bring for power problems?) - RB Tab T(?) has a list which includes a rubber stamp for contracting / ordering officers and other standard stamping requirements. Something as small as this will save time. We’ve discussed our kit. Next, we’ll look at finding sources and other info in an AOR. How?

Interpreter/ Guide/Driver Facilities Office Equipment Communication - Sure, we need to get ourselves ready to receive our customers requests. - As much as it is important to support your customers immediately, you cannot accomplish much contracting without establishing your own office. Initially, you might be able to function fine from a temporary location such as your berthing area and your vehicle. The vehicle is critical since you need to be able to reach the vendors who might be able to support your customers’ needs. Before settling on the use of a military vehicle, you will want to assess the situation in the local community. As shown on 8-12, which type of transportation would be BEST for areas not as tolerant of a military presence? (Commercial rental vehicle) - Eventually, you will want to establish a more permanent office location and setting in which you can be more productive and hopefully provide room for more contracting personnel as they arrive. Location is critical as you want to be near the command structure and security but also near the business community with which you will be working so closely. Remember will be easier for your customers to go off the compound to your office than for vendors to get access on the compound to your office. - We’ve already stressed the importance of interpreters in this chapter and communication equipment in an earlier chapter. Notice the sources of guidance mention to bring communication supplies, but not services. This is because you must use the communication assets available for your situation and AOR. - Just because your are involved in a contingency doesn’t mean that you need to sit on a dirt floor to run your contracting operation. Obtain office furniture which will make your operation efficient. Now, we’ll revisit some of the things we’ll be buying at the start of a bare-base operation. They include..? Vehicles

Automated Systems (VSS, Q&A) After Action Reports, JULLS Hotel and Travel Index US Embassy, Military Advisors Host Nation Referrals Local Phone Directories Chamber of Commerce, Civic Groups - Sources of information can come from many locations. There is almost nowhere in the world that US forces have not been before and, therefore, someone has captured this data. You as the CCO need to tap into this information prior to deployment. - Use of automated systems for deployed contracting situations such as VSS or Q&A for PACOM (10 day training prior to exercise) can provide vendor lists to use. Maybe SPS (standard procurement system) will replace these in future. - AARs and JULLS can be invaluable information on circumstances similar to your contingency operation. Information on pitfalls to avoid, items to bring, etc. - The Hotel and Travel Index or any commercial travel resource can provide good information on an areas ability to support housing of troops for example. - US Embassy contacts and the associated military advisors can give first hand information about the location, customs, shortages, etc. Host nation referrals can also provide good information, but remember there may be some bias in the information provided. - Local phone directories can be a good source for vendor base information, as well as, chamber of commerce or civic groups. - May even want to try surfing the Internet to see what kind of information may be available. We talked about several ways to get this info. What is the best way to get it?

36 SITE SURVEYS METHODS Actual site visit Exercise participation Research
INFORMATION General business and market data Business organizations Vendor lists Embassy contacts Requirements data - The best method for preparing to support an operation is to conduct an actual site visit. CCOs can accompany other key Commanders and Staff during an in-country visit prior to the operation or exercise. This, obviously, is a luxury which may not be available for every contingency. When it is available - take advantage of it. - Preparing for deployment also means preparing for contracting just as be do in peace time with market surveys. - The next best option is to participate in an exercise. Since we attempt to train as we would fight, the requirements and conditions experienced in an exercise might be similar to an actual contingency operation. - And finally - the next best thing to being there - research should be conducted in conjunction with the other methods to gather information from the experiences of others. We’ll look at sources of this on the next slide. - Information we need to gather may consist of business and market data, contacts of local business organizations, information for your vendor list, names of embassy contacts for future reference, and general information on anticipated requirements to be accomplished by contract. Whew, we discussed many issues today from anti-terrorism to planning. Let’s revisit our Planning objectives and find out what we’ve picked-up.

37 Establishing the Office
Site Survey / ADVON Team Infrastructure Availability of Supplies/Services Security - What is ADVON? (see Acronym list starting at SH i-4.) - As shown on 8-7, do your best to get on the ADVON / Pre-Deployment Team so you can determine some key areas such as: The infrastructure, the availability of vendors for supplies / services, and HNS agreements that might have impact on the contracting operations. Once you gathered some info, you should be able to make some preliminary decisions where to locate the office. - If there are no adverse security considerations, would it be better to locate our office on or off the installation? (Instructors agree off is better since it’s usually easier for customers to get off compound than for vendors to get on.) This is what we mean by stating you should balance office accessibility between customers and contractors. From ‘Pre’ to ‘During.’

38 Establishing the Office
Location of Office Within Compound Downtown Customer vs Vendor Accessibility

39 Should you establish it here?
- Normally, this would not be your first choice of a location. As you look at the building in the far background, however; this is the only building around having at least most of its walls intact. - Those who’ve seen the devastation in the Bosnian area, will attest to the extent of the damage to property there. It is rare one will see a facility in as good of shape as the one pictured here. This one even has a convenient drive-thru feature (:->). Of course, it’s not too difficult the exterior breaches with plywood. Now that we’ve determined this may be our best choice of locale, let’s view our objectives.

40 Lesson Objectives Deliberate Planning Crisis Action Planning JULLS
Contingency Contracting Kit Contingency Contracting Support Plan Environmental considerations, ancillary training, market surveys / research in planning 1. Major elements of the Deliberate Planning Process and how contracting is integrated into the process. JSCP, JOPES, CINC plans (CONPLAN, OPLAN), TPFDD, Support Plans (CCSP) 2. Major elements of the Crisis Action Planning Process and how contracting is integrated into the process. Relates to Deliberate Planning, Phases, Orders (Warning, Planning, Alert, Execute), JTF role. What is the best way to develop a crisis action plan? (Modify existing DP) How much time does the JPEC have to prepare the Deliberate Plan? ..the Crisis Action Plan? (see 7-26) 3. Describe the Joint Uniform Lessons Learned System (JULLS) and discuss how a CCO would use this system. For what is JULLS data a great source? (market survey info., general business conditions, resource availability, and likely taskings) 4. & 5. Contents of a typical contingency contracting Kit and how it might be modified for a specific mission. Forms, equipment, supplies, references. What are some other contents? (see para. F.2.) 6. & 7. Contents of a Contingency Contracting Support Plan (CCSP) and how it may be modified for a specific mission. Generic information, tailored information. This is incorporated in an OPLAN where? (Annex D) What should it contain? (see para. E.3.) 8. Describe the environmental considerations required in contingency contract planning. 9. Describe the ancillary training and preparations required for a CCO prior to deployment. Military, contract, unique 10. Discuss how to perform market surveys and market research in deliberate and crisis action planning. What is the BEST way to ID sources & other info in an AOR? (actual site visit) To summarize..

41 Lesson Objectives Market Surveys / Research
The Contingency Contracting Office Acquire Necessary Assets As shown on 7-3, we will -- 1. Describe the major elements of the Deliberate Planning Process and how contracting is integrated into the process. 2. Describe the major elements of the Crisis Action Planning Process and how contracting is integrated into the process. 3. Describe the Joint Uniform Lessons Learned System (JULLS) and discuss how a CCO would use this system. 4. Identify the contents of a typical contingency contracting Kit and how it might be modified for a specific mission. 6. Describe and discuss the contents of a Contingency Contracting Support Plan (CCSP) and how it may be modified for a specific mission. 8. Describe the environmental considerations required in contingency contract planning. 9. Describe the ancillary training and preparations required for a CCO prior to deployment. 10. Discuss how to perform market surveys and market research in deliberate and crisis action planning. We’ll begin with a joint planning overview.

“Plan your work and... work your plan” Why is it important for contracting persons at any level to have knowledge of the planning process? (contracting issues may be excluded without our input, there may be times anyone one of you will have to discuss contracting issues to commanders or other VIPs - the better you can speak their language and understand this process, the more success you’ll have getting them to want to learn the dilemmas you may face while supporting the mission..)


REQUIREMENTS CACB/JARB - Organizations such as the CACB or Joint Logistics Centers function to regulate the flow of requirements by prioritizing them and deciding which asset will be used to execute the requirement. - How we use the assets of US forces, Allied forces, Host Nation support, local contracting, or civilian augmentation programs requires careful consideration of the situation’s circumstances. An assessment of the control required, flexibility required, and cost will determine which asset is used. No one asset should be considered the answer to all requirements. What would happen if we choked off a couple water escape points on this hose? (The leftover openings would get flooded.) Yes, the system should be balanced. We just discussed the determining requirements and applying capabilities (using the priority order), now we’ll begin to hit closer to home with you the CCO. U.S. FORCES ALLIED FORCES HOST NATION LOCAL PROCUREMENT LOGCAP


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