PLANNING OPERATIONAL CONTRACT SUPPORT

PLANNING OPERATIONAL

CONTRACT SUPPORT

CJCSM 4301.01

30 June 2017

JOINT STAFF

WASHINGTON, D.C. 20318

(INTENTIONALLY BLANK)

CHAIRMAN OF THE JOINT

CHIEFS OF STAFF

MANUAL

J-4

CJCSM 4301.01

DISTRIBUTION: A, B, C

30 June 2017

PLANNING OPERATIONAL CONTRACT SUPPORT

Reference(s): See Enclosure F.

1. Purpose

a. Consistent with references a through q, this manual provides guidance

for integrating operational contract support (OCS) into established planning

processes during deliberate, crisis action, and theater campaign planning in

order to achieve the operational commander’s objectives and desired effects.

Within the context of the Joint Strategic Planning System (JSPS), OCS

planning:

(1) Encompasses contract support integration, contracting support,

and contractor management

(2) Identifies roles and responsibilities specific to OCS during joint

planning and operations execution

(3) Evaluates DoD’s ability to execute and sustain joint operations

(4) Identifies capability shortfalls

(5) Recommends mitigation options to resolve capability gaps

(6) Determines and quantifies requirements appropriate for contract

solutions.

b. To assist planners in these tasks, this manual includes OCS planning

considerations, example language, templates, and checklists for developing

OCS planning documents and documenting OCS in annexes or appendices for

Level I through IV plans. More examples are in the OCS-Connect Products and

Templates Library.

2. Superseded/Cancellation. None.

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TABLE OF CONTENTS

ENCLOSURE A -- OPERATIONAL CONTRACT SUPPORT (OCS) IMPLICATIONS

FOR JOINT PLANNING ........................................................................... A-1

General .................................................................................................. A-1

Operational Contract Support (OCS) Planning Roles and

Responsibilities ................................................................................ A-1

Joint Planning Process ......................................................................... A-10

Operational Contract Support (OCS) Issues Relevant Throughout

Planning ......................................................................................... A-11

Phasing ................................................................................................ A-13

Plan Levels ........................................................................................... A-18

Operational Contract Support (OCS) Reporting ..................................... A-20

ENCLOSURE B -- STRATEGIC GUIDANCE ................................................... B-1

General .................................................................................................. B-1

Inputs to Strategic Guidance .................................................................. B-1

Operational Contract Support (OCS) Activities Supporting Strategic

Guidance.......................................................................................... B-2

Operational Contract Support (OCS) Output or Products ........................ B-3

Strategic Guidance Output ..................................................................... B-6

APPENDIX A -- EXAMPLES OF OPERATIONAL CONTRACT SUPPORT

(OCS) INFORMATION REQUIREMENTS ...................... B-A-1

APPENDIX B -- OPERATIONAL CONTRACT SUPPORT (OCS)

ESTIMATE ................................................................. B-B-1

ENCLOSURE C -- CONCEPT DEVELOPMENT .............................................. C-1

General .................................................................................................. C-1

Inputs to Concept Development .............................................................. C-1

Operational Contract Support (OCS) Activities Supporting Concept

Development .................................................................................... C-2

Operational Contract Support (OCS) Output or Products ...................... C-10

APPENDIX A -- OPERATIONAL CONTRACT SUPPORT (OCS) PLANNER’s

WAR GAMING STEPS ................................................. C-A-1

APPENDIX B -- CONTRACT SUPPORT SYNCHRONIZATION MATRIX

(CSSM) ....................................................................... C-B-1

APPENDIX C -- CONTRACT STATEMENT OF REQUIREMENTS

(CSOR) ....................................................................... C-C-1

ENCLOSURE D -- PLAN DEVELOPMENT .................................................... D-1

General ................................................................................................. D-1

Inputs to Plan Development .................................................................. D-2

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Operational Contract Support (OCS) Activities Supporting Plan

Development ................................................................................... D-2

Operational Contract Support (OCS) Output or Products ....................... D-3

Plan Development Output ..................................................................... D-4

APPENDIX A -- ANNEX W CHECKLIST ............................................... D-A-1

APPENDIX B -- ANNEX W EXAMPLE .................................................. D-B-1

APPENDIX C -- ESTIMATE CONTRACT SUPPORT PROCESS AND

SUMMARY OF CONTRACTOR SUPPORT ESTIMATE

(TAB A TO APPENDIX 3 TO ANNEX 2) ........................ D-C-1

APPENDIX D -- OPERATIONAL CONTRACT SUPPORT (OCS) INPUT TO

LOGISTICS SUPPORTABILITY ANALYSIS (LSA) ........... D-D-1

ANNEX A -- LOGISTICS SUPPORTABILITY ANALYSIS (LSA)

PLANNING CONSIDERATIONS CHECKLIST ............. D-D-A-1

ANNEX B -- OPERATIONAL CONTRACT SUPPORT (OCS)

ASSESSMENT ACROSS LOGISTICS JCAS FOR INPUT

TO THE LOGISTICS SUPPORTABILITY ANALYSIS

(LSA) FORMAT ......................................................... D-D-B-1

APPENDIX E -- MEASURES OF EFFECTIVENESS AND PERFORMANCE

FOR OPERATIONAL CONTRACT SUPPORT (OCS) ............ D-E-1

ENCLOSURE E -- PLAN ASSESSMENT......................................................... E-1

General .................................................................................................. E-1

Inputs to Plan Assessment ..................................................................... E-1

Operational Contract Support (OCS) Activities Supporting Plan

Assessment ...................................................................................... E-2

Operational Contract Support (OCS) Output or Products ........................ E-3

Planed Assessment Outputs ................................................................... E-3

APPENDIX A -- OPERATIONAL CONTRACT SUPPORT (OCS) INPUT TO

LOGISTICS SITUATION REPORT ................................ E-A-1

ENCLOSURE F -- REFERENCES .................................................................. F-1

GLOSSARY ................................................................................................ GL-1

PART I -- ABBREVIATIONS AND ACRONYMS ....................................... GL-1

PART II -- DEFINITIONS ....................................................................... GL-7

LIST OF FIGURES

1. OCS Integration Staff Touch Points ......................................................... A-3

2. OCS Activities in the Context of Joint Planning ..................................... A-11

3. Analysis of OCS Aspects of the Operational Environment (aOE) ............... B-5

4. Example OCS Mission Analysis Slides – Part 1 .................................... B-B-8

5. Example OCS Mission Analysis Slides – Part 2 .................................... B-B-9

6. CSSM Sample 1 .................................................................................. C-B-3

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7. Example CSOR ................................................................................... C-C-2

8. Operation XXXX JTF XXX OCS Concept of Support Phases I-III ........ D-B-26

9. Estimate Contract Support Process -- Part 1 ....................................... D-C-1

10. Estimate Contract Support Process -- Part 2 ..................................... D-C-2

11. Format for Summary of Contractor Support Estimate ........................ D-C-4

12. Assessment Levels and Measures ...................................................... D-E-2

TABLES

1. Minimum OCS Information Requirements (for Annex W) ..................... D-A-2

2. OCS JCA Assessment Roll-up ......................................................... D-D-B-1

3. Sample MOEs and MOPs..................................................................... D-E-3

iii

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A-1 Enclosure A

ENCLOSURE A

OPERATIONAL CONTRACT SUPPORT (OCS) IMPLICATIONS FOR JOINT

PLANNING

1. General. The requirement to perform joint OCS planning is derived from

references a and b, guidance provided in reference c, and reference d. Staffs,

agencies, and components have distinct OCS roles and responsibilities during

planning.

2. Operational Contract Support (OCS) Planning Roles and Responsibilities

a. Logistics Directorate, Joint Staff (J-4):

(1) Provide OCS planning guidance to Combatant Commanders

(CCDRs), Services, and CSAs to support GEF and JSCP tasking.

(2) Assist Combatant Command (CCMD) staffs in resolving OCS

problems beyond the control of CCMDs.

(3) Review CCDR-submitted plans and identify critical joint OCS

capability deficiencies, as a member of the joint planning and execution

community (JPEC).

(4) Review OCS capabilities and assess the effects of capabilities on

meeting national security directives, policy, and strategic plans.

(5) Develop joint doctrine for the joint employment of OCS capabilities.

(6) Formulate policy for joint OCS training.

b. Combatant Commands:

(1) Conduct OCS planning actions to ensure timely integration of OCS

strategic guidance throughout all operations. The CCMD will implement and

include OCS guidance, tasks, and policy in appropriate CCMD plans and

orders (e.g., TCP, FCP, PLANORD, EXORD, FRAGORD, exercise directives).

(2) Develop OCS Concept of Support and integrate with the concept of

operations (CONOPS) and concept of logistic support (COLS).

(3) Develop recommendations for the assignment and the execution of

an appropriate structure for contracting organization (see Enclosure C, pages

C-4, 5).

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A-2 Enclosure A

(4) Coordinate and task the Service components to collect and develop

OCS operational environment information and contribute to OCS analysis of

the operational environment.

(5) Direct respective Combatant Command Components to develop OCS

supporting plans consistent with the CONOPS (Annex W) for the use of theater

support contracts, systems support contracts, and integrating external support

contracts as appropriate.

(6) Review OCS plans for Service components, CSAs, and theater

special operations commands (TSOCs).

(7) Coordinate with OGAs, multinational partners, and NGOs and

include their equities in OCS planning to the degree reasonable.

(8) Determine, establish, and modify the contractor management plan

for the theater and/or JOA to support operations throughout all phases.

(9) Coordinate and appropriately task Service components to provide

forces that are trained in the use of supporting automation (e.g., Synchronized

Predeployment and Operational Tracker-Enterprise Suite (SPOT-ES)) needed to

comply with DoD policy.

(10) Review host nation laws and agreements within the AOR/JOA and

other policies related to OCS matters (e.g., limitations on employment of third

country nationals, availability/suitability of host nation (HN) contractors or

personnel). Ensure contractor personnel are trained, deployed, and integrated

in accordance with the CCMD contractor management plan and SPOT-ES

business rules.

(11) Collect component OCS force flow plans via the TPFDD for the

deployment/redeployment of contracting organizations, contractors, and their

equipment for level 3T and 4 plans.

(12) Inform the commander, staff and components of alternative

acquisition strategies and non-organic support (e.g., host-nation support,

contracted support) as a means to mitigate potential gaps and meet operational

requirements and goals/objectives.

(13) Develop OCS capability sets to provide OCS planning to support

CCMD/subordinate JFCs and Service components (i.e., Joint Contingency

Acquisition Support Office (JCASO) Mission Support Team (MST) relief).

(14) Ensure the staff directorates and Service components identify their

OCS requirements as well as develop and incorporate OCS into their

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A-3 Enclosure A

plan/order and annexes. Figure 1 outlines requirement considerations across

the staff.

Figure 1. OCS Integration Staff Touch Points

(15) Conduct the OCS portion of the LSA.

(16) Advise the CCDR on the required OCS capabilities and risks in

deliberate and crisis action planning.

(17) Integrate the use of JCASO into plans and operations, as

appropriate.

(18) Determine OCS education and training requirements for personnel

on the CCMD staff and their Service components and JTFs.

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A-4 Enclosure A

(19) Establish Boards, Bureaus, Centers, Cells, and Working Groups

(B2C2WGs) to: establish OCS policies and procedures; develop, integrate and

synchronize requirements; determine common contracted commodities,

support, and services.

(20) Direct Service components and subordinate commands to

participate in appropriate OCS related B2C2WGs and develop appropriate

SOPs/TTPs to plan and execute OCS. Request that interagency and other

governmental agencies participate in OCS B2C2WGs as well in order to

coordinate contracted support requirements and other OCS issues.

(21) Identify shortfalls and risks in CCMD-related OCS operations and

support.

c. Service Headquarters:

(1) Establish, develop, and maintain planning factors for calculating

OCS requirements. Services provide planning factor updates using guidance in

reference g.

(2) Assist the supported and supporting commanders, generally

through the Service component commander, in the following:

(a) Identify and document OCS requirements as well as support

development of the OCS operational environment (OE).

(b) Source CCDR-directed OCS support requirements.

and support.

(d) Determine interim and long-term strategies to correct

deficiencies that are currently supported through OCS in the early phases of

contingency operations.

(e) Train personnel to develop contract ready requirements as

required.

(f) Organize, train, and equip their personnel to utilize the

Synchronized Predeployment and Operational Tracker – Enterprise Suite

(SPOT-ES).

(g) Ensure requiring activities are trained to develop requirements

and oversee (via CORs) the receipt and validated delivery of contracted

support in conjunction with the contracting activity/office.

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A-5 Enclosure A

(3) Conduct and provide an OCS assessment of supportability to the

supported commander as part of the Service’s input to the LSA. Services HQ

may delegate this requirement to the respective Service component but will

assist when required. Coordinate with all CSAs before sending the final Service

supportability assessment to the supported commander.

(4) Address OCS critical shortfalls for correction or mitigation through

planning, programming and budgeting execution system actions, or other

appropriate means in collaboration with the supported commander and Joint

Staff.

(5) Provide an assessment of current contracts and OCS capabilities

that could be provided/utilized within the JTF JOA and GCC AOR to support

the requirement where significant organic deficiencies exist against mission

critical requirement.

(6) Write supporting OCS plans and agreements.

(7) Respond to Service component Requests for Assistance (RFAs)

approved by the CCDR and submitted to the Joint Staff for resourcing. Inform

the CCMD (J4) of the RFA status.

(8) Identify OCS capability sets to Service Components and GCCs to

support mission requirements. This Service capability will be identifiable in

reference e with a unit type code (UTC) and associated type unit characteristics

file (TUCHA).

(9) Ensure forces are organized, trained, and equipped to meet GCC

requirements. Report inability to meet OCS requirements via official systems.

(10) Identify strategic contract capabilities available to GCCs for

potential use (e.g., worldwide intelligence, surveillance, and reconnaissance

(ISR); translation; and communication contracts).

d. Director, Defense Contract Management Agency (DCMA). Under the

authority, direction, and control of the USD(AT&L), through the

ASD(Acquisition), the Director, DCMA:

(1) Plans for and performs contract administration services (CAS) for

the DoD acquisition enterprise and its partners to ensure delivery of quality

products and services to the operating force.

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A-6 Enclosure A

(2) Plans for the support of GCCs as an OCS force provider with

contingency contract administrative services (CCAS)

expertise in military

operations when requested by the supported GCC and as directed by USD

(AT&L) in accordance with revised OSD policies on CCAS and OCS joint

doctrine (reference h, “Operational Contract Support”).

e. Defense Logistics Agency (DLA):

(1) Provides OCS support through the Joint Contingency Acquisition

Support Office (JCASO).

(2) JCASO is an enabling capability providing OCS coordination and

integration during peacetime and contingency operations. JCASO planners are

embedded within the Geographic Combatant Command staffs and USSOCOM

to provide OCS expertise in support of planning, exercise, and operational

requirements. JCASO planners assist the CCMDs by enabling the tasks below.

(a) Develop and refine the Annex W with appendices of TCPs,

CONPLANs and OPLANs.

(b) Identify OCS requirements and integrate them into:

1. Theater Campaign Orders

2. Theater Security Cooperation plans

3. Ambassadors' mission performance plans

4. Service component command (SCC) plans

5. Agency plans

6. Other OCS partner plans.

guidance to codify OCS at the GCC and its subordinate component.

(d) Develop and refine the contractor management plan (CMP)

associated with respective Annex Ws; identifying theater-specific contractor

management, accountability requirements, key staff and subordinate command

responsibilities.

CCAS is starting to be referred to expeditionary contract administration (ECA), although no

official policy change has occurred.

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A-7 Enclosure A

(e) Coordinate and synchronize OCS B2C2WGs at the Geographical

Combatant Commands.

(f) Support development of additional plans, orders, and local

policies to implement contingency tools (e.g., draft charters, OCS-related

Commander’s critical information requirements (CCIRs), SPOT-ES, Joint Asset

Movement Management System (JAMMS), and Total Operational Picture

Support System (TOPSS)).

(g) Coordinate OCS equities with Department of State (DOS), the

Chief(s) of Mission (COM), U.S. Agency for International Development (USAID),

and other U.S. agencies during plan development.

(h) Prepare and coordinate requests for employing JCASO MST

capability in support of joint operations, contingencies, and joint exercise.

(3) A JCASO MST is a task-organized, deployable cadre that is

requested by a GCC to provide a temporary OCS enabling capability to GCCs or

their subordinate units during any operational phase. Each MST is tailored to

provide skilled manpower to plan, train, execute, manage, and report OCS.

DLA/JCASO, the requesting activity and the GCC will agree to a governance

document. The governance document will serve to specify the MST’s

composition, support requirements, timeline, tasks, deliverables, and funding.

To the extent possible, the governance document should be signed by both the

senior requesting officer and DLA’s Logistics Operations Director prior to the

MST deploying.

f. Combatant Command Components:

(1) Inform CCDRs of Service-specific OCS capability or programmatic

concerns that could impact current or future operations.

(2) Support CCDRs in the development, refinement, and maintenance

of plans as the foremost source of Service information.

(3) Calculate deploying contracted support and contracting

organizational requirements for inclusion in the TPFDD/TPFDL.

(4) Conduct assessments and provide detailed information to support

the development of the Service component LSA. The Service component LSA

will support the development of the CCMD LSA.

(5) Coordinate with Service HQs and the Combatant Command J4 to

resolve OCS problems unsolvable at the component level.

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A-8 Enclosure A

(6) Advise Headquarters or Services of and coordinate with Combat

Support Agencies (CSAs) for plan assessments; identify OCS capability

shortfalls, gaps, or redundancies.

(7) Identify all OCS requirements needed to fulfill operational

requirements for each phase during the development and writing of supporting

plans.

(8) Identify and conduct training of contracting officer representatives

(CORs) of requiring activities.

(9) Support the CCMD OCS planners during campaign operations

through the collection and analysis of data elements relevant to future OCS

actions, such as: commercial business environment, market analysis, theater

logistics analysis, and input into the JIPOE.

(10) Plan for OCS as part of deliberate planning activities, crisis action

planning activities, and for CCMD assigned campaign operations, activities,

and ongoing operations, exercises, security cooperation activities, and

initiatives (such as a basing initiative)).

(11) Advise Combatant Commands on the structure for contracting

organization (LSC, LSCC or JTSCC) and lead or support the structure, as

tasked.

(12) Request provision of contracting authorities from the Service

Acquisition Executive (SAE) required to conduct the contracting mission tasked

by the CCDR, and Executive Agency responsibilities that may be assigned by

DoD/SecDef. Coordinate direct contracting support to the Service.

(13) Request and source applicable SAE procurement authorities to be

provided to units and forces responsible for providing contracting support to

their own forces, LSCC, LSC, JTSCC, as well as CCAS, in order to fully

integrate and coordinate the theater, external, and system support contracts

supporting the Theater of Operation or Joint Operational Area (JOA).

(14) When a Service is identified as lead to perform LSC, LSCC, or

JTSCC duties in a plan:

(a) Identify a SCO to the Service Components and GCC.

(b) Ensure augmentation is planned, as required, to execute roles

and functions.

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A-9 Enclosure A

subordinate Joint Force Commander to identify contracting officer and/or OCS

staff augmentation required from other Services to execute roles and functions.

(d) Prepare to execute OCS-related B2C2WG (as a minimum JRRB

and JCSB procedures) required to synchronize contracting efforts, to include

establishing representation required from all appropriate DoD organizations.

(15) Coordinate on senior contracting official (SCO) designation for the

joint operational area. Direct designated SCO to develop Theater Contracting

Plans and Acquisition Instruction that integrates the FAR, DFARS, and Service

FARS with the OCS CONOPS, Annex W, and EXORD/FRAGOs, as well as

external and system support contracts deployed. Integrate associated LSCC,

LSC, or JTSCC responsibilities as appropriate.

(16) Organize, train and equip forces, in conjunction with Service HQs,

to:

(a) Use SPOT-ES as the system of record for contractor

accountability and provision of GFS.

(b) Use joint and Service systems to better integrate OCS (e.g.,

contingency Acquisition Support Model (cASM).

g. Joint Force Commander/JTF Commander, Service Components

(JFC/JTF), and Combat Support Agencies.

(1) Coordinate with other staff HQs planners, subordinate elements,

and supporting elements.

(2) Identify and share OCS-related information.

(3) Obtain and consolidate contract statement of requirements for all

elements.

(4) Incorporate appropriate OCS-related information into their portions

of the OPLAN/CONPLAN.

(5) Plan for OCS (contract support integration, contracting support,

and contractor management) as part of campaign operations, deliberate

planning activities, and crisis action planning activities. Identify projected

manpower requirements needed to execute OCS specifically: conduct OCS

integration (e.g., establish an OCS integration cell or OCSIC); support

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A-10 Enclosure A

execution of contracting through LSCC, LSC, or JTSCC; execute and

participate in appropriate B2C2WGs with OCS equities.

h. Joint Enabling Capabilities Command (JECC) of the U.S. Transportation

Command.

(1) Provide rapidly deployable, tailored, joint planners with expertise to

accelerate the formation an d increase the effectiveness of a joint force

headquarters during emerging operations through their Joint Planning Support

Element (JPSE).

(2) Provide expertise in plans, logistics, and knowledge management,

among others, to include OCS considerations.

3. Joint Planning Process

a. The overarching joint operation planning process (JOPP), documented in

references d and k, guides CCDRs in developing plans for the employment of

military power within the context of national strategic objectives and national

military strategy (NMS) to shape events, meet contingencies, and respond to

unforeseen crises.

b. To thoroughly understand OCS planning, in addition to this manual, in-

depth knowledge of the listed references is essential.

c. The joint planning group (JPG) or the operational planning team (OPT)

bring together representatives from across the staff to conduct joint or Service

planning. The OCS planner, or OCSIC, if formed, must constantly coordinate

with the JPG or OPT to ensure OCS is considered during the planning process

and is included in planning documents as appropriate.

d. Joint planning encompasses four planning functions: strategic

guidance, concept development, plan development, and plan assessment; and

includes the seven steps: planning initiation, mission analysis, course of action

(COA) development, COA comparison, COA approval, and plan or order

development. Figure 2 summarizes external and OCS inputs, OCS activities,

and OCS outputs as they correspond to joint planning functions and steps.

The details are explained in Enclosures B to E.

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A-11 Enclosure A

Figure 2. OCS Activities in the Context of Joint Planning

e. Another important element in the planning process is the in-progress

review (IPR). IPRs are a disciplined dialogue among strategic leaders on

shaping the plan as it develops and represent the transition from one function

to the next. More than one IPR may be required to effect the transition.

f. In common application, the joint planning steps proceed according to

planning milestones and other requirements established at various levels.

g. OCS planners begin their outputs or products during the first steps of

the planning process and continue to refine them throughout execution.

4. Operational Contract Support (OCS) Issues Relevant throughout Planning

a. Contractors Authorized to Accompany the Force (CAAF). CAAF (see

glossary) normally do not reside in the JOA but their presence in the JOA is

required to support U.S. military operations. When security situations and/or

infrastructure do not allow CAAF to reside on the local economy, DoD generally

has the responsibility to provide security, billeting and life support. It is

imperative that contracted support requiring activities (e.g., Service

components and staff) provide the OCS planners with a CAAF estimate by

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A-12 Enclosure A

location. This CAAF estimate will be utilized by other staff planners to develop

a total force (military, DoD civilian and contractor) posture by location and the

subsequent requirements that need to be planned for (e.g., billeting,

subsistence, force protection, etc.).

b. Non-CAAF. Non-CAAF (see glossary) do not reside with U.S. forces.

Non-CAAF contractor employees are generally non-mission essential employees

(e.g., day laborers, delivery and cleaning service personnel, etc.), and are not

conveyed CAAF status. Government-furnished support to non-CAAF is

typically limited to force protection, emergency medical care, and basic human

needs (e.g., bottled water, latrine facilities, security, and food, when necessary)

when performing their jobs in the direct vicinity of U.S. forces.

c. CCMD OCS webpages. CCMDs should have their theater OCS policies

posted on a standardized webpage per reference m. Complete and current

CCMD policies for OCS inform planning and actions by in-theater

organizations, supporting defense organizations, and contractors.

d. Protection of the Force. The plan must account for force protection of

the total force. When planning for the protection, OCS planners should work

with the force protection planners to determine the requirement and consider if

contracted support is an option. Requirements for force protection of

contractors include their billeting, travel in the JOA, work spaces,

authorization for contractors to carry weapons for personnel defense, use of

armed private security services (including rules for the use of force (RUF)) and

related equipment, weapons training, and incident reporting procedures.

These need to be documented and addressed in the appropriate

Annexes/Appendices in plans and orders.

e. OCS Enhancements. OCS planners need to be able to address how the

use of contracted support could improve overall operational capabilities and

potentially reduce operational risks. Plans should include:

(1) How to improve overall operational effectiveness and efficiency with

contracted support

(2) Use and availability of contracted support

(3) When (phase/day) to increase or reduce the footprint (military, DoD

civilian or contractor)

(4) Mitigation or promulgation of any associated risks with using or not

using contracted support

(5) OCS enablers (e.g., contracted local materiel/supplies and

suppliers).

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A-13 Enclosure A

5. Phasing

a. Phasing is a flexible model for arranging complex joint operations into

manageable parts. Phasing helps the planning community visualize and think

through the entire operation and define requirements in terms of forces,

resources, time, space, and purpose. The planning process routinely uses a

standard phasing construct; however, the number and nature of the phases is

determined by the CCDR during operational design. Transitions between

phases are designed to be distinct shifts in joint force focus and may require

changing: priorities; command relationships; force allocation; or design of the

operational area. These changes individually or in total may create new

support challenges. From an OCS perspective, the transition between phases

may require dramatic changes in contracted support requirements as well as

drive a change in the contracting organization structure (e.g., LSCC to LSC).

b. OCS planners need to determine how OCS can support each phase --

which contracted capabilities are required and when to start the contracting

process to ensure contracted support is available during phase transitions.

OCS planning for different phases of multi-phased operations occurs

concurrently. OCS planners should be constantly collaborating throughout the

staff, the Service components and CSAs to determine contracted support and

contracting requirements as well as how contractor management may change

between phases. Consult reference j for a doctrinal discussion of phases.

c. In general, OCS planners should:

(1) Review current contracts (contracts established during CCMD

campaign execution) to identify those that may be required to support

contingency operations. As an example, a Civilian Augmentation Program task

order(s) established as part of the CCMD campaign could be used to support

contingency operations.

(2) Link OCS and the utilization of contracted support capabilities

during the phase(s) and demonstrate how an operational condition is

supportable via OCS in lieu of the organic forces due to various limitations.

OCS planners will have a role in demonstrating how OCS capabilities could be

utilized to support before, during and after the transition of a phase.

(3) Provide detail to the Commander and be able to assess potential

operational risks by phase in coordination with the requiring activity.

(4) Be adaptive and recognize when a shift or change in contracted

support may be required to ensure sufficient support is available before, during

and after a transition.

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A-14 Enclosure A

d. The commander will determine the actual phases for a campaign or

operation. Within the context of the phases established by a higher-level JFC,

subordinate JFCs and component commanders may establish additional

phases that fit their CONOPS.

e. There are OCS equities in each phase. OCS equities for commonly

understood phases are discussed below.

(1) Campaign Planning—CCMD Campaigns (TCPs and FCPs).

Operations and activities outlined in TCPs and GCC-specific OPLANS and

CONPLANS focus on shaping the operational environment to support the

CCDR’s overall objectives and strategic end states. Engagement activities

occur to improve cooperation with allies and other partners. These activities

complement broader diplomatic and economic engagement and can aid a

friendly government’s own security activities. Campaign planning offers OCS

planners the opportunity to expand their knowledge of and access to additional

contracted capabilities in anticipation of future events. An analysis of required

contracted support needed for the deployment and sustainment of flexible

deterrent options (FDOs) may occur during this phase. As such OCS planners

need to collect and analyze OCS-specific operational environment data.

(a) Identify how OCS is linked to the CCDR’s strategic end states

and near-term objectives for the theater.

(b) Identify the CCDR’s ongoing and new initiatives, plans, and

partners and how OCS can be utilized to support these efforts.

programs that are needed to support campaign operations and deliberate

planning efforts. The current JSCP requires CCDRs to develop plans “using

DoD total force capabilities resident in force structure…including existing

contracts and task orders.” As such, if the CCMD is utilizing existing contracts

and task orders to support requirements developed for deliberate plans,

planners need to measure any associated risk should these contracts and task

orders not be available for support.

(d) Conduct a detailed assessment of the theater/JOA to include

the following:

1. Contracting capability (organic assets military/DoD civilian).

2. Contracts/task orders in place supporting the location or

installation (e.g., indefinite delivery, indefinite quantity (IDIQ) and other

contract vehicles to support steady-state operations can be rapidly expanded to

support emerging operations).

CJCSM 4301.01

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A-15 Enclosure A

3. Estimated total force population by location in the

theater/JOA.

4. Acquisition and cross-service agreements (ACSAs) and host-

nation support (HNS) arrangements, to include processes for developing

requirements, submission of requirements, use and management of assets

(supplies/services), and close out (payment) for supplies and services, by

location and country, to include all in-place, under development, or

formal/informal arrangements.

5. Identify and assess peacetime contracted support capabilities

and contracting activities and projected contingency requirements, to include a

readiness assessment for each location by the type(s) of operations.

6. Determine and identify how and when to use OCS to mitigate

shortfalls/risk.

7. Determine and identify how and when to apply OCS as an

enabling capability to augment the joint force’s capabilities and meet the intent

of the JFC.

8. Establish and update the OCS COP inputs in order to enable

leadership to gain and maintain OCS situational awareness.

9. Establish draft CMP requirements.

a. Can existing contracts be modified to account for CMP

requirements?

b. Have CMP requirements been coordinated with the staff

(e.g., J1—personnel accountability, J2—clearances, J3—antiterrorism/force

protection (AT/FP), J4—transportation and life support, surgical and medical

requirements and treatment, etc.)?

c. Is the OCS information required on the GCC OCS

websites hosted at

<http://www.acq.osd.mil/dpap/pacc/cc/international_operations.html up-to-

date?>

10. Begin to determine Theater Business Clearance

requirements.

11. Develop and incorporate OCS into the overall battle rhythm

to account for OCS specific B2C2WGs throughout all phases of the operation.

CJCSM 4301.01

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A-16 Enclosure A

12. Is OCS incorporated into exercises and war games? Do the

exercises enable OCS organizations responsible for contracting to rehearse and

refine SOPs as well as TTPs?

13. Ensure OCS requirements in support of SOF or other

entities operating in the theater are supported.

(2) Deter (Phase I)--Support to Deterrence (or Flexible Deterrent Option

(FDO)/Flexible Response Option (FRO). The intent of this phase is to deter

undesirable adversary action by demonstrating the capabilities and resolve of

the joint force. It includes activities to prepare forces and set conditions for

deployment and employment of forces in the event that deterrence is not

successful. Many actions in the deter phase are built and conducted as part of

security cooperation activities. OCS Phase I actions may focus on preparation

for and deployment of forces, rapid expansion of theater presence through the

opening of intermediate staging bases, forward operating stations, and main

operating bases (MOBs) required to sustain military operations. Special

Operations Forces may already be in theater or be the initial force flowing into

a theater. OCS planners must ensure appropriate contracted support is

available to support Phase I requirements. As such, it is critical that

contracted support requirements are identified as soon as possible to enable

OCS planners to determine if there are appropriate contracting forces available

to execute the contracting actions needed to obtain and provide the contracted

support. The planning effort associated with the potential increased use of

contracted support during later phases may intensify due to an increased

demand for contracted support.

(a) Refine and coordinate the implementation of the Contractor

Management Plan, for contractors in the AOR/JOA.

(b) Identify time-phased OCS requirements.

information) requirements to support the OCS Concept of Support. Continue

TPFDD analysis and recommend changes/refinement to TPFDD flow to ensure

adequate support will be available at the right time and place. OCS assets

should be integrated and synchronized with the initial and subsequent flow of

forces into the operational area based on the JFCs requirements and priorities.

(d) Analyze capabilities, limitations, and vulnerabilities of OCS

assets to support projected operations. Analyze and/or assess could

contracted support be utilized should MN/HNS not be available.

(e) Fully integrate and synchronize the OCS Concept of Support

with the COLS and the CONOPS. The JFC must have the freedom of action to

begin employment of all the capabilities.

CJCSM 4301.01

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A-17 Enclosure A

(f) Determine where contracted support could be used to mitigate

any risks/shortfalls discovered in the CONOPS.

(g) Support the requiring activity/subordinate units in the

determination of sources for items/services that can be either contracted in

theater or provided via HNS, ACSA, or coalition partner in order to

minimize/reduce transportation requirements or make up for any military

capabilities not resourced.

(h) Begin initial planning for redeployment or rotation of forces

within the AOR/JOA. Redeployment/rotation planning continues throughout

subsequent phases.

(3) Seize Initiative (Phase II)--Support to Deployment or initial

operations. During Phase II, JFCs seek to seize the initiative through the

application of appropriate joint force capabilities, which include OCS and

contracted support. OCS actions taken during Phase I may continue and,

more than likely, increase in scope. The planning effort associated with the

potential increased use of contracted support during Phases III and IV

continues and may intensify. Additionally, there may be decision points that

will require JFC action, specifically, a realignment or change in the contracting

organization structure, in order to support Phase III, IV and V actions. During

this phase,

(a) Identify/refine the time-phased OCS requirements.

(b) Analyze potential and begin to establish contracting capabilities

and resources in the AOR/JOA to ensure continuous operations.

changes as needed.

(4) Dominate (Phase III)--Support to Offensive and Defensive

Operations. The dominate phase focuses on breaking the enemy’s will for

organized resistance or, in noncombat situations, control of the operational

environment. During Phase III, it is critical to leverage visibility during rapid

and dispersed combat operations to see changing OCS requirements and to

plan for OCS support for future operations. Specifically,

(a) Identify/refine the time-phased OCS requirements.

(b) Project and/or resolve restrictions and/or limitations in the

capability of contracting support and contracted solutions.

CJCSM 4301.01

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A-18 Enclosure A

(5) Stabilize (Phase IV)--Support to stability and HADR operations. The

stabilize phase is required when there is no fully functional or legitimate civil

governing authority present. Normally, this is the most contracted support

intensive phase and it is essential to clearly understand the multiple funding

types that may be authorized. Contracted support may expand to meet

stabilization or disaster relief requirements for JFC forces as well as the local

population including basic services, critical infrastructure repair, temporary

base camp or forward operating base enhancement, and improved theater

distribution capabilities. OCS, as well as integrated financial operations (IFO),

support this phase through synchronization and de-confliction in order to

avoid contractor inefficiency, duplicative spending, and inadvertent funding of

adversaries. Successful Phase IV OCS planning requires coordination with

multinational, host nation, interagency, IGOs, NGOs or others. During this

phase, the contracting organization structure may change significantly to

accommodate the expanded mission. It is important to

(a) Identify mission support, sustainment and contracting

requirements for operations.

(b) Focus specific attention on the OCS issues related to:

1. Initiation of civil engineering and construction planning to

support to operations.

2. Planning for reconstitution, and redeployment of the forces

and support transition.

3. Planning and execution of contract closeout and the

drawdown of the force to include contractors and equipment.

4. Planning for transition OCS mission to successor unit or

organization.

(6) Enable Civil Authority (Phase V). This phase is characterized by

joint force support to legitimate civil governance in-theater and U.S. force

redeployment. OCS specific planning may be required to simultaneously

support redeployment, force regeneration, relief operations, community

assistance, logistic support, and possible engagement and mentoring at

governmental levels ranging from the ministerial to local civil authority.

Likewise, OCS planners and contracting officers must plan for and supervise

the possible transition of existing DoD contracted support to other federal

agencies as well as contract close out within the theater or JOA.

6. Plan Levels

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A-19 Enclosure A

a. reference j identifies four levels of planning and establishes a minimum

level of effort for each. The supported CCDR may increase the level of effort as

necessary. OCS planning and considerations vary based on the plan’s level.

However, strategic guidance directs that OCS planning be done for every level

plan.

b. Level 1 Plan (Commander’s Estimate). An Annex W, Operational

Contract Support, is not mandatory. OCS details will be included in the

Concept of Logistics. Additional detail relative to OCS planning for Level 1

plans is provided in Enclosure D to this manual.

c. Level 2 Plan (Base Plan). Unless the CCDR opts to produce an Annex D,

or the JSCP requires an Annex D for the specific plan, there will be an

“Administrative and Logistics” section (Paragraph 4) only within the base plan

summary. The OCS concept of support will be detailed in the Annex D or the

“Administrative and Logistics” section of the base plan. An Annex W is not

mandatory. Additional detail relative to OCS planning for Level 2 plans is

provided in Enclosure D to this manual.

d. Level 3 Plan (CONPLAN). A Level 3 plan, based on CCDR guidance, may

include an Annex W. If an Annex W is not mandatory, it is imperative the OCS

concept and guidance is included in the base plan and Annex D. However, all

Level 3T (Level 3 Plan with TPFDD) plans will include an Annex W. Additional

detail relative to OCS planning for Level 3 plans is provided in Enclosure D to

this manual.

e. Level 4 Plan (OPLAN). Level 4 plans require an Annex W. Key OCS

areas of importance (e.g., critical assumptions, subordinate tasks) should be

included in the base plan and Annex D. Additional detail relative to OCS

planning for Level 4 plans is provided in Enclosure D to this CJCSM. reference

D also provides detail on the content of OCS throughout the plan annexes as

well as Annex W.

f. Depending on the level of the plan, the OCS Estimate may be an

appendix to the Logistics Estimate.

g. While not mandatory, Level 1, 2 and 3 plans may have an Annex W.

Because these plans do not have force lists, the ability to determine contracted

support requirements is limited. If there is no Annex W, OCS planners will

identify OCS considerations and requirements in the Base Plan and/or Annex

h. Level 3T and 4 plans (plans with TPFDDs) will have a fully developed

Annex W. In order to develop the projected OCS Concept of Support, planners

will estimate the quantities of contracted personnel, supplies and equipment

CJCSM 4301.01

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A-20 Enclosure A

required, demands on transportation assets and the TPFDD (appropriate level

2, 4 and 6 data) as detailed in the TPFDD LOI.

i. Theater Campaign Plans will have an Annex W tailored to support the

campaign objectives. Some commands may elect to place OCS equities in the

Theater Campaign Order and not write and Annex W.

7. Operational Contract Support (OCS) Reporting

a. While not specifically a planning function, there are strong linkages

between reporting and planning. Sufficiently integrating OCS into established

DoD reporting processes—readiness, risk, shortfall, operations, lessons

learned, and audit reporting—can improve OCS planning.

b. Readiness Reporting. During planning, tasks are identified and

assigned to organizations responsible for performing them. These same tasks

(JMETs) and organizational assignments (subordinate and command-linked

tasks) need to be reported in the Defense Readiness Reporting System (DRRS).

Identifying OCS tasks in plans and reporting on them creates a demand signal

for OCS capabilities.

c. Risk Reporting. Analysis of OCS risk is required when using contracted

support to meet shortfalls. Assess the level of risk incurred by using

contracted support in contingency operations to better manage and mitigate

the risk.

d. Shortfall Reporting. Identify operational capability and shortfalls and

how OCS can help overcome them. This would include any OCS capability

shortfalls (manned, trained OCSIC) needed to execute the OCS mission.

reference k defines formats for reporting shortfalls to include deficiencies,

integrated priority lists (IPLs) and top concerns.

e. Operations Reporting

(1) OCS unique measures include OCS information requirements,

measures of performance (MOPs), and measures of effectiveness (MOEs), which

are all discussed later in this manual.

(2) Reporting / Data Capture. Some OCS data points are captured in

systems of record that support functional activities to include requirements

package development and validation in cASM, contract writing and

administration in PD2 / SPS and FPDS-NG and contractor authorization,

visibility and accountability through SPOT-ES. Other OCS data points that are

specific to an operation or require details not currently captured in systems of

record may need to be tracked using a standard spreadsheet or SharePoint

CJCSM 4301.01

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A-21 Enclosure A

tool. Information from these systems and local tools can feed OCS inputs to

the common operational picture (COP).

f. Lessons Learned (LL). There are many ways to gather OCS LLs. Internal

assessments of OCS can be initiated at any time, but establishing a periodic

review or assessment will provide consistency over time as circumstances,

personnel, and processes change. Forms of assessment can include

operational assessments (OAs), staff assistance visits (SAVs), after action

reviews/reports (AARs), and combat support agencies review teams (CSARTs).

OCS unique Communities of Practice (CoPs) have been established to facilitate

sharing of OCS lessons learned on the Joint Lessons Learned Information

System (JLLIS):

(1) NIPRNET CoP = #377

(2) SIPRNET CoP = #111.

g. Audits. Audits and inspections are generally performed by external

organizations to ensure objectivity, but may be requested by commanders.

Inspections may be initiated by standing (e.g., DoDIG) or ad hoc (e.g., SIGIR,

SIGAR) inspectors general (IGs). Collectively, audits can be useful in

identifying areas for improvement and often result in additional directives,

guidance, and legislation.

CJCSM 4301.01

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A-22 Enclosure A

(INTENTIONALLY BLANK)

CJCSM 4301.01

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B-1 Enclosure B

ENCLOSURE B

STRATEGIC GUIDANCE

1. General

a. Joint planning begins when an appropriate authority recognizes an

opportunity to employ a military capability in response to a potential or actual

crisis. It continues as the CCDR develops a mission statement and refined

planning guidance. The strategic guidance planning function relates to the

first two steps of joint planning: Planning Initiation and Mission Analysis.

b. Planning initiates when the President, SecDef or CJCS issue strategic

guidance or a planning directive, which detail strategic direction to the Joint

Force regarding the development campaign and contingency plans for military

options. However, CCDRs may initiate planning on their own authority when

they identify a planning requirement not directed by a higher authority.

c. Once initiated, the staff initiated, activities focus on mission analysis,

developing information to help the commander, staff, and subordinate

commanders understand the situation and mission. Activities include

identifying assumptions, planning forces, mission, and desired end state. The

primary purpose of mission analysis is to understand the problem and purpose

of the operation and issue appropriate guidance to drive the rest of the

planning process.

2. Inputs to Strategic Guidance

a. Initial planning guidance is in the Department understand the problem

and purpose of the operation and issue appropriate guidance to drive

(1) The JSCP and related SGS serve as the primary guidance to begin

deliberate planning.

(2) The JSCP, contingency planning guidance (CPG), and related SGS

(when applicable) serve as the primary guidance to begin contingency planning.

b. Existing plans, including the Theater Posture Plan (TPP) and Theater

Logistics Analysis (TLA), serve as a starting point for further plan development

or refinement.

c. The planning staff will quickly develop a proposed mission statement

and the commander will deliver his or her intent to guide the planning process.

CJCSM 4301.01

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Appendix A

B-2 Enclosure B

3. Operational Contract Support (OCS) Activities Supporting Strategic

Guidance

a. The successful joint OCS planner engages functional CCMD planners,

service components and CSA planners throughout the joint planning process.

If not already in place, the OCS integration cell (OCSIC) or OCS planners

should establish a relationship with the joint planning group (JPG) or

operational planning team (OPT) to ensure OCS matters are considered during

the planning process. One of the best attributes a joint OCS planner strives for

is the ability to coordinate the efforts of others, both internal—in the supported

command, and external—commands, Services, and agencies in a supporting

role.

b. Step 1 – Planning Initiation. OCS planners review strategic planning

guidance to extract pertinent OCS information related to the planning effort,

and begin collection of OCS information support the analysis of the OCS

operational environment as well as to inform joint intelligence preparation of

the operational environment (JIPOE) coordination cell on specific OCS

information relative to the planning effort. OCS planners use the information

extracted from these strategic documents and information deduced from

analysis of the OCS aspects of the operational environment (aOE) and from the

JIPOE coordination cell to inform logistic and operation planners on OCS

matters and to begin developing an OCS Estimate.

c. Step 2 - Mission Analysis. During mission analysis, joint OCS planners:

(1) Participate in joint planning and contribute to the development of

the mission statement by the joint planning group (JPG).

(2) Engage consistently to influence the commander, staff and

components on capabilities and risks associated with OCS throughout the

planning process.

(3) Use information from higher headquarters and the JPG or OPT to

develop and provide OCS critical information to operations planners (J-5).

(4) Begin to refine and focus the collection and analysis OCS

operational environment information.

(5) Anticipate broad contracted capabilities needed to support the

Concept of Operations (CONOPS) and the Concept of Logistics and execute the

OCS concept of support. See Appendix A to Enclosure D for a discussion of

potential requirements.

(6) Publish a call for anticipated contracted support requirements.

CJCSM 4301.01

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Appendix A

B-3 Enclosure B

(7) Begin identifying and documenting initial OCS facts, assumptions,

and limitations (constraints and restraints), including those of a critical

logistical and operational nature regarding contracted capabilities available and

required, which can impact the ability to support an operation.

(a) These factors can be as diverse as resource limitations (e.g.,

personnel skill sets or funding) and political or diplomatic concerns being

worked at the most senior levels of governments. By identifying these limiting

factors, OCS planners can ensure those areas they can affect will be resolved

and those areas which require senior level attention are considered.

(b) Other limiting factors may include: LOCs; host nation and en

route infrastructure; access; allocated force (tied to reserve call-up authority

and/or force management limitations); supply availability; host nation laws

(including customs clearance) and cultural issues within the AOR/JOA.

d. OCS assumptions on requirements made at the GCC-level need to be

validated by the Service components and subordinate commands. This

information will be included in appropriate paragraphs of the base plan.

4. Operational Contract Support (OCS) Output or Products

a. OCS products will be used to influence and inform the JFC, staff, and

subordinate commanders so they understand the OCS situation, mission,

potential requirements and implications as they pertain to the development of

operational concept and the supporting concepts.

b. Initial contracting force requirement for early movement. Begin to

include total force assessments with regard to military (contracting units), DoD

civilian and contractor personnel available. OCS assessment and planning for

contracted support capabilities should consider in-place contracting forces and

those programmed in the TPFDD. Contracting forces in the TPFDD should be

among the first arriving in the JOA to conduct the contracting actions (e.g.,

solicitation and award) to accommodate contracted support for critical JRSO,

life support and operational requirements.

c. Analysis of OCS aspects of the operational environment (aOE) and input

to the joint intelligence preparation of the operating environment (JIPOE).

(1) OCS aOE is an analysis of the operational environment from an

OCS perspective (Figure 3). Much of this information should be developed

during campaign planning, tasked through the Annex W in the TCP, executed

through the annual theater campaign order (TCO), or incorporated into the

OCS portions of the theater posture plan (TPP), the theater logistics overview

(TLO), and the theater logistics analysis (TLA). OCS operational environment

information and analytical detail should be used to inform the development of

CJCSM 4301.01

30 June 2017

Appendix A

B-4 Enclosure B

the OCS estimate, provide situational awareness of OCS matters to the

commander and staff, and support crisis action planning.

(2) Collection of OCS information from the operating environment is an

integral part of campaign planning and focuses on specific geographical areas

of the TCP and for Level 1 through 4 plans. OCS planners should develop

standard operating procedures to continually collect (from the staff,

components and CSAs), refine, and update the OCS view of the operating

environment throughout all phases of planning and execution.

(3) Data collected during aOE preparation is shown at the bottom of the

three main boxes in Figure 3 and detailed in reference h, Appendix G. Briefly,

it includes the following:

(a) Banking and financial system as well as infrastructure.

(b) General commercial business environment.

(d) Work permit and visa requirements within the operational area

and transient countries.

(e) Commodity and services availability in the AO and regionally.

(f) Threat assessment impacts on OCS.

(g) Impact of transportation/distribution networks on OCS. This

should be done through collaboration and coordination with J4 transportation

planners.

(h) Previous and existing contracts in the AO and transient

countries. Can these contracts be modified?

(i) Coordinate with host nation support lead planner on availability

of Host Nation support and pre-established agreements.

CJCSM 4301.01

30 June 2017

Appendix A

B-5 Enclosure B

Figure 3. Analysis of OCS Aspects of the Operational Environment (aOE)

d. OCS Information Requirements (IRs) (see Appendix A to this enclosure).

(1) The JFC commander’s critical information requirements (CCIRs) are

important products of mission analysis. They are key data that the JFC has

identified as critical to his decision-making and mission success. Joint OCS

planners must ensure OCS functions, resources, or processes directly linked to

CCIRs are given the highest priority.

(2) There may be no specific OCS CCIRs, however, there may be OCS

implications associated with multiple CCIRs. OCS planners will most often use

published CCIRs to determine information requirements (IR) critical to OCS

planning and execution. OCS-specific IRs can lead to the generation of

requests for information (RFIs) to support planning, execution and guide

decision-making. The development of IRs that are “critical” to the OCS

planners and the J4 are those items of information regarding the adversary

and other relevant aspects of the operational environment that need to be

collected and processed in order to meet the OCS planning requirements.

(3) OCS planners may need to develop a plan to collect OCS operational

environment information to answer OCS-related RFIs.

CJCSM 4301.01

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Appendix A

B-6 Enclosure B

e. OCS Estimate

(1) OCS planners begin populating the OCS Estimate with information

gathered during the campaign as well as the strategic guidance function of the

JOPP. The OCS Estimate captures and serves as a repository of OCS

information used and updated throughout planning. It forms the basis for

Annex W.

(2) A format for the OCS Estimate including a discussion of its contents

is provided at Appendix B to this enclosure.

5. Strategic Guidance Output

a. Commander’s Mission Statement. The JFC consolidates inputs from all

the functional areas and develops a proposed mission statement to accomplish

the assigned mission. This leads to the development of the strategic guidance

in-progress review briefing to the Secretary of Defense. During the IPR, the

JFC receives approval of the mission statement and further guidance to ensure

planning meets SecDef intent.

b. Refined Planning Guidance. Upon approval of the mission statement,

the JFC issues refined planning guidance to the JPG to inform COA

development. The ability of the OCSIC to influence the Commander prior to

the initiation of planning will be very important regarding the influencing of the

JFC on the aspects of OCS that may be important during COA development.

Regardless, following the IPR, the JFC will provide updated planning guidance

and OCS planners should seek specific guidance for use/employment of OCS

before beginning COA Development.

CJCSM 4301.01

30 June 2017

Appendix A

B-A-1 Enclosure B

APPENDIX A TO ENCLOSURE B

EXAMPLES OF OPERATIONAL CONTRACT SUPPORT (OCS) INFORMATION

REQUIREMENTS

1. OCS information requirements (IRs) are the most important information

requirements regarding the adversary and the OCS operational environment

needed by the OCSIC to assist in planning and provide information to the

commander that may assist in reaching a decision.

2. Only the JFC can designate a commander’s critical information requirement

(CCIR) or an essential element of friendly information (EEFI). However, there

may be information requirements that are “critical” to the staff. As such these

“critical” information requirements are developed by the OCS planners to

support planning and execution.

3. Potential OCS IRs:

a. Death or serious injury of contractor authorized to accompany the force

or LN contractor killed/injured on a JTF military controlled facility.

b. Loss of significant contracting capability (e.g., mass casualty of an entire

contracting center).

c. Action or event involving a contractor that would cause media attention.

d. Action that causes the degradation/loss of military or contracted

capability that would cause a decrease in combat readiness within 48 hours or

less.

e. Contractor performance issues leading to potential mission failure or

impact.

f. Significant external impacts to contractor performance resulting in

mission impact (threats, legal, political, enemy, force protection, safety,

weather, government-furnished property (GFP), government-furnished support

(GFS)).

g. Major or pending impacts to contracting operations due to the enemy,

safety, security, weather, political, legal, fiscal, host nation, equal employment

opportunity (EEO) complaints or sanctions, or Uniform Code of Military Justice

(UCMJ) actions.

CJCSM 4301.01

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Appendix A

B-A-2 Enclosure B

h. Contingency Contracting Officer Loss: killed, wounded or missing in

action, death, serious injury or illness, absent without leave (AWOL).

i. Verified or suspected fraud, waste, or abuse.

j. Violation of personal freedoms – trafficking in persons (TiP) violation.

k. Cure notice, show cause notice, termination for default or cause

decision for contract >$1M.

l. Contract protests at any level (Agency, Government Accountability Office

(GAO), or Court of Federal Claims).

m. Any contract awarded to a state-owned enterprise.

n. Congressional inquiries on contracted support.

o. Receipt of a requirement and/or award of a new contract for private

security or interrogation/significant modification.

p. Request for authorization to arm contractor(s).

q. Contractor weapon discharge.

r. Security violation, suspected security violation or sensitive item loss by a

contractor.

s. Compromise, loss, or theft of personally identifiable information (PII)

caused by a contractor.

t. Contractor authorized to accompany the force (CAAF) charged with

Uniform Code of Military Justice (UCMJ) violation.

u. Contracting action that demonstrates Host Nation ministerial

proficiency or ineffectiveness.

CJCSM 4301.01

30 June 2017

Appendix B

B-B-1 Enclosure B

APPENDIX B TO ENCLOSURE B

OPERATIONAL CONTRACT SUPPORT (OCS) ESTIMATE

1. Purpose. The OCS Estimate captures OCS information and analysis during

the planning process. The OCS Estimate is a living document or repository of

OCS information that is updated as information becomes available (e.g., tasked

through the TCP, PLANORDs, or exercise directives). It is a guide for OCS

planners to use and accumulate information or data that informs preparation

of the level 1, 2 and 3 plans in addition to providing basic information for

Annex W development for level 3T and 4 plans. All CCMD and Service

component primary and special staffs must be involved in OCS discussions,

plans and products. Additionally, joint, Service Component, and CSA staffs

with specific OCS related information should relay that information to OCS

planners for consideration and inclusion in the OCS Estimate.

2. Methodology. The data in the OCS Estimate varies based on theater,

country or JOA, emphasis on OCS in support of the event (plan, exercise or

operation), the business sector information (i.e. banking system information,

labor force information, access to local area information, etc.) and where the

planners are in joint planning.

a. The estimate usually is as detailed as manpower, time, information and

the situation allow. Estimates are thorough but not overly time-consuming.

The OCS Estimate may be seen as a critical initial step to win the confidence of

operation planners.

b. Data for the Situation section should be collected early in the planning

process and updated as information is discovered. This information is used to

inform the commander and influence course of action development.

3. Template Development Procedures

a. The following template provides “how to” guidance in italics while bold

text depicts the different sections of the OCS Estimate. The template shown is

complete; however, OCS planners will continue to refine the estimate

throughout COA development.

b. After the written template is a slide version that planners can use to brief

OCS during mission analysis. The first slide summarizes critical information

from the OCS Estimate. The second slide summarizes an assessment of the

risks associated with the use of contracted support in the plan or operation.

Digital copies are available on OCS-Connect:

<https://intelshare.intelink.gov/sites/ocs.>

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Appendix B

B-B-2 Enclosure B

TEMPLATE

SECURITY CLASSIFICATION

Originating Division, Issuing headquarters

Place of Issue

Date-time Group

OPERATIONAL CONTRACT SUPPORT ESTIMATE NUMBER. Enter the

appropriate number for this OCS staff estimate.

REFERENCES: References should be those specifically needed to support

deliberate and crisis action planning. This could include Phase 0 OCS

operational environment information, details on existing contracts and task

orders within the theater or a proposed JOA, links to CCMD or JTF OCS

knowledge management websites, existing deliberate plans that focus on the

proposed JOA, new execution or planning orders, and CCDR and/or CCMD J4

planning guidance associated with the current problem set.

Maps and charts. Reference the maps used in developing this estimate

Other pertinent documents. Reference other pertinent documents used in

developing this estimate. Examples may include area studies, labor market

reports, economy studies, existing contracts in the AOR/JOA, Lessons Learned,

host nation agreements, ACSAs, etc.

1. Situation

a. Enemy

(1) Strength and Disposition. Refer to current intelligence estimate.

(2) Enemy Capabilities. Evaluate and summarize enemy capabilities,

taken from the current intelligence estimate as well as JIPOE data, with specific

emphasis on their impact on OCS actions. Does the adversary have the ability to

influence intermediaries (such as bidders on U.S. contracts)? Can the adversary

infiltrate or establish businesses to gain an advantage, fund their activities or

gain intelligence? What commercial/contracted capabilities does the enemy

utilize? Items leveraged by both friendly enemy forces could be skilled labor

pools, scarce equipment, corrupt officials & organizations, economic capacity, etc.

Support analysis of the “Adversary Perspective Template” to include criminal

elements and potential impacts on contracting (share this information with the

U.S. lead for contracting for socialization). Determine the ability of contracting

support to inadvertently influence adversary goals when pure competition is

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Appendix B

B-B-3 Enclosure B

applied (black list/foreign vendor vetting). Are there specific issues that would

affect the concept of operations? Identify OCS information requirements.

b. Friendly

(1) Present Disposition of Major Elements Including Contracting

Organizations. Include an estimate of major forces (to include CSAs) and their

locations (by phase). Include any forward stationed/deployed contracting

organizations and their locations (by phase). These elements can/should be

displayed graphically on an OCS operations overlay. This information has the

potential to be utilized in the development of an OCS common operational picture

(COP).

(2) Courses of Action. State the proposed COAs under consideration

obtained from operations or plans division.

(3) Probable Tactical Developments. Review major deployments,

logistic and other support preparations necessary in all phases of the operation

proposed.

c. Commercial Business Environment. OCS Aspects of the Operational

Environment—Characteristics of the Area of Operation. Research, collect,

analyze, and archive business environment data to support planning efforts at

all levels of war (strategic, operational, and tactical). Create comprehensive

intelligence data that may be of use to the JIPOE working group, synchronize

contracting activities with the operation (can potential contracted support

requirements be supported within the JOA) and support OCS estimates and COA

development. Summarize data about the area, taken from the intelligence

estimate or area study, with specific emphasis on significant factors affecting

OCS activities. Identify OCS information requirements and begin to determine if

the business environment can support the joint force rough order of magnitude

contracted support requirements.

(1) Market Research/Business Sector Surveys. The information

collected will contribute to the development of the “Commercial Business

Environment” paragraph of the Annex W. Any information provided should detail

the source and the date the information was collected. This may drive the

development of an assumption(s) until the information can be revalidated.

(a) Provide consolidated assessment of potential commercially

available supplies and services in the planned operational area as well as

adjacent and/or in-transit countries. (Include information on who (LSCC, LSC,

JTSCC, other staff section or component who has been tasked to collect OCS

operational environment information.) This implies that the OCSIC/OCS COI will

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Appendix B

B-B-4 Enclosure B

do some analysis of the cataloged OCS operational environment information for

the development of this section of the OCS Estimate.

(b) Define the Operational Environment and provide “known” internal

and external business environment data to the JIPOE coordination cell; identify

information “gaps” of “unknown business environment data; determine if friendly

non-military resources can assist with information gaps (e.g., interagency,

multinational, IGOs, NGOs, and commercial entities).

using (or not using) to their advantage?

(d) Potential sources of information on the business environment

include: LSC/LSCC in-theater contracting organizational elements; Other Service

and CSA contracting organizations with experience in the area; Service Civil

Augmentation Program plans; Department of State (DOS) general services officers

(GSOs) within the JOA; Department of Commerce’s International U.S. Commercial

Services Offices; Defense Intelligence Agency (DIA) desk officers; publications

such as the Central Intelligence Agency fact books; corruption index and factors

of countries in the AOR/JOA; Staff Judge Advocate (for legal issues);business

websites (countries that do/have done business in the area in question, include

the United Nations); Observations Insights and Lessons from training, exercises,

or multi-national partners in the area.

(2) Host Nation/Other International Legal Considerations

(a) Identify known or anticipated HNS for military operations, existing

acquisition and cross-service agreements (ACSAs), status of forces agreements

(SOFA), other security agreements and legal considerations that may affect

operational contract support. It is recommended that a formal signed document

be provided by the HNS or ACSA provider to the JFC. There have been numerous

times when a host nation has agreed to provide support but at execution the

support was not available. As such, contracted support is often sought as an

alternative source of support. The OCSIC is not directly involved in HNS or ACSA

actions, but should be aware of these “non-organic” requirements as contracted

support may be needed.

(b) Any legal considerations should be addressed by the appropriate

U.S. legal representatives. Operational law issues may have a specific influence

in the development of the contractor management plan (e.g., SOFA status, arming

of contractors, and rules for the use of force). Fiscal and contracting law may

have issues related to foreign vendor vetting, trade agreements, local national

first hiring policies (e.g., Djiboutian first) etc.

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Appendix B

B-B-5 Enclosure B

(3) Other Facts. Include other key OCS facts not considered elsewhere

in this estimate that may influence selection of a specific COA.

(4) Known operational, logistic or other support deficiencies. List

any known operational, logistic and other support limiting factors, restrictions,

etc. that may cause or require a contract support solution.

(5) Other Factors Impacting Use of OCS. List any factors that may

impact the use of commercially procured supplies and services in this operation

(e.g., planned force caps, guidance to reduce military support footprint, guidance

to enhance local economy, host nation laws that could limit contractor support,

(entry/exit (visa) requirements, customs, taxes, possession of weapons etc.).

(6) Scope and Scale of OCS effort within AOR/JOA. May begin with

rough order of magnitude and should be refined throughout the analysis as

details/requirements become clearer.

d. Assumptions. State assumptions about the OCS aspects of the situation

made for this estimate. [Because basic assumptions for the operation already

have been made and will appear in planning guidance and in the plan itself,

they should not be repeated here. However, if an assumption has been made

that has implicit or implied OCS linkage, it is permissible to document that

assumption in the OCS Estimate (in order to enable the OCSIC to track/manage).

Certain OCS assumptions may have been made in preparing this estimate, and

those should be stated. Ensure all assumptions are documented. The OCSIC

should be working to validate all assumptions in order to reduce potential risks.]

e. Limiting Factors. Identify any known or potential limiting factors to

OCS. Identify specific OCS constraints or restraints.

2. Mission. See Base Plan

3. Execution

a. OCS Concept of Support. Provide the proposed OCS concept of support

that will support the each specific COA.

b. Contracting organization structure. State the contracting construct

emphasizing known contracting organizational/manning that will support each

COA. Identify any problems that may affect the contracting aspects of the OCS

plan. [Include theater support head of contracting activity (HCA) information as

applicable.] Identify potential locations of contracting offices/centers. Are there

DoD OCS specific software programs (e.g., SPOT-ES, cASM) that will be utilized?

Will there be issues with bandwidth allocations that effect the execution of OCS?

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Appendix B

B-B-6 Enclosure B

c. Contracts in the AOR/JOA. Identify existing major support related

contracts that could be utilized or leveraged to support the each of the proposed

COAs. Are there any issues associated with these contracts that could have a

negative impact on the COA to execute the concept of operation or any of the

other supporting concepts (e.g., COLS, Concept of Intelligence, and Concept of

Fires (non-lethal)?

4. OCS Analysis and War gaming of the Courses of Action. OCS planners

should make an orderly examination of the OCS factors influencing the proposed

COAs to determine the manner and degree of that influence. The OCS link to

COA analysis is the identification of the OCS advantages and disadvantages

within each COA. Each COA is analyzed separately. War gaming is the method

used to conduct this analysis. OCS planners should use war gaming to visualize

the OCS actions throughout an operation. Through war gaming, the OCS planner

may recognize a need to change an existing COA or develop a new COA. The

objective of this analysis is to determine if the OCS requirements can be met and

to isolate the OCS implications that should be weighed by the commander in the

commander’s estimate of the situation. OCS planners need to link OCS ends,

ways and means to each COA and be prepared to recommend which COA is best

and most supportable from an OCS perspective.]

a. Analyze each COA from the OCS point of view. The detail in which the

analysis is made is determined by considering the level of command, scope of

contemplated operations, and urgency of need. How is OCS best suited to

support the COA?

b. Use the OCS capabilities and requirements to assess the supportability

of each COA from an OCS perspective. Also examine the COAs from the

standpoint of OCS requirements versus available and programmed OCS

capabilities.

c. Review total capability requirements, specifically from a non-organic

support perspective. Non-organic support consists of HNS, ASCA, contracted

support, etc. OCS planners, in conjunction with requirement owners should

begin to do some assessment as to risk associated with utilization of non-organic

support for each COA and for critical capabilities, which will vary by mission and

phase, should the non-organic support not be available what impact will that

have on the CONOPS.

d. Throughout the analysis, keep OCS considerations foremost in mind.

The analysis is not intended to produce a decision; it is intended to ensure that

all applicable OCS capabilities and requirements have been properly considered

and serve as the basis for the comparisons in paragraph 5.

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Appendix B

B-B-7 Enclosure B

3. The joint planning group (JPG) lead should/will provide the process and

criteria for war gaming that will be utilized by the entire staff. The OCS

planners will need to support the process and apply these criteria to the war

gaming of OCS.

f. Development of a contract support synchronization matrix (CSSM). The

CSSM is a tool and method for recording OCS requirements, potential evaluation

criteria, as well as the flow of OCS forces (personnel and equipment) all linked

and synchronized with the overall CONOPS and the COLS. Synchronization

matrices developed by the staff can influence the CSSM and vice versa. The

CSSM will support plan development and could be maintained as a living

document throughout the planning process into execution. The CSSM contributes

to the determination if adequate resources are available and supports

development of the OCS Staff Estimate.

g. Identify and assess risk associated with using OCS and determine

mitigation plans.

5. Comparison of Courses of Action. This is a subjective process where each

COA is considered independently.

a. List the advantages and disadvantages of each proposed COA from an

OCS point of view.

b. Consider and document the OCS ends, ways, means and risks associated

with each COA.

c. Personnel Situation. State known personnel problems or constraints that

may affect the OCS situation. Identify specialty and skill level shortages.

6. Conclusions

a. The OCS end product is a recommendation from the OCSIC to the JPG

lead, J4 and JFC which COA is best from an OCS perspective, detailed in the

OCS Estimate.

b. State whether or not the mission set forth in paragraph 1 can be

supported from an OCS standpoint.

c. Identify the major OCS deficiencies that must be brought to the

commander’s attention. Include recommendations concerning the methods to

eliminate or mitigate the effects of those deficiencies.

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Appendix B

B-B-8 Enclosure B

Figure 4. Example OCS Mission Analysis Slides – Part 1

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Appendix B

B-B-9 Enclosure B

Figure 5. Example OCS Mission Analysis Slides – Part 2

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Appendix B

B-B-10 Enclosure B

(INTENTIONALLY BLANK)

CJCSM 4301.01

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Appendix A

C-1 Enclosure C

ENCLOSURE C

CONCEPT DEVELOPMENT

1. General

a. Concept development includes course of action (COA) development, COA

analysis and war gaming, COA comparison, and COA approval steps of joint

planning. The staff develops, analyzes, and compares viable COAs and

prepares staff estimates that are coordinated with the CCDR’s Service

components, functional components and CSAs when applicable. They provide

unique choices to the commander, all oriented on accomplishing the military

end state.

b. A COA is a potential way (solution, method) to accomplish the assigned

mission. The products of mission analysis drive COA development. Since the

operational approach contains the JFC’s broad approach to solve the problem

at hand, each COA will expand this concept with the additional details that

describe who will take the action, what type of military action will occur, when

the action will begin, where the action will occur, why the action is required

(purpose), and how the action will occur (method of employment of forces).

Likewise, the essential tasks identified during mission analysis (and embedded

in the draft mission statement) must be common to all potential COAs.

c. Critical elements are a common understanding of the enemy situation;

interagency coordination requirements; multinational involvement (if

applicable); and capability requirements.

d. During concept development, phasing of joint operations is done to

ensure joint capabilities are available in the proper sequence to meet the

operational requirements. See Enclosure A for additional information on

phasing from an OCS perspective.

2. Inputs to concept development

a. The approved mission statement resulting from strategic guidance

b. Refined planning guidance from the commander

c. OCS aOE including contracted capability options

d. An estimated force list.

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Appendix A

C-2 Enclosure C

e. Additionally, OCS planning activities during concept development

require:

(1) An understanding of OCS aOE and JIPOE information

(2) An understanding of inherently governmental functions

(3) Identifying which JCAs (requirements) may potentially be supported

through contracted/commercial sourced

(4) Awareness of force planning (organic force availability and

capabilities), TPFDD development (force flow/movement of the total force), and

JRSOI requirements.

3. Operational Contract Support (OCS) Activities Supporting Concept Development

a. OCS planners assist in the development of COAs by providing their

subject matter expertise as well as information obtained during mission

analysis. They inform staff planners about the feasibility of using contracted

support to fulfill COA requirements. They also develop the OCS Estimate,

which includes the OCS concept of support, the contract support

synchronization matrix (CSSM), and the contract statement of requirements

(CSOR). The CSSM and CSOR are not mandatory for Annex W; they are

working papers to collect the data for Appendices 1 and 3 of Annex W.

b. The OCS planner does not prepare independent OCS COAs, but rather,

analyzes how OCS supports the COAs developed, assesses COA feasibility from

an OCS perspective, identifies risk, determines mitigation plans, and provides a

recommendation for COA selection. Analysis can include war gaming,

operational and logistics modeling, and initial feasibility assessments.

c. Depending on the level of plan and Commander’s Guidance, concept

development can be a broad overview or very detailed process.

d. OCS planners coordinate with staff planners (e.g., logistics, intelligence,

operations, communications, etc.), Service and functional components, and

CSAs to designate supplies and services that will be “common” contracted

support and identify contracted support requirements, contractor management

requirements, and critical supplies or services that will be obtained through

contracts.

e. The OCS planner must address OCS requirements across all warfighting

and support functions as well as be involved in the force structure planning,

TPFDD development and joint reception, staging, onward movement, and

integration (JRSOI) requirements. Timing considerations for generating or

delivering capabilities must be balanced against operational tasks. The OCS

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Appendix A

C-3 Enclosure C

planner uses this planning data during the development of an OCS concept of

support to meet sustainment requirements from theater entry and operations

to redeployment and reset. See Appendix A to Enclosure D for a checklist and

additional information.

f. Step 3 - COA Development. OCS planners assist in development of

COAs using information obtained through OCS aOE and JIPOE. Staff

planners, Service components, and CSAs estimate CSOR information (see

Appendix C to this enclosure) to enable OCS planners to begin populating the

CSSM and develop an OCS concept of support for each COA. Refined OCS

data and requirements information contribute to the integration of OCS

capabilities with operations determining how OCS can support the

commander’s planned strategic objectives and desired effects. OCS

considerations significantly influence the development of the commander’s

estimate and the COA selected for execution.

(1) During COA development OCS planners:

(a) Begin collection of rough order of magnitude (ROM) contracted

support requirements by joint capability area (JCA).

(b) Review the type of military action projected and determine

appropriate or applicable contracted support.

(e) Determine the appropriate contracting organizational structure

and who will lead contracting activity tasks.

(f) Determine whether OCS capabilities are in place to support

military action.

(g) Decide how the action will occur (method of employment of OCS

capabilities).

(h) Determine supportability by personnel, intelligence, operations,

logistics and C4 systems. OCS will/may be a part of these, as such; the role of

OCS will be evaluated regarding its ability to provide support.

(i) Decide who will deploy (employment of total force to include

military forces, government civilians and contractors).

(j) Derive which capabilities and equipment will deploy (government

or contractor furnished equipment/property.)

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Appendix A

C-4 Enclosure C

(2) Assignment of Contracting Responsibility. CCDRs through the

CLPSB or LCB (Logistics Coordination Board) assign responsibility for

contracting to their Service components, supporting commanders, or CSAs in

accordance with their core competencies and the concept of operation.

Consideration will need to be given to the designation of a head of contracting

activity (HCA), contracting requirements determination, contracting program

management, CCAS etc. The CCDR will need to also consider the designation

of the theater support contracting organization structure for the AOR or JOA.

(3) Theater Support Contracting Organization Structures (LSCC, LSC,

JTSCC). The OCS Concept of Support must provide a design and

recommendation for the supporting contracting organization to the JFC.

(a) There are essentially three joint contracting organization

structures to be considered for the designated “common” contracted supplies

and services. Unless designated, each Service retains responsibility for

providing contracting support to subordinate organizations.

1. Lead service for contracting coordination (LSCC) – the lead

Services’ contracting activity is responsible for coordinating theater support

contracting for designated items among contracting activities in a country,

region, or JOA.

2. Lead service for contracting (LSC) – the lead Services’

contracting activity is responsible for providing theater support contracting

services for designated items in a country, region, or JOA.

3. Joint theater support contracting command (JTSCC) - a

functionally focused JTF with C2 of its assigned personnel under a JMD, and

contracting authority over contracting personnel assigned and/or organizations

attached within a designated operational area, normally a JOA.

(b) Depending on the situation and the phase of an operation, there

may be multiple contracting organization structures employed in the theater or

JOA.

include:

1. Size, primary mission focus, and expected duration of the

operation.

2. Expected scope, criticality, and complexity of the contracting

coordination requirements.

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Appendix A

C-5 Enclosure C

3. Most capable Service in theater support contracting

capability.

4. Existing common-user logistics and/or base operation

support-integrator designations.

5. Existing intra-Service support agreements.

6. Location of supported units as compared to available

commercial vendor base.

7. Need for enhanced JFC control of the theater support

contracting to include contingency contract administration services.

8. Need to implement formal theater business clearance

authority.

9. Need to more directly synchronize contracting actions with

integrated financial operations.

(d) A complete discussion of the contracting organization options

along with the advantages, disadvantages, and structure of each is found in

reference h, Chapter IV and Appendix E.

(4) Risk Analysis. Planning analysis must determine the difference

between the requirements (defined in measurable terms) to support the entire

campaign and the OCS capabilities to meet those requirements. The resulting

difference must be assessed in terms of risk to the force and impact on the

force’s ability to accomplish the mission. Depending on the commander, this

may be done during all planning functions.

(a) OCS can be used to offset a shortfall in the collective capabilities

of the deployed force due to a lack of organic military capability, the lack of

reserve force call up authority, restrictive force management levels or other

operational factors. During COA development, OCS and operational planners

must consolidate and prioritize requirements for contracted support by phase

for all warfighting functions and commands (Service components, other

government agencies, etc.) OCS planners can then assess the total contracted

support requirements and determine if the demand can be fulfilled via

commercial support in the JOA or via external sources.

(b) Resource Allocation. This is usually a combination of Service and

CSA responsibilities. The Services and Service components identify their

capabilities and sustainment requirements and provide them to CCMD

operational and OCS planners. The CCMD operational planners and OCS

planners consolidate that information to create a list of capabilities and

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Appendix A

C-6 Enclosure C

requirements to determine if there is a gap in capabilities or an inability to

support the operation, whereupon an assessment is conducted to define the

gaps, understand potential risk, develop mitigation options through the use of

non-organic (contracted or other sources) support, and present the information

to the JFC for review and approval.

(see Appendix B to this enclosure). The CSSM would include contracted

support for all warfighting functions, not just logistics. At the CCMD level,

requirements and capabilities may be estimated at a rough order of magnitude.

The GCC subordinate units (e.g., JTF, Service component) will identify more

detailed OCS requirements and capabilities, then push this information to the

GCC OCS planner.

(d) MN/HNS planning for support to U.S. forces.

1. All warfighting functions should consider available MN/HNS

into the development of the overall U.S. plan. Identify the level of assistance in

terms of capabilities, resources, labor, facilities, and materiel MN/HNS could

provide to support the operation.

2. Planners should also review any known MN/HNS

requirements that could compete for resources. Determine if there are any

processes or actions that need to be taken to collaborate, de-conflict and

prioritize requirements and resources. Planners should utilize OCS aOE and

JIPOE data to assist in the analysis.

(5) Critical Contracted Support. Early on, the JFC may designate

certain supplies/materiel/services to support the force as critical. Examples

include: medical support to contractors or U.S. Government civilians;

contractor support for weapon system maintenance; interrogators, translators,

and interpreters; personal security; base support; minor construction, drone

operation/maintenance, etc.

(a) Once the requirements and shortfalls are identified, operational

and OCS planners develop alternatives to offset any shortfalls based on

GCC/subordinate JFC established support priorities. Some critical capabilities

will be supported through contracted support. These critical capabilities

should be documented and tracked. It is imperative that planners consider the

impact upon operations if critical contracted support becomes unavailable.

(b) In some cases, host nation support could be utilized for critical

capabilities. However, there is potential that the host nation support for

critical capabilities may not be available to the degree or amount promised.

Therefore, planners need to consider contracted support should the host nation

support not be available. In either case, planners need to be prepared to

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Appendix A

C-7 Enclosure C

address mitigation options should non-organic support (OCS or HNS) fall

through for all requirements, but especially critical capabilities.

g. Step 4: COA Analysis and War Gaming. The commander and staff

analyze each tentative COA separately according to the commander’s guidance.

COA analysis identifies advantages and disadvantages of each proposed

friendly COA.

(1) OCS planners must develop and review all OCS and

synchronization issues by identifying specific tasks that must be performed to

ensure mission accomplishment (e.g., development and utilization of a CSSM).

They provide OCS expertise to influence the process keeping in mind the

commander’s guidance. OCS planners:

(a) Continue the collection and analysis of OCS operational

environment data

(b) Continue the development/revision of the OCS estimate

(d) Develop an OCS concept of support specific to each COA

(e) Integrate the OCS concept of support with the CONOPS and

COLS

(f) Develop a Contract Support Synchronization Matrix (CSSM) to

support planning, war gaming and execution

(g) Continue the collection and refinement of contracted support

requirements

(h) Identify specific OCS advantages and disadvantages for each COA

revealing:

1. Potential decision points

2. Task organization adjustment

3. Data for a synchronization or other decision support matrix

4. Identification of plan branches and sequels

5. Identification of high-value targets

6. OCS effectiveness and efficiency

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Appendix A

C-8 Enclosure C

7. Risks and possible mitigation.

(i) Document this analysis in paragraph 5 of the OCS estimate.

(2) Risks and mitigation.

(a) CCMD staff assess the severity and likelihood of the risk of

dependence on contactors. Assessments should consider risks to the:

1. Goals/objectives of the operation (e.g., contractor

behavior/performance; risk of contractors injuring or offending the local

population).

2. Continuity of the operation (e.g., contractors refusing or

unable to perform with timely replacements unavailable).

3. Safety of the U.S. military/civilians (e.g., contractor presence

or performance creates unsafe conditions or invites attack).

4. Safety of contractors employed.

5. U.S. government managerial control (e.g., over-reliance or

inadequate means to monitor contractor performance; are sufficient, trained

CORs available to manage contractor performance).

6. Critical organic or core capabilities (e.g., are we over-reliant

on contract support to execute functions? Does the institutional memory for an

operation reside with contracted support?).

7. Ability of the government to control costs, avoid

organizational or personal conflicts of interest; and minimize waste, fraud, and

abuse.

(b) Risk Mitigations. Where risk is assessed as high, risk mitigation

planning must include, at a minimum:

1. Actions to mitigate risk (e.g., alternative capabilities to reduce

reliance on contractors)

2. Measurable milestones for implementing risk mitigations

3. Processes for monitoring, measuring, and documenting

progress in mitigating risk.

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Appendix A

C-9 Enclosure C

risks including periodic reassessment of risks and development of risk

mitigation plans for new/changed high-risk areas is continuous throughout

planning. Later, during plan assessment, it may require the development of a

branch or sequel or complete re-write of the plan.

(3) War gaming allows the commander and participants to analyze

tentative COAs. Appendix A to this enclosure outlines the OCS planners

process for war gaming and provides some material to assist in preparing post-

war game products.

h. Step 5: COA Comparison. This is an objective process whereby COAs

are considered independent from each other and evaluated/compared against

an established set of criteria from the CCMD. OCS planners evaluate each

COA in light of OCS requirements, capabilities, and limitations and compare

the COAs to determine which is most supportable from an OCS perspective.

OCS planners should record their findings and recommendations in the revised

OCS staff estimate and provide appropriate insights and recommendations to

the commander, via the joint planning group (lead planner and logistics

planner), to aid in his understanding and influence his thoughts and decision.

Generally, the “best” or recommended COA

(1) Mitigates risk to the force and mission to an acceptable level.

(2) Places the force in the best posture for future operations.

(3) Provides maximum latitude for initiative by subordinates.

i. Step 6: COA Approval. The staff determines the best COA to recommend

to the commander and briefs the commander on the COA comparison and the

results from analysis and war gaming.

(1) The OCS planner prepares information for the J4 in order to

support COA approval discussion. The J4 needs to be prepared with the

specific OCS strengths and weaknesses of the COAs, but especially prepared to

discuss the COA being recommended to the Commander, by the joint planning

group lead. The COA that best supports the CONOPS may not be the COA with

the most OCS advantages. As such the OCS planner needs to be able to

articulate the associated OCS risks for all COAs, but especially the COA being

recommended by the lead planner.

(2) After the commander approves the COA, staff planners enter the

plan development phase of joint planning (Enclosure D).

CJCSM 4301.01

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Appendix A

C-10 Enclosure C

4. Operational Contract Support (OCS) Output Or Products

a. A revised OCS Estimate previously discussed in Enclosure B of this

manual. In concept development, the OCS Estimate is refined to address

relevant information about known or anticipated OCS factors (enemy, friendly,

commercial) that could impact or influence COA feasibility. It includes:

(1) OCS capabilities and services (personnel, supplies/materiel)

compared to OCS requirements and any identified unit shortfalls.

(2) Theater support contracting and CCAS capabilities verses

requirements and any identified shortfalls.

(3) Planning down two levels; e.g., service/functional components to

next level operational HQ such as Fleet, Air Wing, Corps, or Marine

Expeditionary Force (MEF).

(4) Rough order of magnitude estimates developed for the number of

CAAF personnel and class VII (major end items).

(5) Existing contracts/capabilities/networks in the AOR/JOA that

could be used to support the CONOPS by phase.

(6) Continuous collection and analysis of OCS of Operating

Environment and input to JIPOE.

b. Initial OCS Concept of Support. This outlines the broad concept of OCS

integration and oversight. It includes how contracting supports the operation.

It further articulates the commander’s priorities and specific OCS guidance by

phase of operation. The success of an OCS concept of support hinges on the

quality of planning that translates the commander’s intent and CONOPS into

guidance for execution by subordinate commanders and planners/operators

across all warfighting functions.

(1) Development of an OCS Concept of Support, with details of specific

OCS gaps and capabilities for the preferred COA, is usually a verbal or graphic

statement, in a broad outline, of how the JFC will utilize, provide and integrate

OCS into the CONOPS. The objective of this OCS concept of support is to

determine if the OCS requirements can be met and to isolate any OCS

implications/risks the commander should weigh. Because OCS affects all

warfighting functions, the implications for OCS go beyond logistics. It includes

consideration of interagency integration and establishment of B2C2WGs. The

OCS Concept of Support should address the full gamut of contract support

requirements, capabilities and implications/risks. The OCS Concept of

Support should be written in sufficient detail to address the type of plan, level

of command, scope of contemplated operations, and urgency of need. If an

CJCSM 4301.01

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Appendix A

C-11 Enclosure C

Annex W is not mandated, the OCS Concept of Support will be used to inform

and support the COLS.

(2) Developing an OCS Concept of Support focuses on key actions:

(a) Identify contracted support and contracting requirements needed

to support the JFCs Concept of Operations.

(b) Identify potential command decisions to facilitate contracting

operations, and OCS in the JOA.

and operators, throughout all warfighting functions, must understand and

incorporate into their supporting plans development.

(d) Consider any special by-phase considerations.

c. Draft CSOR. The CSOR summarizes contracted support requirements

and CAAF by Service component, JCA, location and phase. More information

and a sample CSOR format is in Appendix C to this enclosure. The CSOR

informs Appendix 3 to Annex W.

d. Draft CSSM. The CSSM is a tool for recording and displaying OCS

actions across time. More information and a sample CSSM format is in

Appendix B to this enclosure.

e. Draft OCS equities in the TPFDD. The input of initial TPFDD data for

the flow of CAAF personnel and contractor-owned/contractor-operated

equipment that will be used to provide contracted support is the responsibility

of each Service component. Non-standard Unit Type Code(s) (UTC) represent

U.S. government or commercial movement of system support contractors as

well as external support contractor’s arrival/departure to/from the

theater/JOA. Some examples of OCS input in the TPFDD are

(1) Contracted support

(2) Contractor modes of transportation

(3) Contracted support to APOE/Ds and SPOE/Ds

(4) Contracted support for base camps support

(5) Translator and interpreter requirements

(6) Security

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Appendix A

C-12 Enclosure C

(7) Communications.

5. Concept development output

a. The output is a commander-approved COA.

b. All the products and information from concept development are used or

finalized during plan development.

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Appendix A

C-A-1 Enclosure C

APPENDIX A TO ENCLOSURE C

OPERATIONAL CONTRACT SUPPORT (OCS) PLANNER’s WAR GAMING STEPS

1. Prepare for the war game

a. Gather the tools

(1) References: Operations planning documents, e.g., LSA, OCS

estimate, or draft Annex D or W; G1/G4 Battle Book); “smart” books; any

planning factor or lead time information available.

(2) Current personnel and OCS estimates.

(3) Personnel and maintenance attrition rates—these could factor into

considerations for contracted support should organic capabilities decrease in

number over time.

(4) Assumptions from the mission analysis and COA development.

(5) Data specific to the OCS operational environment and any analysis

of the OCS operational environment information.

(6) Information from the JIPOE specific to OCS.

(7) Current OCS capability locations (organic contracting units and

contracted support capabilities) and any know force flow information on OCS

capabilities.

(8) OCS data/reports (e.g., SPOT-ES information for the theater/JOA,

All Government Spend report).

(9) Synchronization matrices (e.g., CONOPS, CSSM, TPFDD, etc.)

b. List and review friendly forces and capabilities.

(1) Include OCS capabilities of assigned, attached, or forces under

operational control of the JFC, those OCS specific host nation forces and other

agencies present. Include priorities of support, by phase, for these elements.

Contracted support or capabilities provided through contracted support should

also be represented.

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Appendix A

C-A-2 Enclosure C

(2) List known/existing contracts or task orders that support the

JOA/AOR and adjacent AORs (e.g., external support contracts (civil

augmentation program (CAP), husbanding contracts, etc.)).

c. List and review opposing forces and capabilities.

(1) List and describe how opposing forces or their capabilities inhibit or

prohibit the execution of OCS tasks/capabilities.

(2) Provide any information that could counter these opposing

forces/capabilities.

d. List known critical events—those that directly influence mission

accomplishment. OCS examples:

(1) Essential, specified, and implied tasks from mission analysis

including detail how OCS will be affected or have an effect on the tasks.

(2) Deception plan and the impact on OCS.

(3) Critical OCS points/nodes and their relation to high-value targets.

e. Determine OCS participants for the war game. Depending on how the

JFC sets up the contracting construct (e.g., LSCC, LSC, JTSCC), key leaders

(SCOs) and planners from the contracting support organizations (Service

contracting commands) need to be included as well as specific contracting

support and CAP planners for their organization (e.g., LOGCAP, AFCAP, etc.).

f. Determine opposing force COA to war game is done by the planning

group lead. OCS planners support the effort.

g. Select war gaming method is done by the planning group lead (manual

or computer-assisted). OCS planners support the effort.

h. Record and display war gaming results as directed by the planning

group lead. Common methods include:

(1) Narrative

(2) Sketch and note

(3) War game worksheets

(4) Synchronization matrices.

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Appendix A

C-A-3 Enclosure C

2. Conduct War game and Assess Results

a. Purpose of war game (identify gaps, visualization, etc.)

b. Basic methodology (e.g., action, reaction, counteraction). OCS planners

detail how OCS capabilities (contracted support and contracting organizations)

will respond to the action/reaction etc. Understanding how the CONOPS may

change due to an action/reaction should be noted by OCS planners as this

may cause a change in the contracted support requirement(s) and require a

revalidation of the requirement and associated timing. OCS planners need to

be prepared to adjust the CSSM and identify potential risks.

c. Record results. A record of the war game results provides the OCS

planner a basis from which to analyze existing OCS capabilities, create an OCS

force list, validate assumptions, and build or refine the OCS Estimate with

specific attention to the CSSM, potential OCS risks, and possible mitigation

options.

4. Prepare Products

a. Input to the war game brief specifically on OCS aspects/results of the

war game.

(1) Potential decision points. Identify OCS decision points and their

implications in support of the CONOPS; this will support the

development/refinement of the CSSM as well as OCS tasks.

(2) Evaluation criteria. Include factors the staff uses to measure the

relative effectiveness and efficiency of one COA verses other COAs with

specifics on how OCS was or was not effective.

(a) Criteria may include specific items from the commander’s intent

or critical events.

(b) Identify OCS culmination points which may adversely affect

CONOPS.

(3) Potential branches and sequels.

b. Revised OCS estimate and other staff estimates (e.g., updated

contracted support requirements.)

c. Refined COAs from an OCS perspective:

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Appendix A

C-A-4 Enclosure C

(1) OCS Concept of Support—How the JFC is going to weight the main

effort operationally, specifically for OCS. This will help develop the OCS

culmination point.

(2) OCS capabilities/units and contracted support in the AOR, which

may include MN units.

(3) OCS overlay. Placement of OCS capabilities and units in the

AOR/JOA. Graphic depiction on the operational area; to enable visualizing

how geography and the environment impact supporting the operation.

(4) OCS contracting construct and task organization.

(5) Identification of OCS tasks for subordinate units.

(6) Contracted Support Synchronization Matrix (CSSM)

developed/refined. This CSSM is in concert with the phases of operation, the

CONOPS and the other staff synchronization matrices.

(7) Defined contracted support requirements and priorities for specific

units/organizations, by phase and location, to augment and/or mitigate a lack

of organic military or HNS capability.

d. Initial estimates for Time-Phased Force and Deployment Data (TPFDD)

refinement and overall transportation feasibility analysis. (This will be refined

during plan development.)

e. Feedback through the COA decision brief. A record of the war game

results provides the OCS planner a basis from which to analyze existing OCS

requirements and capabilities, create an OCS force list, build/refine the CSSM,

the OCS Concept of Support, and ultimately, prepare OPLANs (Annex W).

CJCSM 4301.01

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Appendix B

C-B-1 Enclosure C

APPENDIX B TO ENCLOSURE C

CONTRACT SUPPORT SYNCHRONIZATION MATRIX (CSSM)

1. Purpose

a. OCS planners must synchronize development of the OCS concept of

support with the concept of operations (CONOPS) linking joint OCS tasks and

responsibilities to key operational objectives. To do this, OCS planners

collaborate with staff, Service components, and CSAs to identify and clarify

contracted support requirements for logistics and non-logistics activities as

well as assign OCS tasks and responsibilities by phase to ensure all

understand the overall execution sequence.

b. The information is displayed and tracked in the CSSM. The CSSM

serves as a key reference point to help assess the progress of an operation

against actual execution and recommend adjustments as needed. The CSSM

can display contracted support requirements by JCA; contractor personnel

estimates and contracting estimates by location, phase, scheme of maneuver;

contracting organization structure(s); and type of contract to the utilized for

support.

c. The CSSM can be used to support planning for any level of plan, during

crisis action planning as well as campaign activities, war gaming and any

rehearsal of concept (ROC) drills. It is more detailed at levels lower than the

CCMD. OCS planners should add detail to the CSSM as needed to identify

OCS actions or gaps in information needed to execute OCS.

d. The collaborative effort to create a synchronization matrix identifies:

(1) OCS (contracted support and contracting) requirements

(2) Critical OCS activities

(3) Support and supported relationships over time

(4) The authorities needed to execute OCS tasks

(5) Who is responsible for OCS missions

(6) Key decision points and their impact/implications on OCS

(7) Common metrics to monitor during execution.

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Appendix B

C-B-2 Enclosure C

e. The information in the CSSM feeds Tab A to Appendix 3 of Annex W.

2. Methodology.

a. There is no standard format for the CSSM. There are numerous options.

Commands and OCS planners should use a CSSM that best supports their

planning efforts. Usually, the CSSM contains the phasing of the operation over

time horizontally and the issues the OCS planner is responsible for integrating

as part of the OCS Concept of Support vertically. If planning factors (e.g.,

military population to contractor ratio) or rules of association are used note

them in the “Planning Factor” column.

b. For contracted support, it is especially important for requirement

generators (Service components) and the OCSIC to determine estimated

numbers associated with CAAF in the CSSM. The CAAF numbers will be

important in the development of Tab A to Appendix 3 of Annex W of the plan.

Likewise, the CAAF estimates in the CSSM will contribute to the development

of government furnished support (e.g., BOS-I and transportation) requirements

and the subsequent analysis for the government to provide this support. CAAF

estimate detail should include location, phase, and type of contract (system,

external, and theater) linked to operational tasks.

c. The first step for the joint planning team lead is to identify critical tasks

and establish a matrix timeline for the CONOPS. The CSSM timeline should

mirror the critical operational tasks and timeline for the CONOPS; this ensures

the matrices stay in synch. Modeling and simulation and other analysis tools

may be used to determine key operational and OCS support characteristics,

and determining how the operation will unfold over time.

d. Planning products from each step of the planning process provide

relevant information for the CSSM.

e. Identify constraints, intermediate objectives, and validated projected end

states.

f. The matrix must identify when OCS actions occur by phase, identify

what actions cannot occur during the desired timeframe, and what conditions

or actions that occur or fail to occur would stop the operation or prevent a

phase from being successfully completed.

g. For each key decision or response action, the planning team identifies a

responsible party, the time factors, what occurs before, what occurs after, and

the resources needed for success. Figure 6 shows a sample CSSM. An actual

OCS synchronization matrix for an OPLAN or CONPLAN will include all phases.

CJCSM 4301.01

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Appendix B

C-B-3 Enclosure C

Figure 6. CSSM Sample 1

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Appendix B

C-B-4 Enclosure C

(INTENTIONALLY BLANK)

CJCSM 4301.01

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Appendix C

C-C-1 Enclosure C

APPENDIX C TO ENCLOSURE C

CONTRACT STATEMENT OF REQUIREMENTS (CSOR)

1. Purpose. The CSOR is a consolidated and summarized list of major

projected contracted support requirements and associated CAAF by Service

component, JCA, location, and phase. It results, in part, from the development

of the CSSM and contributes to the development of Tab A to Appendix 3 to

Annex W for a specific plan or operation. The CSOR informs the subsequent

development of performance work statement(s) (PWS) or statement(s) of work

(SOW), a primary element of an acquisition-ready requirements package. The

CSOR described in this appendix may be substituted with similar products

(e.g., reports generated from cASM).

2. Methodology

a. There is no standard format for the CSOR.

b. For contracted support, quantified contract requirements are entered by

location, phase, and type of contract (external and theater) as well as the ROM

estimate of CAAF that would be associated with the contracted support.

c. A mature CSOR (Figure 7) can drive the development and refinement of

the Annex W, validate assumptions in Annexes that assume contracted

support, enable an estimate of contractors based on requirements (CSSM),

narrow the focus for collection of information on the OCS operational

environment, assist in the development of JIPOE, inform contingency base

sustainment estimates and inform the OCS input to the LSA.

d. The level of detail included varies by level of command.

e. See <https://intelshare.intelink.gov/sites/ocs> for a CSOR tool. The

site also includes a user’s guide for the tool.

CJCSM 4301.01

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Appendix C

C-C-2 Enclosure C

Figure 7. Example CSOR

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D-1 Enclosure C

ENCLOSURE D

PLAN DEVELOPMENT

1. General

a. During the plan development, the CCDR’s staff creates a concept plan

(CONPLAN) format, with the required annexes or a detailed operation plan

(OPLAN) or operation order (OPORD). The supported CCDR, staff and

subordinate commanders, and supporting commanders conduct a number of

different planning activities to include

(1) Force planning

(2) Support planning

(3) Deployment planning

(4) Redeployment or unit rotation planning

(5) Shortfall identification

(6) Feasibility analysis

(7) Refinement

(8) Documentation

(9) Plan review and approval

(10) Supporting plan development.

b. At the highest levels, the CJCS, in coordination with the supported and

supporting commanders and other members of the Joint Chiefs of Staff (JCS),

will monitor planning activities for plans and orders developed per the JSCP.

Additionally, the CJCS will resolve shortfalls when required and review the

supported commander’s plans/orders for adequacy, feasibility, acceptability,

completeness, and compliance with joint doctrine.

c. Service components and CSAs will also begin developing their

supporting plans.

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D-2 Enclosure C

2. Inputs to Plan Development

a. Selected operational COA.

b. OCS Estimate including:

(1) OCS concept of support with overlay

(2) Draft CSOR

(3) Draft CSSM.

c. Initial TPFDD.

d. Existing contracts and task orders. At a minimum, this should include

systems support contracts for vehicles, weapons systems, and other

equipment; civil augmentation program contracts; and husbanding contracts, if

available.

3. Operational Contract Support (OCS) Activities Supporting Plan Development

a. Plan development delves into the details of joint OCS planning actions.

Planning activities may overlap, be worked simultaneously, or even be

repeated.

b. OCS planners complete plan development in a collaborative

environment, exchanging information with staff planners, Service components,

and CSAs.

c. OCS planners must ensure that when plans or orders are prepared, the

OCS elements are reflected and addressed in paragraph 4 (Administration and

Logistics) of the base plan, Annex D, Annex W if required, and other functional

annexes where applicable. REFERENCE D specifies the OCS content required

in the plan(s). Appendices A and B to Enclosure D of this manual address

detailed OCS requirements.

d. Specifically, OCS planners

(1) Continue to refine the OCS aOE and refine information to/from

JIPOE.

(2) Refine OCS planning products (e.g., CSOR, CSSM, TPFDD, OCS

input to the battle rhythm, etc.) as contracted support requirements are

updated or as additional contracted support requirements are identified for

each phase of the plan.

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D-3 Enclosure C

(3) Lead the staff working group to prepare or refine the Contractor

Management Plan (CMP) in coordination with the OPT-lead. This plan will

cover all contractors supporting the operation, not just those supporting

logistics functions, so representation from across the staff is essential.

(4) Draft Annex W including an initial list of OCS enablers, OCS

preparatory tasks, designation of “common” contracted supplies/services, and

designation of theater support contracting organization structure(s).

(5) Address the mechanisms (e.g., theater support contracting

organization structures, B2C2WGs) that will be utilized to integrate and

synchronize all requirements and sources of contracted support.

(6) Assist with the GCC’s designation of “common” contracted

supplies/services.

(7) Analyze risks associated with the use of OCS to both the mission

and the force and recommend mitigation strategies. Depending on the

commander, this may be done as part of every planning function. The risk

analysis is documented in the LSA and the campaign using DRRS. See pages

C-7 and C-8 for risk and mitigation considerations related to the use of

contracted support in operations.

(8) Integrate contractor support requirements (e.g., life support,

transportation, JRSOI, etc.) into the overall plan.

(9) Determine the government furnished services for contractors

e. SecDef approval of a COA may be contingent on the JFC making

recommended changes. If this is the case, OCS planners must review all COA

products produced and make the necessary refinements to ensure the COA

reflects the new guidance. This refinement, if required, must be completed

prior to developing the OCS portion of the LSA, the refined TPFDD, and the

applicable annexes to the base plan as described in this step.

4. Operational Contract Support (OCS) Output or Products

a. OCS input to the base plan, which includes Administration and

Logistics paragraph 4, individual annexes (each warfighting function) with OCS

detail as well as Annexes D and W. See Appendices A and B to Enclosure D.

b. OCS portion of the LSA, if applicable by plan level, and selected COA.

See Appendix D to Enclosure D for guidance on developing OCS input to the

LSA and provide the input to the CCMD J4.

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D-4 Enclosure C

c. Refined TPFDD. The OCS input to the draft TFPDD is refined to include

the synchronization of OCS capabilities and enablers with the requirements

based on the concept of operation. See Appendix C to Enclosure D.

d. Initial MOPs and MOEs. See Appendix E to Enclosure D.

e. Annex W with appendices and tabs.

(1) Draft Summary of Contracting Capabilities and Capacities Support

Estimate, Appendix 1 to Annex W. The information in this Appendix can be

derived from the CSSM and CSOR and discussions with the SCO.

(2) Draft contractor management plan (CMP), Appendix 2 to Annex W.

(3) Draft Summary of Contractor Support Estimate, Appendix 3 to

Annex W. The information in this Appendix can be derived from the CSSM and

CSOR.

f. Refined CSSM.

g. Refined CSOR.

5. Plan Development Outputs

a. Plan or order development ends with SecDef approval of a fully

developed plan with appropriate Annexes, Appendices and Tabs.

b. The developed plan or order has been reviewed for adequacy, feasibility,

acceptability, completeness, and compliance with joint doctrine.

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Appendix A

D-A-1 Enclosure D

APPENDIX A TO ENCLOSURE D

ANNEX W CHECKLIST

1. Purpose. The purpose of the Annex W checklist (Table 1) is to provide the

Combatant Commands, Services components and CSAs a broad overview of the

types of issues that should be addressed in an Annex W. While not exhaustive,

it serves as a basic guide as to what to think about when preparing, staffing,

and publishing an Annex W. It also applies to developing the OCS portion of

the logistics supportability annex (LSA).

2. Methodology

a. Checklist considerations are organized and grouped under the sections

of Annex W.

b. Each section of the Annex W is summarized in Table 1. The text

following the table details planning considerations by section. Sample

language is provided in Appendix B to further guide planners as they develop

Annex W.

c. OCS information is initially documented in the OCS estimate, then

refined and updated as the plan or order matures through joint planning.

d. Level 1 or 2 plans are not required to have an Annex W unless specified

by the Combatant Command. However, this checklist serves as a tool for

conducting OCS mission analysis, supportability analysis, and estimates.

Additionally, Level 1 or 2 plans may be generic plans that are designed for

operations anywhere in the theater, vice a particular country. In this case,

identifying information in some of the areas of this checklist would be not

applicable.

e. Level 3T, 4, and TCPs must include all sections of Annex W except TCPs

do not require Tab A to Appendix 1 or Tab A to Appendix 3.

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Appendix A

D-A-2 Enclosure D

Table 1. Minimum OCS Information Requirements

Annex W Section

Action

Remarks

1. Situation

Enemy situation. Threat level assessment that lays estimate impact on the potential

use of contract support by phase and location.

Friendly situation. List major commands and agencies supporting the contingency,

and briefly describe their functions related to OCS actions. Also, list non-DoD and

Interagency entities impacting or influencing OCS actions.

Commercial Business Environment. Based on a coordinated JFC, Service components,

construction agent and CSA OCS preparation of the operational environment (provides

synopsis of local business environment (sector analysis)).

Assumptions. Based on threat assessment, commercial business environment

research, host nation/international and multinational considerations and any

established OCS-related facts.

Limiting Factors (to include constraints/restraints). Based on threat assessment,

commercial business environment research and any established OCS-related facts.

Some organizations may require documenting the source in the paragraph (e.g. HHQ,

JFC guidance, SOFA)

2. Mission Statement AD

See base plan

3. Execution

OCS Concept of Support. Outlines broad concept of OCS. It includes how contracting

supports the operation and articulates the commander's priorities and specific OCS

guidance by phase of operation.

Guidance on how types of contracted support (system, external, theater) are to be

utilized. Include GCC-specific direction on Service component contracting agencies

provision of contingency contract administration services (CCAS).

Tasks to Major Subordinate Units. Service components, LSCC, LSC, or JTSCC, and CSA's

to include participation in B2C2WGs and contractor management responsibilities.

Initial guidance by support function. Specific OCS requirements. C

OCS planner coordinates with

functional requiring activities

Non-Logistics Support

Linguists: Interpreters/Translators

Intelligence

Communications

Security

Other

Logistic Support

Supplies/Commodities: Class I, II, III, IV, VIII, IX

Maintenance: systems and common equipment

Non-facility based life support

Base Operating Support: Water, DFAC, MWR, Class I, II, III, IX

Construction/ General Engineering/ Facility Maintenance

Materiel Distribution/Transportation

Disposition services

Health Services and Readiness

Mortuary Affairs

Coordinating Instructions. Mission-specific OCS guidance for B2C2WG, reporting,

battle rhythm, links to applicable policy and procedural documents or websites

Initially from OCS Estimate.

Refined in plan development.

4. Administration and Logistics

Funding/Fund Disbursements C

Contract/Fiscal Law Support C

5. Command, Control, and Contracting Authority

Theater Support Contracting Organization Structure (LSCC, LSC, JTSCC) C

Contracting Authority AD

Appendices

Summary of Contracting Capabilities and Capacities Support Estimates P Tab A to Appendix 1

Contractor Management Plan (CMP) C

Appendix 2

Summary of Contractor Support Estimates P

Tab A to Appendix 3

Action Key—Information derived from: AD–Authoritative Document(s); C–Checklist (this appendix); P–Developed Process

Initially from OCS Estimate.

Refined in plan development.

Minimum OCS Information Requirements

May include in base order

(paragraph 4)

- Requiring activity or staff planner

develops requirements and

appropriate sourcing solution.

- Requiring activity documents OCS

requirements in appropriate

annex/appendix.

- OCS planner consolidates in Annex

Initially from OCS Estimate.

Refined in plan development.

Initially from OCS Estimate.

Refined in plan development.

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Appendix A

D-A-3 Enclosure D

3. Enemy Situation. Threat level assessment that lays estimate impact on the

potential use of contract support by phase and location. It is initially

documented in the OCS Estimate.

a. How will the threat level affect the ability to contract for local goods and

services?

b. Does the enemy have any linkage to commercial sources that may be

used to fill potential requirements?

c. How do the terrain and environment affect the use of OCS?

4. Friendly Situation

a. List major commands and agencies supporting the plan or contingency

and briefly describe their function related to OCS actions (e.g., requirement

generator, contracting organization under operational control (OPCON) of the

JFC, contracting organization in support, but not OPCON, to the JFC.)

b. List non-DoD and interagency entities impacting or influencing OCS

actions.

5. Commercial Business Environment. Based on a coordinated JFC, Service

component, construction agent, and combat support agency preparation for

OCS analysis of the operational environment. This provides a synopsis of the

local business environment by sector (energy, manufacturing, etc.)

a. Describe briefly the general business environment.

b. Are there local customs, laws, taxes, or language barriers that will make

contracting with the local vendors difficult?

c. What cultural issues exist with business operations?

d. What HNS, SOFAs, acquisition and cross-servicing agreements (ACSA),

other diplomatic/international/multinational agreements will be in effect? How

will they impact contracted support?

e. Are private security services provided by contractors IAW applicable

U.S., HN, international law, and relevant SOFAs?

f. Does the area of operations have an austere, moderate, or robust

business environment?

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Appendix A

D-A-4 Enclosure D

g. How far from the business centers are the requiring units/activities. Do

the lines of communication (LOCs)/infrastructure support potential use of

contracted support? Have hostilities/natural disasters impacted businesses?

Rule of Law? Corruption?

h. What supplies and services may be available from the local markets

(JOA, local countries and in-transit countries)? Do you have consolidated

market survey data?

i. What are the local labor and other cost factors for construction and

engineering work?

j. Will local vendors be capable of providing rapid response?

k. What is the local currency, and how fluid/stable is this currency? Will

business have to be conducted in another designated currency? Consult with

lead resource management office on these questions.

l. What type of banking/financial institutions will be available? Is the

financial system sound? Are electronic funds transfers possible? Will cash be

required?

m. Will local vendors accept government purchase cards? If not, is there a

paying agent plan in place?

n. What payment mechanism will be required by vendors?

6. Assumptions. Base assumptions on the threat assessment; commercial

business environment research; host nation, international and multinational

considerations; and any established OCS-related facts. Assumptions carried

into execution become risks and must be mitigated. OCS assumptions should

not repeat previous assumptions within the plan; they should be specific to

OCS. Ask what key assumptions related to OCS are needed to develop this

plan? Some examples are:

a. Availability/effectiveness of local national commercial source?

b. Availability of funds?

c. Will host and in-transit countries will allow third country nationals, to

include U.S., to operate?

d. Will host and in-transit countries require work visas?

7. Limiting Factors. Determine constraints (something you must do) and

restraints (something you cannot do) based on the threat assessment,

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D-A-5 Enclosure D

commercial business environment research, and any established OCS-related

facts. Some organizations require you to document the source of the limitation

in the paragraph. Example sources include higher headquarters plans, orders,

or policy; JFC guidance; or a SOFA. See Appendix B for additional examples.

8. Mission Statement. There is no separate mission statement for the OCS

annex. Direct the reader to the base plan.

9. Execution. The next several sections until “Administration and Logistics”

are part of execution.

10. OCS Concept of Support. Outline the broad concept of OCS. Include how

contracting supports the operation and articulates the commander’s priorities

and specific OCS guidance by phase of the operation. The concept of support

should contain information on the OCSIC and the lead component or

organization of OCS coordination and/or the contracting construct (i.e. service

support your own, LSCC, LSC, or JTSCC).

a. For each support function:

(1) Which joint, Service Component or CSA staff has the lead for

planning support arrangements for this function?

(2) Will this function be fully or partially contracted out? What portion

of the contracted service will be external and what portion will be theater

support?

(3) If function will be partially contracted out, what tasks will be

contracted and what tasks will be retained by the government?

b. Based on the analysis of organic and other support capabilities, to what

extent will contracting have to be utilized to provide support due to the absence

of organic capability and/or to offset the impact of any force caps on the size of

the military force?

c. Are there reach-back arrangements made to non-deployed contracting

and/or legal counsel organizations?

d. Are there requirements that cannot be procured locally; what are the

workarounds?

e. Are private security services provided by contractors IAW applicable

U.S., HN, international law, and relevant SOFAs? How will the contracting

effort be structured (by buying activity, geographical area, customer, etc.), to

include flows of authority?

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D-A-6 Enclosure D

f. Are special contract-like programs or initiatives to be utilized (e.g.,

Commander’s Emergency Response Program)? If so, what are the impacts to

OCS (e.g., effects on competition, contracting organization

oversight/workload/training, etc.)?

g. Are any “local national first” type programs established? If not, should

there be?

h. When appropriate, are theater business clearance procedures

established and articulated?

i. What processes are defined to provide visibility of key requirements and

contracted capability? What IT systems will be used to support them?

j. What processes are defined to provide visibility and accountability of

contractor personnel? What IT systems will be used to support them?

k. Has guidance and direction been developed and documented in the

contractor management plan for CCAS?

11. Type of Contracted Support Guidance. This section details use of system

support, external support, and theater support contracts as well as CCAS.

a. Will external support logistical-related contracts be utilized (e.g.,

LOGCAP, AFCAP, or DLA prime vendor)? If so, how will these external support

contracts be managed to ensure there is no undue competition for the limited

commercial vendor base?

b. Are there restrictions on the use of Service civil augmentation programs

or other external support contracts in place?

c. Will the plan address guidance and process to transfer civil

augmentation program task orders requirements to theater support contracts

or firm/fixed price contracts?

d. What USACE and NAVFAC global contracts are in effect in the AOR and

how will/can they affect competition in theater?

e. How large will the theater support contracting requirement be?

f. Determine mission essential services to be provided by contractors.

Have the service components completed their planning for the continuation of

essential services?

g. Determine alternative means of support for mission essential services in

the event a primary contractor is unable to perform. This task includes

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D-A-7 Enclosure D

assessing alternative sources (military, DoD civilian, local national or other

contractor(s)) or identification of actions that will mitigate the loss of such

support.

h. What agency will perform the contract administration for external

support, systems support, and theater support contracts?

12. OCS Major Task Assignments. Specify for each service component, lead

service, the JTSCC (if established) and CSAs.

a. List OCS tasks to subordinate units to include:

(1) Lead service designation, as applicable.

(2) Required B2C2WG membership/participation.

(3) Associated contractor management responsibilities (e.g., JRSOI,

force protection, etc.)

b. What OCS boards (e.g., joint requirements review board [JRRB], joint

contracting support board [JCSB] and Combatant Commander logistic

procurement support board [CLPSB]) will be established?

(1) What are manning responsibilities for these boards?

(2) Are the board’s procedures developed?

(3) Have JRRB thresholds been determined and documented?

(4) Have thresholds and procedures been coordinated with JRRB

members?

13. Initial Guidance by Support Function. List all major support functions

viable for commercial support sourcing. A minimum list by logistic and non-

logistic support are included in Table 1.

a. Under supplies or commodities, keeping in mind all requirements

including base life support, planners should consider:

(1) Bottled and bulk water

(2) Class I

(3) Class II

(4) Class III (bulk and packaged)

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D-A-8 Enclosure D

(5) Class IV

(6) Class VI

(7) Class VIII

(8) Class IX

b. Under base life support, planners should consider:

(1) Billeting

(2) Medical support

(3) Tactical water purification

(4) Dining facility (DFAC) support

(5) Morale, welfare, and recreation (MWR) including mail

(6) Waste disposal (solid, biological, and hazardous).

c. For all supply services, do you have a plan to keep the accountable

officer in place if/when the function is contracted out?

d. Provide the plan for how CORs will be identified and any specific

procedures the CORs will use for contractor management.

e. Are there specific requirements or approvals needed for contractors

(private security contractors, RUF, etc.)?

f. OCS planners at the GCC and in the Service Components may want to

develop a list of priority items to be contracted. This “Top XX” list of

items/services needed for contracted support will enable planners to focus on

those items/services deemed critical to the execution of the CONOP. This list

can change by phase and should be adjusted as required. This list will also

enable OCS planners and operational users to focus on collection of data

specific to these items/services during the campaign or during daily operations

and assist in the development of the OCS operating environment and JIPOE.

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D-A-9 Enclosure D

14. Coordinating Instructions

a. Provide any mission specific B2C2WG guidance.

(1) Any DoD organization with contracting authority operating in the

AOR/JOA should be directed to participate in the JCSB.

(2) The LCB can be used to address OCS-specific issues in lieu of an

OCS working group.

b. List reporting requirements.

c. Publish OCS specific Battle Rhythm.

d. Include links for accessing TTPs, SOPs, etc.

e. Designate of “common” contracted supplies and services.

15. Administration and Logistics

a. For Annex W, this section often simply refers to Annex D of the base

plan or order.

b. Additional “Administration and Logistics” requirements will be

addressed in sub-paragraphs to paragraph 4. They can include:

(1) Funding/Fund Disbursements.

(a) What is the funding source(s)?

(b) Where will Financial Management personnel be located? Will

they deploy?

(2) Contract/Fiscal Law Support.

(a) Who is responsible for providing contract law support to

facilitate OCS?

(b) Also see Base Plan, Annex E–Personnel, Appendix 4–Legal. This

sub-paragraph should describe specific contract and fiscal law support

arrangements.

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D-A-10 Enclosure D

16. Theater Support Contracting Organization Structure (LSCC, LSC, JTSCC)

a. What contracting support agencies will be needed, and what contracting

relationship will they have with the deployed contracting unit?

b. Determine which of three theater support contracting related

organizational options or combination of options will be most suitable for the

operation (e.g., JTSCC, lead Service, or Service component support to own

forces).

c. Are there trigger points to move from single Service to lead Service to a

joint command (or from joint command to a lead Service organization)?

17. Contracting Authority

a. Are HCAs and associated SCOs properly identified to include primary

duties, location, and flow of contracting authority?

b. What triggers would require movement of HCA within or out of

operational area?

18. Summary of Contracting Capabilities and Capacities Support Estimates.

This is not mandatory for a TCP. In the Annex W of a level 3T or 4 plan, it is

Tab A to Appendix 1. It is appropriate to insert a map of the JOA and the OCS

unit locations as depicted in the example in Appendix B. The OCS planner can

make the map as detailed as required; depicting the OCS Concept of support

and the overall CONOPS is key.

a. What is the requirement by location and phase for contingency

contracting officers (CCOs)?

b. What contracting functions will be performed at each location during

each phase?

c. What other OCS capability and capacity is required by location and

phase. Consider:

(1) What are the staff support requirements for a JTSCC C2 option?

(2) What “reach back” functions and staff are required?

(3) What are the requirements for Lead Service for contracting C2

option-how will additional coordinating capability staffing be provided? From

what organizations?

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D-A-11 Enclosure D

(4) What are the contracting and contract coordination support skill

sets needed? How many?

(5) Is participation in OCS and non-OCS related boards, centers, and

cells identified? What should the troop-to-task look like?

(6) What are the requirements for external liaisons and coordination

with the CCMD J2, J3, J5 civil-military operations center (CMOC) and other

organizations? (e.g., DOS, USAID, Department of Justice, Federal Emergency

Management Agency, United Nations, North Atlantic Treaty Organization)

(7) What are anticipated pre-deployment site survey team

requirements?

(8) What are anticipated requirements to make contracting

supportability assessments?

(9) What counterinsurgency (COIN) operations contracting-related

human resource requirements are anticipated (e.g., influence COIN effort,

structure OCS impacts to help achieve operational effects)?

(10) Are there specific operational requirements for which the JTF can

or should employ host-nation personnel?

d. If tasked, what are the staff requirements to coordinate the entire

contract and financial operations COP for the CCMD (e.g., requirements

visibility of all non-DoD contracting entities, resource status on all types of

funds flowing into theater, fund flows through contractors and

subcontractors)?

e. Is a JCASO MST required? Where? How many? What duration? To

provide which staff or SME support?

f. Types of OCS-related personnel to consider include:

(1) Warrantable contracting officers (KO)

(2) Administrative contracting officers (ACO)

(3) Quality assurance representatives (QAR)

(4) Property book/property administrators (PA)

(5) Service component CAP planners in the OCSIC/JOA

(6) OCSIC liaison officers (LNOs)

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D-A-12 Enclosure D

(7) Service components, CSAs, other government agencies, NGOs, etc.

(8) Current and future operations staff

(9) Policy review analysts

(10) Contracting closeout assistants

(11) Contract administrators

(12) Enlisted contracting specialists

(13) Administrative NCOs

(14) Plans and policy NCOs

(15) Logistics and transportation NCOs

(16) Contract attorneys

(17) Paralegals

(18) Program management and acquisition planners

(19) IT specialists

(a) IT Network administrator

(b) SPOT-ES administrator/specialist

(d) cASM superuser/specialist

(20) Procurement analysts

(21) Others as required.

g. Locations of OCS elements by phase of the operation to include:

(1) LSCC/LSC/JTSCC

(2) OCSIC (JTF/Service Component)

(3) CCAS/ECA element.

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D-A-13 Enclosure D

19. Contractor Management Plan (CMP). The CMP is Appendix 2 to Annex W.

OCS planners need to review Secretary of Defense Memoranda, DoD

Instructions; DoD Directives; Joint Publications; Host Nation MOD policies,

and SOFAs to incorporate reference material as applicable. The questions

below should influence the OCS planner as the CMP is developed with input

from across the staff.

a. Are CAAF country entrance requirements identified and are processes in

place to ensure compliance?

b. Are CAAF pre-deployment medical, dental, physical and psychological

requirements identified and are processes in place to ensure compliance?

c. Are there CAAF pre-deployment training requirements that must be

completed prior to deployment into the theater; are there requirements that will

be completed upon arrival in theater? Have designated CONUS/OCONUS

locations been identified for training and/or deployment/redeployment?

d. What are the overall contractor management requirements? Have

policies been established for day-to-day management and control of CAAF?

e. Are theater business clearance procedures established and articulated?

f. Are operational focused contractor personnel discipline policies

established? Do these policies include specific contractor personnel discipline

procedures?

g. What are the policies to vet and badge all contractor employees who

need routine access to military facilities?

h. Are standardized security badge issuance policies in place across the

AOR?

i. Is the incorporation of all CAAF and non-CAAF requiring base access

into the overall force protection and security plans addressed?

j. Is a billeting policy established for CAFF and non-CAAF personnel?

k. Are CCMD and other government agency private security services and

procedures identified?

l. What is the guidance regarding the authorized/required/prohibited

clothing and protective gear allowed for contractor personnel to wear or not

wear?

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D-A-14 Enclosure D

m. Are there plans to provide primary/routine/emergency medical care to

CAAF?

(1) What is the policy regarding primary/routine medical care to CAAF

in the immediate vicinity of U.S. forces or on a U.S. base?

(2) Are the deployed MTFs prepared to provide emergency medical care

to CAAF and non-CAAF employees injured, in the performance of their contract

duties, while in the immediate vicinity of U.S. forces or on a U.S. base?

(3) Is the CCMD prepared to record all costs associated with the

treatment and transportation of contractor personnel to the selected civilian

facility? What is the policy regarding evacuation of CAAF? Who is responsible?

How will costs be captured and reimbursed?

(4) Do these policies consider the operational needs and costs

associated with providing/not providing this support?

n. Is the specific nature and extent of mortuary affairs support for

contractors determined?

o. Is subsistence support provided to contractors on a non-reimbursable

basis? If not, have reimbursement procedures been established?

p. Are CAAF properly integrated into the personnel recovery program?

q. Are authorizations for CAAF’s use of military exchange facilities for

health and comfort items addressed?

r. Are CAAF when deployed allowed access to MWR facilities or programs;

religious support; commissary privileges; mail/postal support; legal assistance?

s. Are individual contractor arming policies in place?

t. Are there established procedures to address contractor inter- and intra-

theater movement issues; quarantine or restriction of movement; evacuation?

u. Is CAAF protection during transit within the AO addressed?

v. Are command, control, communications, computers, and intelligence

(C4I) issues, policies, requirements and restrictions addressed?

w. Are contractor convoy force protection standards and procedures

addressed?

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D-A-15 Enclosure D

x. Have specific CAAF theater entrance requirements been identified? At a

minimum, do they include:

(1) ID card issuance policy

(2) Government furnished support policies and procedures

(3) Letter of authorization (LOA) generation with specifics on the

information that is required to be included in the LOA and approval

(4) Medical/dental qualification standards, immunizations, and

screening procedures

(5) Military protective clothing and equipment directives

(6) Uniform policy

(7) Training verification.

y. Have steps been taken to combat trafficking in persons, e.g., measures

in place to ensure third country national CAAF are fairly treated?

z. Are there established procedures for deploying and redeploying CAAF to

include:

(1) Updating SPOT-ES

(2) Enroute country entry requirements and life support

(3) Issuance and recovery of government issued badges and ID cards

(4) Issuance and recovery of government-furnished equipment (GFE) or

government owned, contractor acquired equipment

(5) Post deployment medical screening

(6) Required pre/post deployment briefings/debriefings

(7) Issuance/withdrawing security clearances (as applicable).

20. Summary of Contractor Support Estimates. This becomes Tab A to

Appendix 3 to Annex W. It applies to level 3T and 4 plans, but not to TCPs.

a. To obtain a list or be granted access to view the current JCAs, contact

Joint Staff J8, Joint Capabilities Division, JCA Program Manager.

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Appendix A

D-A-16 Enclosure D

b. See Appendix C to Enclosure D for additional assistance.

21. Other Annexes, Appendices, and Tabs. OCS equities are included as

indicated below in accordance with REFERENCE D.

a. Annex B–Intelligence

(1) What are the requirements for contracted translators, interpreters

and linguists?

(2) How does the terrain and environment affect the use of OCS?

(3) How will the threat level affect the ability to contract for local goods

and services?

b. Annex C–Operations

(1) What are the requirements for contracted Personal Security

capabilities?

(2) Have rules for the use of force been developed and are published?

c. Annex D–Logistics

(1) What HNS, SOFAs, ACSAs, or other diplomatic, international, or

multinational agreements will be in effect? How will they impact contracted

support?

(2) Is the Theater Business Clearance process articulated so that

CONUS-based contracting agencies and officers understand what is required

by the HCA/SCO?

(3) For all supply services, do you have a plan to keep the accountable

officer in place if/when the function is contracted out?

(4) For each support function:

(a) Which joint, Service Component or CSA staff has the lead for

planning support arrangements for this function?

(b) Will this function be fully or partially contracted out?

contracted and what tasks will be retained by the government?

d. Annex K–Command, Control, Communications, and Computer Systems.

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D-A-17 Enclosure D

(1) What processes and automated Information Technology (IT) will

provide contract and contractor management visibility and accountability?

(3) How will requiring activities and contracting organizations

communicate with contracting units, requiring activities in the field, and with

local vendors?

(3) Will communication capabilities provide contracting personnel the

necessary capabilities to support reach-back requirements?

(4) Has the command identified contractors that are operationally

critical to its mission so that the contractors can know their obligation to

report cyber incidents?

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D-A-18 Enclosure D

(INTENTIONALLY BLANK)

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Appendix B

D-B-1 Enclosure D

APPENDIX B TO ENCLOSURE D

ANNEX W EXAMPLE

HEADQUARTERS, U.S. XXXXXX COMMAND

xxxxxxx, xx xxxxx-xxxx

xx xxxx 20xx

ANNEX W TO CONPLAN xxxx-xx RESPONSE TO ORANGELAND INSTABILITY

References:

a. (U) 32 CFR Part 158, Operational Contract Support (OCS)

b. (U) Federal Acquisition Regulation (FAR), (current edition)

c. (U) Defense Federal Acquisition Regulation Supplement (DFARS), (current

edition)

d. (U) Assistant Deputy Under Secretary of Defense (Program Support) OCS

Concept of Operations, 31 March 2010

e. (U) Office of the Under Secretary of Defense, Acquisition, Technology, and

Logistics Memorandum, Procurement Support of Theater Security Cooperation

Efforts, 6 May 2011

f. (U) DoD Instruction 1100.22, Policy and Procedures for Determining

Workforce Mix, 12 April 2010

g. (U) DoD Instruction 3020.41, Operational Contract Support (OCS), 20

December 2011

h. (U) DoD Instruction 3020.50 CH-1, Private Security Contractors Operating

in Contingency Operations, Humanitarian or Peace Operations, or Other

Military Operations or Exercises, 1 August 2011

i. (U) DoD Instruction 4161.02, Accountability and Management of

Government Contract Property, 27 April 2012

j. (U) DoD Directive 2010.9, Acquisition and Cross-Servicing Agreements, 28

April 2003

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D-B-2 Enclosure D

k. (U) DoD Directive 3020.49, Orchestrating, Synchronizing, and Integrating

Program Management of Contingency Acquisition Planning and Its Operational

Execution, 24 March 2009

l. (U) DoD Directive 4270.5, Military Construction, 12 February 2005

m. (U) DoD Contingency Business Environment Guidebook, 23 September

2014

n. (U) CJCSM 3130.01, Theater Campaign Planning Policies and Procedures,

25 November 2014

o. (U) CJCSM 3130.03, APEX Planning Formats and Guidance, 18 October

2012

p. (U) CJCSM 4301.01, Planning Operational Contract Support (currently in

Draft)

q. (U) CJCSI 3110.03D, Logistics Supplement to the Joint Strategic

Capabilities Plan, FY 2008, 25 June 2009 (includes updates from 18 December

2012)

r. (U) CJCSN 4130.01, Guidance for Combatant Commander Employment of

Operational Contract Support Enabler – Joint Contingency Acquisition Support

Office (JCASO), 20 December 2011

s. (U) Joint Publication 2-01.3, Joint Intelligence Preparation of the

Operational Environment, 16 June 2009

t. (U) JP 4-0, Joint Logistics, 16 October 2013

u. (U) JP 4-10, Operational Contract Support, 16 July 2014

v. (U) JP 5-0, Joint Operation Planning, 11 August 2011

w. (U) Joint Contingency Acquisition Support Office (JCASO), Concept of

Operations (CONOPS), 27 June 2012

x. (U) Joint Contingency Acquisition Support Office (JCASO), Mission Support

Team (MST) SOP, 21 January 2016

y. (U) Applicable Service Acquisition Regulations Supplement

z. (U) Multi-Service Techniques, Tactics and Procedures (MTTP) 4-10, OCS,

February 2016

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Appendix B

D-B-3 Enclosure D

aa. (U) Army Federal Acquisition Regulation Supplement (AFARS) 5101.601,

(current edition)

bb. (U) XXXCOM Instruction 3217.01, Management of Private Security

Contractors (PSC) During Contingency Operations, 31 May 2011

cc. (U) XXXCOM Instruction 4001.1, Logistics Support Using Acquisition

Cross-Serving Agreements (ACSA), 28 August 2013

dd. (U) XXXCOM task order 010828Z October 2009, Expansion of Contractor

Tracking via SPOT

ee. (U) __(Country Name)___ Status of Forces Agreement, dated DDMMMYYYY

ff. (U) XXXCOM Instruction 2000, XXXCOM Guidance for Conducting Foreign

Vendor Vetting, 13 September 2016

gg. (U) MOD xx to XXXCOM Instruction 1000, XXXCOM Individual Protection

and Individual/Unit Deployment Policy, 15 January 2016

1. Situation

a. (U) Enemy. Refer to ANNEX B, Intelligence. Instability in Orangeland is

not expected to impact or have an effect on commercial vendor sources in

Blueland. Expect the commercial vendor sources to be unavailable in

Orangeland if U.S. operations expand. There may be enemy elements or

associations, in both Orangeland and Blueland that have linkage to various

commercial sectors. It is known that the transportation industry (trucking, rail

and sealift) and the entire commercial communication industry (telephone,

cable/internet) have links to enemy elements due to family connections. As

such, foreign vendor vetting will take on an increased significance during the

operation. Both Blueland and Orangeland, commercial services and materials

may be impacted and suffer reduced capabilities during the rainy season due

to restrictions on the lines of communication.

b. (U) Friendly

(1) (U) Joint Task Force-XXX (JTF-XXX). The joint force responsible for

execution of the JTF-XXX mission and the development of overall OCS

execution. JTF-XXX J4 has an established OCSIC that has planned and

executed OCS throughout the ongoing campaign.

(2) (U) JTF-XXX, U.S. Army Service Component. Comprised of U.S.

Army forces that generate OCS requirements and have been designated as the

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D-B-4 Enclosure D

LSCC for JTF-XXX. Manning for an OCSIC has been identified to support

execution, but not ongoing campaign operation. Has contracting capability to

support U.S. Army forces within JTF-XXX JOA. Disbursing capability is

organic to the force and will be available to support payment for contracted

support.

(3) (U) JTF-XXX, U.S. Air Force Service Component. Comprised of U.S.

Air Force forces that generate OCS requirements. Manning for an OCSIC has

been identified to support execution, ongoing campaign operation. Has

contracting capability to support U.S. Air Forces within JTF-XXX JOA.

Disbursing capability is organic to the force and will be available to support

payment for contracted support.

(4) (U) JTF-XXX, U.S. Navy Service Component. Comprised of U.S.

Navy forces that generate OCS requirements. Manning for an OCSIC has not

been identified to support execution. The Service has the appropriate

contracting capability to support U.S. Navy forces within JTF-XXX JOA.

Disbursing will be provided by the designated disbursing office for the JTF.

(5) (U) JTF-XXX, U.S. Marine Corps Service Component. Comprised of

U.S. Marine Corps forces that generate OCS requirements. Manning for an

OCSIC has been identified to support execution, but not ongoing campaign

operations. Has contracting capability to support U.S. Marine Corps forces

within JTF-XXX JOA. Disbursing capability is organic to the force and will be

available to support payment for contracted support.

(6) (U) JSOTF, JTF-XXX. Comprised of USSOCOM forces that generate

OCS requirements. Manning for an OCSIC has not been identified on the

JSOTF JMD to support execution. Has contracting capability to support

SOCOM specific requirements, but does not have the ability to support Service

unique contracting requirements within the JTF-XXX JOA.

(7) (U) Commander, U.S. Transportation Command

(CDRUSTRANSCOM). As a Supporting CDR, execute contracting support

relating to strategic lift/distribution in support of JTF-XXX.

(8) (U) U.S. XXXXX Command (USXXCOM). USXXCOM is a supporting

command that may coordinate and execute contracts within their geographic

area that are in support of this operation (e.g., humanitarian assistance (HA),

contracting support from an operating base located within the XXXXX AOR).

(9) (U) Defense Logistics Agency (DLA)

(a) (U) DLA is combat support agency and is the executive agent for

subsistence (Class I); bulk fuel (Class III); construction and barrier materiel

(Class IV); and medical materiel (Class VIII) and provides support to JTF-XXX

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D-B-5 Enclosure D

through Commander, DLA Region XXX (DLA-X). CDR DLA-X is the primary

point of contact for operation XXXXX for enterprise-wide joint logistics and will

coordinate reach back with the DLA CCMD LNO and DLA HQ enterprise for

required combat support.

(b) (U) Joint Contingency Acquisition Support Office (JCASO). JTF-

XXX coordinates with the embedded CCMD JCASO planner for JCASO MST

capability and determines initial requirements for support. Routed through the

applicable GCC, the JCASO MST request is forwarded to HQ JCASO for further

coordination. The JCASO MST is a temporary enabling capability, to advise,

assist, and support JTF-XXX oversight of OCS operations, typically for 60 days.

(10) (U) U.S. Embassy, Blueland, Chief of Mission (COM) and support

staff. U.S. Embassy, Blueland General Services Officer (GSO). The GSO is

responsible for contracting support for the U.S. Embassy-Blueland. During

peacetime [or campaign activities], the GSO may be a source for paying for

contracted support. U.S. forces operating in Blueland should not plan on the

GSO providing contracting support of any type. The GSO may provide OCS

operational environment information to support U.S. military forces operating

in Blueland during the theater campaign.

(11) (U) Defense Finance and Accounting Service (DFAS). DFAS may be

utilized as a paying activity supporting contract execution in support of the

Theater Campaign Plan as well as other operations. However, utilization of

DFAS as a paying activity should not be assumed, coordination must be done

during planning as well as execution.

(12) (U) Defense Contract Management Agency (DCMA). DCMA may be

requested to provide augmentation to support JTF-XXX Service component

execution of CCAS/ECA. DCMA support should be requested via the request

for forces (RFF) process.

(13) (U) Other Government Agencies. Add specific information related

to government agency contributions to the plan and how these agencies

may/will be involved in OCS equities. Other government agencies can include:

USAID, Department of Justice, Department of Energy, etc.

(14) (U) Multinational Forces

(a) (U) NATO. NATO forces will have the ability to conduct

contracting operations within JTF-XXX JOA. NATO forces will participate and

utilize the JTF-XXX JRRB for designate common contracted supplies/services.

NATO contracting organizations will also participate in the JTF-XXX JCSB.

(b) (U) (U) Yellowland Defense Forces. The government of

Yellowland has designated forces to support this plan. Yellowland forces will

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D-B-6 Enclosure D

participate and utilize the JTF-XXX JRRB for designate common contracted

supplies/services. Yellowland contracting organizations will also participate in

the JTF-XXX JCSB.

c. (U) Commercial Business Environment

(1) (U) Blueland has a significant petroleum industry. Most of the

petroleum industry capability is foreign owned and managed.

(2) (U) Commercial sources for services and commodities are available

within Blueland to support the expected U.S. force footprint for short duration

periods. It is anticipated that HN will make commercial resources available.

However, anticipate potential local vendor limitations to U.S. forces as a result

of contracted support requirements for humanitarian assistance (HA) efforts

from USAID’s Office of U.S. Foreign Disaster Assistance (OFDA) and NGOs.

(3) (U) The local national work force does not have a significant number

of people who would be considered “skilled” labor.

(4) (U) Within Blueland, there are known cultural difference between

people living and working in the northern and southern regions of Blueland.

Some degree of cultural tolerance is recognized within the capital region. For

additional information on geographic cultural boundaries within Blueland, see

Annex B.

(5) (U) Monitoring integrated financial operations and their impacts

within Blueland will be critical. Visibility of the contracting effects on the

local/regional vendor base is critical, especially for top commodities and

services.

(6) (U) A listing of all U.S. Government contracts within Blueland can

be obtained on the XXXXXXXXXX J4-CONTRACTING webpage.

(7) (U) There is no ACSA or SOFA between the U.S. and Blueland.

There could be significant issues related establishing theater support contracts

because of local laws. Likewise, the U.S. Embassy, Blueland, has established a

process to expedite the visa process for U.S. citizens entering Blueland.

(8) (U) There are currently restrictions related to the arming of

contractors supporting U.S. forces. However, there have been previous cases

when contractors have been armed due variable security situation in Blueland.

(9) (U) The lines of communication and national infrastructure within

Blueland is limited. Infrastructure supporting the petroleum industry is

robust, but very immature when not directly linked to the petroleum industry.

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D-B-7 Enclosure D

(10) (U) Blueland is not normally effected by natural disasters, however

acts of God are inevitable. Blueland Civil Defense forces are ill prepared to

handle natural disasters that affect more than 10,000 people. NGOs are

currently in Blueland supporting numerous humanitarian efforts. NGOs are

conducting operations utilizing local contracted support. If the U.S. forces

planned on using theater contracting to obtain support, this may impact NGO

operations and guarantee an increase in prices.

(11) (U) Blueland business law within the country is a facade for a very

corrupt government. Corruption is pervasive at all levels of government. As

such, local businesses are corrupt as well. U.S. contracting organizations need

to be on the lookout for corrupt practices and are prepared to deal with this

challenge.

(12) (U) Supplies and services availability within Blueland and the

countries within the vicinity (1000 miles) of Blueland.

(a) (U) The following supplies and services have a robust capability:

transportation assets (trucking [bulk liquid, break-bulk]), (maritime [bulk

liquid, bulk dry materials]); construction assets (maritime, pipeline).

(b) (U) The following supplies and services are limited: medical

infrastructure (clinic, hospital, ambulance); digital communication (WIFI, fiber

optic networks). Only hard-wire telephone exists and only in the capital.

However, cell phones are easy to obtain and used widely.

capability: engineer/architectural design; factory production; ports—only 1

seaport with container cranes and 12 meter depth, two airports with 10,000

feet runways; construction materials—the majority of construction materials

are imported—with the exception of rock-based products.

(13) (U) The local currency is the Blueland Peshba. The strength of the

Peshba is linked to the price of oil. Inflation in Blueland is high. Historically,

inflation has added approximately 75% to the cost of goods and services when

compared to the cost for comparable items in the US. Petroleum companies

operating in Blueland have indicated that if payment is made in U.S. dollars,

the cost for goods and services decreases by approximately 75% thereby

erasing the effect of inflation.

(14) (U) The banking system in Blueland is government controlled. As

such, corruption is pervasive. Vendors in the capital area will accept electronic

fund transfer, however, payment cash, U.S. dollars, is preferred.

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D-B-8 Enclosure D

d. (U) Assumptions

(1) (U) Contracting support at HA zones will be conducted by the

Government of Blueland, USAID/OFDA, or IGOs/NGOs.

(2) (U) Contract support will be limited to operating locations within

Blueland.

(3) (U) Bluelandian operating locations for U.S. Forces will not meet all

bed down requirements and expeditionary life support sets will be required.

Theater support contracting from HN sources will be required to augment base

life support.

(4) (U) CAP contractors will be authorized by the government of

Blueland to support JTF-XXX operations during a hostile and/or uncertain

operational environment.

(5) (U) Bluelandian first program will be instituted for contracted

support when the JOA operational environment becomes permissive.

(6) (U) There will be a boots on ground/troop cap for U.S. forces when

the operational environment changes from hostile to permissive.

e. (U) Limiting Factors.

(1) (U) Blueland has an established commercial vendor base that can

be leveraged to support operational requirements via expeditionary contracting

for short durations. Although an established vendor base exists, it could be

restricted due to competing HA requirements.

(2) (U) The Bluelandian Armed Forces (BAF) may reserve the right to

coordinate via sole source some contracted support requirements for U.S.

Forces through Homegrown Contracted Services Corporation, which is a state-

owned enterprise. Under the ACSA, BAF could be the sourcing entity without

violating the FAR for logistics support, supplies and services. In the event a

DoD contract is required through Homegrown Contracted Service Corp.,

Contracting Officers should document the sole source requirement in a

supporting, legally approved justification and approval memo.

(3) (U) Bluelandian approval of Third Country Nationals (TCNs) in the

event external support contracts are required.

(4) (U) The Bluelandian Minister of Labor requires that Bluelandian

citizens compose at least 45% of the contractor workforce supporting all

theater support contracts. (Constraint)

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D-B-9 Enclosure D

(5) (U) No CAAF personnel will be authorized to carry weapons off of

military installations. (Restraint)

(6) (U) The Blueland government is requiring any external support

contractors, regardless of nationality, pay a 25% tax on all wages earned every

30 days; if the period of employment is less than 30 days a tax of 25% on all

wages earned during the period of employment will be paid. Coordination for

the payment of taxes by external support contractors will be made through the

Embassy of the contractor. (Constraint)

(7) (U) Only personnel in possession of a U.S. Department of Defense

issued Geneva Conventions Identification Card will be allowed to enter

Blueland territory without an appropriate visa. (Restraint)

2. (U) Mission. See base plan.

3. (U) Execution

a. (U) Concept of Contract Support Operations

(1) (U) This operation will employ a Lead Service for Contracting

Coordination (LSCC) construct IAW the references (list the pertinent

references).

(2) (U) USARXXXX is the designated LSCC within Blueland for this

operation and exercises contracting coordination authority for all Service and

DoD contracting activities operating in Blueland to ensure the synchronization,

leveraging and unity of contracting in support for JTF-XXX.

(3) (U) In order to execute this function, JTF-XXX will establish an

OCSIC. The JTF OCSIC will plan OCS and coordinate and synchronize

contracted support requirements. A JCASO MST may be requested by the

CCMD to deploy as an enabling capability for the JTF OCSIC. The JTF-XXX

OCSIC will serve as the secretariat and oversee the conduct of the JTF J4 Joint

Requirements Review Board (JRRB). The JTF OCSIC will coordinate validated

contracted support requirements with the LSCC, who will conduct a Joint

Contracting Support Board (JCSB) to determine the contracting strategy to

support the requirements.

(4) (U) Each Service component will vet contracted support

requirements through the JTF JRRB (if specific thresholds are met) and LSCC

JCSB. This allows the synchronization of all contracted support requirements

and contracting actions which will contribute to unity of contracting, avoid

competition for resources/service, and leverage like contracts for efficiency for

JTF forces operating in Blueland.

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D-B-10 Enclosure D

(5) (U) All Service components and DoD contracting activities operating

in the JOA will participate in JTF OCSIC and LSCC directed OCS or

contracting coordination B2C2WGs in order to facilitate unity of effort and

synchronization of contracted requirements.

(6) (U) OCS requirements will be vetted through the JRRB and through

the JCSB if the contract is more valued at more than $100,000 or involves any

private security capability. The OCSIC, in coordination with the supporting

contracting command(s), may alter the threshold for contracted support

requirements based on the operation. When determining thresholds, OCS

planners will coordinate with staff, (J1-9), but specifically the

Resource/Financial Managers (J8), Engineer (for minor construction issues),

Operations (J3), and the Chief of Staff.

(7) (U) IAW the CONOPS, U.S. Forces will operate from three primary

basing locations in Blueland. USXXXCOM will designate a Base Operating

Support-Integrator (BOS-I) for each operating location. The BOS-I is generally

based on the preponderance of force at each operating location. SOF presence

as the sole or preponderance of forces at a location does not eliminate the

responsibility of the theater Service Component Commander to provide Service

common logistics support. The BOS-I is responsible for coordinating and

providing common base life support contracting for all tenants at the operating

location. BOS leads for this operation are initially designated below:

(a) (U) Sea/Air Base Alpha (Northwest Blueland) contains the SPOD

and APOD to facilitate JRSO operations. NAVXXXX and MARFORXXX will

have the preponderance of assets at Sea/Air Base Alpha. NAVXXXX is the

designated BOS-I.

(b) (U) Air Base Bravo (East Blueland) will be primarily used by

AFXXXX. AFXXXX is the designated BOS-I.

primary location for the JTF HQ and other ARXXXX forces. ARXXX will be is

the designated BOS-I. The JTF HQ, JTF OCSIC and LSCC will be located at

Army Base Charlie. The JRRB and JCSB will be conducted from Army Base

Charlie, however, it will also be conducted virtually.

(d) (U) SOCXXXX contingency contracting officers operating under

USSOCOM contracting authorities will be prepared to support SOF at locations

where they are operating independently. When collocated, the designated BOS-

I will provide common base life support contracting to SOF.

(8) (U) All JTF-XXX Service Components and CSAs conducting

contracting within Blueland will participate in JTF OCSIC and LSCC directed

B2C2WGs.

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D-B-11 Enclosure D

(9) (U) All JTF-XXX Service Components and CSAs conducting

contracting within Blueland will plan for and conduct appropriate CCAS for all

contracts.

(10) (U) Priorities of OCS by phase are:

(a) (U) Campaign/predeployment planning. Identify existing

contract vehicles in use by DoD or USM-B in Blueland for potential leveraging

or expansion. Identify and refine contract support requirements IAW force

packages and basing locations to support potential contingency operations. It

is essential to acquire/update local vendor sources for key commodities and

services. The JTF OCSIC, ICW the LSCC, will develop and maintain a local

vendor database vetted through the U.S. Embassy/Consulate, as part of the

JTF OCS COP, for likely sources of contractor services and commodities.

Additionally, analyze and develop OCS effects on the operational environment,

develop OCS information requirements and provide OCS input to JIPOE. A

primary focus will be on coordinating contracts to support JRSOI, base

construction, and force protection barriers for potential bases in preparation

for execution at a later date. If required, coordinate preparatory actions and

parallel planning with DLA for JCASO MST augmentation.

(b) (U) Phase 1 (Deploy). Establish contracts to facilitate JRSO (e.g.,

transportation), conduct infrastructure improvements, and in support of

expeditionary BOS at operating locations. Determine actions to begin

establishment and execution of CAP contracts/activities to support future

phases of the operation. The JTF and contractors supporting the JTF will

begin using SPOT-ES and will maintain an OCS COP for the JOA that at a

minimum provides:

1. (U) Locations of Regional Contracting Centers

2. (U) Links to established contracts valued at more than

$100,000 within the JOA (IDIQ, CAP, theater support, husbanding, etc.)

3. (U) CORs with date estimated return from overseas (DEROS)

4. (U) Naval Facilities Engineering Command (NAVFAC) and

U.S. Army Corps of Engineers (USACE) contracts

5. (U) Locations of CAAF within the JOA updated on a 24- hour

basis

6. (U) Links to essential contracts outside the JOA that have a

direct impact on operations.

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D-B-12 Enclosure D

improvement of infrastructure and BOS. Be prepared to and begin to support

contracting in support of the Concept of Operations as required.

(d) (U) Phase 3 (Decisive Operations). Support combat operations.

(e) (U) Phase 4 (Stabilize). Stabilize operations, transition OCS

responsibilities, and support redeployment. Contract terminations and close-

out will begin.

(f) (U) Phase 5 (Redeploy). Support the redeployment of forces,

conduct contract terminations and close-outs, and transition OCS

responsibilities to successor, if applicable.

(11) (U) Systems Support Contracts. This is an expeditionary operation

and Services will deploy with only mission essential systems support

contractors required to maintain weapon systems and critical platforms

required for operations.

(12) (U) External Support Contracts. As this is an expeditionary

operation, external support contracts, such as the civil augmentation program

(e.g., LOGCAP and AFCAP), will be restricted to supporting major

operating/support bases and related JRSOI activities while theater support

contracts will be used as much as practical outside of these major support

requirements. As required, DLA may execute contracts to provide strategic

supply of commodities and prime vendor support.

(13) (U) Theater Support Contracts. Theater support contracting

(contingency contracting within Blueland) will be the primary source of

contracting support for this operation. HN resources will be used to the

maximum extent possible. All theater support contracts will be processed

through the JTF OCSIC JRRB, then passed to the LSCC to synchronize the

best contract execution action through the JCSB. These B2C2WGs ensure

contracting actions are synchronized with the operational requirement, existing

contract vehicles are leveraged to save time, unity of effort is maintained, and

internal competition among requiring activities is avoided to conserve

resources. Other OGAs and various IO/NGOs will likely have local contracting

requirements and must be represented in these forums in order to prioritize

and synchronize all contracting efforts.

b. (U) Contingency Contract Administrative Services (CCAS). Services will

provide their own CCAS as required, to include ensuring adequate quality

assurance, contract and property administration for their awarded or delegated

contracts. Additionally, each Service component/requiring activity is

responsible for having an adequate number of trained and appointed CORs to

monitor their supporting contracts supporting. Components will ensure that a

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Appendix B

D-B-13 Enclosure D

thorough turnover is conducted between incoming and outgoing CORs during

RIP/TOA execution. Services will follow quality assurance plans, execute close

out actions, and take steps to prevent waste, fraud and abuse. Although the

Services are principally responsible for CCAS, they may request DCMA

augmentation to support large and complex contracts.

c. (U) Tasks to Major Subordinate Units

(1) (U) JTF XXX.

(a) (U) Establish a JTF OCSIC. JTF OCSIC positions are to be

included in the JTF Joint Manning Document (JMD).

(b) (U) Establish a Joint Requirements Review Board (JRRB) to

validate and synchronize all contract support requirements in the JOA.

portal with updated information requirements.

(d) (U) Coordinate with the LSCC to ensure effective OCS contract

execution. Ensure vetted JTF contract support requirements are transmitted

to the LSCC. Track and monitor contracts to update the OCS knowledge

management portal.

(e) (U) Be prepared to request DLA, JCASO to provide an MST as a

temporary OCSIC enabling capability.

(f) (U) DIRALUTH with Service components, the LSCC and CCDR J4

OCSIC to facilitate OCS parallel planning. Per the references, provide CCDR J4

OCSIC reports on a routine basis or as directed.

(g) (U) Establish procedures to provide force protection and

accountability for CAAF supporting JTF XXX Headquarters and USARXXXX on

a daily basis. CAAF numbers should be accessible via SPOT-ES and the OCS

COP.

(2) (U) Service Component Common Tasks

(a) (U) Adhere to USARXXXX coordinating authority for contracting.

(b) (U) Participate in all JTF OCSIC and LSCC B2C2WGs, to include

the JRRB, JCSB and OCS working groups.

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Appendix B

D-B-14 Enclosure D

in paragraph 3.a.(7). Coordinate with all tenant units at the designated

operating location to ascertain contract support requirements. Coordinate and

provide all common base life support to tenants at the designated operating

location. Coordinate all contract support requirements with the JTF OCSIC.

(d) (U) Provide the JTF OCSIC information pertaining to commercial

vendors and contracts.

(e) (U) Identify OCS requirements needed for the BOS-I by phase of

operation. As appropriate, conduct site surveys to determine infrastructure

and vendor capabilities and to facilitate OCS mission analysis.

(f) (U) Provide Service contracting forces and authorities for theater

support contracting in direct support of Service forces operating in Blueland

and at operating locations where designated BOS-I.

(g) (U) IAW this plan, develop an Annex W.

(h) Before awarding any new support contract or expanded task

order, all JTF components will submit designated contracted support

requirements per published JRRB guidance.

(i) (U) Provide the JTF OCSIC/LSCC as well as the CCDR J4-OCSIC

reports IAW the references or as directed JTF OCSIC/LSCC as well as the

CCDR J4-OCSIC.

(j) (U) Each component will ensure all theater support contracting is

coordinated with the JTF OCSIC and the LSCC.

(k) (U) Provide the JTF OCSIC/LSCC and CCDR J4-OCSIC reports

IAW the references or as directed JTF OCSIC/LSCC and CCDR J4-OCSIC.

(l) (U) As required, provide Service specific system support

contracting required to maintain weapon systems. Ensure that Systems

Program offices understand and comply with GCC and JTF contractor

management requirements and processes.

(m) (U) The JTF will thoroughly vet any contractors that could be

used to obtain support in order to ensure no contracts are awarded to

vendors/individuals with links to the enemy. Additional information will be

provided in Annex B, Intelligence.

(3) (U) U.S. Army XXXXXXXXX (USARXXXX)

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Appendix B

D-B-15 Enclosure D

(a) (U) Serve as the LSCC for this operation. Exercise coordinating

authority for contracting with all DoD contracting activities in the JOA.

(b) (U) Establish a JCSB to synchronize and determine the best

contracting action to fulfill validated contract requirements.

execution of the JTF operations. As required, establish Regional Contracting

Offices and/or Centers to provide contracting support.

(d) (U) As the LSCC, coordinate with the JTF OCSIC. Provide the

JTF OCSIC information pertaining to commercial vendors and contracts IOT

maintain the JTF OCS COP.

(e) (U) Provide theater support contracting in direct support of JTF-

XXXX Headquarters and USARXXXX. Be prepared to expand support to

accommodate changes in the operational environment.

(f) (U) As required, coordinate with the Army acquisition authority

for appropriate system support and provide detail to enable compliance with

JOA contractor management requirements/policy.

(g) (U) As the LSCC, conduct analysis of OCS aspects of the

operational environment (aOE) during campaign plan execution. As

appropriate, conduct site surveys to facilitate OCS mission analysis. On behalf

of the CCDR J4 OCSIC, develop a method to collect and utilize OCS operational

environment information from the JTF XXX Service Components as well as be

prepared to utilize this information during deliberate or crisis action planning.

Coordinate with the GSO at the U.S. Embassy-Blueland, USAFXXXX,

USNAVXXXX, MARFORXXXX and USSOXXXX on existing contracts in

Blueland and maintain visibility of available contract vehicles that may be

leveraged in support of JTF requirements. Establish vendor database for

Blueland. Determine and consolidate the contracting requirements for General

Support transportation, material handling for Blueland during campaign plan

execution and Phase 1.

(h) (U) Determine the contracting requirements for BOS at Army

Base Charlie (South Blueland) for Phase 1. Establish contract vehicles to the

extent possible to facilitate JRSO and BOS requirements.

(i) (U) As the LSCC, establish direct coordination and

communication with USAFXXXX, USMARFORXXXX, USNAVXXXX, USSOXXXX

and CCDR J4 OCSIC to facilitate parallel planning. Per the references, provide

CCDR J4-OCSIC reports on a routine basis or as directed CCDR J4-OCSIC.

CJCSM 4301.01

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D-B-16 Enclosure D

(j) Develop and publish a contracting concept of support utilizing

the LSCC construct.

(k) Prior to the awarding of any theater support contract,

USARXXXX will coordinate with the JTF OCSIC/LSCC for the vetting of

contracting requirements as well as the JTF J2 for the vetting of contractors in

order to comply with NDAA language associated with no contracting with the

enemy.

(l) Be prepared to provide LNOs to the JTF OCSIC.

(4) (U) U.S. Air Force XXXXXXXXX (USAFXXX)

(a) (U) Be prepared to expand USAFXXX contracting capabilities in

order to support/accommodate changes in the operational environment.

(b) (U) Provide the JTF OCSIC/LSCC as well as the CCDR J4-

OCSIC reports IAW the references or as directed JTF OCSIC/LSCC as well as

the CCDR J4-OCSIC.

USAFXXXX requirements are integrated. Ensure USAFXXX supporting plans

indicate coordinating relationship with the LSCC.

(d) (U) Develop and synchronize, with the JTF OCSIC and LSCC, a

USAFXXX contracting concept of operations that support the execution of the

JTF operations.

(e) (U) As required, coordinate with the Air Force acquisition

authority for appropriate system support and provide detail to enable

compliance with JOA contractor management requirements/policy.

(f) (U) Support USARXXXX in the collection and analysis of

information used to conduct OCS analysis and preparation of the operational

environment throughout all phases of the operation. As appropriate, conduct

site surveys to facilitate OCS mission analysis. Pass any OCS operational

environment information to the JTF OCSIC and USARXXX for use during

deliberate and crisis action planning as well as for inclusion in planning

documents.

(g) (U) Comply with established JTF contractor management

procedures for CAAF supporting USAFXXXX on a daily basis. CAAF numbers

supporting USAFXXXX should be reported via SPOT-ES and the OCS COP.

(5) (U) U.S. Marine Forces XXXXXXXXX (USMARXXXX)

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D-B-17 Enclosure D

(a) (U) Be prepared to expand MARFORXXXX contracting

capabilities in order to support/accommodate changes in the operational

environment. Provide any system support contracting required to maintain

weapon systems.

(b) (U) Develop and synchronize, with the JTF OCSIC/LSCC, a

MARFORXXX contracting concept of operations that support the execution of

the JTF operations.

information used to conduct OCS analysis and preparation of the operational

environment throughout all phases of the operation. As appropriate, conduct

site surveys to facilitate OCS mission analysis. Pass any OCS operational

environment information to the JTF OCSIC and USARXXX for use during

deliberate and crisis action planning as well as for inclusion in planning

documents.

(d) (U) Comply with established JTF contractor management

procedures for CAAF supporting USAFXXXX on a daily basis. CAAF numbers

supporting USAFXXXX should be reported via SPOT-ES and the OCS COP.

(6) (U) U.S. Navy XXXXXXXXX (USNAVXXXX)

(a) (U) Be prepared to expand USNAVXXXX contracting capabilities

in order to support/accommodate changes in the operational environment.

Provide any system support contracting required to maintain weapon systems.

(b) (U) Determine transportation, material handling and base life

support requirements for campaign plan execution and Phase 1 at Sea/Air

Base Alpha (Northwest Blueland) that requires contracted support to facilitate

JRSO and base life support requirements.

USNAVXXXX contracting concept of operations that support the execution of

the JTF operations.

(d) (U) Support USARXXXX in the collection and analysis of

information used to conduct OCS analysis and preparation of the operational

environment throughout all phases of the operation. As appropriate, conduct

site surveys to facilitate OCS mission analysis. Pass any OCS operational

environment information to the JTF OCSIC and USARXXX for use during

deliberate and crisis action planning as well as for inclusion in planning

documents.

(e) (U) Assist USTRANSCOM and the JTF OCSIC/LSCC with

husbanding contracts and services to facilitate JRSO requirements.

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D-B-18 Enclosure D

(7) (U) U.S. Special Operations Command XXXXXXXXX (USSOCXXXX)

(a) (U) Ensure Service SOF elements are prepared to coordinate

non-SOF unique contracted support with their parent Service or BOS-I lead as

appropriate. Provide any system support contracting required to maintain

weapon systems.

(b) (U) Support USARXXXX in the collection and analysis of

information used to conduct OCS analysis and preparation of the operational

environment throughout all phases of the operation. As appropriate, conduct

site surveys to facilitate OCS mission analysis. Pass any OCS operational

environment information to the JTF OCSIC and USARXXX for use during

deliberate and crisis action planning as well as for inclusion in planning

documents.

d. (U) Initial Guidance by Support Function. Service components will

address specific and anticipated contracted support and contracting support

requirements for logistics and non-logistics functional areas for each operating

location. Additionally, Service components will address other essential non-

logistics support requirements such as interpreters, communications, and

other areas.

e. (U) Coordinating Instructions

(1) (U) Coordinate all planning with the JTF OCSIC as well as

USARXXXX as the LSCC. Component Supporting Plans and annexes are due

to XXXXCOM NLT 30 Days from approval of this plan. Plans will be IAW APEX

format and guidance. Submit OCS plan and concept of support in Annex W.

(2) (U) The JTF OCSIC will establish a JRRB to review all requirements

IAW JTF thresholds.

(3) (U) The JOA LSCC (USARXXXX) will conduct a JCSB to coordinate

and synchronize contracting activities.

(4) (U) All DoD contracting activities operating in Blueland will

participate in the JRRB and JCSB.

(5) (U) All contracting actions will be IAW Service regulations and per

JTF guidelines.

(6) (U) All DoD activities will coordinate procurement of common

contracted support supplies and services through the JTF-XXX OCSIC. The

following supplies/commodities and services are designated as “common

contracted support supplies and services” for the JTF-XXX JOA:

CJCSM 4301.01

30 June 2017

Appendix B

D-B-19 Enclosure D

(a) (U) Force protection barriers

(b) (U) Line-haul trucking (liquid and break-bulk)

(d) (U) Cellular phones

(e) (U) Vector control

(f) (U) Waste removal (hazardous and general (solid/liquid))

(g) (U) Translators

(h) (U) Base operating support (showers, latrines, laundry, power

generation

(i) (U) Tentage

(j) (U) Dining facilities

(k) (U) Heating and air conditioning (HVAC))

(l) (U) Ice production and distribution

(m) (U) Joint Reception Staging Onward Movement and Integration

(JRSOI) support.

(7) (U) Consider availability of resources from military supply channels

and HNS sources prior to using contracting capabilities. When organic sources

are not available, maximize the use of preexisting contracts and host-tenant

relationships.

(8) (U) Contracting officers shall use expedited contracting procedures

to the extent authorized by law and ensure that all actions taken are in the

best interest of the USG.

(9) (U) JTF XXX CDR or his designated representative will approve the

use, and provide the delegation authority, of external support contracts.

(10) (U) Commanders will ensure that personnel supporting this

operation are fully aware that unauthorized commitments are illegal.

Unratified, unauthorized commitments are the responsibility of the person who

made the commitment. In appropriate cases, such persons may be subject to

disciplinary action or liable for payment from personal funds.

CJCSM 4301.01

30 June 2017

Appendix B

D-B-20 Enclosure D

(11) (U) The JTF OCSIC and each Service Component contracting

activity will take measures to record OCS and contractor management

observations, insights and lessons (OILs) and lessons learned. The JTF OCSIC

will consolidate OILs and lessons learned inputs and submit them to the

XXXXXXXXXX J4 OCSIC upon conclusion of the operation, or when requested

by CCDR J4-OCSIC. XXXXXXXXXX J4-OCSIC will submit/provide lessons

learned to the Joint Lessons Learned Information System and the contracting

and OCS communities of practice as applicable.

4. (U) Administration and Logistics

a. (U) Funding/Fund Disbursement

(1) (U) CCDR and JTF XXX will not provide funding. JTF XXX

Headquarters operating costs will be supported by USARXXXX.

(2) (U) Services or USSOCOM, as applicable, and other supporting

commands and agencies will fund contract purchases. Service components

designated BOS-I at operating locations will fund all common base life support

contracts. The JTF Service component designated to provide common user

logistics (see Annex D) will be responsible for funding these common user

logistics capabilities. In lieu of designated OCO funding, Services may seek

reimbursement for contract support rendered to tenants via a service support

agreement.

(3) (U) Incremental and total costs will be captured. Report costs to

Service comptroller for reimbursement. Service financial support may be

provided from a reach-back capability.

(4) (U) The JTF OCSIC and JTF Comptroller will develop and issue

specific guidance and tasks for the reporting of funding executed in support of

JTF-XXXX operations.

(5) (U) JTF XXX Service Components should not expect or plan for

Commander's Emergency Response Program (CERP) funds to be available for

use during the contingency.

b. (U) Contract/Fiscal Law Support. Each Service component is

responsible providing their own contract/fiscal law support. Contract/fiscal

law support may be provided through reach-back capability as feasible.

c. (U) OCS Battle Rhythm/OCS COP/Boards Bureaus Centers Cells and

Working Groups (B2C2WGs). When the EXORD is issued, the JTF OCSIC will

provide reporting information for: Battle Rhythm synchronization, OCS COP

CJCSM 4301.01

30 June 2017

Appendix B

D-B-21 Enclosure D

requirements, B2C2WG execution, TPFDD modification, reporting and

identifying CIR/EEI/PIR information, etc.

d. (U) OCSIC Manning. The JTF OCSIC billets/manning will be included

in the JTF Joint Manning Document (JMD), the JTF JMD will be validated by

Service Operations Deputies (OPSDEPS). JTF XXX Service Components should

be prepared to provide acquisition and non-acquisition personnel and training

required to support the establishment of the JTF OCSIC.

5. (U) Command, Control and Contracting Authority.

a. (U) Theater Support Contracting Organization Structure.

(1) (U) JTF Commander exercises command and control over all U.S.

Forces involved in this operation.

(2) (U) JTF XXX will establish a JTF OCSIC and has designated

USARXXXX as the LSCC for the operation. The JTF OCSIC will exercise

coordination authority for contracting with all Service and DoD contracting

activities operating in Blueland. The JTF OCSIC will be OPCON to JTF XXX

and report through the JTF J4.

(3) (U) Service Components, CSAs and other DoD contracting activities

supporting JTF XXX will retain command and control over organic contracting

forces. However, all DoD contracting activities operating in Blueland will keep

the JTF OCSIC informed on all contracting requirements and the LSCC on all

contracting activities IOT enable the coordination, synchronization and

execution of OCS in support of JTF XXX.

b. (U) Contracting Authority

(1) (U) Contracting authority is not the same as command authority.

Contracting authority is the legal authority to obligate funds, while command

authority includes authority to organize and employ forces. Command

authority does not include the ability to make binding contracts for the USG.

Only warranted contracting officers, not operational CDRs, have the authority

to obligate funds on behalf of the U.S. Government. Contracting authority

flows from Congress to the President, then to the SecDef, through the

Service/agency head, to the HCA, then to the contracting officers. Contracting

authority does not run through the Combatant Commander or the JTF CDR.

Contracting and command authorities are separate and distinct in order to

avoid undue influence and conflicts of interest or its appearance.

(2) (U) Each Service, CSA and other DoD contracting activities will

retain their own contracting authorities. As such, they are responsible for the

oversight of contracts administered by their respective contracting activities.

CJCSM 4301.01

30 June 2017

Appendix B

D-B-22 Enclosure D

Although organizations retain their own contracting authorities, they will vet all

contract requirements within Blueland through the JTF OCSIC and LSCC for

this operation to ensure synchronization, leveraging, and unity of effort.

Theater support contracting in Blueland will be leveraged when possible.

James L. Smith

Admiral, U.S. Navy

Commander

OFFICIAL

///////

Jackson B. Lee

BG, U.S. Army

Director of Logistics

Appendixes

1 -- Summary of Contracting Capabilities and Capacities Support Estimate

2 -- Contractor Management Plan

3 -- Summary of Contractor Support Estimate

CJCSM 4301.01

30 June 2017

Appendix B

D-B-23 Enclosure D

HEADQUARTERS, U.S. XXXXXX COMMAND

xxxxxxx, xx xxxxx-xxxx

xx xxxx 20xx

APPENDIX 1 TO ANNEX W TO CONPLAN xxxx-xx RESPONSE TO

ORANGELAND INSTABILITY

SUMMARY OF CONTRACTING CAPABILITIES AND CAPACITIES SUPPORT

ESTIMATE (U)

(U) References. See Annex W.

1. (U) Situation. See Annex W.

2. (U) Mission. See Annex W.

3. (U) Execution. This operation will maximize theater support contracting

(contingency contracting) capabilities. Each Service is responsible for providing

this capability for their respective forces. USARXXXX, as the Lead Service for

Contract Coordination (LSCC), will exercise coordinating authority for

contracting with the other Service theater support contracting forces through

the Operational Contract Support Integration Cell (OCSIC) that will be

collocated with the JTF HQ. The OCSIC will exercise coordinating authority for

contracting with all JTF Service Components and DoD contracting activities in

Blueland. JTF Service Components and DoD contracting activities will vet

their requirements with the JTF OCSIC prior to executing contracts and will

participate in directed B2C2WGs.

a. (U) Tab A to this appendix depicts the anticipated total Service and SOF

contracting capabilities anticipated by phase based on current planning. (Note:

figures reflect contracting specialists and quality assurance personnel. Figures

do not represent CORs, which are to be provided by the requiring activity or

designated supported unit. Tab A also shows where these forces are arrayed in

the JOA.

b. (U) Contracting support for this operation will focus support at the three

basing locations for U.S. Forces plus the major commercial area vicinity

Blueland's capital. Each basing location has a designated Service component

as the base operating support-integrator (BOS-I) and is responsible for

coordinating and providing all common base support to include support being

provided by contracted means, for all tenants at that location. The BOS-I will

vet contract requirements through the JTF OCSIC JRRB process for validation.

The LSCC JCSB will determine the best contracting action to fulfill validated

requirements throughout the JOA. BOS-I responsibilities for this operation are

designated below:

CJCSM 4301.01

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Appendix B

D-B-24 Enclosure D

(1) (U) Sea/Air Base Alpha (Northwest Blueland): NAVXXXX

(2) (U) Air Base Bravo (East Blueland): AFXXXX.

(3) (U) Army Base Charlie (South Blueland): ARXXXX

c. (U) Guidance is to minimize military presence in the vicinity of the

Capital and major urban areas to the greatest extent possible. Therefore,

contracting officers performing interface with Capital vendors could be required

to perform their duties in a manner to avoid a perception of military presence

(e.g., civilian attire, travel in non-tactical vehicles). However, this guidance will

be set by the JTF Commander.

4. (U) Administration and Logistics. See Annex W.

5. (U) Command, Control and Contracting Authority. See Annex W.

Tab A-Summary of Contracting Capabilities and Capacities Support Estimate

CJCSM 4301.01

30 June 2017

Appendix B

D-B-25 Enclosure D

HEADQUARTERS, U.S. XXXXXX COMMAND

xxxxxxx, xx xxxxx-xxxx

xx xxxx 20xx

TAB A TO APPENDIX 1 TO ANNEX W TO CONPLAN xxxx-xx

SUMMARY OF CONTRACTING CAPABILITIES AND CAPACITIES SUPPORT

ESTIMATE

CJCSM 4301.01

30 June 2017

Appendix B

D-B-26 Enclosure D

Figure 8. Operation XXXX JTF XXX OCS Concept of Support Phases I-III

CJCSM 4301.01

30 June 2017

Appendix B

D-B-27 Enclosure D

HEADQUARTERS, U.S. XXXXXX COMMAND

xxxxxxx, xx xxxxx-xxxx

xx xxxx 20xx

APPENDIX 2 TO ANNEX W TO CONPLAN xxxx-xx RESPONSE TO

ORANGELAND INSTABILITY

CONTRACTOR MANAGEMENT PLAN (U)

(U) References. See Annex W.

1. (U) Purpose. The CMP provides guidance regarding deployment

preparation, in-theater management (to include legal jurisdiction and discipline

matters), government furnished support and redeployment of contractors

authorized to accompany the force (CAAF) in support of U.S. Forces executing

OCONUS/CONPLAN xxxx-xx. The CMP also addresses contractor management

and support aspects for non-CAAF (Local National contractors) required to

support U.S. forces on any U.S. operating location within the JOA.

2. (U) General Instructions. This CMP will be used as a general guideline, in

conjunction with DoD instructions and policies, to outline responsibilities of

DoD organizations when utilizing contractor support. Furthermore, this CMP

outlines contractor requirements applicable prior to deployment, and while

deployed in support of U.S. forces including redeployment activities.

3. (U) Applicability. This CMP is applicable to all CAAF in support of U.S.

Forces executing OCS operations in the JOA. Furthermore, the CMP outlines

general responsibilities for support when the performance of non-CAAF

personnel is required on any U.S. operating location in JOA.

4. (U) Definitions. IAW DoDI 3020.41, “Operational Contract Support”, the

following definitions define contractor types:

a. (U) Contractors Authorized to Accompany the Force (CAAF). Contractor

personnel authorized to accompany the force generally includes all U.S. citizen

and Third Country National (TCN) employees not normally residing within the

operational area, whose area of performance is in the direct vicinity of U.S.

forces, and who routinely reside with U.S. forces (especially in non-permissive

environments). Personnel residing with U.S. forces shall be afforded CAAF

status via a Letter of Authorization (LOA). In some cases, USXXXCOM may

designate mission-essential local national contractor employees (e.g.,

interpreters), as CAAF.

CJCSM 4301.01

30 June 2017

Appendix B

D-B-28 Enclosure D

b. (U) Non-CAAF. Non-CAAF contractor employees normally include local

nationals (and TCN expatriates who are permanent residents in the operational

area), who perform support functions away from the close proximity of, and do

not reside with, U.S. forces. Non-CAAF contractor employees are non-mission

essential employees (e.g., day laborers, delivery and cleaning service personnel,

etc.), and generally are not conveyed CAAF status.

5. (U) Situation. See Annex W.

6. (U) Mission. See Annex W.

7. (U) Execution. The Combatant Commander has provided guidance that this

operation will be expeditionary. Therefore, this operation will not use civil

augmentation program (CAP) for base life support and services unless

absolutely necessary. Any LOGCAP or AFCAP requirements must be approved

by the JTF Commander. External Support contracts will be limited to services,

such as interpreter and translator support from the U.S. Army Intelligence and

Security Command (INSCOM), in support of JTF operations. It is anticipated

that the majority of CAAF will consist of System Support contractors to

maintain operability and readiness of key military equipment. The JTF will

maximize use of theater support contracts for services required to augment

base life support. The Blueland Minister of Labor requires that at least 45% of

the contractor workforce supporting all theater support contracts be made up

of Bluelandian citizens.

a. (U) Contractor Accountability. SPOT-ES will be the system utilized for

contractor accountability for this operation. All CAAF contractors deploying in

support of this operation must be entered into SPOT, and obtain a Letter of

Authorization (LOA) generated from that database, prior to deployment. Non-

CAAF with a period of performance greater than 30 days will be included into

SPOT as well. Contracting officers (KOs) must review and authorize LOAs. The

KO will also indicate government furnished services on LOAs IAW paragraph

7.b. below. The contractor will be responsible for entering and maintaining

SPOT information. KOs will ensure in the contract that the contractor's

performance includes the administrative actions required to keep the SPOT

database current. Contractors failing to update the SPOT database may be

imposed a financial penalty.

b. (U) Government Furnished Support. CAAF personnel deploying in

support of U.S. forces in a contingency environment are generally provided

government furnished services commensurate to those provided to U.S.

military forces. However, such services may be cost reimbursable. Non-CAAF

do not generally warrant government furnished services beyond reasonable

physical security while working on a U.S. operating location. The below

summarizes government furnished services for CAAF and Non-CAAF for this

operation, unless otherwise authorized by the JTF Commander.

CJCSM 4301.01

30 June 2017

Appendix B

D-B-29 Enclosure D

(1) (U) Billeting. For CAAF personnel, billeting will be made available in

order to ensure the force protection and safety of the contractor personnel

accompanying or in support of U.S. forces. The requirement for billeting must

be coordinated with the JTF Commander and/or the appropriate

base/operating location commander and be authorized by the contracting

officer on the LOA. There is no requirement at this time to house/billet Non-

CAAF personnel.

(2) (U) Primary/Routine Medical/Dental Care. Primary medical and/or

dental care is normally not authorized for CAAF personnel unless specified in

their contract IAW DoDI 3020.41. Exceptions may be granted on a case-by-

case basis provided it is annotated on their LOA and prior coordination has

been accomplished with the JTF Surgeon General and with forward treatment

facilities. Primary care includes routine, non-emergency inpatient and

outpatient services; non-emergency evacuation; pharmaceutical support;

dental services and other medical support as determined by the appropriate

component/JTF surgeons based on existing capabilities of the forward

deployed MTF. Primary /routine care will not be provided to Non-CAAF.

(3) (U) Medical Costs. Any routine, primary and/or emergency

medical/dental care provided to CAAF personnel IAW their contract will be

rendered on a reimbursable basis to the U.S. Government provided the facility

has the capacity to support such requests. Any routine care must be

authorized on the LOA before care is provided.

(4) (U) Emergency Medical Care. CAAF will receive resuscitative care

and emergency medical care considered to save life, limb and/or eyesight.

These emergency interventions include emergency medical treatment,

advanced trauma management and lifesaving surgery to enable the patient to

tolerate evacuation to the next level of care. Non-CAAF may receive

resuscitative care and emergency medical care to save life, limb and/or

eyesight only when Non-CAAF are physically located on U.S. operating

locations, or in support of U.S. operations, and no such services are available

by the HN.

(5) (U) Quarantine/Restriction of Movement. The JTF Commander, or

subordinate commander, has the authority to order quarantine or restrict

movement of contractor personnel according to DoD Directive 6200.3.

(6) (U) Evacuation. In the event of an evacuation, the JTF will provide

services to evacuate CAAF. Non-CAAF will not be evacuated. CAAF evacuated

for emergency medical reasons from the designated operational area may be

subject to reimbursement for services rendered. Reimbursement is the

responsibility of the contractor, the employee or their health insurance

provider.

CJCSM 4301.01

30 June 2017

Appendix B

D-B-30 Enclosure D

(7) (U) Mortuary Affairs. CAAF personnel who die while in support of

U.S. forces within the designated joint operational area shall fall under the

DoD mortuary affairs program (See Annex D—Logistics). Non-CAAF are not

generally afforded mortuary affairs services and handling of their remains is a

HN responsibility.

(8) (U) Subsistence. Government meals (field feeding/combat rations)

will be furnished to CAAF. Non-CAAF are generally not authorized government

meals. Contracts will specify any cost reimbursement to DoD.

(9) (U) Personnel Recovery. CAAF will receive personnel recovery

services. Personnel recovery will not be provided for Non-CAAF.

(10) (U) Signal Support. CAAF may be provided limited unsecure

internet services commensurate to that established for MWR purposes. Non-

CAAF is not warranted services.

(11) (U) Protective Gear. Due to the potential threats all CAAF

deploying to JOA must be provided with Chemical, Biological, Radiological,

Nuclear, and High Yield Explosives (CBRNE) equipment and defensive personal

protective equipment (PPE) prior to deployment. Non-CAAF personnel working

in the vicinity of U.S. forces will have access to the same type of CBRNE

equipment.

(12) (U) Other Government Furnished Support. For CAAF personnel,

other areas of support such as exchange privileges, MWR facilities, religious

support, and mail support are authorized to be provided as long as it is

annotated on their LOA. Legal assistance will not be provided and individual

contractor personnel are responsible for preparing and completing personal

legal affairs (including powers of attorney, wills, trusts, estate plans, etc.)

before reporting to deployment centers in preparation for deployment.

c. (U) Equipment Requirements. Any equipment provided by the

Government to contractor personnel in order to fulfill the terms of any contract

will be properly signed, accounted and ultimately returned or disposed of

through proper accountability procedures. Service Components will delineate

in their supporting plans the requirement to issue CBRNE and PPE to CAAF

personnel. Plans should also include how Non-CAAF personnel working in the

vicinity of U.S. forces will have access to the same type of CBRNE equipment.

Contracting officers will specify proper accountability procedures per FAR part

45 and its supplements, part 52 clauses, addendums, and other sections of the

contractual document.

d. (U) Force Protection. Military commanders have a responsibility to

provide reasonable force protection to both CAAF and Non-CAAF personnel

CJCSM 4301.01

30 June 2017

Appendix B

D-B-31 Enclosure D

operating in the vicinity of or in support of U.S. forces. The JTF Commander,

or his representatives, will develop a security plan for protection of those

contractor personnel in locations where there is not sufficient or legitimate civil

authority, and where it is in the interests of the Commander to provide security

as the contractor cannot obtain effective private security services; such services

are unavailable at a reasonable cost; or threat conditions necessitate security

through military means.

e. (U) Discipline and Laws Applicable To Contractors. CAAF and Non-

CAAF personnel serving with or accompanying U.S. Armed Forces are subject

to U.S. laws and USG regulations, as well as international law, local law and

host nation support agreements or status of forces agreements (SOFA). JTF

XXX orders will provide mission specific guidance on contractor discipline and

legal jurisdiction. This information should be contained in Appendix 4 (Legal)

to Annex E with appropriate links into this appendix. Requiring activities

utilizing contracted support need to incorporate applicable details of this

information in the appropriate requirements documents e.g., statement of work

(SOW), performance work statement (PWS), etc.

(1) (U) Applicability of U.S. Law. Contractor personnel fulfilling

contracts with the U.S. Armed Forces may be subject to prosecution under

federal law, including, but not limited to, the Military Extraterritorial

Jurisdiction Act (MEJA). This Act extends U.S. federal criminal jurisdiction to

certain DoD contractor personnel for offenses committed outside U.S. territory.

Additionally, contractor personnel serving with or accompanying Armed Forces

overseas during declared war and in contingency operations are subject to

prosecution under the Uniform Code of Military Justice (UCMJ).

(a) (U) Legal Jurisdiction over Local National Contractors for

Criminal Offenses. Local nationals are generally not subject to U.S. law except

in specific incidences related to serious criminal offenses conducted directly

against U.S. personnel and/or interests. Plans and orders should provide

guidance on how to handle/process crimes committed by local national

contractors on U.S. controlled installations.

(b) (U) CAAF personnel shall conform to all general orders

applicable to DoD civilian personnel issued by the ranking military commander

(see SECDEF Memo, Subject: UCMJ Jurisdiction Over DoD Civilians, DoD

Contractor Personnel, and Other Persons Serving With or Accompanying the

Armed Forces Overseas During Declared War and in Contingency Operations,

10 Mar 08 (U)).

responsible for ensuring employees perform under the terms of the contract to

include compliance with relevant military orders, applicable directives, laws,

and regulations; and maintaining employee discipline. With the exception of

CJCSM 4301.01

30 June 2017

Appendix B

D-B-32 Enclosure D

jurisdiction for criminal level misconduct, the contractor (vendor/Company

management chain) is responsible for determining/carrying out any

disciplinary measures for their employees. As such, no special guidance/

planning guidance should be required related to these non-punitive measures

and processes for non-criminal misconduct.

(2) (U) Applicability of International Law, Local Law, and Host Nation

Support Agreements. In addition to U.S. law, CAAF and Non-CAAF are also

subject to international law, local Bluelandian law, and any current host

nation support agreements. These must be considered when planning OCS as

they may affect contracting by restricting the services to be contracted, limiting

contracted services to local or host nation contractor sources, restricting

issuance of work visas for U.S. citizen and/or TCN employees or, in some

cases, prohibiting contractor use altogether. Legal jurisdiction guidance

should always cover the applicability of local/host nation law on U.S. citizens

and TCN personnel. Any such restrictions must be reviewed during the

requirements development process and validated in the applicable JRRB.

Refer to Appendix 4 (Legal) to Annex E for additional information.

f. (U) Restrictions on Contracting Inherently Governmental Functions.

Duties that are inherently governmental are barred from private sector

performance according to the FAR Subpart 7.5—Inherently Governmental

Functions.

g. (U) CAAF Deployment, Training, Theater Entrance Requirements, In-

Theater Management, and Redeployment.

(1) (U) Country Entry Requirements. CAAF personnel employed in

support of a DoD mission are considered DoD-sponsored personnel for DoD

Foreign Clearance Manual purposes. Contracting officers shall ensure

contracts include a requirement that contractor personnel must meet theater

personnel clearance requirements and obtain personnel clearances prior to

entering any country. In accordance with the Bluelandian Department of

State, only personnel in possession of a U.S. Department of Defense DD Form

489, Geneva Convention Identification Card will be allowed to enter Blueland

territory without an appropriate visa. Diplomatic clearances will be requested

through the U.S. Embassy and theater clearances requested through

XXXXXXXX. When theater conditions necessitate further clearances, the

XXXXXXX Commander will notify the JTF CDR and the CDRs of the Service

Components expeditiously.

(2) (U) Medical, Dental, Physical, and Psychological Requirements.

Minimum medical and dental requirements for contractors deploying into the

XXXXXXX AOR are delineated in MOD xx to XXXXXXXXX Individual Protection

and Individual/Unit Deployment Policy (reference gg).

CJCSM 4301.01

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Appendix B

D-B-33 Enclosure D

(3) (U) Deployment and Training. Specific entrance and

deployment/training requirements must be completed in order for CAAF

personnel to deploy IAW reference DoDI 1100.22. Specific details and

exceptions to information are stated below.

(a) (U) Contractors are required to process through a formally

designated group or individual joint or Military Department deployment centers

or Military Department-approved, contractor-run process.

(b) (U) Requirements fulfilled at the deployment center will include

confirmation of enrollment in the DoD approved accountability database (e.g.,

SPOT-ES); ensure minimum medical and dental requirements/ standards are

met; force protection training; standards of conduct training, as well as coping

skills if they become Prisoners of War; appropriate cultural awareness training;

issuance of and training on any government provided equipment (i.e. CBRNE

and defensive PPE); issuance of required identification (e.g., DD Form 489

(Geneva Convention Identification Cards) and filling out of the DD Form 93,

“Record of Emergency Data”.

may waive a portion of these formal requirements.

(4) (U) In-Theater Management. All CAAF personnel will be processed

into the designated operational area through a Deployment Reception Station

(DRS), or other designated personnel center. Services will be responsible for

the management and accountability of CAAF and Non-CAAF under their

respective contracts. JTF XXX Service Components will ensure a trained

contracting officer representative (COR) is appointed to oversee performance

and management of contractors, as well as assisting the contracting officer

(KO). The COR must be knowledgeable on the services rendered by the

contractor, routinely observe contractor performance, and document any

observations. The procuring contracting officer (PCO) and COR will validate

and approve LOAs and ensure contractor compliance with SPOT-ES. When

required, the KO, COR, or base mayor will coordinate/conduct a manual

census of contractor personnel to verify SPOT-ES accountability.

(5) (U) Redeployment. CAAF, and Non-CAAF when applicable, will

accomplish all personnel and redeployment requirements set forth by the JTF.

JTF XXX Service Components, through the respective KO and COR, will ensure

contractor demobilization, repatriation and redeployment is synchronized with

the LSCC and overall JTF plan.

h. (U) Weapons and Arming of Contractors. Contractor personnel will not

be authorized to possess or carry personally owned firearms or ammunition or

be armed during contingency operations except if contracted to perform private

security contractor (PSC) functions.

CJCSM 4301.01

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Appendix B

D-B-34 Enclosure D

i. (U) Contractor Personnel for Private Security Services. This operation

does not intend to use private security contractor services. If the operation

evolves and requires such services, only the XXXXXXX and JTF Commander,

in consultation and approval with the Chief of Mission and the government of

Blueland, may approve the arming and use of contracted security services. If

private security contractor services are utilized at any time for this operation,

the JTF will implement and ensure adequate rules for the use for force (RUF).

8. (U) Administration and Logistics. See Base Annex W.

9. (U) Command, Control and Contracting Authority. See Base Annex W.

CJCSM 4301.01

30 June 2017

Appendix B

D-B-35 Enclosure D

HEADQUARTERS, U.S. XXXXXX COMMAND

xxxxxxx, xx xxxxx-xxxx

xx xxxx 20xx

APPENDIX 3 TO ANNEX W TO CONPLAN xxxx-xx RESPONSE TO

ORANGELAND INSTABILITY

SUMMARY OF CONTRACTOR SUPPORT ESTIMATE (U)

(U) References. See Annex W.

1. (U) Situation. See Annex W.

2. (U) Mission. See Annex W.

3. (U) Execution. Estimated contractor support requirements in the

anticipated CAAF “footprint” are identified by joint capability area (JCA),

location, and phase in TAB A. Estimates were derived from planning guidance

from Annex W, paragraph 3.d., “Initial Guidance by Support Functions” and

the synchronization matrix described in 3.d.(2)(g).

4. (U) Administration and Logistics. See Annex W.

5. (U) Command, Control, and Contracting Authority. See Annex W.

Tab A -- Summary of Contractor Support Estimate

CJCSM 4301.01

30 June 2017

Appendix B

D-B-36 Enclosure D

(INTENTIONALLY BLANK)

CJCSM 4301.01

30 June 2017

Appendix B

D-B-37 Enclosure D

HEADQUARTERS, U.S. XXXXXX COMMAND

xxxxxxx, xx xxxxx-xxxx

xx xxxx 20xx

TAB A TO APPENDIX 3 TO ANNEX W TO CONPLAN xxxx-xx RESPONSE TO

ORANGELAND INSTABILITY

SUMMARY OF CONTRACTOR SUPPORT ESTIMATE

CAAF # Location CAAF # Location CAAF # Location CAAF # Location CAAF # Location CAAF # Location

Interpreters, Translators:

Battlespace Awareness:

2.2.4.3 Observation-

The ability to use human

resources to obtain, by visual

observation and other detection

methose, information about

surrounding activities, physical

environment, and resources.

X Translators

X Intepreters

IVO Army

Base

Charlie

supporting

scheduled

exercises

X Translators

X Intepreters

IVO Army

Base

Charlie

supporting

XX Mech

Division

X Translators

X Intepreters

IVO Army

Base

Charlie

supporting

XX Mech

Division

X Translators

X Intepreters

IVO Army

Base

Charlie

supporting

XX Mech

Division

X Translators

X Intepreters

IVO Army

Base

Charlie

supporting

XX Mech

Division

X Translators

X Intepreters

IVO Army

Base

Charlie

supporting

XX Mech

Division

Interpreters, Translators:

Battlespace Awareness:

2.2.4.3 Observation-

The ability to use human

resources to obtain, by visual

observation and other detection

methose, information about

surrounding activities, physical

environment, and resources.

X Translators

X Intepreters

IVO Air

Base

Bravo

supporting

scheduled

exercises

X Translators

X Intepreters

IVO Air

Base

Bravo

supporting

operations

X Translators

X Intepreters

IVO Air

Base

Bravo

supporting

operations

X Translators

X Intepreters

IVO Air

Base

Bravo

supporting

operations

X Translators

X Intepreters

IVO Air

Base Bravo

and within

Orangeland

supporting

operations

X Translators

X Intepreters

IVO Air

Base Bravo

and within

Orangeland

supporting

operations

Interpreters, Translators:

Battlespace Awareness:

2.2.4.3 Observation-

The ability to use human

resources to obtain, by visual

observation and other detection

methose, information about

surrounding activities, physical

environment, and resources.

X Translators

X Intepreters

IVO

Sea/Air

based

Alpha

supporting

scheduled

exercises

(US Navy)

X Translators

X Intepreters

IVO

Sea/Air

Base

Alpha

supporting

SPOD

/APOD

operations

X Translators

X Intepreters

IVO

Sea/Air

Base

Alpha

supporting

SPOD

/APOD

operations

X Translators

X Intepreters

IVO

Sea/Air

Base

Alpha

supporting

SPOD

/APOD

operations

X Translators

X Intepreters

IVO Sea/Air

Base Alpha

and within

Orangeland

supporting

SPOD

/APOD

operations

X Translators

X Intepreters

IVO Sea/Air

Base Alpha

and within

Orangeland

supporting

SPOD

/APOD

operations

Interpreters, Translators:

Battlespace Awareness:

2.2.4.3 Observation-

The ability to use human

resources to obtain, by visual

observation and other detection

methose, information about

surrounding activities, physical

environment, and resources.

X Translators

X Intepreters

IVO Sea/

Air Base

Alpha

supporting

scheduled

exercises

(USMC)

X Translators

X Intepreters

IVO Sea/

Air Base

Alpha

supporting

X MEB

X Translators

X Intepreters

IVO Sea/

Air Base

Alpha

supporting

X MEB

X Translators

X Intepreters

IVO Sea/

Air Base

Alpha

supporting

X MEB

X Translators

X Intepreters

IVO Sea/ Air

Base Alpha

and within

Orangeland

supporting

X MEB

X Translators

X Intepreters

IVO Sea/ Air

Base Alpha

and within

Orangeland

supporting

X MEB

Interpreters, Translators:

Battlespace Awareness:

2.2.4.3 Observation-

The ability to use human

resources to obtain, by visual

observation and other detection

methose, information about

surrounding activities, physical

environment, and resources.

X Translators

X Intepreters

SOCXXX

(multiple

locations

in JOA)

X Translators

X Intepreters

SOCXXX

(multiple

locations

in JOA)

X Translators

X Intepreters

SOCXXX

(multiple

locations

in JOA)

X Translators

X Intepreters

SOCXXX

(multiple

locations

in JOA)

X Translators

X Intepreters

SOCXXX

(multiple

locations in

JOA)

X Translators

X Intepreters

SOCXXX

(multiple

locations in

JOA)

Service Component/CSA Name [Provide a separate report section for each Service Component/CSA assigned by geographic location (if locations for supported forces are planned)]

Phase 0

Pre-deployment

Phase 1

Deploy

Phase 2

Deter/Seize

Phase 3

Decisive Operations

Phase 4

Stabilize

Phase 5

Redeploy

Joint Capability Area

(Tier 3 required, Tier 4 desired for

common support functions based

on commonly contracted logistics

and other JCAs)

CJCSM 4301.01

30 June 2017

Appendix B

D-B-38 Enclosure D

(INTENTIONALLY BLANK)

CJCSM 4301.01

30 June 2017

Appendix C

D-C-1 Enclosure D

APPENDIX C TO ENCLOSURE D

ESTIMATE CONTRACT SUPPORT PROCESS AND SUMMARY OF

CONTRACTOR SUPPORT ESTIMATE (TAB A to APPENDIX 3 to ANNEX W)

1. Purpose. The Estimate Contract Support Process (Figures 9 and 10)

illustrates the decision process for how contractor estimates are derived and

recorded in supporting templates. OCS planners use the information obtained

through this process to develop other OCS-related planning products,

including the CSSM, the OCS inputs to the TPFDD, and portions of Annex W.

Figure 9. Estimate Contract Support Process -- Part 1

CJCSM 4301.01

30 June 2017

Appendix C

D-C-2 Enclosure D

Figure 10. Estimate Contract Support Process -- Part 2

2. Methodology. OCS planners use the illustrated process to determine a

planning estimate of contractor support. The process is underpinned by

supporting templates and systems. OCS planners document the results of this

process in Appendix 3 to Annex W of the OPLAN or OPORD.

a. Planners determine required capabilities by operational phase during

Step 1.

b. Planners evaluate required capabilities against possible sourcing

solutions (Steps 2, 4a, 5, 6a), conduct a risk assessment (Step 3a), and

determine optimal and alternative sourcing options to provide the required

capability and ensure sufficiency.

c. If organic support is part of the solution, appropriate planners determine

the origin and availability of non-Service controlled materiel provided by GSA

and DLA (Step 3b). The planners apply Service developed consumption rates

(Step 4b) for the force to use in establishing non-unit movement requirements

and then proceed directly to Step 13.

d. If other sources of support (e.g., HNS, ACSA, etc.) are part of the

solution (Step 6a), planning continues by incorporating that source into the

joint planning process as required.

CJCSM 4301.01

30 June 2017

Appendix C

D-C-3 Enclosure D

e. If OCS is a part of the solution, OCS planners determine the type

contracting vehicle (Step 6b); i.e., External, or Theater support, and

annotate/update the CSSM.

f. For external support and systems support contracts utilizing CAAF (Step

7a), OCS planners provide applicable unit type codes (UTCs) to populate the

TPFDD in one of two ways:

(1) OCS planners derive non-standard UTCs from the UTC catalog to

identify the capability requirements for OCS-related passengers (PAX) and

cargo (Step 8a). OCS PAX and cargo are likely lower than those identified in

the UTC catalog.

(2) OCS planners create non-standard UTCs for capability

requirements where no UTC currently exists for the specific capability (Step

8b). Proceed to Step 9 after Step 8a/8b.

g. For External Support contracts and Theater Support contracts utilizing

local hires/Non-CAAF (Step 7b), the service component/agency/subordinate

CCMD assess and refined CCMD defined requirements (Step 8c). Service

components, agencies, and subordinate elements utilize the summary of

requirements during their planning to: size and shape contingency contracting

oversight capability; refine/focus efforts associated with the preparation of the

OCS operating environment; develop OCS estimate as well as portions of the

Annex W; refine CSORs and the CSSM (Step 8d).

h. In Step 9, OCS planners consolidate contractor estimates from all annex

and appendix owners (e.g., A-Task Organization, B-Intelligence, C-Operations,

D-Logistics, etc.). Planners may use a joint planning capability such as the

Contingency Acquisition Support Module (cASM), the future joint planning

system, or a similar method to determine the estimated number of contractors

to be employed and record these numbers (Step 10) in Tab A to Appendix 3 to

Annex W of the OPLAN or OPORD. See Appendix B to this Enclosure and

Figure 11 for the Tab format. It is important that OCS planners disseminate

the CAAF estimate to other logistics and directorate planners in order to

develop a holistic estimate of requirements.

CJCSM 4301.01

30 June 2017

Appendix C

D-C-4 Enclosure D

Figure 11. Format for Summary of Contractor Support Estimate

i. Step 11 represents a determination of whether or not applicable

contractor(s) will provide their own strategic transportation, and the resulting

transportation data is submitted to the supported command’s staff point of

contact for coordinating contractor deployment requirements for TPFDD entry.

The component/staff section that identified the contracted support

requirement will be responsible to ensuring that the appropriate data is

submitted and entered in the TPFDD. The OCSIC is responsible for monitoring

the TPFDD and working with the requiring component/staff section during

planning and execution. Details specific to each TPFDD will be published by

the JFC J5 in the TPFDD Letter of Instruction (LOI).

j. Step 12a, cargo-level detail 2 is submitted for contractors arranging their

own transportation in order to provide the supported commander visibility of

assets arriving in the area of operations over time. Cargo detail level 4 is

submitted (Step 12b) when the government is providing transportation for the

contracted capability.

k. Step 13 reflects the same path as previously described where the

supported commander consolidates all contracted support requirements for

sustainment and personnel to achieve total force deployment visibility.

Requiring activities, through their Service Component Command or unit

(JOPES Office, normally the J3 or J5), will utilize JOPES to build contractor

CJCSM 4301.01

30 June 2017

Appendix C

D-C-5 Enclosure D

ULNs for associated unit and non-unit related UTC (non-standard) data in the

TPFDD. At this point in the planning process, requiring activities will also need

to know what contracted support (personnel and equipment) require

government or commercial lift. The contractor must provide non-standard

personnel and/or cargo detail to the requiring activity using a the “Sample

Requirements Data Form” found in Enclosure E of reference __ (CJCSM

3122.02D), or a locally developed ULN worksheet promulgated by the CCMD

JOPES point of contact. The CCMD TPFDD Letter of Instruction (LOI) will

provide more specific detail on responsibilities to collect contractor information

and how it will be included in the TPFDD.

(1) If the contractor is responsible for transportation and cargo

handling for the entire itinerary, then “Level II detail” gross short tons and

number of passengers being moved will be provided by the contractor to the

requiring activity and JOPES office (e.g., J3/5) for the entire itinerary.

(2) If the DoD provides transportation and cargo handling for any

personnel and/or cargo at any point in the itinerary, then “Level IV - VI detail”

(aggregated data) must be provided by the contractor to the requiring activity

and JOPES office (e.g., J3/5).

l. Step 14, once the requiring activity receives the personnel and/or cargo

detail, the requiring activity will enter the information into JOPES.

m. Step 14a, after entry into JOPES, planners may enter the associated

UTCs and ULNs for contractor personnel and cargo into cASM, if used. This

information will enable the requiring activity, contractor and contracting officer

to link the JOPES data to the contracted support requirement.

CJCSM 4301.01

30 June 2017

Appendix C

D-C-6 Enclosure D

(INTENTIONALLY BLANK)

CJCSM 4301.01

30 June 2017

Appendix D

D-D-1 Enclosure D

APPENDIX D TO ENCLOSURE D

OPERATIONAL CONTRACT SUPPORT (OCS) INPUT TO LOGISTICS

SUPPORTABILITY ANALYSIS (LSA)

1. General. Logistics supportability analysis (LSA) is a complex, analytically-

driven process conducted by the CCMD staff, Service components, Services,

and CSA planners. It is a detailed assessment of key logistics joint capabilities

areas (JCAs) required to support the JFC as well as MN, Interagency, and

NGOs.

a. OCS planners providing input to the LSA will examine and analyze all

logistics JCAs that will use OCS and any CCDR-designated OCS critical items,

materiel, services or capabilities. The process begins when the CCMD J4

directs the staff and Service components and requests DLA to collaborate on an

assessment of their ability to support the plan.

b. OCS requirements are made against available capabilities (resource

informed) needed for execution of the supported commander’s CONOPS. OCS

planners seek to determine if their integrated and synchronized OCS

capabilities meet or exceed the requirements levied by the JFC.

c. Findings in the LSA should highlight OCS gaps, shortfalls and

associated risks to supporting theater operations. Significant shortfalls and

deficiencies should be identified and presented in the CCDR’s readiness

assessment reports, such as Defense Readiness Reporting System (DRRS),

Joint Combat Capability Assessments, and the integrated priority lists (IPLs)

submitted by CCMDs (See Enclosure A, paragraph 7).

d. An LSA is required for Level 3T and Level 4 plans (plans with a TPFDD)

and is included as Appendix 4 to Annex D

2. Factors to Consider in the LSA (partial list)

a. Analysis of existing contracts and task orders available during the

CCMD campaign that could be utilized to support the plan

b. Analysis of OCS support dedicated to current operations and not

available to support the plan

c. Analysis of plan and the ability for OCS to surge and sustain capability

requirements, both organic and external

d. OCS specified and implied tasks derived from mission analysis

CJCSM 4301.01

30 June 2017

Appendix D

D-D-2 Enclosure D

e. OCS limitations, constraints, restraints or other limiting factors

f. OCS facts and assumptions (potential risks) bearing on operations

g. OCS centers of gravity

h. Phase changes necessitating a change of priorities for OCS planners as

well as planners throughout the staff/command

i. Assessment of the designated Service component to support the directed

contracting construct for the plan by phase

j. Analysis on the dependency on non-organic support (HNS and OCS) by

warfighting function throughout all phases of the plan

k. Analysis of contractor management plan with relation to the changes in

contracted support requirements throughout all phases of the plan

3. Process. OCS planners at CCMDs, JTFs, Service components and CSAs

and, if applicable, civil augmentation program planners follow the steps below

to determine if the plan can be supported as well as identify critical OCS

shortfalls requiring action. The OCS portion of the LSA identifies that the

correct mix of OCS capabilities, personnel, materiel, equipment, services, and

skills are arranged at the right place at the right time.

a. Conduct an analysis of TPFDD considering numbers of individual

contractors, amount of contractor organizational equipment (e.g., numbers of

vehicles/rolling stock and engineer equipment with dimensional data, numbers

of containers/cargo) and any other applicable factors for quantitative and

qualitative data to support plan assessment and development of the LSA. For

initial TPFDD input, materiel weight is estimated and pseudo cargo increment

numbers (CINs) are built in JOPES as placeholders for actual weight and size

data to follow.

b. Compare results, verify their data, facts and assumptions, and integrate

the information into a single joint refined OCS concept of support. JFC critical

requirements by operational phase are examined to determine potential

shortfalls as well as the impact of those shortfalls.

c. Continue analysis until appropriate mitigating factors can be applied.

Examples of mitigation include:

(1) Selection of a different combination of existing OCS capabilities

more suitable to mission accomplishment

CJCSM 4301.01

30 June 2017

Appendix D

D-D-3 Enclosure D

(2) Coordination to move OCS capabilities earlier in force flow

(3) Augmentation by non-organic support: contracted or host nation

(4) Available host nation or multinational logistics capabilities

(5) Reprioritization of missions

(6) Re-designation of a different service for common item or common

user service lead

(7) Selected ramp-up, and, if necessary, full mobilization of the

industrial base.

d. Answer for the JFC via the J4:”Does the OCS Concept of Support

provide the needed support to accomplish the CONOPS?” See Appendix C to

Enclosure D for a checklist with examples of OCS planning considerations for

the development of the LSA.

4. The LSA format. The overall LSA rating with the CCDR summary of

logistics JCA assessments will be displayed as a chart with color coding of each

JCA by each phase of the plan. Verbiage is added to clarify exceptions,

mitigation strategies, and to support the overall assessment. OCS shortfalls

causing an operational pause, potentially high risk which might result in

mission failure or safety considerations for the force are identified and

appropriate mitigation is recommended. If the CCDR is not convinced the

operation will meet with success, the risks are assessed and potential

consequences provided to the appropriate authority for review and action.

Annex A to Appendix D of this enclosure is an example chart for presenting an

OCS assessment across the JCAs. Each CCMD determines their LSA metrics

and their components, supporting organizations and CSAs are expected to

comply with supported command direction for reporting.

5. Planning Considerations. The CCDR and his staff may use the LSA

Planning Consideration Table as a guide for components, supporting

organizations, and CSAs to synchronize their analysis of their operational joint

capability. A CCDR should consider the minimum planning considerations

necessary through early planning and assessment stages knowing planners

will identify additional considerations as the plan or assessment process

matures. OCS planners must consider special operations, multinational,

interagency, and non-governmental organizations involvement and potential

requirements during planning.

a. Planning for a Multinational Contracting Command. A multinational

contracting command capability may be a viable solution in long-term alliance

operations. Planning for such a capability is more complicated than planning

CJCSM 4301.01

30 June 2017

Appendix D

D-D-4 Enclosure D

for U.S. support to multinational partners and entails additional challenges

such as contracting command operating cost sharing, establishing acceptable

auditing processes and procedures, etc.

b. Drawdown/Redeployment and/or Transition Planning. Redeployment

and/or drawdown of forces may entail both contract close out and transition of

contract support responsibilities to a multinational or interagency partner,

sometimes a combination of both. Planning for contracted support during

drawdown and transition should begin as early as practicable and involve the

entire staff, all major troop contributing nations and/or interagency partners.

Drawdown of contractors and equipment and/or transition plans must be

closely coordinated with the operational plan to ensure proper support and the

proper care of contractors.

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-1 Enclosure D

ANNEX A TO APPENDIX D TO ENCLOSURE D

LOGISTICS SUPPORTABILITY ANNEX (LSA) PLANNING CONSIDERATIONS

CHECKLIST

Purpose. The checklist below provides questions for each logistics joint

capability area (JCA) for use during logistics supportability planning. OCS

planners, in conjunction with functional planners, should consider each

question from an OCS perspective in order to assess JCA-specific information

for the OCS portion of the logistics supportability annex (LSA).

LSA Planning Considerations by JCA

Y/N

Deployment and Distribution

Visibility:

1. Will the plan provide timely and accurate visibility information to the CCDR enabling the

ability to see/predict consumption, quickly respond to changing requirements, identify

bottlenecks, and redirect personnel, equipment, and/or materiel to other priority missions as

necessary?

2. Are OCS implications included?

3. Does the CCDR have the required visibility for items in the strategic distribution pipeline?

4. Does the CCDR have the required visibility within the AOR?

5. Does the CCDR direct the use of radio frequency identification device equipment for in-transit

visibility at the key locations across the AOR? Is this applicable to contractor equipment as well

as contracted support?

Capacity:

6. Did the CCDR identify the theater’s and AO’s distribution pipeline capacity by phase?

7. Was the infrastructure base assessed as immature and limited or mature and robust? Was

that assessment captured in the distribution pipeline’s capacity estimate?

8. Does the plan address if threat conditions to commercial lift assets force the establishment of

transload operations?

Physical Network:

9. Does the plan identify the distribution’s physical network in terms of capacity and capability

for fixed structures and facilities, such as airfields, harbors, ports, waterways, roads, railroads,

and pipelines necessary to support distribution operations?

10. Does the plan address use of commercial or HN partners’ physical networks to add to the

theater’s capability?

Financial Network:

11. Are mechanisms defined for the CCDR to ensure compliance by all commands with financial

guidance, policies, and procedures as outlined in DoD regulations for distribution operations?

12. Are mechanisms defined for promptly reporting financial or resource shortfalls that will

negatively affect mission accomplishment to the CCDR?

13. Are mechanisms defined and in place to track the flow of money and its effect on the

battlefield. Are contracts established with bad actors or companies that have policies counter to

our overall intent/negatively affect mission accomplishment?

Information Network:

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-2 Enclosure D

LSA Planning Considerations by JCA

Y/N

14. Did the CCDR specify use of data collection, decision support tools, asset visibility, logistics

planning tools, or other technologies to support or facilitate C2 over the entire

distribution/logistics/contracting system?

Communications Network:

15. Did the CCDR require use of, along with estimates of the capacity, reliability, and security of

Global Command and Control System-Joint (GCCS-J) and the Global Combat Support System-

Joint (GCSS-J) across the operational phases? What are the OCS implications?

16. Are theater communications networks sufficient to support automated OCS tools and

systems bandwidth requirements? Are redundant conduits identified and continuity of OPLAN

developed?

Supply

17. Is there a list of contracted critical items, by phase, that are based on operational

requirements and does it project accurate Service requirements?

18. Have cross-service agreements and local acquisition candidates been identified as possible

sources for contracted support to gain efficiencies?

19. Have critical contracted item shortages been identified and prioritized? How and when will

prioritization be communicated to the appropriate contracting organization?

20. Are theater communications networks sufficient to support automated OCS tools and

systems bandwidth requirements? Are redundant conduits identified and continuity of OPLAN

developed?

CL I:

21. Are appropriate distribution platforms (to include refrigerated and bulk water trucks)

sufficient to support distribution requirements?

22. Has local sourcing of packaged/bottled water been negotiated to include flexibility in

changing volume and destination?

23. Have requirements for support of non-combatants been included?

CL III:

24. Did the plan identify fuels-related requirements such as offshore petroleum discharge

system (OPDS) associated tankers, miles of pipe, storage terminals for inland petroleum

distribution system (IPDS), Army watercraft to be used for inland fuel distribution, aerial bulk

fuel delivery systems, air transportable hydrant refueling systems, fuel bladders, fuel pumps,

and POL truck companies?

25. Were HNS capabilities and/or use of acquisition and cross-servicing agreements considered

and are they available for utilization?

26. Are projected bulk supply and throughput locations (total per hour receiving rate) sufficient

to meet all time-phased bulk fuel requirements?

27. Have sources for ground fuels (location, distance, mode of supply) been identified? Are

these sources sufficient to meet the projected ground product requirement?

28. Have inland fuel distribution requirements been projected and satisfied?

29. Can fuel be re-supplied year round? Are there local conditions requiring extra consideration

(tides, currents, weather, geography, etc.)?

30. Are local fuel storage options available? Consider Using host storage facilities to minimize

berm construction or use of bladders.)

31. Are bladders or fuels mobility support equipment needed to augment facilities/pumping

capability? Does ample space exist for their setup? Will the terrain and existing facilities allow

running hose lines/traces from the initial distribution point to the selected interim/permanent

storage area?

CL IV:

32. What staff or subordinate command has been designated as the senior requiring activity to

control CL IV material?

33. What are the critical barrier and construction materials required for this operation and are

these materiel’s available at the locations required to support each phase of the operation?

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-3 Enclosure D

LSA Planning Considerations by JCA

Y/N

a. Barrier and Obstacle Systems

b. Fixed and Rotary Wing Matting

c. Construction Materiel

34. Can global or local sourcing be used for preferred item inventories if theater inventories are

known to be insufficient?

35. Are suitable locations for in-theater depots and forward Engineer supply points (Class IV

yards) available?

36. Can intra-theater distribution assets support relocating barrier and construction materiel as

operations and phases shift?

37. Do timelines allow surface transport or will key materiel require airlift to meet operational

timelines?

CL V:

38. Will foreign munitions need to be purchased? Are authorities and funding available to do

so?

39. Have these foreign munitions been properly relocated, positioned, or sourced to support all

operational phases?

40. Have ammunition storage sites been selected and properly sited for net explosive weight?

41. Have arrangements been made in peacetime for the contingency transportation of munitions

within the theater?

42. Was U.S. Army Materiel Command (USAMC), through the Joint Munitions Transportation

Coordinating Activity (JMTCA), tasked with the responsibility for sourcing all munitions

requirements moving out of USAMC facilities?

CL VII:

43. Are there plans in place, to include sufficient contracted support to process and retrograde

large amounts of major end items (e.g., large amounts of theater provided equipment required to

be destroyed, sold or moved out of the JOA during major drawdown of forces)?

CL VIII:

44. Has transportation of crucial HAZMAT, e.g., medical gasses and medical waste, been

planned?

45. Have plans been drawn up and supplies considered for the storage and disposal of medical

and infectious waste?

CL IX:

46. Is the retrograde system sufficient to support return of reparable critical items (weapons

systems and secondary repairables)?

CL X:

47. Have requirements to support non-military programs been determined and coordinated with

local government and non-government support organizations?

48. Are regional sources of material for reconstitution of civil authority sufficient?

Maintain

49. Are the components’ support plans for sufficient facilities and infrastructure for

repair/maintenance facilities adequate?

50. Provide guidelines for integrating two or more Services or MN members or contracted

maintenance support into a centralized theater maintenance capability to reduce transportation

time, better leverage assets, and reduce duplication.

51. Is there available HNS, MN support, and materiel (sharing of resources) to support joint or

MN maintenance functions?

52. Is there an ability/frequency to conduct retrograde of battle damaged equipment and

inventories and locations Class IX repair parts for theater or CONUS emergency repairs?

53. Does the theater distribution concept capacity by phase to support the timely delivery of

critical and routine repair parts?

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-4 Enclosure D

LSA Planning Considerations by JCA

Y/N

54. Is the required maintenance/repair capability located where and when it will be needed to

ensure no maintenance-driven operational pauses?

55. Are the required locations and timing for rotary wing aircraft rebuild/teardown capability

arriving or departing theater to support each phase of the operation?

56. Are commercial off-the-shelf (COTS) equipment maintenance requirements and warranty

actions in place to ensure supportability?

Logistics Services

57. Are logistics services capabilities determined and scheduled to arrive to sufficiently meet the

minimum joint standards of life support, by phase of operation?

58. Are there plans to utilize Civil Augmentation Program (CAP) contracts for support?

59. Have Logistic Services support requirements beyond the force identified, to include but not

limited to contractors, civilians, interagency, other militaries, EPW, internees, and internally

displaced persons (IDP)?

60. Is there a plan to use HN local resources, as well as local and foreign military logistics

facilities, to provide support?

61. Have conditions that would alter logistics services consumption factors (e.g., support to MN

partners, environmental, geographical, climatological, and topographical factors) been identified

and planning factors modified to reflect changes during appropriate plan phases?

62. Does the plan reflect contracting and logistics services consideration for MN partners?

63. Have existing external Theater Support Contracts been identified, and does the plan reflect

the ability to surge the Theater Support Contracting capability?

64. Are water and ice purification, production, packaging, distribution, and storage capabilities

available? Are bladders or water and ice mobility support equipment needed to augment

facilities/pumping capability? Does ample space exist for setup? Will the terrain and existing

facilities allow the running hose lines/traces?

65. Is there a list of contracted critical services, by phase, that are based on operational

requirements and does it project accurate Service requirements for each critical item?

66. Have any shortages for critical contracted services been identified and prioritized? Has/will

the prioritization be communicated to the theater lead contracting organization (LSC or JTSCC)?

Base Operating Support:

67. Does the plan contain the joint or contracted capability to provide food service, water

purification/distribution, shelter, laundry, and shower services to the JFC by phase and

location of forces?

68. What contracted solution is best suited for this complex, integrated support requirement?

69. Is it practical, from both a requiring activity and theater support contracting organization

perspective, to meet these requirements with multiple theater support contracts or is a CAP task

order best?

Food products receipt, storage, and issue/distribution capabilities:

70. Does ample space exist for setup and operation?

71. Are processes and systems in place to enable food service and head count accounting, field

feeding, levels of supply, requisitioning, resupply time, re-order and shipping?

Mortuary Affairs:

72. Does the plan contain adequate joint force search, recovery, collection, and human

remains/personal effects processing requirement and mortuary affairs resource capacity?

HAZMAT:

73. Have requirements for collection, retrograde, storage, and disposal for HAZMAT been

determined and satisfied with policy and resources?

OCS

74. Are CAAF support requirements incorporated in the logistics requirements estimate?

75. Is there/will there be a lead Service designated for CUL/BOS-I at the JOA and/or individual,

major base level? Does it include contracting?

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-5 Enclosure D

LSA Planning Considerations by JCA

Y/N

76. Will the theater support contracting effort be single service, lead-service, or joint

organization?

77. Are there trigger points to move from Service support to LSCC, LSC, JTSCC and back?

78. Are the head of contracting activity (HCA) and/or senior contracting official (SCO) properly

identified to include primary duties, location (in or out of the JOA), and their flow of contracting

authority? With which Service component does the authority for the HCA originate?

79. What triggers would require movement of the HCA within or out of an operational area?

80. How will the organization be structured (by buying activity, geographical area, customer,

etc.) to include flows of authority?

81. Have the number of forces the contracting organization will support been identified?

82. Have the number and capability of contracting officers/administrators been determined?

83. Will there be stability operations-related transition and reconstruction requirements? If so,

are facilities reconstruction-related requirements addressed?

84. Will the contracting organization support other Federal Government or non-governmental

agencies?

85. Which Service will provide the majority of the contingency contracting officers?

86. Have all contracting support agencies been identified? Are contracting relationships

established?

87. Are procedures identified for the requiring activities, sustainment organizations, and supply

system to interact through (e.g., JRRB) to ensure no duplication of effort?

88. Are procedures for the contracting organization interface with financial management and

legal?

89. Will external support logistical-related contracts be utilized (i.e., logistics civil augmentation

program (LOGCAP), Air Force contract augmentation program (AFCAP), DLA, or prime vendor)?

Are there procedures to ensure external support contracts are managed with no undue

competition for the limited commercial vendor base?

90. Are specific contract administration delegations in place?

91. Has the plan accounted for CCAS capability for external support/system support/theater

support contracting? Who will provide this support?

92. Are administrative contracting officer (ACO) requirements to include location and reporting

chain identified?

93. Are there reach-back arrangements made to non-deployed contracting and/or legal counsel

organizations?

94. Are there procedures for contract visibility, to include contract closeout?

95. Are existing ACSAs and HNS agreements are in place? How will they impact contracting

support?

96. Are there plans, policies, and procedures, along with sufficient theater support contracting

capabilities, in place to allow for task orders to be routinely transferred over to theater support

contracts?

97. Are there banking/financial institutions identified for contractor use?

98. Was information concerning potential sources currently available (see U.S. embassy,

consulate, attachés, DLA, etc.) gathered and used during planning and execution?

99. Are there procedures for the contracting organizations to use foreign funds?

100. Is it clear who will set operational priorities for contracting/procurement?

101. Will there be a Joint Requirements Review Board (JRRB) and/or Joint Contracting Support

Board (JCSB) established? If so, are the required contracting organization members of these

boards identified to include the chairperson of the JCSB?

102. Are requiring activities advised of approximate administrative and procurement lead times

for contracted support?

103. Will the government purchase card (GPC) or field ordering officer (FOO) be utilized? Are

there procedures and systems in place to manage and control these programs?

104. Are adequate CORs identified and trained to assist in managing contractor performance?

105. Are there procedures and systems in place to provide visibility, management and control of

COR responsibilities and activities?

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-6 Enclosure D

LSA Planning Considerations by JCA

Y/N

106. Are there Federal Acquisition Regulation (FAR) relief procedures and guidance in place

(simplified acquisition threshold raised), and what relief will be considered necessary? Can this

relief be pre-arranged?

107. Where is the funding source coming from, and are financial management personnel

accompanying the mission?

108. Are there mechanisms in place for tax relief?

109. Are there operational-specific policies and procedures, published orders, and/or other

policy documents that effect contracting planning and/or operations?

110. Does the JFC have tools to maintain key information (e.g., period and place of

performance, contracting office, available ceiling) on existing contracts in order to affect

prioritization and decisions?

111. Are OCS personnel proficient with and have access to, the data, tools, and systems (e.g.,

SPOT-ES, cASM, JOPES) that support OCS planning and execution?

Health Readiness

112. Does the CCDR identify tactical (dedicated and designated) evacuation locations and

strategic evacuation sites, project Class VIII A and B resupply capabilities, and any HNS

capabilities?

113. Determine the sufficiency of the theater evacuation policy. Assess the theater’s

capabilities/ resources for treating casualties and holding them until they return to duty or can

be evacuated.

114. Assess the adequacy of stocks and distribution plan for meeting the chemical, biological,

radiological, nuclear, and high-yield explosive (CBRNE) medicinal requirements as identified by

the Services and Theater Commander.

115. Assess if medical maintenance is available/organic to the theater and whether TPFDD flow

can meet the anticipated medical repair and maintenance requirements.

116. Assess the service components policies and procedures for disposing of non-regulated and

regulated medical waste.

Engineering

117. Was the theater engineer staff adequate and positioned to coordinate the efforts of all

engineer assets—assigned, host nation, interagency, non-governmental and contract support—

to enable the desired end state?

118. Were all LOC (air, sea, ground, and waterways) assessed in terms of capacity and ability to

expand to meet both operational and distribution requirements?

119. Were infrastructure and special facilities requirements identified by phase and location and

assessed against available construction authorities and funding sources?

120. Determine BOS-I requirements:

a. Bed-down (to include NGO and interagency needs)

b. Supply and maintenance facilities and services

c. Medical (both treatment and Class VIII warehousing and storage)

d. EPW, refugee and displaced persons facilities

e. Water production & Class III storage and distribution

f. Munitions storage

g. Construction materials & Class IV production (quarry, concrete, asphalt plants)

h. Hardened facilities

i. Building partnerships and security force assistance

121. Was an assessment of establishing essential services and critical utilities (to include power

generation and distribution, water supply wastewater treatment and solid waste systems)

documented?

122. Were provisions made to exploit reach back capabilities to enhance Engineer effects and

minimize the deployed footprint?

123. Were technical and specialized Engineer elements such as well drilling, Prime Power, real

estate teams, environmental units, and base support units timed and in the deployment process

to arrive and complete required enhancement according to the operational timeline?

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-7 Enclosure D

LSA Planning Considerations by JCA

Y/N

124. Did base camp master plans enable sustainability, phased growth, and a seamless

transition from organic point power generation to smart/micro grids and ultimately commercial

power sources?

Were assessments of firefighting and aircraft crash recovery capability documented?

Table 1.

CJCSM 4301.01

30 June 2017

Annex A

Appendix D

D-D-A-8 Enclosure D

CJCSM 4301.01

30 June 2017

Annex B

Appendix D

D-D-B-1 Enclosure D

ANNEX B TO APPENDIX D TO ENCLOSURE D

OPERATIONAL CONTRACT SUPPORT (OCS) ASSESSMENT ACROSS

LOGISTICS JCAS FOR INPUT TO THE LSA FORMAT

The OCS implications for each logistics JCA will be assessed and given a

rating. OCS planners may need to add other JCAs outside of logistics to Table

2 and assess how OCS implications may impact operations. OCS planners will

then roll up these ratings to make an overall OCS assessment based upon the

CCMD’s LSA rating methodology in accordance with the LOGSUP to the JCSP.

Table 2. OCS JCA Assessment Roll-up

OCS JCA

Assessment

Roll-up

Campaign

Planning

Phase I

Deter

Phase II

Seize

Phase III

Dominate

Phase IV

Stabilize

Phase V

Enable

Overall

Deployment and

Distribution

Supply

Maintenance

Logistics Services

Operational

Contract Support

Health Readiness

Engineering

CJCSM 4301.01

30 June 2017

Annex B

Appendix D

D-D-B-2 Enclosure D

(INTENTIONALLY BLANK)

CJCSM 4301.01

30 June 2017

Appendix E

D-E-1 Enclosure D

APPENDIX E TO ENCLOSURE D

MEASURES OF EFFECTIVES AND PERFORMANCE FOR OPERATIONAL

CONTRACT SUPPORT (OCS)

1. As the plan or order is developed, planners also need to develop the

measures they will use to assess the progress of the joint force toward mission

accomplishment. Measures will help them determine where they are in

reaching the desired end state, achieving the commander’s objectives, or

performing the command’s assigned tasks. Commander’s objectives, effects,

and tasks are in paragraph three of the base order. Measures can trigger

branches or sequels or the need to alter the existing plan.

2. Measures must have the following four qualities:

a. Relevance -- measures must have direct bearing to a commander’s

object, desired effect, or a stated or implied task.

b. Measurability -- measures must be gaged against a standard.

c. Responsiveness -- it must be possible to use the measures to detect

changes to the situation in enough time to react or prepare a response.

d. Resourced -- the command must be able to dedicate effort to collect data

pertaining to measures and analyze it.

3. There are two types of measures: measures of effectiveness (MOEs) and

measures of performance (MOPs).

a. MOEs measure whether the command is accomplishing its purpose or

the “why” in the mission statement. MOEs can be subjective and crafted as

either qualitative or quantitative measures. As a quantitative measure, MOEs

can reflect a trend and show progress toward a standard. If the commander’s

objective is to “provide a safe and secure environment,” then the MOE could

capture instances of insurgent activity and a downward trend in the instances

over comparable periods can indicate progress toward the objective. They are

usually measured at the strategic or operational levels; it may be difficult to

identify tactical MOEs.

b. MOPs measure task accomplishment or the “what” in the mission

statement. MOPs are generally objective and quantitative. An MOP can be as

simple as, “is execution matrix task #1 complete?” MOPs can assess

CJCSM 4301.01

30 June 2017

Appendix E

D-E-2 Enclosure D

operational and strategic tasks, but at higher levels the results may not be as

precise or easy to observe. Usually, MOPs assess tactical level tasks.

c. Figure 12 graphically summarizes the MOE/MOP discussion.

Figure 12. Assessment Levels and Measures

d. Table 3 provides more MOE and MOP samples at the different levels of

command.

Measure of Effectiveness (MOE)

Measure of Performance (MOP)

Strategic

Identify how OCS can support the

CCDR’s end state, mission statement,

strategic objectives and effects.

Identify how OCS can support strategic-level tasks.

Samples

 Use of Civil Augmentation Programs

meets the commander’s desired

effects

 Use of US or TCN labor meets the

commander’s desired effects

 CLPSB, or JLCB with OCS equities,

conducted quarterly in PH0 and as

required during crisis action planning

 PH0 Contractor management policies

established

 GCC-level MOPs may be difficult identify.

CJCSM 4301.01

30 June 2017

Appendix E

D-E-3 Enclosure D

Measure of Effectiveness (MOE)

Measure of Performance (MOP)

Operational

Identify how OCS can support the

CCDR’s and JTF Commander’s mission

statement, strategic objectives and

effects

Identify how OCS supports the specific tasks the

command is trying to accomplish in support of each

line of operation or effort (LOO/LOE). For instance,

establishing a foreign vendor vetting program could

support degrading the enemy’s cash flow and

activities.

Samples

 % of contracts required to bridge gaps

in performance

 Does the OCS Concept of Support tie

to the commander’s desired effects

(Paragraph 3 of base order)?

 Does the OCS Concept of Support

compliment the Concept of

Sustainment (linkage to CUL, BOS-I)

 JRRB packets come into the HQ and are staffed

within seven days (may be faster or slower

depending on command)

 Foreign Vendor Vetting process established at the

JOA command level.

 Do BOSI policies include CAAF and non-CAAF

 Did JTF J2 and J34 Force Protection establish base

access threat screening for non-CAAF?

 JCSB established with 90% participation

 Multi-National forces participate in the JCSB

 OCSIC participates in the CMOC

 OCSIC participates in the JFUB

 33% OCSIC staff with JOPEC training

 % of payments to vendors in the appropriate

currency

 % of theater support contractors using local

national banking institutions

 % of contractors (or total contract dollars) being

paid in cash

Tactical

Tactical level MOEs may be difficult to

identify.

Link tactical level MOPs to the command’s tasks to

accomplishment the mission. OCS SMEs should

review unit synch matrices for supporting OCS

actions.

Samples

 Contractor camp access and security screening

processes in place

 % of contracts with reported performance

problems

 CORs assigned and trained per contract

 % of CORs with in-person COR training

 JAMMS machines installed by BOS-I leads

 Contractor bed down executed IAW the CMP

 Time from requirement planned to submitted to 2-

star level OCSIC

 % of CORs within 2 hours of contract place of

performance

 33% of OCS Team complete Army OCS Course

 % of trained Field Ordering Officers (FOOs)

Table 3. Sample MOEs and MOPs

CJCSM 4301.01

30 June 2017

Appendix E

D-E-4 Enclosure D

(INTENTIONALLY BLANK)

CJCSM 4301.01

30 June 2017

E-1 Enclosure D

ENCLOSURE E

PLAN ASSESSMENT

1. General

a. Plan assessment occurs (as required) following plan approval. The goal

of the assessment is to provide timely situational awareness of the operational

and strategic risks of operations plan execution to the Joint Chiefs of Staff in a

common framework.

b. Assessment is the continuous monitoring and evaluation of the current

situation and progress of a joint operation toward mission accomplishment. It

involves deliberately comparing forecasted outcomes to actual events to

determine the overall effectiveness of the plan.

(1) The CCDR extends and refines planning, while supporting and

subordinate commanders, if directed, complete their plans for review and

approval. The CCDR continues to develop and analyze branch plans and

sequels.

(2) The Joint Staff, Military Departments, CCMDs, and CSAs monitor

current readiness of required capabilities and the situation to develop impacts,

implications, and mitigation to COAs should the plan be considered for near-

term implementation or during its periodic review.

2. Inputs to plan assessment

a. Complete plan or order including

(1) All applicable annexes

(2) LSA

(3) Refined TPFDD.

b. OCS Concept of Support.

c. Any changes to the operational environment.

d. Measures of Effectiveness (MOEs).

e. Measures of Performance (MOPs).

CJCSM 4301.01

30 June 2017

E-2 Enclosure D

3. OCS Activities Supporting Plan Assessment

a. OCS planners continue to evaluate the situation for any changes that

would trigger plan refinement, adaptation, termination, or execution (RATE).

Assessment and learning enable incremental improvements to the

commander’s operational approach and the campaign or contingency plan.

b. OCSICs, in conjunction with theater and operational staffs,

continuously monitor the situation to identify changes in:

(1) Strategy (e.g., guidance, end states, objectives, mission,

assumptions, COAs, estimates, GFM, resources)

(2) Environment (e.g., conditions, circumstances, and influences in

physical, military, and civil areas across all domains)

(3) Opportunities (e.g., to reduce force deployments, improve dwell &

readiness, provide unique capabilities beyond organic force, free up forces to

perform other actions, expand size of force beyond FML, overcome tyranny of

distance, reduce resupply time, provide access to local support and supplies,

augment global agility, facilitate JOA, combat A2/AD, provide an FDO to

preclude crisis, expand partners, impact the human and economic terrain,

provide a means to isolate the adversary)

(4) Risk (e.g., contracting with the enemy, Force Protection, base

access, arming/safety of contractors; overdependence on contractors, lack of

accountability/oversight of contractors, tracking/reimbursement for authorized

government services, contracting fratricide, FW&A).

c. Rehearsals help clarify roles and responsibilities, and are essential to

effectively prepare for execution of an operation. There are many forms of

rehearsals which have historically improved operational execution, such as

Rehearsal of Concept (ROC) Drills, exercises, and table tops. Joint OCS

planners may use rehearsals to:

(1) Assess the effectiveness of the OCS concept of support.

(2) Ensure assigned or supporting joint forces are familiar with the

concept.

(3) Instill confidence in the execution of the concept throughout the

command and subordinate units.

d. OCSICs refine MOPs developed during planning based on changes to the

situation. MOP for OCS will need to be adjusted by phase of the operation and

according to mission/task and priority of effort.

CJCSM 4301.01

30 June 2017

E-3 Enclosure D

e. OCSICs work with other operational staff to collect OCS metrics reported

by requiring activities (e.g., Service components, contracting offices, and

contracted companies based on established measures).

f. OCSICs evaluate progress based on reported metrics to determine

progress relative to the mission, objectives, and end states. This progress

should determine if OCS performance is being executed in accordance with the

plan and whether or not that performance is achieving the intended effects.

g. OCSICs refine MOEs (as necessary) developed during planning based on

evaluated progress. MOEs for OCS will need to be adjusted by phase of the

operation and according to mission/task and priority of effort.

h. OCSICs recommend actions to improve planning, COAs, and

assessments. Assessment is incomplete without recommending or directing

action. Assessment may diagnose problems, but unless it results in

recommended adjustments, its use to the commander is limited. This feedback

becomes the basis for learning, adaptation, and subsequent adjustment.

i. Any revisions, adaptions, or terminations result in a new plan/order or

could require the development of a branch or sequel. Assessment and learning

enable incremental improvements to the commander’s operational approach

and the campaign or contingency plan.

4. Operational Contract Support (OCS) Output or Products

a. Revised MOEs.

b. Revised MOPs.

c. OCS portion of the Logistics Situation Report (LOGSITREP). See

Appendix A to Enclosure E.

d. Recommendations that can cause adjustments (refinement, adaptation,

termination, or execution) to the plan or order.

5. Plan assessment output

a. Refined planning guidance

b. New plans or orders

c. Revised plans or orders

d. Plans for branches or sequels

CJCSM 4301.01

30 June 2017

E-4 Enclosure D

e. Fragmentary orders.

CJCSM 4301.01

30 June 2017

Appendix A

E-A-1 Enclosure D

APPENDIX A TO ENCLOSURE E

OPERATIONAL CONTRACT SUPPORT (OCS) INPUT TO LOGISTICS SITUATION

REPORT

The JFC directs the use, format, and frequency of reporting (OCS data).

LOGSITREPs are designed to provide critical information to the CCDR. The

daily OCS portion of LOGSITREP will include the following minimum

information:

1. Status and update on all OCS UJTs

a. Status of deploying contracting as well as contracted capabilities (e.g.,

JRSOI of contracting assets/units, contacted capabilities expected

arrival/departure times/locations).

b. Status of contracted sustainment and services (including all classes of

supply and for selected critical commodities, projections for OCS MOP/MOE

specified by the CCMD as well as contracted services that are critical to

mission success).

c. Status for priority/critical contracted support to include (e.g., end date

of current contracts, pending modifications to existing contracts).

2. See the next page for an example format and guidance on OCS input to the

LOGSITREP.

CJCSM 4301.01

30 June 2017

Appendix A

E-A-2 Enclosure D

FROM: CDRUSXXXXX/ //

TO: NMCC WASHINGTON DC/ //

(OTHER ADDRESSEES AS REQUIRED)

C L A S S I F I C A T I O N

MSGID/OCS INPUT TO LOGSITREP # X/CDRUSXXXXX//

REF/A/VMG/CDRUSXXXX/12005OZMTHYR//

RMKS/1. (U) Narrative assessment of the day’s contracting activities

impacting operations and logistics. Examples include: a CIR or EEI has been

received that could lead to a potential CCIR notification; specific enemy activity

that has degraded contracted support/service and affected the CONOPS or will

affect the CONOPS within 72 hours; changes in contracts due to a change in

the operational phase or situation; impact of weather on contracting; primary

mission changes (e.g., change to restoration operations in a support to civil

authority scenario or other activity); or any CCIR that have been tripped and

have an impact on OCS operations.

2. (U) OVERALL OCS ASSESSMENT. COLOR CODE

3. (U) OCS SUPPORTABILITY ANALYSIS (Note: Times are notional. The

CCMD OPT usually establishes standard reporting periods in the OPS SITREP.

The purpose of this table is to provide a snapshot of OCS capabilities and

commodities from a current operations, future operations and future plans

perspective. CCMDs may differ in specific format given the contingency,

mission of the force, or other factors impacting on operations.)

4, (U) OCS SUPPORTABILITY NARRATIVE ASSESSMENT (Specific OCS

capability or materiel gaps in current operations, future operations and future

plans are addressed here. CCMDs may elect to report by exception and provide

mitigation efforts.)

5. (U) OTHER ISSUES.//

6. DECL/ORIG: CDRUSXXXXX//

Logistics Capability

Current

+ 10

+ 30

+ 90

OCS – Overall

OCS impact by

warfighting function

OCS impact within each

region of the JOA

CJCSM 4301.01

30 June 2017

F-1 Enclosure D

ENCLOSURE F

REFERENCES

a. Guidance for Employment of the Force (GEF)

b. CJCSI 3110.01 Series, “Joint Strategic Capabilities Plan (JSCP)”

c. CJCSI 3110.03 Series, “Logistics Supplement to the Joint Strategic

Capabilities Plan (JSCP) for FY 2008, Current as of 18 December 2012”

d. CJCSM 3130.03 Series, “Adaptive Planning and Execution (APEX) Planning

Formats and Guidance”

e. CJCSM 3122.01 Series, “Joint Operation Planning and Execution System

(JOPES) Volume I (Planning, Policies and Procedures)”

f. CJCSM 3122.02 Series, “Joint Operation Planning and Execution System

(JOPES) Volume III (Crisis Action Time-Phased Force and Deployment Data

Development and Deployment Execution)”

g. CJCSM 3150.23 Series, “Joint Reporting Structure (JRS) Logistics Factor

Report (LOGFACREP)

h. JP 4-10, 16 July 2014, “Operational Contact Support”

i. CJCSN 4130.01, “Guidance for Combatant Command Employment of

Operational Contract Support Enabler – Joint Contingency Acquisition

Support Office (JCASO)”

j. JP 5-0, 11 August 2011, “Joint Operation Planning”

k. CJCSI 3401.01 Series, “Joint Combat Capability Assessments”

l. DoD Instruction 1100.22, 12 April 2010, “Policy and Procedures for

Determining Workforce Mix”

m. DoD Instruction 3020.41, 20 December 2011, “Operational Contract

Support”

n. DoD Instruction 5000.72, 9 November 2011, “DoD Standard for Contracting

Officer’s Representative (COR) Certification”

CJCSM 4301.01

30 June 2017

F-2 Enclosure D

o. CJCSI 2120.01 Series, “Acquisition and Cross Service Agreements”

p. CJCSM 3170.01 Series, “Joint Capabilities Integration and Development

System”

q. JP 1-02, 8 November 2010, “Department of Defense Dictionary of Military

and Associated Terms”

r. JP 3-0, 17 January 2017, “Joint Operations”

s. JP 4-0, 16 October 2013, “Joint Logistics”

t. JP 4-07, “Joint Tactics, Techniques, and Procedures for Common-User

Logistics During Joint Operations”

u. JP 4-08, 21 February 2013, “Logistics in Support of Multinational

Operations”

v. DoD Directive 3000.06, “Combat Support Agencies”

CJCSM 4301.01

30 June 2017

GL-1 Glossary

GLOSSARY

PART I-ABBREVIATIONS AND ACRONYMS

Items marked with an asterisk (*) have definitions in PART II

ACO administrative contracting officer

ACSA* acquisition and cross-service agreements

AFCAP Air Force contract augmentation program

AGCS All of Government Contract Spend

AI acquisition instruction

AIT* automated identification technology

AOR area of responsibility

AP* adaptive planning

APEX adaptive planning and execution

AT/FP antiterrorism/force protection

AT&L acquisition, technology and logistics

AWOL absent without leave

B2C2WG boards, bureaus, centers, cells, and working groups

BAF Bluelandian Armed Forces

BOS-I base operating support-integrator

C2 command and control

C4I command, control, communications, computers, and intelligence

CAAF* contractors authorized to accompany the force

CAP* crisis action planning, civil augmentation program

CAS contract administration services

cASM Contingency Acquisition Support Model

CCAS* contingency contract administration services

CCDR Combatant Commanders

CCIR* commander’s critical information requirement

CCMD* Combatant Command

CCO contingency contracting officer

CERP* Commander’s Emergency Response Program

CIN cargo increment number

CLPSB combatant commander logistic procurement support board

CMOC* civil-military operations center

CMP contractor management plan

COA* course of action

COI community of interest

COLS* concept of logistic support

COM* chief of mission

CONOPS* concept of operations

CJCSM 4301.01

30 June 2017

GL-2 Glossary

CONPLAN* concept plan

CONUS continental United States

COP common operational picture

COR contracting officer representative

COTS commercial off-the-shelf

CPG contingency planning guidance

CRS Chairman’s Readiness System

CSA* combat support agency

CSOR contract statement of requirements

CSSM contract support synchronization matrix

CUL* common-user logistics

DCMA Defense Contract Management Agency

DCR DOTMLPF change recommendation

DEROS Date Estimated Return from Overseas

DFAC dining facility

DFAS Defense Finance and Accounting Service

DFARS Defense Federal Acquisition Regulation Supplemental

DIA Defense Intelligence Agency

DLA Defense Logistics Agency

DoD Department of Defense

DOS Department of State

DOTMLPF* doctrine, organization, training, materiel, leadership and

education, personnel and facilities

DPAP Defense Procurement and Acquisition Policy

DRRS Defense Readiness Reporting System

DRS Deployment Reception Station

DSCA* defense support of civil authorities

EEI essential elements of information

EEO equal employment opportunity

ESORTS Enhance Status of Resources and Training System

EXORD expeditionary contract administration

FAR Federal Acquisition Regulation

FCB functional capabilities board

FCP functional campaign plan

FDO flexible deterrent option

FOO field ordering officer

FRAGORD fragmentary order

FRO flexible response option

GAO Government Accountability Office

GCC geographic combatant commander

GCCS-J* Global Command and Control System-Joint

GCSS-J* Global Combat Support System-Joint

CJCSM 4301.01

30 June 2017

GL-3 Glossary

GEF Guidance for Employment of the Force

GFE government-furnished equipment

GFP government-furnished property

GFS government-furnished support

GPC government purchase card

GSO* general services officer

HA humanitarian assistance

HCA head of contracting activity

HN host nation

HNS* host-nation support

HQ headquarters

HSS health system support

IDIQ indefinite delivery, indefinite quantity

IDP internally displaced person

IFO integrated financial operations

IGO* intergovernmental organization

INSCOM U.S. Army Intelligence and Security Command

IPL integrated priority list

IPR A strategic guidance in-progress review

IPR C concept development in-progress review

IPR F plan approval in-progress review

IPDS inland petroleum distribution system

IR information requirement

ISR intelligence, surveillance, and reconnaissance

IT information technology

JAMMS Joint Asset Movement Management System

JCA* joint capability area

JCASO Joint Contingency Acquisition Support Office

JCCA joint combat capabilities assessment

JCIDS* Joint Capabilities Integration and Development System

JCS Joint Chiefs of Staff

JCSB* joint contracting support board

JFC joint force commander

JFRR Joint Forces Readiness Review

JIPOE joint intelligence preparation of the operational environment

JLLIS Joint Lessons Learned Information System

JMD joint manning document

JMETL joint mission-essential task list

JMTCA joint munitions transportation coordinating activity

JOA joint operations area

JOPES* Joint Operation Planning and Execution System

JOPP* joint operation planning process

JP joint publication

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JPEC* joint planning and execution community

JPG joint planning group

JROC Joint Requirements Oversight Council

JRRB* Joint Requirements Review Board

JRS joint reporting structure

JRSOI joint reception, staging, onward movement, and integration

JSCP* Joint Strategic Capabilities Plan

JSPS Joint Strategic Planning System

JTF joint task force

JTS Joint Training System

JTSCC Joint Theater Support Contracting Command

JUONS joint urgent operational need

KO contracting officer

LCB Logistics Coordination Board

LNO liaison officer

LOA letter of authorization

LOC line of communications

LOGCAP logistics civil augmentation program

LOGFACREP logistics factors report

LOI letter of instruction

LSA* logistics supportability analysis

LSC lead service for contracting

LSCC lead service for contracting coordination

MEJA Military Extraterritorial Jurisdiction Act

MEF Marine expeditionary force

MET mission-essential task

MN* multinational

MOB Main Operating Base

MOE* Measure of effectiveness

MOP* Measure of performance

MST mission support team

MWR morale, welfare, and recreation

NGO* nongovernmental organization

NMS* national military strategy

non-CAAF* contractor personnel not designated as contractors authorized to

accompany the force (CAAF)

OCONUS outside the continental United States

OCS* operational contract support

OCSIC OCS integration cell

OE operational environment

OFDA* Office of U.S. Foreign Disaster Assistance

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OIL observation, insight, lesson

OPCON operational control

OPLAN operation plan

OPORD operation order

OPSDEPS Service Operations Deputies

PA property administrator

PCO procuring contracting officer

PII* personally identifiable information

PIN personnel increment number

PPE personal protective equipment

PSC private security contractor

PWS performance work statement

QAR quality assurance representative

RCO regional contracting office

RFA request for assistance

RFF request for forces

RFI request for information

ROC* rehearsal of concept

ROM rough order of magnitude

RUF rules for the use of force

SAE Service acquisition executive

SAT simplified acquisition threshold

SCC Service component command

SCO senior contracting official

SecDef Secretary of Defense

SGS strategic guidance statement

SITREP situation report

SOF special operations forces

SPE senior procurement executive

SPOT-ES Synchronized Predeployment and Operation Tracker-Enterprise

Suite

SOFA status of forces agreement

SOW statement of work

TCN third country national

TCP* theater campaign plan

TiP trafficking in persons

TLA* theater logistics analysis

TLO theater logistics overview

TOPSS Total Operational Picture Support System

TPFDD* time-phased force and deployment data

TPFDL time-phased force and deployment list

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TPP* theater posture plan

TSOC* theater special operations command

TUCHA type unit characteristics file

UCMJ Uniform Code of Military Justice

UTC unit type code

USACE U.S. Army Corps of Engineers

USAID United States Agency for International Development

USAMC U.S. Army Materiel Command

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PART II-DEFINITIONS

Acquisition and cross-servicing agreement -- Agreement, negotiated on a

bilateral basis with U.S. allies or coalition partners that allow U.S. forces to

exchange most common types of support, including food, fuel, transportation,

ammunition, and equipment. Authority to negotiate these agreements is

usually delegated to the Combatant Commander by the Secretary of Defense.

Authority to execute these agreements lies with the Secretary of Defense, and

may or may not be delegated. Governed by legal guidelines, these agreements

are used for contingencies, peacekeeping operations, unforeseen emergencies,

or exercises to correct logistic deficiencies that cannot be adequately corrected

by national means. The support received or given is reimbursed under the

conditions of the acquisition and cross-servicing agreement. Also called ACSA.

(JP 4-08 and CJCSI 2120.01, “Acquisition and Cross Service Agreements”)

Adaptive planning -- The Joint capability to create and revise plans rapidly and

systematically, as circumstances require. Adaptive planning occurs in a

networked, collaborative environment, requires the regular involvement of

senior DoD leaders, and results in plans containing a range of viable options.

Also called AP. (APEX Roadmap II)

Asset visibility -- Provides users with information on the location, movement,

status, and identity of units, personnel, equipment, and supplies. It facilitates

the capability to act upon that information to improve overall performance of

the Department of Defense’s logistics practices. Also called AV. (JP 3-35)

Automated Identification Technology -- A suite of tools for facilitating total

asset visibility source data capture and transfer. Automated identification

technology includes a variety of devices, such as bar codes, magnetic strips,

optical memory cards, and radio frequency tags for marking or “tagging”

individual items, multipacks, equipment, air pallets, or containers, along with

the hardware and software required to create the devices, read the information

on them, and integrate that information with other logistic information. Also

called AIT. (JP 3-35)

Branch plan -- Essentially a different path to the same end state of the ongoing

operation. (JP 1-02)

C-day -- The unnamed day on which a deployment operation begins. (JP 1-02)

Campaign plan -- A joint operation plan for a series of related major operations

aimed at achieving strategic or operational objectives within a given time and

space. (JP 5-0)

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Capability -- The ability to achieve a desired effect under specified standards

and conditions through combinations of means and ways to perform a set of

tasks. It is defined by an operational user and expressed in broad operational

terms in the format of a joint or initial capabilities document or a joint

DOTMLPF change recommendation. In the case of materiel proposals, the

definition will progressively evolve to DOTMLPF performance attributes

identified in the capability development document and the capability

production document. (CJCSI 3170.01, “Joint Capabilities Integration and

Development System”)

Civil-military Operations Center -- An organization normally comprised of civil

affairs, established to plan and facilitate coordination of activities of the Armed

Forces of the United States with indigenous populations and institutions, the

private sector, intergovernmental organizations, nongovernmental

organizations, multinational forces, and other governmental agencies in

support of the joint force commander. Also called CMOC. (JP 3-57)

Chief of Mission -- A diplomatic mission is led by a chief of mission (COM),

usually the ambassador, but at times the chargé d'affaires (the chargé), when

no U.S. ambassador is accredited to the country or the ambassador is absent

from the country. The deputy chief of mission (DCM) is second in charge of the

mission and usually assumes the role of chargé in the absence of the COM.

For countries with which the U.S. has no diplomatic relations, the embassy of

another country represents U.S. interest and at times houses an interests

section staffed with USG employees. In countries where an intergovernmental

organization (IGO) is headquartered, the U.S. may have a multilateral mission

to the IGO in addition to the bilateral mission to the foreign country. (JP 3-08)

Coalition -- An ad hoc arrangement between two or more nations for common

action. See also multinational. (JP 5-0)

Combat Support Agency -- The organization that fulfills combat support or

combat service support functions for joint operating forces across the range of

military operations, and in support of Combatant Commanders executing

military operations. The combat support mission of a Combat Support Agency

is that portion of its mission involving support for operating forces engaged in

planning for, or conducting military operations, including support during

conflict or in the conduct of other military activities related to countering

threats to U.S. national security. Also called CSA. (DoDD 3000.06, “Combat

Support Agencies”)

Combatant Command -- A unified or specified command with a broad

continuing mission under a single commander established and so designated

by the President, through the Secretary of Defense, and with the advice and

assistance of the Chairman of the Joint Chiefs of Staff. Combatant commands

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typically have geographic or functional responsibilities. See also Combatant

Commander. Also called CCMD. (JP 5-0)

Combatant Command (command authority) -- Nontransferable command

authority established by title 10 (“Armed Forces”), United States Code, section

164, exercised only by commanders of unified or specified Combatant

Commands unless otherwise directed by the President or the Secretary of

Defense. Combatant command (command authority) cannot be delegated and

is the authority of a Combatant Commander to perform those functions of

command over assigned forces involving organizing and employing commands

and forces, assigning tasks, designating objectives, and giving authoritative

direction over all aspects of military operations, joint training, and logistics

necessary to accomplish the missions assigned to the command. Combatant

command (command authority) should be exercised through the commanders

of subordinate organizations. Normally this authority is exercised through

subordinate joint force commanders and Service and/or functional component

commanders. Combatant command (command authority) provides full

authority to organize and employ commands and forces as the Combatant

Commander considers necessary to accomplish assigned missions.

Operational control is inherent in Combatant Command (command authority).

Also called COCOM. (JP 1-02)

Commander’s Critical Information Requirement -- An information requirement

identified by the commander as being critical to facilitating timely decision-

making. The two key elements are friendly force information requirements and

priority intelligence requirements. Also called CCIR. (JP 3-0)

Commander’s Emergency Response Program -- Specific authority found in the

National Defense Authorization Act (NDAA) to expend funds in support of

targeted humanitarian assistance in Iraq and Afghanistan. It is not applicable

to missions outside those countries. Also called CERP. (JP 3-22)

Commander’s Estimate -- In the context of the Joint Operation Planning and

Execution System Level 1 planning detail for contingency planning, a developed

course of action. The product for this level can be a course of action briefing,

command directive, commander’s estimate, or a memorandum. The

commander’s estimate provides the Secretary of Defense with military courses

of action to meet a potential contingency. (JP 5-0)

Commander’s Intent -- A concise expression of the purpose of operation and

the desired end state. It may also include the commander’s assessment of the

adversary commander’s intent and an assessment of where and how much risk

is acceptable during the operation. (JP 3-0)

Common-user logistics -- Materiel or service support shared with or provided

by two or more Services, Department of Defense agencies, or multinational

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partners to another Service, Department of Defense agency, non-Department of

Defense agency, and/or multinational partner in an operation. Common-user

logistics is usually restricted to a particular type of supply and/or service and

may be further restricted to specific unit(s) or types of units, specific times,

missions, and/or geographic areas. Also called CUL. (JP 4-09)

Concept of Logistic Support (COLS) -- A verbal or graphic statement, in a broad

outline, of how a commander intends to support and integrate with a concept

of operations in an operation or campaign. (JP 4-0)

Concept of Operations -- A verbal or graphic statement, in broad outline, of a

commander’s assumptions or intent in regard to an operation or series of

operations. Concept of operations frequently is embodied in campaign plans

and operation plans; in the latter case, particularly when the plans cover a

series of connected operations to be carried out simultaneously or in

succession. Concept of operations is designed to give an overall picture of the

operation. It is included primarily for additional clarity of purpose. Also called

commander’s concept or CONOPS. (JP 1-02)

Concept plan -- In the context of joint operation planning Level 3 planning

detail, an operation plan in an abbreviated format that may require

considerable expansion or alteration to convert it into a complete operation

plan or operation order. Also called CONPLAN. (JP 5-0)

Contingency Plan -- Plan for major contingencies that can be reasonably

anticipated in the principal geographic Combatant Command areas.

(APEX Roadmap II)

Contractors authorized to accompany the force -- Contractor personnel,

including all tiers of subcontractor personnel, who are authorized to

accompany the force in applicable operations and have been afforded CAAF

status through the SPOT-generated letter of authorization (LOA). CAAF

generally include all U.S. citizen and TCN employees not normally residing

within the operational area whose area of performance is in the direct vicinity

of U.S. forces and who routinely are co-located with U.S. forces (especially in

non-permissive environments). In some cases, CCDR subordinate

commanders may designate mission-essential HN or LN contractor employees

(e.g., interpreters) as CAAF. CAAF status does not apply to contractor

personnel in support of contingencies within the boundaries and territories of

the United States.

Course of Action -- 1. Any sequence of activities that an individual or unit may

follow. 2. A possible plan open to an individual or commander that would

accomplish, or is related to the accomplishment of, the mission. 3. The

scheme adopted to accomplish a job or mission. 4. A line of conduct in an

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engagement. 5. A product of the Joint Operation Planning and Execution

System concept development phase and the course-of-action determination

steps of the joint operation planning process. Also called COA. (JP 5-0)

Crisis Action Planning -- One of the two types of joint operation planning. The

Joint Operation Planning and Execution System process involving the time-

sensitive development of joint operation plans and operation orders for the

deployment, employment, and sustainment of assigned and allocated forces

and resources in response to an imminent crisis. Crisis action planning is

based on the actual circumstances that exist at the time planning occurs. Also

called CAP. See also contingency planning; Joint Operation Planning and

Execution System. (JP 5-0)

Defense Support of Civil Authorities -- Civil support provided under the

auspices of the National Response Plan. Also called DSCA. (JP 3-28)

Directive Authority for Logistics -- Combatant commander authority to issue

directives to subordinate commanders, including peacetime measures,

necessary to ensure the effective execution of approved operation plans.

Essential measures include the optimized use or reallocation of available

resources and prevention or elimination of redundant facilities and/or

overlapping functions among the Service component commands. Also called

DAFL. See also Combatant Command (command authority); logistics. (JP 1-

02)

Distribution -- The operational process of synchronizing all elements of the

logistic system to deliver the “right things” to the “right place” at the “right

time” to support the geographic Combatant Commander. (JP 1-02)

Distribution Plan -- A reporting system comprised of reports, updates, and

information system feeds that articulate the requirements of the theater

distribution system to support military operations within the theater. It

portrays the interface of the physical, financial, informational, and

communications networks for gaining visibility of the theater distribution

system, and communicates control activities necessary for optimizing capacity

of the system. It depicts, and is continually updated to reflect changes in,

infrastructure, support relationships, and customer locations to all elements of

the distribution system (strategic, operational, and tactical). (JP 1-02)

Distribution System -- That complex of facilities, installations, methods, and

procedures designed to receive, store, maintain, distribute, and control the flow

of military materiel between the point of receipt into the military system and

the point of receipt to using activities and units. (JP 1-02)

Doctrine, organization, training, materiel, leadership and education, personnel

and facilities (DOTMLPF) change recommendation (DCR) -- A recommendation

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GL-12 Glossary

for changes to existing joint resources when such changes are not associated

with a new defense acquisition program. (CJCSI 3170.01G)

a. Joint doctrine -- Fundamental principles that guide the employment

of U.S. military forces in coordinated action toward a common objective.

Though neither policy nor strategy, joint doctrine serves to make U.S. policy

and strategy effective in the application of U.S. military power. Joint doctrine

is based on extant capabilities. Joint doctrine is authoritative guidance and

will be followed except when, in the judgment of the commander, exceptional

circumstances dictate otherwise. (CJCSI 5120.02)

b. Joint organization -- A [joint] unit or element with varied functions

enabled by a structure through which individuals cooperate systematically to

accomplish a common mission and directly provide or support [joint]

warfighting capabilities. Subordinate units/elements coordinate with other

units/elements and, as a whole, enable the higher-level [joint] unit/element to

accomplish its mission. This includes the joint manpower (military, civilian,

and contractor support) required to operate, sustain and reconstitute joint

warfighting capabilities. (CJCSI 3110.03E)

c. Joint training -- Military training based on joint doctrine or joint

tactics, techniques, and procedures to prepare joint forces and/or joint staffs to

respond to strategic and operational requirements deemed necessary by

Combatant Commanders to execute their assigned missions. Joint training

involves forces of two or more Military Departments interacting with a

Combatant Commander or subordinate joint force commander; involves joint

forces and/or joint staffs; and is conducted using joint doctrine or joint tactics,

techniques and procedures. (CJCSM 3500.03A)

d. Joint materiel -- All items (including ships, tanks, self-propelled

weapons, aircraft, etc., and related spares, repair parts and support

equipment, but excluding real property, installations and utilities) necessary to

equip, operate, maintain, and support [joint] military activities without

distinction as to its application for administrative or combat purposes. (JP 1-

02)

e. Joint leadership and education -- Professional development of the

joint commander is the product of a learning continuum that comprises

training, experience, education, and self-improvement. The role of Professional

Military Education and Joint Professional Military Education is to provide the

education needed to complement training, experience, and self-improvement to

produce the most professionally competent individual possible. (CJCSI

3110.03E)

f. Joint personnel -- The personnel component primarily ensures that

qualified personnel exist to support joint capabilities. This is accomplished

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through synchronized efforts of joint force commanders and Service

components to optimize personnel support to the joint force to ensure success

of ongoing peacetime, contingency, and wartime operations.(CJCSI 3110.03E)

g. Joint facilities -- Real property consisting of one or more of the

following: a building, a structure, a utility system, pavement, and underlying

land. Key facilities are selected command installations and industrial facilities

of primary importance to the support of military operations or military

production programs. A key facilities list is prepared under the policy direction

of the Joint Chiefs of Staff. (CJCSI 3110.03E)

Estimate -- 1. An analysis of a foreign situation, development, or trend that

identifies its major elements, interprets the significance, and appraises the

future possibilities and the prospective results of the various actions that might

be taken. 2. An appraisal of the capabilities, vulnerabilities, and potential

courses of action of a foreign nation or combination of nations in consequence

of a specific national plan, policy, decision, or contemplated course of action.

3. An analysis of an actual or contemplated clandestine operation in relation

to the situation in which it is or would be conducted in order to identify and

appraise such factors as available as well as needed assets and potential

obstacles, accomplishments, and consequences.(JP 1-02)

Force planning -- 1. Planning associated with the creation and maintenance of

military capabilities. It is primarily the responsibility of the Military

Departments, Services, and U.S. Special Operations Command and is

conducted under the administrative control that runs from the Secretary of

Defense to the Military Departments and Services. 2. In the Joint Operation

Planning and Execution System, the planning conducted by the supported

Combatant Command and its components to determine required force

capabilities to accomplish an assigned mission, as well as by the Military

Departments, Services, and Service component commands of the Combatant

Commands, to develop forces lists, source and tailor required force capabilities

with actual units, identify and resolve shortfalls, and determine the routing

and time-phasing of forces into the operational area. (JP 5-0)

Global Combat Support System-Joint -- A strategy that provides information

interoperability across combat support functions and between combat support

and command and control functions through the Global Command and Control

System. Also called GCSS-J. (JP 1-02)

Global Command and Control System-Joint -- A deployable command and

control system supporting forces for joint and multinational operations across

the range of military operations with compatible, interoperable, and integrated

communications systems. Also called GCCS-J. (JP 6-0)

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General services officer -- Staff responsible for a broad range of functions

including the management of physical resources and logistics at U.S.

government diplomatic and consular posts worldwide. GSOs develop, plan,

implement, and manage ongoing support programs including contracting,

warehousing and inventory of property and supplies, shipping and customs,

motor pool, housing, travel, and VIP visit support. Also called GSO.

(www.state.gov)

Host-Nation Support -- Civil and/or military assistance rendered by a nation to

foreign forces within its territory during peacetime, crises or emergencies, or

war based on agreements mutually concluded between nations. Also called

HNS. (JP 4-0)

Humanitarian Assistance -- Programs conducted to relieve or reduce the

results of natural or manmade disasters or other endemic conditions such as

human pain, disease, hunger, or privation that might present a serious threat

to life or that can result in great damage to or loss of property. Humanitarian

assistance provided by U.S. forces is limited in scope and duration. The

assistance provided is designed to supplement or complement the efforts of the

host nation civil authorities or agencies that may have the primary

responsibility for providing humanitarian assistance. Also called HA. (JP 3-57)

Integrated Consumable Item Support -- A decision support system that takes

time phased force and deployment data (i.e., Department of Defense

deployment plans) and calculates the ability of the Defense Logistics Agency,

the warehousing unit of the Department of Defense, to support those plans.

Integrated Consumable Item Support can calculate for the planned deployment

supply/demand curves for over two million individual items stocked by the

Defense Logistics Agency in support of deployment. Integrated Consumable

Item Support allows planners to identify critical end items and anticipated

shortfalls in the Defense Logistics Agency inventories. Integrated Consumable

Item Support provides materiel readiness information for Defense Logistics

Agency managed items to Defense Logistics Agency management, to all

Services, and to the Joint Staff, to be used as a piece of the larger wartime

logistic picture, which ultimately is used to assess total readiness and

sustainability for deliberately planned contingencies. The goals and objectives

of Integrated Consumable Item Support are to know the “war stoppers,” know

the weapons systems affected, and know when the Defense Logistics Agency

will run out of stock. Also called ICIS. (JP4-03)

Intergovernmental Organization -- An organization created by a formal

agreement (e.g., a treaty) between two or more governments. It may be

established on a global, regional, or functional basis for wide-ranging or

narrowly defined purposes. Formed to protect and promote national interests

shared by member states. Examples include the United Nations, North

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Atlantic Treaty Organization, and the African Union. Also called IGO. (JP 3-

08)

Interoperability -- The ability of systems, units or forces to provide data,

information, materiel, and services to, and accept the same from other

systems, units, or forces, and to use the data, information, materiel and

services so exchanged to enable them to operate effectively together.

Information technology and National Security Systems interoperability includes

both the technical exchange of information and the end-to-end operational

effectiveness of that exchanged information as required for mission

accomplishment. (JP 1-02)

Joint Capability Area -- Collection of like DoD activities functionally grouped to

support capability analysis, strategy development, investment decision making,

capability portfolio management, and capabilities-based force development and

operational planning. (JCA Baseline Reassessment Terms of Reference).Also

called JCA. (CJCSI 3170.01G)

Joint Capabilities Integration and Development System -- Military capabilities

derived from concept development and joint experimentation may be entered

into the JCIDS analysis process to determine gaps, redundancies, and

potential DOTMLPF and policy solutions. Also called JCIDS. (CJCSM

3170.01G)

Joint Contracting Support Board -- A board established to coordinate all

contracting support and to determine specific contracting mechanisms to

obtain commercially procured common logistic supplies and services the

operational area. Also called JCSB. (JP 4-10)

Joint force -- A general term applied to a force composed of significant

elements, assigned or attached, of two or more Military Departments operating

under a single joint force commander. (JP 1-02)

Joint Operation Planning and Execution System -- A system of joint policies,

procedures, and reporting structures, supported by communications and

computer systems, that is used by the joint planning and execution community

to monitor, plan, and execute mobilization, deployment, employment,

sustainment, redeployment, and demobilization activities associated with joint

operations. Also called JOPES. (JP 5-0)

Joint Operation Planning Process -- An orderly, analytical process that consists

of a logical set of steps to analyze a mission; develop, analyze, and compare

alternative courses of action against criteria of success and each other; select

the best course of action; and produce a joint operation plan or order. Also

called JOPP. See also Joint Operation Planning (JP 5-0)

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Joint Operations Concept -- The Joint Operations Concept (JOpsC) guides the

transformation of the joint force so that it is prepared to operate successfully 8

to 20 years in the future. These concepts are informed by top-level strategic

guidance in the effort to identify future capabilities requirements. JOpsC

presents a detailed description of “how” future operations may be conducted

and provides the conceptual basis for joint experimentation and capabilities-

based assessments. The JOpsC family consists of a Capstone Concept for

Joint Operations (CCJO), Joint Operating Concepts (JOCs), Joint Functional

Concepts (JFCs), and Joint Integrating Concepts (JICs). Also called JOpsC.

(CJCSI 3010.02 series)

Joint Planning and Execution Community -- Those headquarters, commands,

and agencies involved in the training, preparation, mobilization, deployment,

employment, support, sustainment, redeployment, and demobilization of

military forces assigned or committed to a joint operation. It consists of the

Joint Staff, the Services, and their major commands (including the Service

wholesale logistics commands), the Combatant Commands (and their Service

component commands), the subordinate unified commands and other

subordinate joint forces of the Combatant Commands, and the combat support

agencies. Also called JPEC. (JP 5-0)

Joint Requirements Review Board -- A joint task force or sub-unified

commander established board to review, validate, approve, and prioritize

selected Service component contract support requests. Also called JRRB. (JP

4-10)

Joint Strategic Capabilities Plan -- The Joint Strategic Capabilities Plan

provides guidance to the Combatant Commanders and the Joint Chiefs of Staff

to accomplish tasks and missions based on current military capabilities. It

apportions limited forces and resources to Combatant Commanders based on

military capabilities resulting from completed program and budget actions and

intelligence assessments. The Joint Strategic Capabilities Plan provides a

coherent framework for capabilities-based military advice provided to the

President and Secretary of Defense. Also called JSCP. (JP 5-0)

Lead Nation -- One nation assumes the responsibility for procuring and

providing a broad spectrum of logistic support for all or a part of the

multinational force and/or headquarters. Compensation and/or

reimbursement will then be subject to agreements between the parties

involved. The lead nation may also assume the responsibility to coordinate

logistics of the other nations within its functional and regional area of

responsibility. See also logistic support. (JP 4-0)

Lead Service or agency for common-user logistics -- A Service component or

Department of Defense agency that is responsible for execution of common-

user item or service support in a specific Combatant Command or

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multinational operation as defined in the combatant or subordinate joint force

commander’s operation plan, operation order, and/or directives. See also

common-user logistics. (JP 4-07)

Logistic support -- Logistic support encompasses the logistic services, materiel,

and transportation required to support the continental U.S.-based and

worldwide-deployed forces. (JP 1-02)

Logistics -- The science of planning and carrying out the movement and

maintenance of forces. In its most comprehensive sense, those aspects of

military operations that deal with a. design and development, acquisition,

storage, movement, distribution, maintenance, evacuation, and disposition of

materiel; b. movement, evacuation, and hospitalization of personnel; c.

acquisition or construction, maintenance, operation, and disposition of

facilities; and d. acquisition or furnishing of services. (JP 1-02)

Logistics assessment -- An evaluation of the logistic support required to

support particular military operations in a theater, country, or area; and the

actual and/or potential logistic support available for the conduct of military

operations either within the theater, country, or area, or located elsewhere. (JP

1-02)

Logistics Supportability Analysis -- CCMD internal assessment of capabilities

and shortfalls of key logistics Joint Capability Areas required to execute and

sustain the Combatant Commander’s concept of support conducted on all Level

3 plans with TPFDDs. Also called LSA. (CJCSI 3110.03E)

Logistics Synchronization Matrix -- Allows the CCDR and his staff to display

many of the known activities of the operation by phases, functional areas and

operating systems. It also allows the CCDR to assign responsibility for task

accomplishment and identify metrics for future execution monitoring. The

joint logistic concept of support is synchronized with the OPLAN. Particular

attention is given to linking critical joint logistical tasks and responsibilities to

key operational objectives and vice versa. The joint logistician develops his

own logistic synchronization matrix (or decision support tool) as part of joint

logistic detailed planning, which can assist in identifying logistical

requirements matched to force deployment and sustainment actions,

operational phasing, scheme of maneuver, and the generation of logistic theater

capabilities.(JP 4-0)

Measure of Effectiveness -- A criterion used to assess changes in system

behavior, capability, or operational environment that is tied to measuring the

attainment of an end state, achievement of an objective, or creation of an effect.

(JP 1-02)

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GL-18 Glossary

Measure of Performance -- A criterion used to assess friendly actions tied to

measuring task accomplishment. Also called MOP. (JP 3-0)

Multinational -- Between two or more forces, agencies of two or more nations or

coalition partners. See also coalition. (JP 5-0)

Multinational logistics -- Any coordinated logistic activity involving two or more

nations supporting a multinational force conducting military operations under

the auspices of an alliance or coalition, including those conducted under

United Nations mandate. Multinational logistics includes activities involving

both logistic units provided by participating nations designated for use by the

multinational force commander as well as a variety of multinational logistic

support arrangements that may be developed and used by participating forces.

See also logistics; multinational. (JP 4-08)

National Military Strategy -- A document approved by the Chairman of the

Joint Chiefs of Staff for distributing and applying military power to attain

national security strategy and national defense strategy objectives. Also called

NMS. (JP 3-0)

Non-CAAF -- Personnel who are not designated as CAAF, such as LN employees

and non-LN employees who are permanent residents in the operational area or

TCNs not routinely residing with U.S. forces (and TCN expatriates who are

permanent residents in the operational area), who perform support functions

away from the close proximity of, and do not reside with, U.S. forces. Non-

CAAF status does not apply to contractor personnel in support of operations

within the boundaries and territories of the United States.

Nongovernmental organization -- A private, self-governing, not-for-profit

organization dedicated to alleviating human suffering; and/or promoting

education, health care, economic development, environmental protection,

human rights, and conflict resolution; and/or encouraging the establishment

of democratic institutions and civil society. Also called NGO. (JP 3-08)

Office of U.S. Foreign Disaster Assistance -- A subordinate element of the U.S.

Agency for International Development (USAID) responsible for leading and

coordinating the U.S. government’s response to disasters overseas. OFDA

sends regional and technical experts to the affected country to identify and

prioritize humanitarian needs. In the wake of a large-scale disaster, OFDA can

deploy a Disaster Assistance Response Team (DART) to coordinate and manage

an optimal U.S. government response, while working closely with local officials,

the international community, and relief agencies. OFDA also maintains stocks

of emergency relief supplies in warehouses worldwide and has the logistical

and operational capabilities to deliver them quickly.

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GL-19 Glossary

Operational contract support -- The process of planning for and obtaining

supplies, services, and construction from commercial sources in support of

joint operations along with the associated contractor management functions.

(JP 4-10)

Personally identifiable information (PII) -- Any information about an individual

maintained by an agency including (1) any information that can be used to

distinguish or trace an individual’s identity, such as name, social security

number, date and place of firth, mother’s maiden name, or biometric records;

and (2) any other information that is linked or linkable to an individual, such

as medical, educational, financial, and employment information. (National

Institute of Standards and Technology (NIST) Special Publication 800-122)

Rehearsal of Concept (ROC) Drill -- A rehearsal drill that uses small-scale

replicas of terrain or buildings to help visualize an operating area. Allows

leaders to not only explain their plans, but also walk through their actions or

move replicas across the rehearsal area or sand table. Designed to reinforce

the subordinates’ back brief since everyone can see the concept of operations

and sequence of tasks. Also called ROCK Drill. (Defense Logistics Agency and

FM 5-0)

Role Specialist Nation -- A nation that has agreed to assume responsibility for

providing a particular class of supply or service for all or part of the

multinational force. Also called RSN. See also lead nation. (JP 4-08)

Sequel -- In a campaign, a major operation that follows the current major

operation. In a single major operation, a sequel is the next phase. Plans for a

sequel are based on the possible outcomes (success, stalemate, or defeat)

associated with the current operation. (JP 5-0)

Single Integrated Medical Logistics Manager -- This is assigned as required by a

CCDR to a service component command or JTF commander to provide medical

logistics support to other services and designated multinational partners.

When directed, the Single Integrated Medical Logistics Manager, in

coordination with the joint force surgeon, DoD executive agent, and supporting

theater lead agent for medical materiel (if designated), will develop a health

service logistic support plan and identify additional requirements necessary to

provide medical logistics support to all designated customers and effectively

extend health service logistic support into the theater in support of forward

medical elements. (JP 4-02)

Special Operations -- Operations requiring unique modes of employment,

tactical techniques, equipment and training, often conducted in hostile, denied,

or politically sensitive environments and characterized by one or more of the

following: time sensitive, clandestine, low visibility, conducted with and/or

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GL-20 Glossary

through indigenous forces requiring regional expertise, and/or a high degree of

risk. Also called SO. (JP 3-05)

Special Operations-peculiar -- Equipment, material, supplies, and services

required for special operations missions for which there is no Service- common

requirement. Also called SO-peculiar. See also special operations. (JP 3-05)

Supportability -- A key component of system availability. It includes design,

technical support data and maintenance procedures to facilitate detection,

isolation, and timely repair and/or replacement of system anomalies. This

includes factors such as diagnostics, prognostics, real-time maintenance data

collection, and human systems integration considerations. (JP 4-0)

Supported commander -- 1. The commander having primary responsibility for

all aspects of a task assigned by the Joint Strategic Capabilities Plan or other

joint operation planning authority. In the context of joint operation planning,

this term refers to the commander who prepares operation plans or operation

orders in response to requirements of the Chairman of the Joint Chiefs of Staff.

2. In the context of a support command relationship, the commander who

receives assistance from another commander’s force or capabilities, and who is

responsible for ensuring that the supporting commander understands the

assistance required. (JP 3-0)

Sustainability -- The ability to maintain the necessary level and duration of

operational activity to achieve military objectives. Sustainability is a function

of providing for and maintaining those levels of ready forces, materiel, and

consumables necessary to support military effort. (JP 1-02)

Sustainment -- The provision of logistics and personnel services necessary to

maintain and prolong operations until mission accomplishment. The focus of

sustainment in joint operations is to provide the joint force commander with

the means to enable freedom of action and endurance and extend operational

reach. Effective sustainment determines the depth to which the joint force can

conduct decisive operations; allowing the joint force commander to seize, retain

and exploit the initiative. (JP 3-0)

Theater Campaign Plan -- A document detailing the execution of the theater

strategy. Geographic Combatant Commanders (GCCs) develop a theater

strategy focused on achieving specified end states for their theaters. A theater

strategy is a broad statement of the commander’s long-term vision for the area

of responsibility (AOR). It is the bridge between national strategic guidance

and the joint operation planning required to achieve national and regional

objectives and end states. Specifically, it links Combatant Command (CCMD)

activities, operations, and resources to United States Government (USG) policy

and strategic guidance. Also called TCP. (JP 5-0)

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GL-21 Glossary

Theater Lead Agent for Medical Materiel -- An organization or unit designated

to serve as a major theater medical distribution node and to provide the

customer-facing support interface for medical logistics and supply chain

management. Also called TLAMM. (JP 4-02)

Theater Logistics Analysis -- Provides detailed country-by-country analysis of

key infrastructure by location or installation (main operating base/forward

operating site/cooperative security location, footprint projections, and host

nation agreements required to support logistically theater peacetime through

contingency operations. Also called TLA. (3110.03E)

Theater Posture Plan -- Describes the [assigned] forces, footprint, and

agreements present in a theater, and it proposes a set of posture initiatives and

other posture changes, along with corresponding cost data, necessary to

support the Department’s activities as detailed in each geographic CCMD

Theater Campaign Plan, including theater contingency, operational, and

supporting plans. Also called TPP. (2010 Guidance for Employment of the

Force)

Theater Special Operations Command -- A subordinate unified command

established by a Combatant Commander to plan, coordinate, conduct, and J4,

support joint special operations. Also called TSOC. See also special

operations. (JP 3- 05)

Time-phased Force and Deployment Data -- The Joint Operation Planning and

Execution System database portion of an operation plan; it contains time-

phased force data, non-unit-related cargo and personnel data, and movement

data for the operation plan, including the following: a. in-place units; b. units

to be deployed to support the operation plan with a priority indicating the

desired sequence for their arrival at the port of debarkation; c. routing of

forces to be deployed; d. movement data associated with deploying forces; e.

estimates of non-unit-related cargo and personnel movements to be conducted

concurrently with the deployment of forces; and estimate of transportation

requirements that must be fulfilled by common-user lift resources as well as

those requirements that can be fulfilled by assigned or attached transportation

resources. Also called TPFDD. (JP 5-0)

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GL-22 Glossary

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