APPENDIX CC
Air Force Contingency Contracting Readiness Program
[2013 Edition]
This appendix establishes policies, assigns responsibilities, and prescribes implementing procedures for the organizing, training, and equipping of Air Force contingency contracting forces. It also offers guidance on accomplishing tasks normally encountered by contingency contracting officers while supporting contingency operations. The intent of this appendix is to establish and maintain responsive contracting support for military contingencies and local incident response.
Advance Echelon (ADVON): an initial deployment element of personnel and equipment within a specific unit type code (UTC). The ADVON portion of a UTC normally consists of the equipment and personnel required to establish an austere operational capability for a period of up to seven days.
Air Force Contract Augmentation Program (AFCAP): a worldwide contingency contract tool available to support the Air Force and joint force along with any U.S. Government agency in need of urgent logistic assistance in support of contingency operations. AFCAP is designed to rapidly leverage private industry capabilities as a force multiplier to meet global mission objectives across the full range of military operations, utilizing firm-fixed price, cost-plus-fixed-fee, or cost-plus-award-fee task orders as necessary to best meet the government’s needs. Air Force Civil Engineering Support Agency (AFCESA) is located at Tyndall AFB, FL, with the AFCAP Program Manager deployed forward as required.
Air and Space Expeditionary Forces (AEF): The AEF is the force generation construct used to manage the battle rhythm of the forces in order to meet global Combatant Commander (CCDR) requirements while maintaining the highest possible level of overall readiness.
Area Of Responsibility (AOR): a defined area of land and/or sea in which responsibility is specifically assigned to the commander of the area for the development and maintenance of installations, control of movement, and the conduct of tactical operations involving troops under the commander’s control along with parallel authority to exercise these functions.
Comprehensive Emergency Management Plan (CEMP) 10-2: a document that provides comprehensive guidance for emergency response to physical threats resulting from major accidents, natural disasters, conventional attacks, terrorist attack, and CBRN (chemical, biological, radiological, and nuclear) attacks. (for more information see AFI 10-2501)
Concept of Operations (CONOPS): a verbal or graphic statement, in broad outline, of a commander's assumptions or intent in regard to an operation or series of operations. The concept is designed to give an overall picture of the operation and provide clarity of purpose.
Contingency Operation: See FAR 2.101
Contingency Contracting Officer (CCO): See 5318.001
DAS(C): See 5302.101
Designed Operational Capability (DOC) Statement: a summary of a unit’s mission and resources for which it has been organized, designed, and equipped.
Humanitarian or Peacekeeping Operation: See FAR 2.101 and DFARS 218.270
Joint Expeditionary Tasking (JET): the Air Force’s overarching method that provides alternative force sourcing when the preferred force solution is not an option. Examples include using Air Force contracting forces when Army contracting forces are not available. For more information see AFI 10-401, paragraph 1.10.4.2.1.
Micro-purchase: See FAR 2.101
Micro-purchase Threshold: See FAR 2.101
Operation Plan (OPLAN): a plan for a single or series of connected operations to be carried out simultaneously or in succession. It is usually based upon stated assumptions and is the form of a directive employed by higher authority to permit subordinate commanders to prepare supporting plans and orders. The designation “plan” is usually used instead of “order” in preparing for operations well in advance. An operation plan may be put into effect at a prescribed time, or on signal, and then becomes the operation order.
Senior Contracting Official (SCO): See 5302.101
Simplified Acquisition Procedures (SAP): See FAR 2.101
Simplified Acquisition Threshold (SAT): See FAR 2.101
Status of Resources and Training System (SORTS): a Joint Chief of Staff (JCS) controlled automated data system primarily created to provide the National Command Authority and JCS with authoritative identification, location, and resource information. It is used throughout the chain of command to measure the daily resource status of operating forces.
Time-Phased Force Deployment Database (TPFDD): a database that identifies types and/or actual units required supporting operational plans and indicating origin and ports of debarkation or ocean area.
Unit Type Code (UTC): a five-character, alphanumeric code used in automated planning systems that uniquely identifies a specific unit capability. The UTC is linked with specific personnel and/or logistical detail for the purpose of deployment manning, transportation planning, personnel accounting, and replacement planning. The Mission Capability Statement (MISCAP) linked with each UTC specifies the capabilities the UTC represents, as well as the limitations of usage of the UTC.
CC-103 Responsibilities
Effectively supporting contingency operations requires thorough planning and support by organizations at all levels of authority. The following list delineates the key responsibilities and duties at each level to ensure well planned and executed contracting support. This list is not all-inclusive; each level is expected to identify and implement additional responsibilities as they are identified.
(a) SAF/AQC must:
(1) Designate a Functional Area Manager (FAM) as the focal point to coordinate all contracting contingency planning and develop appropriate policy within the Air Force;
(2) Provide overall policy, procedures, and direction for developing and managing Air Force contingency contracting forces;
(3) Coordinate on OPLANs originating at the Air Staff;
(4) Ensure the focal point attends the Deliberate and Crisis Action Planning and Execution Segments (DCAPES) course and Contingency Wartime Planning Course (CWPC) (optional) ,as soon as possible, after assuming duties; and
(5) Develop and publish posturing guidance for Air Force contingency contracting forces in accordance with (IAW) AFI 10-401.
(b) Each MAJCOM SCO must:
(1) Designate a command FAM as the SCO’s focal point to coordinate all contingency planning within the MAJCOM and to facilitate implementation of contracting support of exercises and contingency operations;
(2) Ensure the FAM attends the Deliberate and Crisis Action Planning and Execution Segments (DCAPES) course and Contingency Wartime Planning Course (CWPC) (optional), as soon as possible, after assuming duties;
(3) IAW MAJCOM guidance, develops, reviews, and manages the contracting portion of the MAJCOM’s Emergency Response plan(s);
(4) Implement posturing guidance provided by SAF/AQC;
(5) Develop contracting support elements and UTC packages to meet the requirements of current policy directives and implementation instructions, ensuring subordinate organizations meet force mobility requirements stated in Air Force 10- series directives and instructions;
(6) Be familiar with the following:
(i) Joint Publication 4-10, Operational Contract Support
(ii) DoDI 3020.41, Operational Contract Support.
(iii) DoDI 1100.22, Policy and Procedures for Determining Workforce Mix
(7) Establish, as required, agreements detailing contracting support relationships between MAJCOMs during contingency operations;
(8) Ensure all individuals who are assigned responsibilities as CCOs are properly trained IAW Part CC-4, and other mandatory training requirements;
(9) Review all MAJCOM OPLANs IAW paragraph IGCC-301(b)(1).
(10) Establish management plans, policies, and procedures for Non-appropriated Fund (NAF) contracting support during contingencies, in coordination with the MAJCOM/A1;
(11) Ensure an adequate number of personnel are identified to augment the MAJCOM’s associated Air Force Component Commands’ deployed forward headquarters contracting function and assist in initial bed down of deployed units in accordance with War Mobilization Planning (WMP), Volume 1, Annex E;
(12) Establish Designated Operational Capability Statement and Status of Resources and Training procedures and policies for each unit tasked in support of an OPLAN IAW MAJCOM policy; and
(13) The following are SCO responsibilities normally accomplished by the contracting staffs within an associated Numbered Air Force (NAF) or Air Force Component Command:
(i) Establish contracting operations management plans, policies, and procedures for use during contingencies within respective AOR;
(ii) Ensure any additional manpower requirements to support contingency operations are identified. Notify SAF/AQCX and submit requests to supporting commands using the Global Force Management (GFM);
(iii) Develop and maintain current site surveys along with vendor/source and requirements data unique to the AOR;
(iv) Ensure supporting commands are provided any contracting unique information or materials distributed through unified command channels;
(v) Before coordinating on an inter-service support agreement involving contracting support to another service, DoD, or U.S. Government agency, MAJCOMs will notify SAF/AQCX. The notification must include, as a minimum:
(A) Extent of support requested (e.g., All contracts for unit; government-wide purchase card (GPC) program management only; quality assurance representative training only; et al.)
(B) Estimated duration for support
(C) Size of unit requesting support
(D) Estimate of projected obligations for next three fiscal years
(E) Number of anticipated acquisitions exceeding the SAT
(F) Numbers and grades of additional Air Force contract specialists required
(vi) Establish the manner in which contracts that exceed the simplified acquisition threshold are to be accomplished in support of a military contingency operation within the AOR. Those procedures must be distributed to each supporting command contracting division;
(vii) When necessary, establish support agreements between MAJCOMs on use of contracting offices in the vicinity of the deployment, but outside the supported CINC’s AOR, and other agreements as necessary to support mission requirements
(viii) Ensure the individual serving as the focal point attends the Deliberate and Crisis Action Planning and Execution Segments (DCAPES) course and Contingency Wartime Planning Course (CWPC) (optional), as soon as possible, after assuming duties.
(c) The commander or chief of each operational contracting organization must:
(1) Review all tasked OPLANs IAW paragraph IGCC-301(b)(1) and relevant Host Tenant Support Agreements, Inter-Command Agreements, Joint Support Plans, and Host Nation Support Agreements to determine deployment support requirements;
(2) Be familiar with the following:
(i) Joint Publication 4-10, Operational Contract Support
(ii) DoDI 3020.41, Operational Contract Support
(iii) DoDI 1100.22, Policy and Procedures for Determining Workforce Mix
(3) Develop and maintain local checklists and procedures to support the installation Comprehensive Emergency Management Plan (CEMP) IAW paragraph MPCC-301(c) and AFI 10-2501, Air Force Emergency Management (EM) Program Planning and Operations;
(4) Accomplish and document CCO training IAW paragraph MPCC- 401(a)(i).
(5) Ensure equipment and materials required for support of assigned UTCs are purchased and maintained for immediate deployment.
(6) Review contingency taskings and designate a sufficient number of qualified individuals to perform those contingency contracting taskings. If the contracting office requires more manpower to support OPLANs than can be reasonably provided without degrading home station functions, then the chief of the contracting office must notify the cognizant MAJCOM SCO of the shortfall.
PART CC-2 —CONTRACTING ORGANIZATIONAL RELATIONSHIPS
CC-202 RESERVED
CC-203 RESERVED
CC-204 RESERVED
CC-205 Contracting Organizational Relationships
(a) When deployed, CCOs may fall under one of three organizational structures as described in Joint Publication 4-10, Operational Contracting Support. CCOs should be familiar with each.
(1) Joint Theater Support Contracting Command – normally applicable for major, long-term, complex stability operations where the subordinate Joint Forces Commander (JFC) needs direct control over all aspects of theater support contracting. The CENTCOM – Joint Theater Support Contracting Command (C-JTSCC) is an example of a joint theater support contracting command.
(2) Lead Service Theater Contracting Organization – is derived from either an Air Force expeditionary contracting squadron or an Army Contracting Support Brigade. The lead service will mandate the structure. Members augmenting this organization will normally follow the lead service’s DFARS supplement when acquiring materiel and services for multiple services.
(3) Service Component Support to Own Forces – allows the service component commanders to retain control of their own theater support of contracting authority and organization. An example of this structure would be an Air Force Expeditionary Contracting Squadron reporting to an Air Force Expeditionary Mission Support Group and then to an Air Force Expeditionary Wing Commander.
(b) When CCOs deploy supporting contingency operations following the Service Component Support to Own Forces construct (described above), they are under the operational, administrative, and tactical control of the supported Air Force Component Commander. Oversight of contracting operations is normally accomplished by the Air Force Component Commander’s A7K staff and associated Air Force MAJCOM Senior Contracting Official (SCO).
PART CC-3 — PLANNING FOR CONTINGENCY CONTRACTING SUPPORT
(a) Each operational contracting office monitors current plans and coordinates on all plans tasking the contracting organization for support according to AFI 10-401, Air Force Operations Planning and Execution. All plans should address appropriate actions to be taken by each tasked functional unit to ensure continued performance of essential contractor services pursuant to DoDI 1100.22, Policy and Procedures for Determining Workforce Mix. In addition to DoDI 1100.22, Policy and Procedures for Determining Workforce Mix, plans for military contingency operations should cover requirements found in DoDI 3020.41, Operational Contract Support, and Joint Publication 4-10, Operational Contract Support. Plans should also exploit the capabilities CCOs can deliver as part of an advance echelon (ADVON) teams. ADVONs should be manned with an experienced CCO who can locate sources and become familiar with local conditions before arrival of the main body of forces. Plans should provide for adequate security arrangements and disbursing officer support during advanced deployments.
(b) Review of OPLANs. The contracting squadron commander or chief of the contracting office is responsible for reviewing all OPLANs tasking contracting support. When a MAJCOM SCO tasks a contracting office with specific deployment support responsibilities, the MAJCOM will ensure the office includes such tasking in its local plans.
(1) The contracting squadron commander or chief of the contracting office should consider the areas listed in paragraph IGCC-301(b)(1) when reviewing OPLANs.
(2) As part of planning, contracting units must review site surveys of anticipated deployment locations. If a current site survey does not exist, contracting units must inform their SCO staff. The tasked SCO staff must coordinate with the supported SCO staff associated with the geographical combatant command to acquire or recommend the initiation of a site survey.
A. MAJCOM SCOs, normally using the contracting staffs of associated NAFs or Air Force Component Command, are responsible for conducting and maintaining site surveys as resources allow. Paragraph IGCC-301(b)(2)A provides teams with an outline of areas to cover during a survey.
(c) Review of the Installation Comprehensive Emergency Management Plan (CEMP).
In accordance with AFI 10-2501, Air Force Emergency Management (EM) Program Planning and Operations, the CEMP provides comprehensive guidance for emergency response to physical threats resulting from major accidents, natural disasters, conventional attacks, terrorist attack, and CBRN (chemical, biological, radiological, and nuclear) attacks. In developing and maintaining the contracting supplements, checklists, or portions of a CEMP, the chief of the contracting activity will ensure the areas listed in paragraph MPCC-301(c) are addressed.
(1) Contracting Incident Response Kits (CIRKs). To ensure contingency contracting support during execution of Local Incident Response Plans, each contracting squadron will maintain at least two CIRKs as described in paragraph MPCC-301(c)(1). The Squadron Commander/Chief of Contracting should consider positioning at least one of the CIRKs outside the squadron’s main facility or at an off-base site.
(d) Other Pre-Deployment Requirements for Contingency Contracting Officers
(1) Due to the unique nature of CCO duties, official passports are required for each CCO designated to support deployments requiring a passport for entry. Each unit must determine if a CCO needs to obtain an official passport when initially designated as a CCO. If units have difficulty securing official passports, contact SAF/AQCX for assistance in validating mission and coordination with the Pentagon Passport Office. When CCOs are deployed they must have their passports in their possession at all times unless directed otherwise for security reasons.
(2) The duty weapon for all CCOs, regardless of rank, is the M-9 pistol.
CC-302 Deployment/Mobility Kits
As tasked within their Designated Operational Capability (DOC) Statements, contracting activities will develop local support plans and kits with contracting supplies, forms, instructions, and office equipment to respond to contingency situations. Refer to paragraph MPCC-302(a) for specific contents for contingency contracting kits.
(a) Each contracting activity must develop and maintain deployment kits for use during contingencies. Unit kits will be pre-assembled and positioned for rapid retrieval and transport. Kits will be inventoried on an annual basis. Kits must also be inspected prior to and upon return from all deployments. Kit inspection results must be documented and maintained for a minimum of one year. Contents will be updated periodically to replace outdated material. Mission Capability (MISCAP) Statements for contracting UTCs are published in the War and Mobilization Plan, Volume 3, Part 3 and contain contracting cargo elements (LOGDET). Unit deployment kits may be tailored to the expected deployment location or expected emergency tasking, but they must not exceed the size and weight limitations established in the LOGDET for the appropriate UTC. A complete assembled cargo package (UTC XFFK4) is an integral part of UTC XFFK1. Hand carried contracting kits (UTC XFFKT) are part of all other UTCs where specific taskings do not require complete cargo package. If required, the UTC XFFK4 must be specifically tasked to accompany all UTCs other than UTC XFFK1.
PART CC-4 — TRAINING IN CONTINGENCY CONTRACTING
CC-401 Air Force CCO Training Policy
(a) Contracting Training provides initial and recurring proficiency skills needed by contracting professionals to perform duties in their primary Air Force Specialty Code or civilian job series. Training in contingency contracting skills not normally integrated into peacetime operations is particularly critical to contingency contracting officers and requires special leadership attention. Commanders and supervisors must give priority support to training.
Paragraph MPCC-401 (a)(i) details a list of mandatory topics to be covered by unit-level training. This training will be used in conjunction with “Defense Contingency Contracting Handbook”. In addition to contingency-specific training, paragraph MPCC-401(a)(i) requires units to cover some general contracting topics. The general contracting topics may be incorporated into the squadron’s routine training program or accomplished as stand-alone courses.
CC-402 Training Provided to Non-Contracting Personnel
The contracting activity will train non-contracting personnel designated to support contingency plans on the proper use of ordering instruments, SF 44, Government Purchase Cards, and other decentralized procedures authorized for use and tailored to the contingency requirement.
PART CC-5 — CONTRACTING SUPPORT FOR CONTINGENCY OPERATIONS
CC-502 Contracting Functions Under Deployed Conditions
(a) In providing contingency contracting support, CCOs will perform tasks required by established OPLANs, contingency support plans, and this appendix. Generally, contracting support of deployment operations takes place in four phases. Each of the phases is described below. The activities normally associated with a particular phase can be found in the accompanying Informational Guidance section:
(1) Initial Deployment. This is normally the first 30-45 days of a deployment and is characterized by an extremely high operating tempo, confusion, and controlled chaos. The CCO’s first priority will be to respond to basic life support requirements. During this phase, CCOs may find themselves in the undesirable position of being the requestor, approving official, certifying officer, and transportation office for deliveries. Detailed planning can preclude some of these additional duties; however, physical limitations on the number of support personnel deployed in the early stages of a contingency will require a high degree of flexibility on the part of the CCO. Contracted support will generally be used to provide basic life support and other selected functions. The actual mix of contracting or other support mechanisms such as HNS will be based on risk, reliability, and availability of these various sources of support. Maximum use of existing “peacetime” contracting arrangements should be considered. Contracting at this time of the operation is generally focused on expediting contract award. For specific activities associated with the Initial Deployment Phase, go to paragraph IGCC-502 (a)(1);
(2) Build-up/Employment of Forces. Also known as reception, staging, onward movement, and integration (RSOI). During this phase, contracting personnel (military and civilian) and contractor personnel will continue to arrive, though not necessarily at a rate commensurate with the number of troops to be supported. In major operations, a mix of theater support and external support contracts, including AFCAP, and DLA prime vendor contracts may be extensively utilized. At this time, the comptroller may implement a formal acquisition review board process to review and make recommendations for common use logistics support requirements to include determining the specific source of support and provide prioritization of these requirements to the appropriate organization required to provide this support. During this period, a more rigid purchase request system should be established. Theater support contracting efforts will still be heavily involved with the acquisition of basic troop support requirements that are not covered by CAP task orders or other means of support. Contracting should move from the SF44 to more long-term contracting arrangements such as SF1449, Solicitation/Contract/Order for Commercial Items, or blanket purchase agreements. For specific activities associated with the Build-up/RSOI Phase, go to paragraph IGCC-502 (a)(2);
(3) Sustainment. The sustainment stage of the contracting support covers the period from RSOI until redeployment begins. This stage is characterized by a focus on file documentation, cost reduction, and establishing business efficiencies. At this stage, the contracting officer’s role may change from a strict focus on requirements fulfillment to a role of a business advisor. During this stage customers should proceed with a deliberate plan of action to attempt to move away from cost-plus award-fee CAP task orders and emergency procurement towards long-term contracts, such as indefinite delivery/indefinite quantity or requirements contracts. Requirements will become more defined and consolidated and the use of performance based contracting methods will be maximized when possible. The transition of CAP task orders to long-term theater support contacts is dependent on specific mission factors such as threat-level and the availability of reliable, local commercial vendor base. It is also important to note that this transition away from CAP task orders is very manpower intensive and may quickly over task the deployed contracting unit’s capabilities. For specific activities associated with the Sustainment Phase, go to paragraph IGCC-502 (a)(3);
(4) Termination/Redeployment. At this point in the contingency, long-term business arrangements with contractors should become evident in a transition to either final contract closeout or what would be considered normal peacetime business practices. This phase is characterized by significant pressure and urgency to send the troops home. Typical new requirements include packing, crating and freight services; construction and operation of wash racks for vehicles. The CCO will be required to terminate and close out existing contracts/orders. Ratifications and claims must be processed to completion. Contracting for life support services and base operations must continue until the last troop leaves. Often, the CCO can expect to be one of the last persons to leave the area. To the extent any contracts remain open at the end of an operation, arrangements should be made to transition them to successor organizations such as permanent organizational elements. For specific activities associated with the Termination/Redeployment Phase, go to paragraph IGCC-502 (a)(4).
MPCC-301(c) — Contracting Support of an Installation
The following areas will be addressed in a local Comprehensive Emergency Management Plan (CEMP) or checklists associated with a CEMP, as defined in Air Force Instruction 10-2501. This is not an all-inclusive list. Items may be added as required to meet unit specific needs.
(i) Documentation for identifying appointed CCOs;
(ii) Unit recall roster(s);
(iii) List of 24-hour points of contact for prime base support contractors (e.g. food service; janitorial services; logistics; aircraft maintenance; SABER; MACC; Multi-media; and civil engineering operational maintenance; Security Guard, et al);
(iv) Instructions for CCOs to maintain records of all purchases
a. All required reporting shall be completed in the current monthly reporting cycle of the contracting activity that issued the PIINs or as otherwise directed
b. Instructions will provide for maintenance of these records whether in manual or automated format (such as laptop computers). If an automated system is used, local procedures shall provide for automated or manual back-up and to instruct CCOs on how to enter data and use the software;
(v) Any specific contracting instructions and planning factors peculiar to supported units or to deployment locations (such as a general list of contracting requirements the unit will generate, unusual requirements, use of support agreements, procedures for contacting embassy officials, etc.);
(vi) Procedures for submission, approval, and control of purchase requests;
(vii) Availability, content, and location of CCO deployment kits and materials;
(viii) Specific directions for CCOs on obtaining funding for emergencies to include funding of home station-issued AF Government-wide Purchase Cards;
(ix) In coordination with the local base finance and accounting office, procedures for obtaining funding for incident response, including procedures for prior identification of local currency and proper denominations (U.S. or foreign currencies). When a contracting support capability is established at a non-DOD installation or remote location, a commercial paying function is required pursuant to DFAS-DER 7010.1. AFI 10-213, Comptroller Operations Under Emergency Conditions, provides guidance on comptroller operations during emergency conditions. AFI 31-101, The Air Force Installation Security Program (FOUO), provides guidance for carrying firearms. CCOs should not be designated as disbursing or paying agents. Exceptions shall be approved by the MAJCOM SCO;
(x) Assumptions regarding the extent to which contracting statutes or policy may be relaxed or waived in an emergency;
(xi) Copies of applicable plans;
(xii) Direction for coordination and control of non-contracting personnel using home station issued Government-wide Purchase Cards. Coordinate cardholder activity to ensure economic purchases and avoid duplication of resources;
(xiii) Determine types of supplies and services that might be needed with short lead time, such as rental vehicles, snow removal, construction materials, and environmental clean-up services;
(xiv) Copy of base relocation or alternate work site plans;
(xv) Instructions for establishing alternate data automation capabilities;
(xvi) Procedures to be used for receipt and inspection of purchase facilitate prompt payment and expeditious closeout of contract files;
(xvii) A capability for commanders to contact contracting personnel on short notice through the unit emergency action center or Command Post;
(xviii) Instructions on set-up of the alternate contracting office in the event the primary contracting facility is not usable, considering alternate locations on and off base;
(xix) A current list of base emergency plans and the contracting portions of base plans;
(xx) Provisions for emergency communications with base officials, customers, and suppliers;
(xxi) Procedures for manual requisitioning of supplies, including required approval authorities, forms, and general processing requirements;
(xxii) Provisions for funding requests, including the use of AF Form 616, Fund Cite Authorization; or AF Form 4009, Government-wide Purchase Card Fund Cite Authorization;
(xxiii) Instructions for manual purchase registers and record keeping;
(xxiv) Procedures for using alternate data automation facilities to restore automated purchasing support and records; and
(xxv) Emergency Contacts/Sources
a. Current telephone listings for key base offices, local suppliers, and other base contracting offices, and grid maps of the base and local areas;
b. Instructions for developing, maintaining, and using source lists for emergency supplies and services, identifying sources available for 24 hour response to emergency requirements; and
c. Source Lists should include the commodity/service contractor/vendor address, point of contact, and 24 hour telephone number.
MPCC-301(c)(1) — Contracting Incident Response Kits (CIRK)
A. In addition to DOC Statement requirements, units will assemble and maintain at least two CIRKs for use during local incident responses. The CIRKs will be pre-assembled and positioned for rapid retrieval and transportation. Unit commanders should consider positioning at least one kit outside the squadron’s main facility or at an off-base site. CIRKs are intended to be hand-carried. The list below is not all inclusive. Items may be added as required to meet unit specific needs. As a minimum, CIRKs must contain the following items:
(i) All items listed in paragraph MPCC-301(c). Units have the discretion to include or exclude those items they added to this list.
(ii) Method of communication between CCO, Contracting Unit Control Center, Vendors, and the Emergency Operations Center.
(iii) All the contents of an XFFKT, except Official Passports
MPCC-302(a) — Deployment/Mobility Kits
(i) Each operational contracting organization shall maintain sufficient supplies and equipment to provide quick reaction contracting support for deployment taskings and/or local contingencies. In addition to personal gear and unit-issued mobility bags, the subparagraphs below describe two primary Contingency Contracting Kits and equipment packages corresponding to Unit Type Codes XFFK4 and XFFKT. Operational contracting organizations will maintain the required number of kits as assigned. Unless otherwise indicated, consumable items such as supplies and forms should be in sufficient quantity to operate for a 30-day period.
(A) XFFK4: This UTC may be tasked with each independently tasked UTC and is designed for large scale pop-up or sustained contingency operations at non-steady state locations or other locations where a robust mobile contracting office is needed with immediate access to operating equipment and supplies. The following items represent minimum kit contents to stand up a contingency contracting operation.
Home station items to include in kit or add to kit prior to deployment
1. Contingency Contracting Officer (CCO) warrant (may be reduced to wallet-size)
2. Government-wide Purchase Card
3. Third party bank drafts (optional)
4. List of unit-assigned Procurement Instrument Identification Numbers (PIINs)
5. Valid stateside driver license (a USAF military license is required when operating any vehicle exceeding a 14,000 Gross Vehicle Weight Rating (GVWR)
6. International driver license (obtain if needed for deployed location)
7. Official passport (as required by specific tasking)
Equipment and/or operational capability
8. Area-specific power transformers, spare batteries, miscellaneous electrical needs, extension cords, etc., (recommend purchase of dual-voltage equipment)
9. Three laptop computers (LAN ready)
10. Printer or printing capability
11. Copier or copying capability
12. Fax machine or fax capability (may be purchased at deployment location)
13. Internet access capability (may be purchased at deployment location if available)
Publications, forms, and formats
(* in addition to electronic media versions, must have at least ten (10) hardcopies on-hand)
Publications
14. FAR / DFARS / AFFARS
15. AFM 10-100, Airman's Manual
16. AFI 64-117, United States Air Force Government-wide Purchase Card Program
17. Contingency Contracting: A Joint Handbook for the 21st Century
18. AFI 10-213, Comptroller Operations Under Emergency Conditions
19. AFMAN 64-302, Nonappropriated Fund Contracting
20. AFI 34-201, Use of Nonappropriated Funds (NAF)
Forms
21. SF 26, Award Contract
22. *SF 30, Amendment of Solicitation/Modification of Contract
23. *SF 44, Purchase Order/Invoice/Voucher (two books)
24. SF 1409, Abstract of Offers / Abstract of Proposals or Quotations Template
(May use automated spreadsheets in lieu of forms)
25. SF 1419, Abstract of Offers, Construction (May use automated spreadsheet)
26. *SF 1442, Solicitation, Offer, and Award (Construction, Alteration, or Repair)
27. *SF 1449, Solicitation/Contract/Order for Commercial Items
28. *AF 9, Request for Purchase (or other field purchase request forms)
29. AF 15, United States Air Force Invoice
30. AF 2209, Nonappropriated Fund Order for Supplies or Services (Not available in the Air Force Publications Library)
31. *AF 4009, Government Purchase Card Fund Cite Authorization
32. *DD 250, Material Inspection and Receiving Report
Formats
33. Contract Action Tracking System (pending SPS deployment capability, use any automated format or manual purchase registers)
34. Simplified acquisition (Construction under the SAT; Commercial Services and Commodities less than $6.5M) with generic or sample statements of work
35. Construction contract formats, exceeding the SAT
36. Blanket Purchase Agreement (with associated appointment letters/call registers)
37. NAF contract
38. General Provisions (For use with Nonappropriated Fund Orders and Contracts)
39. Letter contract
40. Preprinted commercial formats with clauses for indefinite delivery type contracts
Office Supplies
41. Flashlights w/spare batteries
42. Julian calendar (may use paperless version)
43. General supply-type catalog to aid in communicating purchase descriptions
44. Administrative office supplies, pens, paper, etc.
45. Handheld calculators
46. Secure container (cash box/bag suitable for temporary storage of purchase cards)
(B) XFFKT: This UTC may also be tasked with any independently tasked UTC and is designed for quick reaction pop-up contingencies. Additionally, it may be used to augment a CIRK for local emergencies where a sustained presence is not anticipated. This hand-carried package provides contingency contracting officers with ready-to-use tools to effect immediate acquisition support for the contingency and the ability to track those actions. All items shall be maintained in a high state of preassembled readiness. Equipment capability and quantity are specified in individual unit DOC statement. Unless otherwise indicated, quantities for consumable supplies and forms should be sufficient to support a field operation for 30 days. The following items represent minimum kit contents for this UTC.
Home station items to include in kit or add to kit prior to deployment
1. Contingency Contracting Officer (CCO) warrant (may be reduced to wallet-size)
2. Government-wide Purchase Card
3. Third party bank drafts (optional)
4. List of unit-assigned Procurement Instrument Identification Numbers (PIINs)
5. Valid stateside driver license (a USAF military license is required when operating any vehicle exceeding a 14,000 Gross Vehicle Weight Rating (GVWR)
6. International driver license (obtain if needed for deployed location)
7. Official passport (as required by specific tasking)
Equipment and/or operational capability
8. Area-specific power transformers, spare batteries, miscellaneous electrical needs, extension cords, etc., (recommend purchase of dual-voltage equipment)
9. One laptop computer (LAN ready)
10. Printer or printing capability
11. Copier or copying capability
12. Fax machine or fax capability (may be purchased at deployment location)
13. Internet access capability (may be purchased at deployment location if available)
Publications, forms, and formats
(*in addition to electronic media versions, must have at least ten (10) hardcopies on-hand)
Publications
14. FAR/DFARS/AFFARS
15. AFM 10-100, Airman's Manual
16. AFI 64-117, United States Air Force Government-wide Purchase Card Program
17. Contingency Contracting: A Joint Handbook for the 21st Century
18. AFI 10-213, Comptroller Operations Under Emergency Conditions
19. AFMAN 64-302, Nonappropriated Fund Contracting
20. AFI 34-201, Use of Nonappropriated Funds (NAFs)
Forms
21. SF 26, Award Contract
22. *SF 30, Amendment of Solicitation/Modification of Contract
23. SF 44, Purchase Order/Invoice/Voucher
24. SF 1409, Abstract of Offers / Abstract of Proposals or Quotations Template (May use automated spreadsheets in lieu of forms)
25. SF 1419, Abstract of Offers, Construction (May use automated spreadsheet)
26. *SF 1442, Solicitation, Offer, and Award (Construction, Alteration, or Repair)
27. *SF 1449, Solicitation/Contract/Order for Commercial Items
28. *AF 9, Request for Purchase (or other field purchase request forms)
29. AF 15, United States Air Force Invoice
30. AF 2209, Nonappropriated Fund Order for Supplies or Services (Not available in the Air Force Publications Library)
31. *AF 4009, Government Purchase Card Fund Cite Authorization
32. *DD 250, Material Inspection and Receiving Report
Formats
33. Contract Action Tracking System (pending SPS deployment capability, use any automated format or manual purchase registers)
34. Simplified acquisition (Construction under the SAT; Commercial Services and Commodities less than $6.5M) with generic or sample statements of work
35. Construction contract formats, exceeding the SAT
36. Blanket Purchase Agreement (with associated appointment letters/call registers)
37. NAF contract
38. General Provisions (For use with Nonappropriated Fund Orders and Contracts)
39. Letter contract
40. Preprinted commercial formats with clauses for indefinite delivery type contracts
Office Supplies
41. Flashlights w/spare batteries
42. Julian calendar (may use paperless version)
43. General supply-type catalog to aid in communicating purchase descriptions
44. Administrative office supplies, pens, paper, etc.
45. Handheld calculators
46. Secure container (cash box/bag suitable for temporary storage of purchase cards)
MPCC-401(a)(i) — Contingency Contracting Officer Training
A. General. The training addressed within this procedure is intended to provide the contracting unit commander with a comprehensive outline for conducting unit level contingency contracting training. It lists the minimum required training and is in no way intended to be all inclusive or limit individual unit’s creativity. Units are encouraged to supplement this training with additional training as frequently as unit leadership deems appropriate or required. The mandatory training will typically consist of at least a 1-hour block of time. A training session should normally follow the basic schedule outlined below. Units are encouraged to adapt this schedule to suit the specific needs of their CCOs.
B. Notional Training Session Agenda
1. 10 Minutes: Instruction/Briefing of Topic
2. 5 Minutes: Question/Answers from Briefing
3. 15 Minutes: Scenarios/Role Playing
4. 15 Minutes: CCO games or additional scenarios
5. 15 Minutes: Administer/Grade/Discuss Test
C. Training Documentation
1. Following Air Force “Guidelines for Crediting Continuous Learning Activities Policy,” members are highly encouraged to apply for Continuous Learning Point (CLP) credits after completing each training event by clicking “Apply for CLPs”.
2. Mandatory Initial Training course completion certificates will be filed in the individual’s AF Form 623, for enlisted members; Personal Readiness File (PRF), for officers; or annotated on an AF Form 971, for civilian personnel.
3. All other training referenced in this mandatory procedure shall be documented using locally developed procedures that:
a. Identifies the training topic covered.
b. Records the names and signatures (electronic signatures are acceptable) of the trainee
c. Annotates the date the training was completed
d. Includes a process for make-up training, for those unable to attend initial offering
e. Is readily accessible for review upon request
f. As a minimum, data must reflect a 24 month history
D. Initial Contingency Contracting Training
1. Mandatory Training. As a minimum, the following courses will be completed before an individual can be assigned as a CCO. Members are only required to accomplish once, so long as they can provide proof of completion.
a. Defense Acquisition University’s (DAU) CLC 039, Contingency Contracting Simulation
b. DAU’s CLG 001, DoD Government Purchase Card
c. DAU’s CLC 005, Simplified Acquisition Procedures
d. Local Government Purchase Cardholder/Approving Official Training as prescribed in AFI 64-117, Chapter 4, paragraph 4.3.3.3.
2. Recommended Initial Training:
a. 5318 and Appendix CC Review
b. CONS 234, Joint Contingency Contracting
c. Overview of unit incident response plans
d. Review of unit kit inventory
E. Recurring Contingency Contracting Training
Mandatory Training. As a minimum, the following topics will be covered in unit-level training at least once per year. This training was derived using the “Defense Contingency Contracting Handbook”. The Handbook, along with its accompanying DVD, is the primary source for all training material. The DVD contains multiple briefings, scenarios, games and tests for each of the topics in the outline below. These references and Federal Acquisition Regulation should be used as primary sources for unit training.
a. Ethics
b. Authorities and Structure
c. Contingency Funding
d. Planning and Guidance
e. Contracting Processes
f. Contract Administration
g. Protests and Appeals
h. Cultural Awareness
i. Disaster Response
j. Web-only Material
k. Appendices
l. Critical Checklists
F. Recurring General Contracting Training
Mandatory Training. As a minimum, the following will be covered in unit-level training at least once per year.
a. Blanket Purchase Agreements
b. Source Selection Procedures
c. Contract Administration
d. Performance Based Service Acquisitions
e. Simplified Acquisition Procedures
f. Customer Education (SOW writing, funding process, etc)
g. Transition in the AOR/Continuity Books/After Action Reports/Lessons Learned
h. Contractor Officer Representative (COR) and Field Ordering Officer (FOO)
i. Training/responsibilities
j. Funding/Fiscal Law
k. Contract Closeout
l. Requirements contracts / Time & Material contracts / Un-priced Contract Actions
m. Ratifications / Terminations
IGCC-301(b)(1) — OPLAN Review
The following are areas should be addressed in OPLANs tasking contracting assets. It is not an all-inclusive list. This list may be tailored, as required, to meet unit-specific needs.
(a) For OPLANs covering military contingency operations (Wartime/MOOTW), review OPLANs for:
(i) An Appendix W or associated Contract Support Integration Plan (CSIP) addressing the areas identified in Joint Publication (JP) 4-10, “Operational Contracting Support,” (JP 4-10) Appendix E, paragraph 5;
(ii) Evidence Contractor Management Planning considerations found in JP 4-10, Appendix F, paragraph 2 were taken into account during the planning process through the use of an associated Contractor Management Plan (CMP) or related sections of the OPLAN; and
(iii) Host Nation Support Agreements. This includes:
(A) Participation in the identification of the need for Host Nation Agreements, the development of the terms of the Host Nation Support Agreements, and the periodic review of these Agreements, and
(B) Ensuring copies of applicable Host Nation Support Agreements, Host Country Assistance-In-Kind Agreements, Acquisition Cross-Service Agreements (ACSAs), letters of agreement, and other contract-related materials are provided to, and understood by, affected operational contracting offices.
(iv) Appropriate contingency taskings; Contracting manpower required for the expected base configuration, population, geographic location, joint usage arrangements, and proximity of local purchase resources to support the unit.
(vi) Current MISCAP and AEF rotation schedule;
(vii) Allocation of contracting-related UTC packages within the OPLAN and coordination of timing for each package within the Time-Phased Force Deployment Database (TPFDD). Plans shall call for early arrival of contracting personnel to provide contracting support for bed down of initial forces arriving at the deployment site;
(viii) Adequacy of contracting resources tasked from all sources to meet the total contingency contracting requirements for all units at the deployment base;
(ix) Individual Mobilization Augmentee (IMA) availability to support OPLAN taskings or to backfill deployed active duty CCOs;
(x) Equipment and personnel support requirements for the CCO portion of each OPLAN (Fax machine, laptop computers, printer, cellular telephone, other communication, transportation, and office equipment);
(xi) Procedures for each functional area to identify personnel at the deployment site who can validate/approve requirements, accept deliveries, and verify quality of goods purchased;
(xii) Coordination of contracting and finance functions to ensure paying agents are designated to support the contracting activity;
(xiii) Uniform and civilian clothing requirements for each deployment location and initiation of uniform allowance documents for enlisted personnel, if applicable. Authorization for use of civilian clothing shall be specified on TDY orders and in compliance with use according to appropriate personnel and finance regulations;
(xiv) Special personnel requirements for location-specific limitations to gender, rank, or other cultural factors which affect contracting within the deployment area;
(xv) Contracting interface with the supply system at the deployment site to avoid duplication of effort, unnecessary administrative steps, and unnecessary local purchase of supply system items;
(xvii) Potential adverse impact on unit mission support due to FAR or statutory contracting restrictions and any deviations that may be necessary to meet unique unit mission requirements at the deployment site;
(xviii) Contracting interface with 24-hour emergency operations contact points and purchasing sources in the deployment area;
(xix) Impact on contracting effectiveness during chemical, biological, or nuclear operations, if applicable;
(xx) Possible additional duty taskings at various stages of the deployment that may interfere with performing the contracting duties. Additional duties that may interfere with contracting duties include but are not limited to inspecting and receiving supplies/services, funds disbursing agent duties, billeting officer duties, and writing statements of work (SOW)/performance work statements (PWS), etc.;
(xxi) Security and protection needed during the deployment and any requirement for CCOs to carry weapons;
(xxii) Plan taskings that might result in possible CCO conflicts of interest situations (e.g., funds disbursement or acceptance of goods);
(xxiii) Reporting and documentation requirements for all stages of the deployment and adequate administrative and documentation support for the operation;
(xxiv) Taskings for contract closeout, termination, claim processing, and disposition of purchased USAF assets;
(xxv) Procedures for preserving lessons learned and disseminating the information collected from after-action reports to parent Air Force Component Commander.
(xxvi) (For MAJCOM SCO or FAM only) evaluate supplemental force package requirements required to support the deployed central contracting function and assist with the bed down of arriving units in the theater of operations. Place these packages in the TPFDD early enough to meet mission bed down requirements.
IGCC-301(b)(2)A — Contracting Site Surveys
The following topics should be addressed in the contracting portion of site surveys. It is not an all inclusive list. Items may be added as required to meet unit specific needs.
(a) Update information concerning potential contracting sources in the deployment area, including information from the U.S. Embassy, Consulate, Air Attaches, and/or other Government agencies operating in the same area. Typically, these agencies can assist with:
1. Providing a local interpreter or recommending a vetted source;
2. Describing the local security situation (what areas to avoid); and
3. Recommending a list of contractors to avoid for reasons like: a record of poor past performance, ties to organized crime, or affiliation with groups counter to American interest.
(b) Include a master listing of contractors and identify those willing to provide emergency response after normal business hours.
(c) Assess vendor acceptance of the Government-wide Purchase Card;
(d) Identify sources for potential and pre-identified requirements. If no source is available to provide a pre-identified requirement, the survey should establish procedures for ensuring the user is notified that contracting support may not be available for the requirement at a particular deployment site;
(e) Survey local customs, laws, taxes, and shortages within the local economy, local bureaucratic impediments, language difficulties, currency exchange rate fluctuations, and security concerns. If local sales tax exemption procedures or numbers are available, obtain them through embassy personnel;
(d) Examine local transportation and communication resources availability;
(e) Determine the applicability of the Host Nation Mutual Support Agreements, Status of Forces Agreements, Acquisition Cross-Servicing Agreements, or other diplomatic agreements, if any, and evaluate the impact of these agreements upon contingency contracting within the deployment area;
(f) Survey facilities, equipment, and other support needed for the deployed contracting office. Coordinate contracting facility requirements with the Civil Engineer, Communications Specialist, and Logistics functional commanders as necessary;
(g) Consider problems that should be anticipated in supporting contract requirements for an extended exercise or contingency operation. Particular attention should be given to those items or services that are available in limited quantities; and
(h) Determine what contract formats may be needed in the local area considering Host Nation Support Agreements, expected taskings, and local business customs.
IGCC-502(a)(1) —Initial Deployment Phase Actions
A. Contingency contracting activities during initial deployment.
(i) The Deployed Commander (e.g. Air Expeditionary Wing/CC, Expeditionary Mission Support Group/CC, et.) responsible for the unit should:
a. Establish the unit’s requirements/priority of needs, including:
1. Food and water for those personnel not serving in field conditions and not receiving a basic allowance for subsistence (BAS);
2. Shelter (both living and working facilities);
3. Transportation, specifically identifying rental requirements;
4. Laundry services;
5. Human waste and garbage disposal;
6. Ground fuels requiring local purchase action;
7. Heavy equipment;
8. Communications, to include priorities for use of limited telephone and radio facilities;
9. Utilities. (NOTE: Prior to deployment, verify electrical requirements for equipment such as copiers, FAX machines, etc. Some countries may have unique requirements that may not allow U.S. made machines to be connected to telephone lines.);
10. Quality-of-life issues (i.e., recreational equipment); and
11. Computer/ADP support (to include equipment maintenance).
b. Review and establish purchase request control procedures with the CCO, to include fund accountability, purchase request validation and approval; inspection, acceptance, quality assurance procedures; and disposition of purchased assets;
c. Advise all personnel that only the CCO is authorized to obligate the U.S. Government for local purchases and direct that no one place undue pressure or command influence on CCOs to purchase any goods and services that violate laws and regulations;
d. Provide suitable office space and transportation for the contracting function to include at a minimum a desk, secure filing cabinet, dedicated vehicles to meet mission requirements;
e. Identify individuals (by name or position) who are authorized to approve purchase requests and the name of the individual (or office) providing the funding source;
f. Provide an interpreter, if necessary;
g. Provide telephones for the CCO office and a mobile (cell phone) unit, if possible;
h. Ensure the Accounting and Finance function provides sufficient disbursing agents with sufficient funding to allow timely contract support for the CCO and ordering officers; and
i. Ensure all functional activities provide a receiving and quality assurance capability to document receipt and acceptance of goods and services and maintain accountability of purchased assets.
(ii) CCOs responsible for supporting the deployed unit will:
a. Establish minimum suitable office space;
b. Obtain low security profile transportation for CCO’s dedicated use;
c. Establish suitable communications for the office and mobile unit, to include at least one Class A telephone with long distance Defense Switched Network (DSN) and off base access; along with internet connections and email service (NIPR/SIPR preferred)
d. Contact the SCO staff, existing military installations within the deployment area, or, in the absence of these, the U.S. Embassy or Consulate in the host nation for guidance on contracting information or Host Country Support Agreements;
e. Obtain maps of adjacent towns or settlements and conduct personal visits to learn availability of necessary items of supplies or services. Mark maps and prepare source lists. Secure telephone books of the local area, if available. (NOTE: Maps and source lists should be updated as new information becomes available. Source lists should be annotated to reflect which contractors will provide 24 hour emergency response.);
f. Work with the deployed commander to establish good working relations with local officials;
g. Obtain an interpreter, if necessary, at the earliest opportunity;
h. Keep the deployed commander and cognizant contracts attorney informed of contracting matters;
i. Establish a system for customers to submit purchase requests for local acquisitions:
1. Update customer training to orient them to the purchasing system as soon as practicable; and
2. Adapt the system to suit local conditions;
j. Establish and manage centralized ordering instruments (indefinite delivery contracts, requirements contracts or blanket purchase agreements). As require, appoint decentralized ordering officers within functional areas, as appropriate, with CCO supervised purchasing authority up to the maximum order limit of the indefinite delivery/requirements contract or blanket purchase agreement. Ordering officers will be trained in the use of simplified acquisition procedures and funds accountability. Caution: Historically, overseeing functional management of decentralized ordering officers has been a challenge in the dynamic deployment environment.
k. Identify functional personnel who deployed with a Government-wide Purchase Card (GPC) and home station funding. Coordinate and control purchase card activity according to purchase request approval procedures to achieve economical purchases and avoid duplication of purchased resources. Advise deployed cardholders on local market conditions, limitations and statement reconciliation procedures;
l. Report total contracting actions and dollars at least monthly, unless otherwise directed by the supported SCO; and
m. Advise customers to use AFLMA's most current Contingency Contracting Customer Guide as a reference source for customers in understanding contracting processes in a contingency situation.
(iii) Files and Documentation.
a. The CCO shall maintain files/registers for contracts, blank purchase agreements (BPAs), and purchase orders to record all contracting actions. The records will include: purchase request number, procurement instrument identification number (PIIN), date of purchase or award, name of vendor or contractor, dollar amount (U.S. dollars); and a brief description of supplies or services. Dispose of documents according to AFI 33-364, Records Disposition - Procedures and Responsibilities, and Web-Records Information Management System (RIMS).
1. The following are required when deployment of a CCO crosses fiscal years:
(A) For deployments in support of exercises, the operational contracting activity will assign a block of PIINs to the deployed CCO for both fiscal years involved. Following the close of business on 30 Sep of each year, the CCO shall forward the information on all purchases made during the fiscal year to the unit's home contracting activity for incorporation into the end of fiscal year report.
(B) For deployments longer than 30 days in support of declared contingencies, the Air Force Component A4/7K or SCO will assign a block of PIINs to deployed CCOs within the AOR for both fiscal years involved. After the close of business on 30 Sep of each year, the CCO shall forward the required information to the SCO.
b. The CCO will maintain a Deployed Contingency Contracting Officer’s Continuity book to provide continuity for any follow-on CCO. Upon termination of a deployment, the last CCO will forward the continuity book to the AOR’s Air Force Component Command’s A4/7K (Contracting Division) Staff. The book will include as a minimum:
1. A current vendor and contractor source listing to include vendor names, addresses, telephone numbers, points of contact, and type of supplies and services provided;
2. A current list of vendors and contractors willing to provide 24 hour per day emergency support;
3. Copies of all headquarters policy letters or messages of guidance received to date;
4. Minutes from significant meetings (as determined by the lead CCO or higher authority) attended by CCO personnel to include open action items impacting the contracting function;
5. A listing of all ratification actions to date;
6. Copies of all customer education handouts developed to date;
7. Key points of contact at the deployed site to include name, grade, duty title, unit, telephone number, and after hours point of contact, if available;
8. Lessons learned during the deployment to date;
9. Copies of weekly reports of actions and dollars spent to date; and
10. Any other pertinent information.
(iv) Host Nation Support Agreements.
a. For contingency and exercise operations in a foreign country, a Host Nation Support Agreement (i.e., National Atlantic Treaty Organization (NATO) Mutual Support Agreement), Status of Forces Agreement, Assistance in Kind Agreements, or Acquisition Cross-Servicing Agreements may exist. These agreements normally are negotiated through the U.S. State Department to provide host nation support for deployed U.S. forces during a contingency operation. Support items under these agreements may include:
1. Billeting;
2. Food, water, and ice;
3. Ground fuel;
4. Transportation; and
5. Utilities (i.e., electricity or communications).
b. Deployed CCOs do not have the authority to enter into agreements with foreign governments. If an agreement is already in existence, the CCO may obtain authority through the Air Force Component A4/7K or SCO to the Combatant Command’s Host Nation Support Office to write priced delivery orders against them. However, if an agreement is needed, the CCO may request the establishment of an agreement.
IGCC-502(a)(2) — Build-up/Reception, Staging, Onward Movement, And Integration (RSOI) Phase Actions
A. Contingency contracting activities during the build-up/RSOI phase.
(i) During the build-up phase of a contingency contracting deployment, Contingency Contracting Officers will generally be heavily involved in supporting the bed down of arriving forces. In this phase, additional contracting personnel may arrive with the assigned unit to augment initial contracting teams. Contracting members from home bases should replace those members located at the site to support initial bed down activities. Establish as early as possible a responsive purchasing system. A responsive purchasing system shall include:
a. Requirements requisitioning controls. Implement procedures acceptable to the assigned commander (e.g., AEW/CC, EMSG/CC). These procedures need to address:
1. Formats for requisitions such as DD Form 1348-6, DOD Single Line Item Requisition System Document, and AF Form 9, Request for Purchase, or other field purchase request forms;
2. Approval authority; and
3. Finance and supply coordination.
b. Funding and Disbursing. Implement procedures with the finance staff to ensure funds are available to pay for purchases. Where AF Form 616, Fund Cite Authorization, is used for short-term contingencies, instructions shall be followed to properly record transactions. Instructions should identify any restrictions on equipment or services that are not properly chargeable to the appropriations cited on the AF Form 616.
1. CCOs should not be assigned as paying agents of the Accounting and Finance Office (AFO). This improves internal controls over the distribution of funds to the contractor, avoids a potential conflict of interest for the CCO and reduces the CCO’s exposure to personal legal liability.
2. Security forces shall be notified when a significant amount of cash ($10,000) is to be moved (DOD FMR 7000-14R, Vol. 5, Chap 3).
c. Purchasing methods. SF44 (Purchase Order—Invoice Voucher), cash, Government-wide purchase cards, and simplified acquisition procedures are the primary tools for purchasing over-the-counter supplies and services during the initial days of the build-up. BPAs should be issued to several suppliers offering items of the same type as soon as possible to expedite ordering.
1. Individuals in functional areas should be appointed, trained, and authorized to place calls against pre-priced BPAs.
2. Where cash is used, the SF 44 shall be completed as a receipt to document the transaction and shall be clearly marked to show that payment was made in cash to preclude duplicate payment to the supplier.
3. Government-wide Purchase Card procedures may be implemented to permit decentralized purchasing of small dollar items during extended contingencies.
d. Non-appropriated fund (NAF) contracting. Implement procedures acceptable to the assigned Commander and Chief of Services that address:
1. Formats for NAF contracting, such as AF Form 9 and AF Form 2209, Non-appropriated Fund Order for Supplies or Services. AF Form 2209 is available at the AFNAFPO website;
2. Approval/Signature authority for NAF Contracting;
3. Use of cash to make local purchases of supplies and resale merchandise;
4. Use of BPAs and concession contracts.
IGCC-502(a)(3) — Sustainment Phase Actions
A. Contingency contracting activities during the sustainment phase.
(i) Sustainment contracting provides contracting support from the completion of the build-up phase and through the duration of the contingency. The purchasing activity may expand into items for additional Morale, Welfare, and Recreation (MWR) supplies, equipment and services, additional office supplies, tools, and equipment. Contingency contracting operations will focus on the business advisor role, file documentation, cost reduction, contract closeout, and other efficiencies.
(ii) Requirements will be consolidated whenever possible to achieve the economies of quantity buying.
(iii) As requirements become better defined, longer term contract arrangements may be established, such as indefinite quantity and requirements contracts. Emphasis should be on using performance based statements of work to avoid unnecessary costs and contracting with reliable sources at reasonable prices.
(iv) Agreements may be established with other Services to share contract arrangements such as transportation, laundry, etc.
(v) Procedures will be established to acquire local purchase items that are not available in the area of responsibility (AOR). Alternatives to consider are:
a. Stateside support from the unit home base;
b. Contracting offices in the vicinity of the deployment, but outside the AOR;
c. A stateside location to receive, process, and forward items to the deployment site;
d. Army Air Force Exchange Service (AAFES) or Navy Exchange Service (NES), if available at the deployment site; and
e. Document all contracting actions in sufficient detail to provide an audit trail of the acquisition. Include the Purchase Request (PR), award document, justification of fair and reasonable price (if required), receiving reports, invoices, and final payment vouchers.
IGCC-502(a)(4) —Termination/Redeployment Phase Actions
A. Contingency contracting activities during the termination/redeployment phase.
(i) On being notified of contingency termination or redeployment, the CCO will:
a. Closeout contracts.
1. Coordinate with contractors and user activities the timing and procedures for return of all rental items;
2. Determine which contracts require formal termination for convenience actions and initiate settlement negotiations with those contractors. During termination of base services, CCOs will immediately negotiate a reduction of services and terminate base support agreements to coincide with the unit redeployment schedule. As unit assets are redeployed, interim replacement support may be required from the host base or contractor sources, if available. (NOTE: Contracts awarded throughout the deployment should be tailored to minimize formal termination requirements wherever possible.);
3. Ensure that receiving reports and invoices for all purchases pending payment are processed;
4. Coordinate with the disbursing agent to ensure that final payments are processed;
5. Settle all contractor claims prior to the final CCO redeployment; and
6. Coordinate the disposition of all purchased assets to include site restoration if necessary.
b. Contract action reporting and disposition: Report all contract actions and dollar amounts to the contracting activity that issued the PIINs used during the deployment; total actions and dollars will be reported by office chiefs to the supported CINC/ SCO prior to departure.
c. After-action report. As directed by Air Force Component Command’s A4/7K or associated SCO staff, submit an After-action Report. If required, the following are recommended areas to cover within the report:
1. A formal update of site survey information concerning potential sources of supply to include items obtained through the U.S. Embassy, host nation support, or servicing U.S. military installations;
2. Problems encountered with the contracting process to include local customs, shortages of supply within the local economy, local political or diplomatic impediments, language difficulties, funding, currency exchange rate fluctuations, and security issues or concerns;
3. Local transportation, billeting, and communication resource availability;
4. Evaluation of any Host Nation Support Agreement or comparable understanding, Status of Forces Agreements, if applicable, and the impact of these agreements upon contingency contracting within the area (applies to overseas contingency);
5. Adequacy of facilities, equipment, and other support provided by the deployed commander and the OPLAN under which the deployment was conducted. Specific modifications required for future deployment plans to this or other locations;
6. Any specific problems that could be anticipated to support an extended exercise or contingency operation at this location; and
7. Special personnel requirements (rank, gender, skill level, etc.), contingency kit requirements, or individual clothing and equipment requirements to meet mission demands in this area.