us army: logcap 101

8/14/2019 US Army: LOGCAP 101

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LOGCAP 101

WORKING WITH

LOGCAP IN SWA

DRAFT

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Iraq

Kuwait

Afghanistan



PREFACE

LOGCAP is a U.S. Army initiative for peacetime planning for the use of civiliancontractors in wartime and other contingencies. These contractors will perform selectedservices to support U.S. forces in support of Department of Defense (DoD) missions. Use

of contractors in a theater of operations allows the release of military units for other missions or to fill support shortfalls. This program provides the Army with additionalmeans to adequately support the current and programmed forces.

LOGCAP is primarily designed for use in areas where no bilateral or multilateralagreements exist. However, LOGCAP may provide additional support in areas withformal Host Nation Support (HNS) agreements, where other contractors are involved, or where peacetime support contracts exist. LOGCAP is also available during ContinentalUnited States (CONUS) mobilizations to assist the CONUS support base and help unitsget ready for war.

LOGCAP is the U.S. Army premier capability to support global contingencies byleveraging corporate assets to augment the Army current CS/CSS force structure.

“Supporting Current Crises and a Transforming Army”

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Table of Contents

LOGCAP HISTORY

LOGCAP ORGANIZATION STRUCTURE

GENERAL INFORMATION

WHAT IS A “TASK ORDER”

a. LOGCAP SERVICES

b. STATEMENT OF WORK DEVELOPMENT

c. ROM

d. PERFORMANCE MONITORING

e. REQUIREMENTS AND VALIDATION PROCESS

COR PROCESS

ANNEX (A) IRAQ AQUISITION PROCESS

ANNEX (B) KUWAIT ACQUISITION PROCESS

ANNEX (C) AFGHANISTAN ACQUISITION PROCESS

ACRONYM LISTING

REFERENCES

LOGCAP POINT OF CONTACTS

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The Army has used contractors to provide supplies and services during both peacetime andcontingencies dating back to the Revolutionary War. On December 6, 1985 LOGCAP was establishedwith the publication of AR 700-137. The newly established program was used in 1988 when the ThirdUnited States Army (TUSA) requested that the U.S. Army Corps of Engineers (USACE) contract out amanagement plan to construct and maintain two petroleum pipeline systems in Southwest Asia insupport of contingency operations. The first comprehensive multifunctional LOGCAP Umbrella supportcontract was awarded by the USACE in August 1992 and was used in December 1992 to support all

U.S. services and United Nations (UN) forces in Somalia. The map above shows other areas whereLOGCAP has been implemented.

• LOGCAP is a Department of the Army Program which includes all pre-planned logistics and

engineering/construction oriented contingency contracts actually awarded and peacetime contractswhich include contingency clauses that:

a. Leverage civilian corporate resources as logistics services support and engineering/constructionsupport multipliers.

b. Provided a rapid and responsive contract capability which augments US Forces capability by

meeting logistics and engineering/construction requirements.

c. Focus on prioritized peacetime contingency planning for augmentation logistics andengineering/construction services as determined by the customer.

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LOGCAP ORGANIZATION STRUCTURE

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DCMA

LOGCAP Management Cell

DCMA SWA

LOGCAP Program Directorate

MSC staff

Procedures / Compliance

MNC-IASC

Polices & Guidance

MNF-I Project Manager

ACO/QAR

LOGCAP SupportOfficer

Requiring Activity COR

IRAQ

Kuwait

Execution & Performance Monitoring

CFLCC Project Manager

ACO/QAR

LOGCAP Support Officer LOGCAP Operations


CJTF-76 Project Manager

ACO/QAR

LOGCAP Support Officer LOGCAP Operations


KUWAIT Afghanistan



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LOGCAP PROGRAM MANAGEMENT FUNCTIONS

ASCLSU Contracting LOD

DCMA SupportedUnit

DCAA

RequirementsManagement

ContractExecution

StrategicPlanning

ContractAdministration

RequiringActivity

Contract & OpsAudits

Supported UnitInterface

RequirementsDevelopment

Sourcing Process

Statements of Work

Planning Estimates

JARB/JFUB/CARB Support

ContractExecution

Contract Negotiation/Definitizations

CostMonitoring

FundsManagement

Award FeeProgram

LOGCAPTechnicalAdvisors

Long RangePlanning

DataCollectionandReporting

SustainmentPlanning

ProgramHistorians

SiteAssessments

PerformanceManagement

PerformanceReviews

Customer Feedback

QualityAssurance

Change Orders(ACLs)

Property

Administration

Administer theCOR/COTR Program

Mission Analysis

Defineoperational needs

PrepareJARB/JFUB/CARB docs

Define Priorities

Provide COR/COTR

Provide FP

Control battlespace

Rate Reviews

Incurred CostAudits

OperationAssessments

SubcontractCost Audits

BusinessSystemAudits

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Generation Information

Bottom Line Up Front (BLUF):

• Contractors maximize combat fighting power and other associated missions such as peace

keeping operations. Outsourcing is the future of the military workforce. The practice of outsourcing has resulted in various expedited contracting processes in all levels of the federalgovernment.

• Selecting the proper contractor has increased efficiency, provided continuity for unit rotationcycles, and reduced overall costs.

• Lower force structure personnel numbers have increased the reliance on contractors in the

battlefield.

• Contractors have allowed the military to focus on its wartime mission and have had an overall

positive effect. Soldiers are provided the best Food Services Operations, excellent housing andoffice facilities, and professional maintenance and repair. Generally, contractors provide a positive stimulus on the local economy.

So you think you need to use LOGCAP:

• Once a unit determines that they have a requirement, the next decision is-“How are we going to try

and fill that requirement?”

• The first place to look is internally. Do we have enough military assets (labor and equipment

specifically) to meet the requirement?

• The second place to look is in the Direct Contracting arena, through the Joint Contracting

Command- Iraq (JCC-I/Afghanistan). They can also work with what you can offer in terms of military

support as well. They can write all types of contracts and are not constrained to just services on contract.

• If you still need the service and cannot use any other means to meet the requirement, your next stop

is your friendly LOGCAP Support Officer. There is more information on the LSO duties,responsibilities, locations and contact information later.

What is the Sand Book?

The Sand book is a guiding document for Base Operations in a Contingency Operation. It details Qualityof Life (QOL) standards, where soldiers live, what they live in, construction and limitations. Service,frequency, and other base management issues are defined in the Blue Book. The Green Book is all about

how we spend our money.

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What is a Contract?

Military units receive their guidance and instructions from published plans and orders, usuallyoperations plans (OPLANs) and operations orders (OPORDs). These plans and orders describe themission and the manner in which it will be accomplished. Contractors receive similar guidance in their contracts with the Army. A contract is a legally enforceable agreement between two or more parties for the exchange of goods or services; it is the vehicle through which the military details the requirementsthat it wants a contractor to accomplish and what will be provided in return. The LOGCAP Contract isfor services only.

What is a Contractor?

Contractors are persons or businesses that provide products or services for monetary compensation.(Yes, our contractors are supposed to make a profit). A contractor furnishes supplies, services, or performs work at a certain price or rate based on the terms of a contract. In a military operation, acontractor may be used to provide life support, construction/engineering support, weapon systemssupport, and other technical services.

Contractor and Military Differences:

The type and quality of support that a contractor provides is similar to that provided by a military

support unit, (i.e. COSCOM, CJTF-76, Division Engineers, etc.) when considered from a customer

perspective. However, there are some fundamental differences that commanders and their staffs must beaware of. These differences include:

• Contractors are hired to perform only the tasks specified in the contract. "Other duties as

assigned" does not apply in a contract environment.

• Contractors and their employees are not combatants, but civilians accompanying the force. This

status must not be jeopardized by the ways in which they provide contracted support. Thegovernment has a duty to provide them with Force Protection for this reason.

• Contractor status as civilians accompanying the force in a combat environment is clearly defined

in the Geneva Conventions and other international agreements. They are generally defined as persons who accompany the armed forces without actually being members thereof, and areresponsible for the welfare of the armed forces. They are at risk of injury or death incidental toenemy attacks on military objectives; depending upon their duties, they may be the object of intentional attack. If captured, they are entitled to prisoner of war status.

• Contractor employees are not subject to military law under the Uniform Code of Military Justice

(UCMJ) when accompanying US forces, except during a declared war.

How do we, the Army, control such a large enterprise such as the LOGCAP Contract?

Guidance, management, and cost controls.• The players, roles, and responsibilities:

• Organization offices and personnel have been provided and assigned to provide oversight over

contractor operations. These include, but are not limited to:

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Who really controls the LOGCAP contract?

• It's a combined effort. The ASG and the supported unit have the planners and the organizations

that define the requirement to meet the needs of the US Army. The Contracting Officer Representative (COR) provides contractor performance oversight. Finally, the AdministrativeContracting Officer (ACO) is the government official in theater with the legal authority to directthe LOGCAP Contractor to perform a mission. Only the ACO or the PCO can direct thecontractor. It may even be considered an Anti-deficiency Act violation if another party directsthe LOGCAP Contractor. This is a very bad idea.

Can LOGCAP provide support to the Foreign Military?

• No. The LOGCAP contract is a U.S. Army contract. The LOGCAP Contractor cannot provide

recurring services specifically for Foreign Military personnel- For one-time new work requirements, the ONLY way the ACO can direct the LOGCAP Contractor to provide support toForeign Governments is after the Foreign Government has executed a ACSA (Acquisition Crossservicing Agreement) or a STANAG (Standard North Atlantic Treaty Organization Agreement)and submitted the STANAG through the Multi-National Cell to the ACO. These have beenaccomplished for Coalition forces.

What type of privileges does the LOGCAP Contractor receive from the U.S. Army while the

LOGCAP Contractor is in theater?

• The LOGCAP Contractor is considered part of force.

• The U.S. military is responsible for providing armed Force Protection for The LOGCAP

Contractor.

• The LOGCAP Contractor privileges for “Expatriate” employees in theater include, food, water,

PX, mail, American Red Cross, and access to the SJA for certain types of legal assistance. TheLOGCAP Contractor International Labor and Local Nationals employees have access to water,and under certain circumstances, they also have access to food (e.g. LN personnel working in thedining facility may eat in the dining facility).

• The LOGCAP Contractor “Expatriate” employees are also authorized medical care and mortuary

services; The LOGCAP Contractor International Laborers and Local Nationals employees areauthorized emergency medical care only.

What about the stuff that is bought on the LOGCAP contract- Doesn’t the LOGCAP Contractor

buy vehicles, computers, and equipment for Military Units- Doesn’t the Unit that they bought the

stuff for get to keep it?

• No, the LOGCAP Contractor only provides services! If we ask the LOGCAP Contractor to

perform a service then they can purchase equipment INCIDENTAL to that service. However,that equipment and material becomes Government Furnished Equipment (GFE) and must remainon the LOGCAP Contractor property book until either the mission is complete or the government

(DCMA) asks for the equipment to be returned. This means the GFE dos not go with the unit that bought it when they leave, or when the LOGCAP Contractor no longer provides the service.

Example 1: The New Work addition to Recurring Services: The LOGCAP Contractor istasked with providing IT support and maintenance to 15 desktops in the ASG. The ASGonly has 5 desktops. The LOGCAP Contractor purchases 10 additional desktops as a purchase incidental to the mission and then provides IT support and maintenance to the15 desktops. The Change (Reduction) to Recurring Services: 6 months later, the ASG has

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a military unit that can provide the IT support and maintenance and requests that theservice be removed from the LOGCAP contract.Under the FAR requirements for Government Property procedures, the LOGCAPContractor will then take back the 10 desktops because it is equipment purchased insupport of the SOW. This equipment will be evaluated for cross-leveling anywhere else inthe Theater of Operations, to include replacement of outmoded desktops for theLOGCAP Contractor personnel supporting the LOGCAP contract. At the end of the day,the LOGCAP Contractor may declare 10 desktops excess to the LOGCAP contract, but

they may be the outmoded desktops that were replaced by the newer desktops previouslysupporting the ASG.

Example 2: A Unit needs 3 new Non-Tactical Vehicles that will be added to theTransportation Motor Pool that The LOGCAP Contractor currently operates. TheLOGCAP Contractor can prepare a ROM for adding the 3 additional vehicles to the TMPto include the maintenance of those vehicles; the vehicles would be purchased incidentalto services. The vehicles would not become property of the requesting unit, even if theUnit paid for the vehicles out of their own funds.

What if my unit provides services, like transportation, or goods, like construction material, to the

LOGCAP Contractor – Does that mean the Government is getting “double billed”? No. The LOGCAP contract is cost plus. That means that if it doesn’t cost the LOGCAP Contractor anything, they cannot charge the Government for it. In fact, if you were to charge the LOGCAPContractor for it, they would need to add their overhead and profit to the price before billing theGovernment. So, if you provide the LOGCAP Contractor with goods or service directly, you areactually saving the government money.

Cost Plus Award Fee. What??

• You need to know what the LOGCAP Contract is. It is a performance based Cost Plus Award Fee

(CPAF) contract.

•

Essentially, that means that the LOGCAP Contractor gets paid for all the actual costs they havefor providing their services plus 1 % plus a percentage of an 2% Award Fee Pool. The better theLOGCAP Contractor performs, the better the AFEB score. And it is the score that the LOGCAPContractor gets that determines how much of the 2% Award Fee pool the LOGCAP Contractor will receive.

The LOGCAP contractor makes a lot of money, is that true?

• Wait! Remember earlier in this owner's guide we said, "Contractors are supposed to make a

profit”. First, it is important to know that in many cases the LOGCAP Contractor provides aservice cheaper than what the Army can provide while conserving combat fighting power.Second, the fact is the LOGCAP Contractor only makes 1 % profit on the cost for all services

that are provided. Their real incentive is that the LOGCAP contract is a Cost Plus Award FeeContract.

Where do these rules come from?

• LOGCAP is a U.S. Army Contract. The Federal Acquisition Regulations (FAR) apply to U.S.

Government contracts since this is a U.S. Army Contract, the Defense supplement to the FAR (DFAR) also applies - if you have questions about the rules, see your local ACO.

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What if I have more questions?

See your local ACO. They are the professionals in Contract Administration and can generally answer your questions. What they don't know, they can usually find out pretty quickly.

What is a Task Order?

LOGCAP is organized via groupings of requirements. These individual groupings are called “task

orders”. In the SWA there are a variety of different task orders serving different purposes. They aremanaged in Iraq, Kuwait and Afghanistan, by LOGCAP and DCMA. As with any operation, assignmentand alignment are flexible to support the operational mission. Task orders are similar to OPORDs in thatthey give the contractor the “who, what, where, when and for how long” but, like OPORDs, they do nottell the contractor the “how” to provide a particular required service.

Task Order Descriptions:

Task Order 103, Camp Bucca, is having the contractor provide base camp services, accommodations andlife support services to MNF-I Coalition forces, and Detainees in the Camp Bucca, Internment Facility(CBIF) in southern Iraq.

Task Order 89, MNF/MNC Iraq is by far the largest operating TO both here in Iraq as well as worldwidefor LOGCAP. The purpose is to provide TTM, CLSS, base camp services, accommodations and lifesupport services, and selected Echelons Above Corps/Echelons Above Division (EAC/EAD) CombatSupport/ Combat Service Support (CS/CSS) Functions to Multi-National Forces-Iraq/Multi-NationalCorps - Iraq (MNF-I/MNC-I) at various locations in Iraq, in addition to contractors supporting theseefforts.

Task Order 100 (COM/DOS) covers the Embassy support required when the US Department of Stateestablished an American Embassy in Iraq on 28 June 2004. This embassy supports the new IraqGovernment. LOGCAP support to the American embassy will garner high visibility for the USG and the

Army Field Support Command. LOGCAP provides comprehensive logistics service support to over 5,000 personnel at numerous Chief of Mission (COM) formerly Coalition Provisional Authority (CPA)locations in Iraq. LOGCAP services include: food service, laundry service, billeting, and office space,field service (latrines and showers), transportation motor pool, power generation, vector control, generalmaintenance and cleaning service, waste management, communications, translators/interpreters, hair care services, graphic design, force protection, security system, retail fuel support, postal services, andfire protection.

Task Order 88 is one part of the Theater Transportation Mission. The tasks that are included in that arePostal Operations & Transportation, Theater Movement Control Operations, Bulk Fuel TransportationMission, Material Handling Equipment, the LOGCAP Contractor Transportation Maintenance, Intransit

Visibility, Vehicle Recovery Operations, Border Customs Inspection Station (BCIS); and Class III RetailOperations at Scania. This mission touches the movement of most classes of supply in and aroundcountry.

Task Order 99 provides for an AOAP lab be set-up in Iraq, Kuwait and Afghanistan. Major functionalareas include, but not limited to an AOAP mobile laboratory with all associated technical and laboratoryequipment, special tools, and with associated vehicle equipment. When a unit draws their AOAP

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samples, instead of trying to get them all the way back to the states or Germany, the sample only needsto go to the designated locations for faster turnaround time for results. Types of services LOGCAP provide

Laundry Shuttle Bus Services

Food Services Base Camp Operations and Maintenance

Class III (fuel)-retail and bulk Direct Support Equipment Maintenance

Transportation Air Terminal Services

Fire Fighting Services Hazardous Waste Management (HAZMAT)

Sounds like they can do everything - is there anything they cannot do?

• Yes, LOGCAP has some restrictions (more information on those will come later).

• LOGCAP is not a supply contract, so the LOGCAP Contractor cannot order equipment

and material on behalf of various Government units.

• At this time, the LOGCAP Contractor cannot provide on-going support to a location that

has exclusively foreign national soldiers.

• In some cases the LOGCAP Contractor can perform low impact dollar temporary

construction. The LOGCAP Contractor cannot do large scale construction projects.

However, the LOGCAP Contractor can also provide emergency assistance to almost

anyone or organization if life or limb is in jeopardy.

o The LOGCAP Contractor can only do those things specifically described in the contract,its statement of work (SOW), or as directed by the ACO.

What is the process for getting work done? If I need my air conditioner fixed or I need laundry

services in a location where they have not been offered before, what's the next step?

• I was afraid you would ask that. There are two processes at work here. Sometimes it is not easy

to tell the differences between the two. They are "Recurring Services" and "Un programmed New Work". Recurring Services are those services provided over and over again. A militaryexample of a recurring service would be, if you were a member of a Transportation Companyand you had another convoy mission tasked to you to someplace you have been before and could

accomplish it in less than ½ day. An “un-programmed new work” requirement example is thesame Transportation Company is given the mission to conduct a convoy to someplace they havenever been before, staying overnight on the road, doing a refuel on the move, etc.

• The Army organizes their contract work into Statements of Work (SOW). So before you ask, a

SOW is a description of the work that is to be performed. It details who, what, when and where but not “how”. The contractor will come back and tell you how they are going to accomplish themission. It is like an Operations Order where you get the same information and it is the unit’s

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responsibility to determine how they are going to accomplish the mission and brief it back to the boss. When completing the SOW, the unit also needs to decide how long they need the servicefor. For some services it is easier than others. For example- laundry services are generallyrequired for the entire period of performance. Others are setting up a life support area take only ashort time period.

• For example, the US Army determines that it is mission essential that we have clean uniforms for

the troops. If the Army cannot provide a laundry service then we go to the contractor. We tell the

contractor, in the SOW, that they need to clean each soldier's laundry. The SOW specifies thateach soldier may turn in 15 pounds of laundry two times a week and that the LOGCAPContractor must clean and return the laundry in not more than 72 hours. We don't tell theLOGCAP Contractor how to perform the Mission; we just tell them what the end result has to be.

Statement of Work Development (SOW)

• SOW is a description of the work that is to be performed. It details who, what, when and where

but not “how”. The contractor will come back and tell you how they are going to accomplish themission. It is like an Operations Order where you get the same information and it is the unit’s

responsibility to determine how they are going to accomplish the mission and brief it back to the boss. When completing the SOW, the unit also needs to decide how long they need the servicefor. For some services it is easier than others. For example- laundry services are generallyrequired for the entire period of performance. Others are setting up a life support area take only ashort time period.

• The Army needs to define its needs and requirements. It is essential that the SOW provide a

complete detailed description of what we want.

• The Supported unit identifies a requirement for their location. This may require some thought.

The unit determines that they are having a surge in personnel during the upcoming RIP/TOA andthere is not enough available billeting space. They have determined that they cannot fill therequirement with internal assets nor can they get a direct contract to fill this requirement.

• The unit contacts their LOGCAP Support Officer (LSO) to assist them in drafting their Statement

of Work. The LSO will assist them in getting all of the details and then connect with theAdministrative Contracting Officer (ACO) to ensure that the contractor can do the work and it isnot a “Recurring Service” currently under contract.

• The ACO will contact the LOGCAP Contractor via an LOTD (Letter of Technical Direction) to

tell them of this new requirement and the need for an estimate of costs to meet the requirement.

An LOTD is just a letter telling the LOGCAP Contractor what the government needs. An LOTDis something that is used to officially tell the LOGCAP Contractor information and there is nocost involved in the information sharing.

• After the LOGCAP Contractor provides the ACO with the cost estimate (often called a Rough

Order of Magnitude or ROM), the ACO gets it back to the supported unit so they can JARB or CARB the requirement (more about the JARB an CARB later).

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How do we determine how much it will cost?

• If you really know what you want, then ask the right people. However, although it is not

mandatory that all work has a Government "guesstimate" or an official independent speculation,

it is generally a good idea. The Army is prepared to do an Independent Government CostEstimate (IGCE) on all projects. The LSO helps to develop this along with any subject matter experts that you have available. It makes for a good basis of comparison for the contractor costestimate. If the two are markedly different, it is a good time to compare the two documents to seewhere the difference is. It may be that the contractor is over or under estimating due to unclear information in the Statement of Work.

• All that means is that the requestor must work with Government personnel to create an estimate

of how much the project will cost BEFORE asking the ACO to request a Rough Order of Magnitude (ROM) from the LOGCAP Contractor. By the way, if you are not sure if theLOGCAP Contractor is going to perform the work, the JARB can evaluate a project on the IGCE

alone and approve the project without a ROM. The LOGCAP Contractor should not be asked to provide a ROM if the decision has not already been made to have the LOGCAP Contractor perform the work once the Project has been validated by the JARB and funds are available.

• You cannot ask the ACO to have the LOGCAP Contractor provide a ROM and then "Shop the

ROM" to determine if another Contractor can provide the work some other way, like through theJCC.

What is a ROM?

• The ROM is the LOGCAP Contractor's guesstimate. Remember it is based on your SOW!! The

ROM is an unofficial rough estimate of what it most likely will cost to support a specific tasking.It is a simple cost estimating and planning tool for supported commands and staffs - a "flashcard" if you will. It allows the commanders on the ground to apply good business judgments indetermining the best use of limited resources.

o The accuracy of the ROM cost estimate is based on several things we have already

discussed:

"Coordination is all about communication"

"SOW must provide a complete detailed description of what we want."

"Remember lack of planning on the Army's part does not constitute an emergencyto The LOGCAP Contractor". The shorter the fuse, the more the cost with less

accuracy.

• Only DCMA or ASC have the legal authority to request a ROM from the LOGCAP

Contractor.

• The average time for a ROM is usually around three days. It can be done faster but the more you

push for a faster turnaround, the less accurate the ROM is likely to be. The ROM is not acontract! Remember the ROM is just the LOGCAP Contractor’s best guess. The actual cost of

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the work is what the Government pays for.

New Project and Funding Requirements:

The LOGCAP program has certain financial limitations.

• The scope of the current LOGCAP contract is meant to utilize OMA funds (Operations and

Maintenance, Army) for expenses incurred in executing the mission in Iraq. Expenses are defined asthose costs incurred to operate and maintain the organization including services, supplies, andutilities, and in certain cases, minor construction. Investments, on the other hand, are the costs thatresult in the acquisition of major end items that benefit future periods and generally are needed for long-term usage. Investments are funded with either OPA (Other Procurement, Army) for equipmentand MILCON for construction projects. Whenever these types of funds are required, they must bespecifically planned and budgeted for in advance. Thus, unless specifically authorized, only work that is considered an “expense” shall be performed under the LOGCAP contract. This is subject to

change.

• The criteria for determining an expense versus an investment includes but is not limited to the

following:

a. Expenses include the procurement of assemblies, spares, and repair parts and other items of equipment that are not designated for centralized item management and asset control and whichhave a system unit cost less than the currently approved dollar threshold of $250,000.

b. Expenses include any unspecified military construction project costing not more than$750,000 (including but not limited to material, labor, installed equipment, and site prep).

However, if the project is intended solely to correct a deficiency that is life-threatening, health-threatening, or safety-threatening, up to $1,500,000 may be funded from operation andmaintenance accounts and would be considered an expense.

c. Expenses include labor of contractor personnel when performing a service or construction asdiscussed above.

d. Expenses include rental charges for equipment and facilities (except for capital leases whichrequire OPA).

e. Expenses include maintenance, repair, overhaul, and rework of equipment. However, the limit

on repair or maintenance is $3,000,000 per requirement.

f. Expenses include relocatable buildings (e.g. trailers used for billeting) as long as the cost for each building is less than $250,000 and the cost of disassembly, repackaging, and nonrecoverable building components (including foundation) for each is less than 20% of the purchase price of each building.

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• Finally, requirements cannot be split in order to stay under the approved thresholds and

incremental construction is not authorized.

o Equipment Purchases (primary issue: investment/expense threshold for use of O&M

funding)

o Is the cost for the item to be purchased $250,000 or more?

Rule: The Investment/Expense threshold generally provides that items costingless than $250,000 be purchased with O&M funds. Items costing $250,000 or more generally must be purchased using investment funds (i.e. Other Procurement, Army (OPA) funds)

o Is the item part of a “system” that costs $250,000 or more?

The need for adequate information to aid in the determination of what constitutesa system may require additional descriptive information in the justificationmemorandum and the funding document.

For example, if equipment is purchased for upgrading a local area network (LAN)and for a wide area network (WAN), the costs may be separated into separatenetworks LAN vs. WAN.

• Temporary structures are viewed individually for fiscal law purposes, even if they are part of a

“system” Construction costs need to be listed separately from equipment purchase (clearly separatedfrom temporary structure purchase costs) in the funding or breakout documents. If there is at least$200,000 in construction costs associated with the entire project, a Joint Facilities Utilization Board(JFUB) packet must be submitted in addition to the JARB packet. More on the JARB packet in alittle while. A flowchart of the JFUB process is at the end of this section.

• All construction projects must be scrutinized in detail to ensure compliance with fiscal law.

Construction is defined as the erection, installation, or assembly of a new facility; the addition,expansion, extension, alteration, conversion, or replacement of an existing facility; or the relocationof a facility from one installation to another. A detailed ROM (Rough Order of Magnitude) or IGCE(Independent Government Cost Estimate) should be prepared in the planning stages in order todetermine if the project exceeds the $750,000 or $1,500,000 thresholds for construction.

a. Construction (primary issue – exception for use of O&M funds for construction):1) Is the project cost under $750,000? If so then general description of the requirement

should be sufficient.

• Rule: O&M can be used for minor construction under $750,000. – but cannot

“split” into separate projects to avoid $750,000 limit.

2) Is the project cost from $750,000 to $1.5 million? If so then the documentation needs toadequately describe whether the purpose of the project is solely to correct a condition thatis life, health or safety-threatening.

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• Rule: O&M can be used for minor construction for projects from $750,000 to

$1.5 million where the purpose of the project is solely to correct a condition thatis life, health or safety-threatening. The justification that the project is solely tocorrect a condition that is life, health or safety-threatening can be provided inthe JARB justification memo or may be provided in a separate justificationmemorandum.

3) If the project exceeds $750,000 and is not solely to correct a condition that is life, health

or safety-threatening, or if the project is $1.5 million or higher, then MILCON fundingwill be required.

• Where the project cost exceeds $750,000 then additional information generally

will be required to make sure that all of the costs captured by the project aretruly construction costs (as that term is defined for fiscal law purposes).

• For example, are items of movable personal property contained in the project

costs that properly can be excluded from the costs of construction?

• The additional descriptive information may be provided in a breakout of project

costs or may be detailed in the funding document, a statement of work (SOW)and/or Government cost estimate.

B. Repair Projects (primary issue: the separation of repair cost from construction andequipment purchase costs)

4) Repair threshold: up to $3 million of O&M funds maybe used for a single project.

5) Same project can include repairs and construction

• Each will be considered separately for purpose of the correct type of funding; as

long as they are clearly distinguished on the funding document and/or SOW

• I.e. single project can include $600,000 in construction and $7.2 million in

repairs ($7.8 million), because the two are considered separately againstrespective funding limits (for use of O&M funds).

Sounds complicated - how LONG from the time I know I need something until the ACL is issued?

• It depends. You control the time it takes to prepare your SOW before it is given to the ACO to

give to the LOGCAP Contractor. The LOGCAP Contractor can generally provide a ROM within

15 days AFTER receiving the request from the ACO or PCO. The JARB is a continuous processas stated before via classified computer networking. Getting it through the JARB can take a littleas three days or “as long as it takes” if there are questions or issues with your packet. (Lessonhere is staff it completely at your level before it goes to the JARB so there will be smooth sailingthere). From there, it depends on validation of the Project by the JARB, availability of fundingand whether it is under $200K and can be approved at the MNC level. Even with all the hoops to be jumped through - if this really is a bona-fide Mission Critical project, the entire process can beexpedited...just don't forget, the faster you want it, the more it will probably cost!

p. 18



What do we do if we need to change something in the middle of a project, or after the project is

complete, or cancel it all together

• During the life of the project, if the requirements change, the end user then notifies the ACO who

then issues a revision to the ACL. The ACO then forwards the revision to the LOGCAPContractor. The funds still must be available, but even in the case of canceling a project, the enduser must still go thru the ACO to alter the SOW or have the work stopped.

Everything we talk about is a new project, what if the process is ongoing like food or laundry (an

ongoing service is a recurring service)? Do we have to renew the contract?

• No, the contract is for a maximum term of ten years. Recurring services that are provided in the

contract do not need to be renewed during that term. If we want to change the recurring services,or if we want to add a NEW recurring service, then we can notify the ACO of the desired change.The ACO then in turn notifies the PCO who is the only government official with the legalauthority to modify recurring services. The rest of the processes are the same as New Work withthe exception that the PCO is now the final interface with the LOGCAP Contractor instead of theACO.

What is a PCO?

• A PCO is a Procuring Contracting Officer - as opposed to an ACO that is an Administrative

Contracting Officer. What's the difference? The PCO delegates limited legal authority to theACO. The PCO is the only legal authority that can change the terms and conditions of thecontract as well as issue modifications to recurring services. The PCO, in a pinch, can alsoauthorize New Work. The PCO has full contractual authority for the LOGCAP contract, but theauthority for the ACO is limited. Another difference is that the PCO is not located In Theater andis a permanent party, but the ACO is on the ground with you and the LOGCAP Contractor andthe ACO rotates out of Theater every 6-9 months.

p. 19



Requirements and Validation Process

p. 20

2 New Requirement Submitted to LSO

3a PPR and SOW(O-6 Approval Letter)

3b PPE (cost est.)(Requestor, LSO and

Contractor)

5 Funds Approval(MNC-I C8/JARB Cell)

6a ACL – NTP(DCMA ACO)

6b Emergency Requirements

>$10M Super CARB

1 Requirement Validatedfor LOGCAP Support

(O-6 Approved)

7 Contractor Executes

4a Supported Unit Develops Complete Request/JARB Packet(O-5 Letter of Justification, O-6 Approval Letter, Local SJA Review, Other SME as applicable

such as Mayor Cell, Force Protection, G-6)

4b Supported Unit Submits Packet to MNC-I C4



p. 21

LOGCAP Requirement Validation ProcessCourse of Action (COA) Prioritization

YES

CAN HNS PROVIDETHE SERVICE?

ARE THEFORCES

AVAILABLE?

YES

IS THERE ORGANIC CS/CSSCAPABILITY?

ORGANICCONTRACTCOMMAND

NO

YES

COMBINATION

OR

LOGCAP

FORCESTRUCTURE

PROCESS BEGINS WITHVALIDATEDCOMMANDER REQUIREMENT

SIMILAR PROCESS FOR NON-DOD REQUIREMENTS….Dept of State, ISG, MND



COR Process the government decide how well the contractor performed

• DCMA collects data from the field to both manage the contractor and provide

performance data for the Award Fee process. Data is collected in two ways, themonitoring and evaluation of the DCMA Quality Assurance Representatives and

monitoring and reporting of the numerous customers provided and DCMAappointed Contracting Officer Representatives or CORs, also sometimes know asContract Officer Technical Representatives or COTRs.

• DCMA CORs are first designated by their units as CORs. Generally speaking,

they are subject matter experts in their field (for example: cooks are good to useas CORs in a food service operation) and then receive additional training asDCMA CORs. DCMA COR training consists of attendance at training for theCOR discussing topics such as Contingency Contracting, the LOGCAP cost plusaward fee contract, contractor’s responsibilities, the DCMA contractadministration team, Contracting Officer’s Representative (COR) responsibilities,

surveillance, the award fee process, and COR reporting requirements. Uponsuccessful completion of training, the local DCMA ACO will appoint the newDCMA COR via letter. Only CORs with DCMA ACO appointment letters areDCMA CORs and will receive the contractor’s Standard Operation Procedures,minimum audit frequencies, and applicable checklists.

DCMA appointed COR monitors performance and reports to

DCMA QAR via completed checklists and regular communications

DCMA QAR and ACO receive COR data, evaluate for action,

and combine with DCMA data for SIGACTs, SitReps, and PEBs

DCMA leadership evaluates SIGACTS, SitReps, and PEBsfor action, trends, and award fee determinations

Unit appoints CORs. CORs attend DCMA COR training.

ACO, DCMA publishes appointment orders making them“DCMA Appointed CORs”.

COR Selection and training process

p. 22



Now that we have CORs, what do they do with the information they collect?

• The process for a COR to report data to DCMA is simple really. Complete the

audit per the minimum frequency, provide copies to the DCMA QAR and stay incontact. The DCMA QAR/ACO will combine the CORs data with their own to

report the contractor’s performance via the DCMA SIGACTs, SitReps, andPerformance Evaluation Boards for reporting to the contractor, customer leadership and eventual use in the Award Fee Process.

How does this work, who scores what, where do they meet, when...give me some

answers, you finally got me interested! Where does this all of this information the

COR gathered go?

• Every six months the regional award fee evaluation board meets. The local board

is comprised of Performance Evaluators from the ASG DOL, ASG DPW, TF

Engineers, DCMA and TF G4. There, the Performance Evaluators rate (score) theLOGCAP Contractor in three major Categories. Cost control and fundsmanagement. Performance and Coordination. Flexibility and Responsiveness.

• Cost controls = What did you do for me today? What great ideas did you have

that saved Uncle Sam money?? Examples include labor savings, harvestingequipment or material, and other economic ideas. This category rewards theLOGCAP Contractor for saving money.

• Example of Excellent: An electrical project for a hospital that had already been

ROMed, JARBed/CARBed, and approved for over $50,000 was stopped dead by

Harry Hicks a LOGCAP Contractor labor foreman in the field. Quote "Whywould we do that?" He suggested a change that eliminated the need to purchasenew generators and was able to tie to existing electrical sources so that thehospital would have back up when needed. Cost to Government $0.00. TheLOGCAP Contractor Foreman, Priceless.

• Performance." How good you've done!" Performance relates directly to how well

the contractor performed their specified tasks. Performance may include qualitycontrol, appearance, thoroughness and accuracy, customer satisfaction, andmeeting or beating milestones.

• Example of Excellent: When the need for a Forward Operations Base (FOB)arose in Bosnia and the situation required an immediate troop presence; TheLOGCAP Contractor completed an entire Company Size base Camp, with allQOL and Force Protection facilities, to Sand Book standards, in less than 60 days.More than 30 days in advance of all projected milestones.

p. 23



• Coordination, flexibility and Responsiveness: Can we talk? Coordination is all

about communication. The TF, ASG and the LOGCAP Contractor must work together as partners. Changing situations in a rapidly changing environmentrequires flexibility and responsiveness. This is the basic reason for a cost pluscontract. Many times as “Green Suits" our mission can veer swiftly. How the

LOGCAP Contractor responds to emergencies and other unexpected situations iscritical when it comes to military operations.

• Example of Excellent: In FYROM a fuel bladder ruptured spilling 1,800 gallons

of MOGAS. Within hours, the LOGCAP Contractor contained the spill and waseven able to filter and salvage a large portion of fuel for future usage.

WARNING: Remember lack of planning on the Army's part does not constitute anemergency to the LOGCAP Contractor. The LOGCAP Contractor will certainlysupport you with an emergency response, but it may cost more $$$$$. Think twice if it's not Mission critical!!

The Performance Evaluators ASG, DCMA, DOL, G4, GSU, DPW and TF Engineers

score on three categories. How does that work and how does it tie to the amount of the

"Award Fee Pool" the LOGCAP Contractor team is working to earn?

• Matrixes and tables to explain the detail and the scope of what the performance

evaluators must consider in each category.

PerformanceStandard

NumericalRating

Description

Excellent (91-100) Performance is of the highest quality that could be achievedunder the contract. There are no areas of deficiencies or problems encountered during the evaluation period

Very Good (81-90) Performance is of a high quality and approaching the best thatcould be performed by the contractor. Work completed greatlyexceeds an average performance level. A few minor problemsare experienced during the evaluation period withoutimpacting the overall level of performance.

Good (71-80) Contractor exceeds some contract requirements in a manner demonstrating commitment to the program. Work completed ismuch better that minimum required performance. Areas of

deficiencies and minor problems are more than offset by areasof good performance.

Average (0-70) Contractor’s performance is the minimum required level tomeet needs. Areas of good performance are offset bydeficiencies and problems, which reduce performance to alevel that is minimally acceptable under the contract.

p. 24



• Do not use the wrong terms when referring to evaluation of performance of

LOGCAP SOW. Telling the LOGCAP Contractor they have done a good job is

telling them that they almost failed just like in your OER/NCOER. When using

descriptive terms it is important to use the precise term precisely. Study the

Adjective Rating" terms and utilize other expressive words such as: great, superb,

inferior, inadequate, magnificent, terrific, and groovy.

Now that we are this far, what’s next? The Acquisition Process.

We have a requirement, a statement of work, an IGCE and a ROM. The requirement hasgone through the JARB, has been approved by the Chief of Staff/MNC-I and is now onthe spend plan. What is next? How do we get the requirement met? As usual, the answer is-it depends.

p. 25



ANNEX A

ACQUISITION PROCESS - IRAQ

What is the JARB?

If you fall under MNC-I, the first thing you do is to pull out your copy of the “JARB for Dummies” handbook. It is an invaluable resource for getting a project successfullythrough the JARB process. The handbook includes information such as the checklist of documents required as well as a sample SOW. The JARB process flowchart is found atthe end of this section.

• The Joint Acquisition Review Board (JARB) is a requirements validation process,

NOT a funding process. The JARB is a process to look and see what thesupported unit is asking for and ensure that is meets the Commander’s Intent. Asample flowchart of the JARB process can be found on page 21. The board doesnot actually physically meet unless required. The process is conducted

electronically, via CENTRIX, a classified computer system. Each member reviews all submitted documentation and approves/disapproves based on theinformation provided.

o Legal Review (JARB)-The documents normally required are:

• JARB justification memo

• Funding validation

• Project description

Additional documents sometimes needed, depending on therequirement:

• Statement of Work (SOW)

• Government cost estimate

• Project Breakout (cost breakout)

• Justification memorandum (i.e. for $750,000 to $1.5 million

construction project)

• The JARB Support cell is made up of 2 officers and 1 enlisted person. They

coordinate the process. The Board itself is a team consisting of staff members

from the C-1, C-3, C-4, C-7 and C-8. The C-4 or Deputy C-4 serves as the Boardchair and non-voting member. There are several organizations that provideadvisors as needed-PARC Forces, DCMA, the LOGCAP Support Unit, and theSJA.

p. 26



• The JARB ensures that all expenditures are for bona-fide needs. The JARB board

stewardship is vital for preserving resources for future use.

• The desired end state of the Board results is the integrated development of

prioritized requirements list for funding.

The JARB validates funding and the requirements.• The JARB board must protect the confidentially of information that may be

presented or used in a JARB. It is incumbent that all military and DOD personnel protect any proprietary information that is discussed, presented or used during the JARB or any process that would impact any contractor.Failure to protect the information could be a violation of the EconomicEspionage Act, Title 5 US Code, or the Trade Secrets Act or other FederalRegulations and could be punishable by the UCMJ.

• Finally, the JARB packet must be in compliance with the Sand Book.

• When the JARB approves it, the MNC Chief of Staff must approve it.

• Then it goes onto the Spend Plan and funding is sought out.

• If the C-8 says that there is money to pay for it, they send a message off to the

ACO telling them that there is funding. The ACO then does the ACL so it can be turned on.

Also, if the cost estimate associated with the requirement is over $10M, the packet mustgo to CFLCC for the “superCARB”, basically a JARB process at a higher level of command. Your packet will be automatically forwarded by MNC-I C-8 to theSuperCARB if needed. The importance of this fact is that approval will take longer thanthe JARB process alone.

p. 27



JARB Process FlowchartJARB Process FlowchartJARB Cell Receives

PackageIs Package Complete?

JARB Cell Returns

Package to UnitUnit Revises JARB

Package

JARB Cell Sends

Package to JARB

Members, w/in 24 hours

of receipt

Members Review Package,

Vote & E-mail Routing Sheet

to JARB Cell (48 hrs)

JARB Cell Consolidates

Package & Forwards

hardcopy to JARB

Chairman (24 hrs)

Is Package Approved by

CoS?

JARB Chairman makes

recommendation and

forwards packet

Identified RequirementUnit Submits Package to

JARB Cell via CENTRIX

(e-mail or drop off

hardcopy)

NO

YES

END

JARB Cell Sends

Approved Packages to

C8 for Funding

START

Y

JARB Cell and assigns CJ

#, posts status

NO

JARB Cell Annotates

Reason(s) for Disapproval of

Package

NO

YES JARB Chairman forward

To CoS

MNC-I JARB Process

p. 28



MSC(Requirement

ApprovalAuthority)

>$50K?

No

Yes

ACO

MNC-I C8LOGCAP

JARBJFUB

Customer has new

requirement

No

Placed onLOGCAP

Spend Plan

CFLCC

MNC-I C8LOGCAP

Notifies of fundingfor JARBIf funds authorized,

ACO issuesNTP/ACL to KBR /

Notify customer

KBR(begins work)

Funded?

If disapproved, package is returned to Customer. Package not valid.

Yes

NotFunded –

Remains onSpend Plan

No

ACOrequests

funds fromMNC-I C8.

Approved

Submitted toCFLCC for

funding. If >$10M, must alsobe approved by

SuperCARB.

Yes

Flow of Funding Approval by MNC-I LOGCAP for New Work

p. 29



ANNEX B

Acquisition Process - Kuwait

What is the CARB?

If you are in Kuwait the first thing you do is to pull out your copy of the “CFLCC CARBSOP”. It is an invaluable resource for getting a project successfully through the CARB process. The handbook includes information such as the checklist of documents requiredas well as a sample SOW. The CARB process flowchart is found at the end of thissection.

• The Coalition Acquisition Review Board (CARB) is a requirements validation

process, NOT a funding process. The CARB is a process to look and see what thesupported unit is asking for and ensure that is meets the Commander’s Intent. The board meets weekly. Each member reviews all submitted documentation and

approves/disapproves based on the information provided. o Legal Review (CARB)-The documents normally required are:

• CARB justification memo

• Funding validation

• Project description

Additional documents sometimes needed, depending on therequirement:

• Statement of Work (SOW)• Government cost estimate

• Project Breakout (cost breakout)

• Justification memorandum (i.e. for $750,000 to $1.5 million

construction project)

• The CARB Board itself is a team consisting of staff members from the C-1, C-3,

C-4, C-7 and C-8. The C-4 or Deputy C-4 serves as the Board chair and non-voting member. There are several organizations that provide advisors as needed-PARC Forces, DCMA, the LOGCAP Support Unit, and the SJA.

• The CARB ensures that all expenditures are for bona-fide needs. The CARB

board stewardship is vital for preserving resources for future use.

• The desired end state of the Board results is the integrated development of

prioritized requirements list for funding.

p. 30



p. 31



Annex C

Acquisition Process – Afghanistan

ProcessStep

POC ACTION Days

1 RequirementValidation

SupportedUnit

Supported unit validates requirement as a LOGCAP requirement usingprocess described in previous chart. (O-6 Approval; usually, the localBrigade commander or equivalent, with concurrence and input from thelocal Base Operations Commander)

>1

days

Note: supported unit internally validates requirement for LOGCAP by determining that service cannot be performed usinginternal resources, via local contracting/CCO/JCC, or via host nation resources.

2

SOWDevelopment LSO LSO validates an O-6 has approved the supported unit requirement.

Conducts a meeting with supported unit to review requirements anddevelop a Statement of Work (SOW). Once a new or modified SOWhas been developed and agreed to by the local stakeholders, the LSOdevelops an Independent Government Cost Estimate (IGCE). TheSOW and IGCE are then submitted to the ACO, who then requests aRough Order of Magnitude from the contract.

2-7days

3 Rough Order of Magnitude(ROM)

LSO Team LOGCAP receives a ROM from the contractor. If needed, theLSO, ACO, contractor and supported unit will meet to discuss theestimate with the goal of gaining agreement from all stakeholders. If the cost is under $50K, LSO submits package (O-6 RequirementValidation Letter – Endorsement Letter/SOW/IGCE/ROM) through theCJTF-76 C-4 to the CJTF-76 C-8 for funding. NOTE: All requirementsthat impact a current SOW will result in an ACL – even when there is nocost impact. If it doesn’t impact a current SOW and there is no costimpact – a LOTD is issued.

10-14

days

4 LOGCAPWorking Group

SupportedUnit/LSO

All requirements over $50K must be submitted to the Bagram LOGCAPWorking Group IAW CJTF-76 procedures. Requests over $100k willrequire O-7 approval (usually, the DCG-S) following LOGCAP WorkingGroup review and concurrence.

Asneeded

Note: requests over $10 million will require CFLCC “SuperCARB” review and approval (SuperCARB package [includingany required briefing documents] prepared and submitted IAW CFLCC procedures). Additionally, any requests involvingsingle-item purchases over $250k will require OPA funding and prior coordination with the CJTF-76 C-8. Constructionrequests over $100k will require JFUB approval; LOGCAP may be used for construction efforts up to $750k (or $1.5million with a waiver for life, health, and safety reasons).

5 Funding CJTF-76C8

Team LOGCAP coordinates with the CJTF-76 C-8 to prepare the MIPR(and confirming that funding is available), and secures signatures. The

CJTF-76 C-8 then submits the approved MIPR to the ASC (Rock Island)RM, who obligates the funding and issues a contract modification.

7

days

6 ACL with NTP DCMAACO

Upon receipt of the contract modification, the local ACO issues an ACLwith a Notice to Proceed to contractor. Contractor begins work.

1

day

p. 32



Annex C

Acquisition Process Over 10M– Afghanistan

Goes to CARB CFLCC

USE EXISTINGFORCE

STRUCTURE

ARRANGE THRU

HOST NATION

SUPPORT

USE CONTINGENCY

CONTRACTING

OFFICE

IDENTIFY

REQUIREMENT

YES

NO

CAN FORCE

STRUCTURE

SUPPORT?

USE

LOGCAP

CAN HOST

NATION

SUPPORT?

CAN JCC

SUPPORT?

CAN

LOGCAP

SUPPORT?

NO

NO

NO

YES

YES

YES

YES

IS THIS

CONSTRUCTION

JOINT FACITLITY

UTILIZATION BOARD (JFUB)

COALITION ACQUISITION

REVIEW BOARD (CARB)

C-7

Review

JFUB Not required

for Construction

Not Approved

Required

Clarifications

Decision Memo complete

All paper work is in order

Yes

No

Yes JFUB Required

Project moves forward (for

construction)

p. 33



Customer and PlannerComplete the Statementof Work and IGCE

PCO, Reviews andforwards to KBR

KBR creates and sendsROM and TEP Plannerand Customer

Customer and Planneraccept or RequestChange for ROM and TEP

PCO, Requires MIPRto create NTP

Thru PM LOGCAP

Customer Creates MIPR Fwd To PCO

T h r u P M L

O G C A P

To KBR

Acceptance Fwd to PM LOGCAP

Customer’s letter Legal Review, SOW(Draft copy of change, CARB LetterIGCE and ROM approval, DD Form 448MIPR), CFLCC/USARCENT Routing Slip

Timeline in Pictures

Begins Work

LOGCAP

N o t A c c e p t e d

R e t u r n f o r R e R O M

Full Performance

KEY ACRONYMS, WORDS & DEFINITIONS

p. 34



ACL: Administrative Change Letter, Only an ACO or a PCO has the legal authority to provide direction to the LOGCAP Contractor to proceed with new work.

ACO Administrative Contracting Officer: DCMA on Site Contracting Officer with the

legal authority to give direction to the LOGCAP Contractor for Un programmed NewWork

AFEB Award Fee Evaluation Board: Process through which Performance Evaluators provide input on Contractor performance which is taken into consideration whendetermining the amount of fee the Contractor receives out of the award fee pool during aspecified award fee period.

AO Area of Operations (various locations throughout Iraq)

AOR Area of Responsibility

ASG Area Support Group: Each ASG is assigned a garrison support mission. The ASGmust also comply with host nation and international laws and agreements. The ASG is primarily responsible for Base Operations allowing Senior Tactical Officers toaccomplish their missions. The ASG is comprised of both a Base Support Battalion andArea Support Teams. The ASG has both policy and management oversight in their area of operations.

CAGO Contractor Acquired Government Owned. This means that the Contractor acquired the property (equipment, material or supplies) with funds provided under theContract and therefore, the property belongs to the Government. CAGO property can not be transferred or disposed of from the LOGCAP contract without going through FAR excess property procedures and disposition instructions for the authorized PlantClearance Officer. Prior to being declared excess to the Contract, the LOGCAPContractor has a responsibility to try to cross level the equipment within other locationson the LOGCAP contract rather than purchase new CAO for those locations.

CAM Cost Avoidance Measure

CARB Coalition Acquisition Review Board

COR Contracting Officer's Representative: The supported unit identifies personnel toserve as CORs to assist with oversight of the LOGCAP Contractor in various functionalareas (Food Service Operations, Maintenance, SSA, etc.). DCMA representatives providetraining to CORs to provide basic information on SOPs and how to provide input into themonthly award fee evaluation process. The COR is only authorized to provide generaltechnical guidance regarding an existing SOW. The COR is NOT authorized to changethe specific requirements, to include terms and/or conditions of the SOW. Only aContracting Officer can authorize changes to a SOW.CPAF Cost Plus Award Fee Contract:

p. 35



DFAR Defense Acquisition Regulations

DCMA Defense Contract Management Agency: DCMA provides the On Site ArmyContracting Officer with the authority to direct the LOGCAP Contractor for work.

DPW Directorate of Public Works: Functions similar to your City Engineer back home.He is the Garrison/Mayor’s Cell expert and your POC on all engineering functions on aFOB.

EAC Estimate at Completion: The amount that The LOGCAP Contractor estimates thecost will be at completion of the particular Project or Contract Period (depending on thecontext in which the term is used).

FAR Federal Acquisition Regulations

GFE Government Furnished Equipment: Equipment that was purchased and/or providedto the Contractor by the government specifically to do a particular mission.

IGCE Independent Government Cost Estimate: The Government prepares anindependent estimate of what goods or services are expected to cost prior to request for aROM or Proposal from the Contractor.

JARB Joint Acquisition Review Board: The JARB ensures that all expenditures are for bona-fide needs and reflect the lowest cost option to accomplish the mission and achieverequired standards.

JCC Joint Contracting Command (separate from DCMA). Issues contracts for work outside the LOGCAP contract. After using troop labor, next place the supported unitshould look for requirements to be met, prior to looking to LOGCAP.

LNO Liaison Officer

LOTD Letter of Technical Direction Similar to an ACL but generally speaking providesclarification to the contractor. In most cases, does not involve a cost impact.

MNC-I Multinational Corps Iraq: Senior level operational command in Iraq.

PCO A PCO is a Procuring Contracting Officer - as opposed to an ACO that is anAdministrative Contracting Officer. What's the difference? The PCO delegates limitedlegal authority to the ACO. The PCO is the only legal authority that can change the termsand conditions of the contract as well as issue modifications to recurring services. ThePCO, in a pinch, can also authorize New Work. The PCO has full contractual authorityfor the LOGCAP contract, but the authority for the ACO is limited. Another difference isthat the PCO is not located In Theater Proposal When the LOGCAP Contractor provides a ROM for recurring services and the

p. 36



requirements are validated and approve the project and funds are available, then the PCOissues the RFP/ACL. That means, the LOGCAP Contractor is turned on to perform thework by the PCO. The proposal is a basis for negotiation of the estimated costs and fees,or negotiation of the costs. The proposal provides a detailed breakdown of all items andassociated cost anticipated. The proposal provides the following breakout of cost: Direct

Cost, Overhead, General administrative Cost and Material Cost, other Labor Related.

Recurring Service These types of services recur continuously on the contract. Examplesinclude Laundry, Base Camp Maintenance, Food Services Operations, EquipmentMaintenance, Transportation Motor Pool and ASG Support.

RFP Request for Proposal.

RPM The LOGCAP Contractor Regional Project Manager: He/she is in charge of aseries of FOBs on an area basis.

ROM Rough Order of Magnitude: A very rough estimate of the cost to accomplish aSOW. A ROM request must come from a warranted Contracting Officer before theLOGCAP Contractor can provide a ROM. ROM accuracy improves with the amount of time the LOGCAP Contractor is given to provide a ROM.

TOA Transition of Authority: Formally handing over control of battlespace from onecommand to another.

Un-programmed New Work This is Task Force or ASG specific for a one-time event.Money is held at the Task Force level to pay for Un-programmed New Work.

Priority Ratings for Service Request

P1-E Emergency (2 hours)P2-U Urgent (24 hours)P3-R Routine (7-14 days)

Classes of Supply

Types of Equipment / Material

1. Subsistence2. Supplies: expendable (office supplies) and non expendable (tents)3. Bulk fuel and packaged petroleum products (oil, etc.)4. Barrier material- including lumber, concrete, etc.5. Ammunition6. Personal Deployment (tooth paste, soap, alcohol, etc.)7. Major non-expendable: tanks, trucks, planes, etc.8. Medical9. Repair parts10. MiscellaneousReferences

p. 37



FM 100-21 Contractors on the Battlefield

AR 715-9 Contractors Accompanying the Force

DA PAM 715-16 Contractor Deployment Guide

FM 100-10-2 Contracting Support on the Battlefield

FM 101-5 Staff Organization and Operations

FM 54-40 Area Support Group

AR 385-10, "The Army Safety Program," 29 February 2000.

AR 210-50, Housing Management 26 February 1999. AR

600-20, Army Command Policy 13 May 2002.

AR 25-1, Army Information Management

JARB for Dummies

MNC-I LOGCAP Management and Implementation Plan

Finally ... if there is only one thing y ou want me to remember - what would it be?

p. 38



Where to go if you have more questions….

LOGCAP Points of Contact

Deputy Program Director, LOGCAP, Iraq

Ms. Jana Weston [email protected] 318-987-0599 ext 1-3004

Deputy Program Director, LOGCAP, KuwaitMr. Russell Taylor [email protected] 318-430-5518

Deputy Program Director, LOGCAP, AfghanistanMs Edna Sheridan [email protected] 318-231-1069

mailto:[email protected]






us army: logcap 101

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