“DI is honored to be asked to continue to deliver essential LOGCAP services supporting the U.S. Army’s mission in Southern Afghanistan. I am proud of our team’s exceptional work on this critical program,” said Rob Tillery, LG4 senior vice president of Operations.

Under this task order, DI provides a broad range of base life support and operations and maintenance, including but not limited to project planning, facilities management, electrical power, water production, sewage and waste management, HAZMAT management, laundry operations, billeting, material handling equipment operations and maintenance, firefighting services, transportation motor pool operations, dining and food service operations, Morale Welfare and Recreation (MWR), airfield operations and container yard management and movement control operations.

DynCorp International has continuously provided LOGCAP support services for the U.S. Army in Southern Afghanistan for 11 years.

LOGCAP is a Department of Army regulatory program providing a broad range of contracted logistics and support services to augment U.S. and allied forces during combat, peacekeeping, humanitarian, and training operations.

Fluor has supported the Army’s LOGCAP operations for many years and we are honored that our contract has been extended,” said Tom D’Agostino, president of Fluor’s Government Group. “The U.S. Army is one of Fluor’s most important customers, and we are ready with the resources and capabilities to deploy anywhere and at any time to support the Army’s operational objectives and to serve U.S. and coalition forces as they complete their missions in some of the most difficult and remote locations around the world.”

Established by the U.S. Army to fulfill the Department of Defense's global mission during contingency events, LOGCAP provides the military with additional capabilities to support the logistics requirements of its deployed forces rapidly through use of civilian contractors.

KEY POINTS: During 1st quarter FY20, USCENTCOM reported approximately 50,464 contractor personnel supporting DoD in the USCENTCOM AOR, an increase of approximately 812 from the previous quarter

DoD Contractor Personnel in the USCENTCOM AOR

OIR (Iraq and Syria) Summary

The distribution of contractors in Iraq and Syria by mission category are:

• Base Support 1,567 (23.8%)
• Construction 731 (11.1%)
• IT/Communications Support 329 (5.0%)
• Logistics/Maintenance 2,470 (37.5%)
• Management/Administrative 375 (5.7%)
• Medical/Dental/Social Services 20 (0.3%)
• Other 40 (0.6%)
• Security 244 (3.7%)
• Training 13 (0.2%)
• Translator/Interpreter 303 (4.6%)
• Transportation 494 (7.5%)

Total: 6,586

o Contractor Posture: Approximately 6,586 DoD contractors directly supported DoD-funded contracts in Iraq and Syria. This is a decrease of 8% from 4th quarter FY19.

OFS (Afghanistan) Summary*

The distribution of contractors in Afghanistan by mission category are:

• Base Support 3,581 (13.5%)
• Construction 1,630 (6.1%)
• IT/Communications Support 889 (3.4%)
• Logistics/Maintenance 8,970 (33.8%)
• Management/Administrative 1,545 (5.8%)
• Medical/Dental/Social Services 85 (0.3%)
• Other 367 (1.4%)
• Security 4,924* (18.5%)
• Training 1,254 (4.7%)
• Translator/Interpreter 1,724 (6.5%)
• Transportation 1,576 (6.0%)

Total: 26,545

*3,017 Armed Private Security Contractor Personnel

o Contractor Posture: Approximately 26,545 DoD contractors supported operations in Afghanistan during 1st quarter FY20, an increase of 9.7% from 4th quarter FY19. Local Nationals comprise 21.5% of total contractor force; 20,836 US/TCN remain in Afghanistan. The increase is due, in part, to an issue identified in the 4th quarter FY19 when the delayed exercising of a contract option in 4th quarter FY19 led to expiration of contractor letters of authorization and removal of contractors from Synchronized Pre-Deployment Operational Tracker Enterprise Suite (SPOT-ES) database. As a result, these contractors were not included in the 4th quarter FY19 report. The 1st quarter FY20 figures include these contractors that have since been updated in SPOT.

o A total of 3,017 Private Security Contractors (PSCs) personnel were supporting USCENTCOM operations in Afghanistan as of 1st quarter FY20. A detailed summary is provided in the table below.

• USCENTCOM Vendor Threat Mitigation In accordance with the FY15 National Defense Authorization Act, Subtitle E Section 841, Never Contract with the Enemy, one company has been identified as supporting the insurgency and a recommendation to designate that company as supporting the insurgency has been approved by the USCENTCOM Deputy Commander. Two additional companies were identified during the August and September 2019 Vendor Vetting Decision Boards (VVDB) and are in staffing for potential designation, which will be forwarded to the Head of Contracting Activity. During 1st quarter FY20, the VVDB considered 105 companies, resulting in 75 rated “Acceptable” (71.4%) and 30 rated “Unacceptable without Mitigation” (28.6%).

• USCENTCOM Operational Contract Support Integration Cell (OCSIC) During this quarter, the OCSIC visited and leveraged OCS expertise from other Combatant Commands, Defense Logistics Agency’s Joint Contingency Acquisition Support Office, and the Subordinate Service Components to enhance non-organic support to operations throughout the AOR. Our mission focus remained on requirements in support of deterring Iranian aggression to include Kingdom of Saudi Arabia build-up, and the closure of locations and partial withdrawal of personnel from Northeast Syria. The Headquarters USCENTCOM OCSIC is primarily comprised of personnel sourced though the Request for Forces process who are temporarily assigned. The OCSIC is preparing for a 43% turnover in January 2020.

• Combined Joint Task Force – Operation Inherent Resolve (CJTF-OIR) OCSIC During 1st quarter FY20, CJTF-OIR conducted Northeast Syria retrograde operations in line with a Presidential directive to re-posture forces in Syria. They analyzed the Syrian contractor requirements in support of re-posturing 1,200 Coalition Forces and corresponding military/contractor-issued equipment, resulting in $221M in cost avoidance due to potential loss. The CJTF-OIR OCSIC and 408th Contracting Support Brigade in coordination with the CJTFOIR Director of Sustainment and requiring activities, continued to refine and develop processes to right size requirements that help generate cost savings while meeting mission needs. The OCSIC continues to convene a regularly scheduled Joint Requirements Review Board (JRRB) to adjudicate resources related to the size, scope, and cost of contracted goods and services in our area of responsibility. The JRRB validated 39 mission critical requirements valued at approximately $205M this quarter.

• U.S. Forces-Afghanistan (USFOR-A) OCSIC Contractor accountability has been the major focus this quarter. The ability to quickly identify contractor points of contact, both government and vendor, is extremely important to mission accomplishment. In order to effectively validate all contractors operating in Afghanistan, USFOR-A OCSIC needed to increase visibility of contractors to include those based throughout USCENTCOM AOR. Additionally, USFOR-A OCSIC has made a concerted effort to maintain the comparatively high-level Visa compliance reporting (77%) and affirmation reporting (52%) in the SPOT database

IMPROVEMENTS TO MANAGEMENT AND OVERSIGHT OF DOD CONTRACTORS

• Office of the Deputy Assistant Secretary of Defense (ODASD(Log)).

o 1st Quarter FY20, OCS Functional Capabilities Integration Board (FCIB). During the November 19, 2019 quarterly meeting, the U.S. Special Operations Command presented status of efforts to institutionalize OCS across the Special Operations Forces (SOF) enterprise and highlighted major initiatives such as the SOF Joint OCS Planning and Execution Course and SOF OCS 101 course. In addition, the Board is on track to revise its charter in 2nd quarter FY20, to strengthen OCS capability across the enterprise, improve management of contracted capabilities, and better align OCS to DoD priorities and strategic objectives. In early November, the Board also published the seventh edition of the DoD OCS Action Plan, which serves as a strategic roadmap of actions underway to integrate and sustain OCS as an enduring joint capability. The next quarterly FCIB principal’s meeting will be held February 25, 2020.

o Implementation Update: OCS Joint Doctrine, Organization, Training, materiel, Leadership and Education, Personnel, and Facilities-Policy (DOTmLPF-P) Change Recommendation (DCR). Endorsed by the Joint Requirements Oversight Council in August 2018, the OCS Joint DCR identifies capability shortfalls and 15 actions for the Office of the Secretary of Defense, Joint Staff, services and combatant commands to improve integration of OCS joint capability by the end of 2022. The OCS FCIB serves as the OCS Joint DCR implementation steering committee, monitoring progress and providing strategic direction to offices of primary responsibility. In November 2019, the Defense Civilian Personnel Advisory Service (DCPAS) completed development of a functional competency assessment model for the OCS civilian workforce, as required by the DCR. DCPAS is assisting with competency implementation planning and the Office of the Under Secretary of Defense (Personnel and Readiness) is working to establish the capability to conduct similar functional competency assessments for military personnel. Several other service-led OCS Joint DCR actions are on track for completion in February 2020. However, a one-year extension for the military services to implement methods to develop and update OCS planning factors will be submitted to the Logistics Functional Capabilities Board for consideration. The next DCR Working Group will be held on January 23, 2020.

o Defense Standards for Security Services.

 All DoD contracts for private security services require compliance with American National Standard Institute (ANSI) PSC.1-2012 (R2017), “Quality Management Standard for Private Security Company Operations” or International Organization for Standardization (ISO) 18788-2015 “Management Systems for Private Security Operations.” All private security companies contracted by DoD at any tier are currently compliant with one or both of these standards and have achieved independent third-party certification.

 A total of 97 private security companies from 32 different countries have achieved independent third-party certification to one or both of these standards.

• Joint Contingency Acquisition Support Office (JCASO). JCASO continues to provide the Combatant Commands a joint enabling capability to integrate, coordinate, and synchronize OCS planning and activities. JCASO provides full-time deliberate OCS planning support to the Geographic Combatant Commands via two embedded OCS Planners at each staff. Specific USCENTCOM support activities include:

o OCS Planning: JCASO planning support during this period included participation in the USCENTCOM 14XX War Game, to identify and validate gaps and define strategies for key locations. Planners conducted research on insights and best practices on Command Relationship and risk to force/mission, validating that OCS starts and stops at the Operational (OP) and Tactical (TA) levels of war, and that the OP and TA level commands must generate and determine OCS requirements by functional area. As a result, USCENTCOM will work to codify a Contract Statement of Requirements in USCENTCOM Regulation (CCR) 715-1. JCASO continued work with their component commands to accurately update and capture OCS planning products in support of USCENTCOM Level 3T/4 plans. Planners updated the USCENTCOM Operations and Plans Dashboard to reflect component command progress and inform the USCENTCOM J4, J45, and the OCSIC Chief on OCS development. In addition, JCASO planners developed a USCENTCOM OCS kit to support OCS practitioners conducting OCS related duties in the AOR and provide an understanding of Lead Service for Contracting (LSC)/Lead Service for Contracting Coordination (LSCC) responsibilities, key tasks, OCS planning, requirement development and examples of contracted statement of requirements.

o OCS Integration Cell (OCSIC) Support: JCASO continued engagements with USCENTCOM OCSIC personnel to provide OCS training, readiness reporting frameworks, and information on lessons learned and best practice identification. JCASO led a deep dive with the OCSIC on CCR 715-1 which governs USCENTCOM OCS policy, guidance, and tasks for the OCS community of interest. JCASO also conducted a complete review and cross walk of CCR 715-1 and the OCS Execution Order to ensure that both documents complement and support effective and efficient contract support.

o Exercise Support: INTERNAL LOOK-20 (IL20). JCASO supported IL20 execution with members in the white cell and with the Joint Staff J7 Deployable Training Team as OCS observer/trainers.

o Mobile OCS Staff Training Team (MOSTT). JCASO sent a MOSTT to MacDill Air Force Base, October 7-10, 2019. The purpose of the trip was to provide OCS training to the USCENTCOM OCSIC staff. The JCASO MOSTT representatives presented material on a broad set of OCS topics including: OCS boards, centers, and working groups, discussions on LSC versus LSCC, OCS analysis of the Operational Environment, contractor management, and contracting support.

o OCS Tutor/Trainer Initiative: The US Army Central Command tutor/trainer provided targeted, mission-specific OCS tutoring and training to multiple echelon-above-brigade units scheduled to rotate into the AOR during the next cycle.

• The Joint Staff (JS), J4, Operational Contract Support Division (OCSD)

o OCS Reporting. Joint Staff conducted a strategic risk assessment on commercial reliance which the Director, Joint Staff, approved for inclusion as an annex to the Quarterly Readiness Report to Congress. OCSD joined a readiness reporting reform operational planning team to integrate commercial support assessments into defense readiness reporting system reporting.

o OCS Planning. OCSD reviewed plans, generated input to readiness reviews, and input to the Globally Integrated Exercise and Globally Integrated Wargame; highlighted commercial support to operations opportunities and risks. OCSD briefed a methodology for integrating commercial capabilities—infrastructure, services, and personnel—into posture planning (e.g., footprint, agreements, and forces) in the Joint Logistics Planning, Globally Integrated Exercise, and Readiness Working Groups.

o Individual Training.

 Joint OCS Planning and Execution Course (JOPEC). Delivered two JOPECs to 50 students. Since course inception in 2013, 1,620 students have completed the course.

 Joint Knowledge On-line (JKO). During the 1st quarter FY20, 1,022 personnel completed the Joint OCS Essentials for Commanders and Staff Phase 1 course, another 276 personnel completed the Phase 2 online course. As of December 16, 2019, 16,418 personnel have completed an OCS introductory online course.

 Joint OCS Training Integration Campaign (JOTI). OCSD completed review of all Joint Deployment Training Center courses, and provided the Chief of Training 38 recommendations to their Joint Deployment Action Officer course Program of Instruction. The Chief of Training accepted and will implement 27 of the recommendations. Additionally, OCSD delivered OCS briefings to the monthly Joint Logistics Course, supported Joint Enabling Capability Command training and, provided a panelist for case study discussions at the National War College.

o Staff Joint Training.

 On November 18-21, 2019, 52 military and civilian personnel from 10 nations representing 19 organizations conducted the North Atlantic Treaty Organization (NATO) Table Top Exercise on Operational Contract Support #3 at Supreme Headquarters Allied Powers Europe in Mons, Belgium. The U.S. European Command and NATO’s Standing Joint Logistics Support Group co-hosted the exercise. The exercise explored two lines of effort: processes and procedures to prioritize and de-conflict logistics support among NATO members and coalition partners; and quantifying the amount of contracted support in place to sustain the joint force in steady state, exercises, and contingencies.

 The exercise revealed the need to formalize logistics relationships, recognize when national mobilization approaches will affect commercial resource availability, and integrate the capability to plan and coordinate commercial support. Furthermore it emphasized the need to establish a multinational, scalable contract solution for fuel services and explore opportunities for other commodities and logistics capabilities. The hosts plan a fourth exercise in FY20.

o NATO Logistics Committee Engagement.

 Joint Staff J4 led a Senior Logistics Steering Board on November 6, 2019 at NATO headquarters in preparation for the Logistics Committee to agree on the issues and requirements of commercial support to operations. NATO militaries’ reliance on commercial and host nation support in collective defense calls for expansion of policy and doctrine to recognize the scope, scale, and complexity of this support and enable planning, de-confliction, and prioritization in order to mitigate risk.

"This is a DI legacy program and is a follow-on contract to the Afghan National Army and Afghan National Police (ANA/ANP) programs, which DI has held since 2003,” said Randy Bockenstedt, president of DynLogistics. “We are proud to continue this important work.”

AWARDEE

DynCorp International is a leading global services provider offering unique, tailored solutions for an ever-changing world. Built on more than seven decades of experience as a trusted partner to commercial, government and military customers, DI provides sophisticated aviation, logistics, training, intelligence and operational solutions wherever we are needed. DynCorp International is headquartered in McLean, Va. 

Work will be performed in Afghanistan, Germany, Sweden, Honduras, Egypt, Iraq and South Korea, with an estimated completion date of Dec. 31, 2019.

AWARDEE

DynCorp International is a leading global services provider offering unique, tailored solutions for an ever-changing world. Built on over seven decades of experience as a trusted partner to commercial, government and military customers, DI provides sophisticated aviation, logistics, training, intelligence and operational solutions wherever we are needed. DynCorp International is headquartered in McLean, Va.

AWARDEE

PAE Government Systems Inc., - Since 1955, PAE has been a critical partner of the U.S. government and its allies on a global scale. With more than $2.6 billion in annual revenue, 20,000 employees, an operational presence in 70 countries and a persistent presence on all seven continents, PAE delivers smart, secure, mission-critical operational support, information analysis and business process services. Our diverse workforce and innovative leadership offer a breadth of experience and commitment to excellence that spans the globe. Our international headquarters is in Falls Church, Virginia.

This contract is for highly trained Law Enforcement Professionals (LEPs) to instruct and facilitate U.S. forces to understand, identify, target, penetrate, interdict, and suppress criminal-like, insurgent network enterprises and special group criminals. This knowledge is then shared with Host Nation Security Forces.

If this contract is not extended, there will be a significant duplication of costs. A 90-day transition period would be required to allow for the setup of a Country Management Team in Afghanistan and the current requirement for the recruitment and training of 58 LEPs. Bringing back the current OCONUS personnel and redeploying 58 personnel to Afghanistan will be costly. The administrative costs of issuing Letters of Authorization, obtaining clearances, processing personnel through Fort Bliss, issuing equipment, and processing arming documents are substantial, as are reprocurement costs.

Work will be performed in Afghanistan, Honduras and Germany, with an estimated completion date of Sept. 30, 2019.

AWARDEE

DynCorp International LLC aviation professionals service, support, and maintain the full spectrum of military helicopters, front-line fighters, ISR platforms and VIP transport aircraft. Our logistics professionals provide comprehensive supply services, maintenance, and life support on a global basis. Our robust technical talent allows us to perform platform modifications and upgrades for U.S. and a wide range of foreign military equipment. From training, to security, to complete intelligence mission support, our professionals provide unmatched service to our U.S. and international customers.

AWARDEE

About AAI Corporation is an aerospace and defense development and manufacturing firm, located in Hunt Valley, Maryland, US. Formerly a wholly owned subsidiary of United Industrial Corporation, AAI was acquired by Textron in 2007. It currently operates as a unit of Textron Systems and employs more than 2,000.

AWARDEE

About PAE is a leading provider of enduring support for the essential missions of the U.S. government, its allied partners and international organizations. With over 60 years of experience, PAE supports the execution of complex and critical missions by providing global logistics and stability operations, technical services and national security solutions to customers around the world. PAE has a workforce of approximately 20,000 people in over 60 countries on all seven continents and is headquartered in Arlington, VA.

DoD Contractor Personnel in the USCENTCOM AOR

*2,567 Armed Private Security Contractor Personnel

o Contractor Posture: Approximately 30,561 DoD contractors supported operations in Afghanistan during 2 nd quarter FY19, an increase of 4% from 1st quarter FY19. Local Nationals comprise 19.8% of total contractor force; 24,492 US/TCN remain to redeploy.

o A total of 2,567 Private Security Contractors (PSCs) personnel were supporting USCENTCOM operations in Afghanistan as of 2nd quarter FY19.

DoD PSC Personnel in Afghanistan

*These numbers include most subcontractors and service contractors hired by prime contractors under DoD contracts.

 USCENTCOM Vendor Vetting. In accordance with the FY15 National Defense Authorization Act, Section 841, Never Contract with the Enemy, General Votel, former Commander USCENTCOM, designated two companies, and associated entities, as supporting the insurgency. The designations ensure the companies will not be eligible for U.S. Government contracts in the future. During the 2 nd quarter of FY19, the Vendor Vetting Decision Board considered 198 companies, resulting in 167 “Acceptable” rated companies (84.3%), and 31 were rated “Unacceptable without Mitigation” (15.7%).

 USCENTCOM Operational Contract Support Integration Cell (OCSIC). The OCSIC participated in the USCENTCOM J4 (CCJ4) Joint Strategic Support Board, injecting Operational Contract Support (OCS) scenarios to inform planning efforts. USCENTCOM continues to work with the Service components and Joint Task Forces to refine OCS processes and procedures to improve contract support integration and contractor management.
USCENTCOM continues transitioning OCS capabilities from Al Udeid Air Base, Qatar to Headquarters USCENTCOM to improve OCS integration and synchronization across the staff. Estimated completion date of relocation, May 2019.

 Combined Joint Task Force-OIR (CJTF-OIR). The 408th Contracting Support Brigade (CSB) continues to provide contracting support for the Combined Joint Operations Area (CJOA) on behalf of U.S. Army Central Command (USARCENT). Last quarter, the CJTF-OIR published the Joint Requirements Review Board (JRRB) Standard Operating Procedure (SOP). CJTF-OIR and the 408th CSB continue to review and streamline processes to provide flexible
and agile contracting solutions in support of the CJOA. Additionally, the CJTF-OIR OCSIC is working with requirement owners to identify services for de-scoping or elimination to achieve maximum cost savings.

 U.S. Forces Afghanistan (USFOR-A) OCSIC. USFOR-A and Combined Security Transition Command-Afghanistan (CSTC-A) continue to assess and right-size contracted support to provide executable options in pursuit of established strategic goals. The OCSIC implemented Contract Management Reviews to identify requirements for reduction, consolidation, elimination, or transition to the Government of the Islamic Republic of Afghanistan. Thus far in FY19, the USFOR-A JRRB has validated 251 requirements valued at approximately $2.3B.

IMPROVEMENTS TO MANAGEMENT AND OVERSIGHT OF DOD CONTRACTORS

 Office of the Deputy Assistant Secretary of Defense (ODASD) Logistics.

o 2 nd Quarter FY19 OCS Functional Capabilities Integration Board (FCIB). The Department’s senior executive OCS governance forum held its 2nd quarterly meeting on February 28, 2019 to review status of OCS integration initiatives and challenges. A key topic of discussion included revision of the board’s 2014 charter to better align with National Defense Strategy objectives and emerging requirements. Board members and other senior leaders were asked to provide suggested changes for review at the next quarterly meeting. The first annual report to Congress on OCS capability of the Armed Forces is in final coordination and will be delivered to congress by May 30, 2019. This recurring annual reporting requirement will be compiled by ODASD(Logistics) in collaboration with the OCS FCIB and other stakeholders. The next quarterly FCIB principal’s meeting will be held on May 28, 2019.

o Implementation Update: OCS Joint Doctrine, Organization, Training, materiel, Leadership and Education, Personnel, and Facilities-Policy (DOTmLPF-P) Change Recommendation (DCR). On January 24, 2019, ODASD(Logistics) presented the first semi-annual progress update to the Logistics Functional Capabilities Board (FCB). The presentation was well received and the FCB requested expansion of applicable DCR tasks to
Headquarters Defense Logistics Agency and select Functional Combatant Commands. During February-March, a series of focus group meetings were held to review strategies for development of OCS planning factors, integration of OCS enabling capabilities in DoD Expeditionary Civilian program requirements, and integration of OCS in service force structure analyses. Currently, 32 of the 54 required draft implementation plans have been submitted and a few actions may be recommended for closure within the next 30-60 days. The Defense Civilian Personnel Advisory Service also initiated the first in a series of subject matter expert panels to develop an OCS competency model for DoD civilian personnel, as required by the OCS Joint DCR. This model will serve as a foundation for OCS human capital requirements and resourcing actions. The next DCR working group meeting will be held on April 19, 2019.

o Defense Standards for Security Services.

 All DoD contracts for private security services require compliance with American National Standard Institute (ANSI) PSC.1-2012 (R2017), “Quality Management Standard for Private Security Company Operations” or ISO 18788-2015 “Management Systems for Private Security Operations.” All private security companies at any tier are certified to one or both of these standards.

 A total of 77 private security companies from 21 different countries have achieved independent third party certification to one or both of these standards. Another 28 private security companies from 17 countries are known to have begun the certification process. This is an increase of 12% since the last report.

 Joint Contingency Acquisition Support Office (JCASO). JCASO continues to provide Combatant Commands a joint enabling capability to integrate, coordinate, and synchronize OCS during peacetime, contingency operations, and post-conflict operations. JCASO provides fulltime deliberate OCS planning support to the Geographic Combatant Commands (GCCs) via two embedded JCASO OCS Planners at each staff. Specific GCC support activities include:

o USCENTCOM Support:

 OCS Planning: OCS planning support included development of the OCS Plans Dashboard, Annual Joint Assessment, and continued to support USCENTCOM’s OCSIC optimization and re-posturing from Al Udeid Air Base, Qatar to Headquarters USCENTCOM. Additional support was provided to Exercise INTERNAL LOOK-20 (IL ‘20) Initial Planning Event (IPE), Joint Strategic Sustainment Board (JSSB) Wargame and Joint Enabling Capabilities Command (JECC) Joint Planning Support Element (JPSE) MRX.

 OCS Tutor Pilot Program: OCS Tutors remained embedded with the Army, Air Force, Marine Corps and U.S. Special Operations Command to assist in developing and implementing OCS programs, including training and product/tool development. At USARCENT, the tutor provided targeted, mission specific OCS tutoring/training to multiple echelon-above-brigade units scheduled to rotate into the AOR during the next cycle.

o U.S. European Command (USEUCOM) and the OCS Rapid Enhancement Initiative (REI). JCASO Mission Support Teams (MSTs) continued to provide support to USEUCOM and Service Components to develop a process to evaluate operational risks associated with use of commercial support within the CCMD’s major plans.

 The Joint Staff (JS), J4, Operational Contract Support Division (OCSD).

o OCS Reporting. Combatant Command, Service, and Agency quarterly reporting have been adjusted to annual in accordance with changes in law regarding Chairman Joint Chiefs of Staff (CJCS) Risk Assessments on Contract Support. The OCS Reporting Working Group updated the reporting template to focus reporting at the beginning of each fiscal year on risk
and highlighted guidance and products to improve military planning. JS J4 provided input to the Joint Military Net Assessment and the Annual Joint Assessment products to integrate commercial capabilities into strategic processes. JS J4 identified requirements for future studies to inform use of commercial capabilities.

o OCS Education. OCSD, in cooperation with JS J7, completed the OCS portion of the Process for Accreditation of Joint Education assessment of the National War College at Ft. McNair, Washington DC. To date, 6 of 29 assessed Joint Professional Military Education (JPME) programs have achieved their OCS joint learning objectives in accordance with law
and Chairman’s policy for OCS in JPME.

o OCS Planning. In February, the JS published an updated CJCS Manual 3130.03A, Planning and Execution Planning Formats and Guidance. The revised manual integrates OCS and commercial capabilities throughout—facilitating identification of requirements for commercial capabilities and consideration of contractor personnel in planning. OCSD also coordinated revised OCS content in the Logistics Supplement to the Joint Strategic Campaign Plan, which guides logistics planning across commands.

o Individual Training.

 Joint OCS Planning and Execution Courses (JOPEC). Delivered two (January and February) JOPECs to 53 students. Since the course’s founding in 2013, 1,427 students have been trained.

 Joint Knowledge On-line (JKO). During the 2nd quarter FY19, 503 personnel completed the Joint OCS Essentials for Commanders and Staff (JOECS) Phase 1 and 83 personnel completed the Phase 2 online course. As of March 24, 2019, 13,923 personnel have completed an OCS introductory online course.

o Staff Joint Training. Supported USEUCOM on the North Atlantic Treaty Organization (NATO) Table Top Exercise (TTX) OCS series of events. TTX #1, on February 14, 2019, familiarized both USEUCOM and NATO on their respective logistics and contracting equities in USEUCOM’s plans. TTX #2, a U.S. event on February 20-21, 2019, advanced considering how USEUCOM and NATO nations might leverage the NATO Support Procurement Activity for mission-critical commercial support during combined operations.

 U.S. Army Combined Arms Support Command (CASCOM). CASCOM published a white paper in January 2019, examining the potential challenges and risk associated with the reliance on commercial support in a future large scale ground combat operation. Additionally, CASCOM launched an improved Common Access Card-enabled OCS information portal, providing deployed and deploying units with OCS policy, doctrine, videos, training resources, and links to other useful information.

According to Stars & Stripes, while still battling the Taliban, over 500 bases, shuttering many and downsizing others to be given to the Afghan forces. Some $860 million in property was transferred by 2015, including four logistics hubs, 13 operating bases and hundreds of tactical outposts, the Defense Department has said. About $48 million more was destroyed or abandoned.

Today, Shank’s perimeter walls still stand, tracing a long pill-shape with the Afghan Camp Maiwand on its northern end. About five miles away, the southern tip hosts a small U.S. Special Forces camp and an American outpost called Camp Dahlke West that’s been built up recently.

In between is a vast swath of deserted buildings and ruined tent villages that U.S. troops have dubbed “Zombieland.”

Afghan troops use a similar term: “Houses for demons.” It describes several former coalition facilities “because no one is using them,” said Atiqullah Amarkhail, a retired Afghan general.

Shank’s dilapidation was the result of resource limitations, claimed Safi, who heads a brigade in the army’s 203rd Corps. He has been fighting in Logar province for about 10 years and was posted at Shank in its prime.

Back then, its population of U.S. and coalition troops, civilians and contractors topped 8,000. Today, Safi’s troops here number one-fifth that, he said.

“We do not have the people to maintain the base — we have almost no people here,” Safi said via translator. “The rest are out at checkpoints.”

Even with a base full of troops, Safi couldn’t afford to maintain it, he said, claiming the facilities are too costly to run. Everything the Americans left requires power, he said, even bathroom door locks his troops have replaced with ordinary padlocks.

Despite $2 billion in U.S.-funded power projects, Afghanistan’s grid remains underdeveloped and unreliable, and bases often depend on electric generators to power lights, heaters and other equipment.

For just one of the big tents now rotting in Zombieland, the Americans would burn about 80 gallons of fuel a night, said Safi, who spent hours one January morning searching room to room in his headquarters for a working heater.

“Where are Afghans supposed to get that much fuel?” Safi asked. He said later: “The Americans, money has no value for them.”

In a tent on the nearby snow-covered U.S. camp that same weekend, the Americans cranked the heat so high that one soldier wore shorts and another offered guests cold drinks to cool off.

While DOD provides the Afghans more than a million gallons of fuel a year, Kabul often struggles with logistics challenges, as well as frequent theft of gas and other property.