1 acquisition strategy briefing template this template is tmas preferred model for briefing the...

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Acquisition Strategy Briefing Template

• This template is TMA’s preferred model for briefing the Decision Authority (DA) for acquisitions of services. It is designed to guide the user through the myriad of topics and issues to be addressed in an acquisition strategy.

• Each strategy should address those topics that apply.• The basic goal of this briefing is to demonstrate to the DA a well thought-out

acquisition strategy that considered all the important issues.• This template addresses all of the potential areas DoD and TMA require to

be addressed when discussing a particular program strategy.– See DODI 5000.02 Enclosure 9 and TMA TAD 37-01 for specific

guidance for acquisitions of services. • Additional guidance is provided in the ‘Speaker's Notes’ associated with each

slide in this briefing. • Sample charts are provided for some areas. If the sample charts are not

appropriate for your presentation, alternate charts may be used consistent with the type of information and the specifics of your acquisition.

December 2012

Acquisition Strategy Briefing [Program Name]

Name

Office

Date of Briefing

Version #

3

blank

• The information contained in this briefing is Source Selection Information. It may not be disclosed to anyone not a member of the established source selection organization without the approval of the Source Selection Authority or the Contracting Officer

Overview

4

Overview

5

• Overview• Requirements Development & Market Intelligence • Acquisition Planning• Risk Mitigation• Contract Parameters• Contract Oversight & Performance Evaluation• What Worries Me• Recommendation• Backup

Overview

6

• Bottom Line Up Front – Decisions you are requesting

• Approve Acquisition Strategy• Approve applicable delegations

– Major issues• Stakeholder Issues• Significant Risks• Contractor to Government In-sourcing• Organizational/Personal Conflicts of Interest• Other Concerns

– Proposed Deviations and/or Waivers (if applicable)

Don’t wait to the end to bring up the negatives!

Overview

Title Name

Requiring Activity Manager

Deputy Requiring Activity Manager

Project Lead

Contracting Officer

Quality Assurance Manager

Legal Advisor

End-user Representative (Delete if end user is already represented)

7

Multifunctional Team

8

Decision AuthorityDecision Authority:

Coordinating Organizations:

- COD-A, COD-FC, CIO, etc

Acquisition Strategy DiscussionPSC:

Competitive:

Contract Type:

Contract PoP:

Proposed Deviations & Waivers:

Estimated Contract Award Date:

Start Date:

Financial DataEst. Total Contract Value:

Fund Type:

Fund Source:

Requirements/DirectionRequirement is for: (briefly describe)

Using Organization(s):SRVD Approval Date:

Overview

9

Overview

• Program goals and objectives– Aligned to mission & focused on the desired results

• Service Level? Cost? Availability?– Should be specific and quantifiable

• Examples– Complete and uninterrupted support 24/7– Conduct a study– Perform contract support– Perform program management support

10

Requirements Development & Market Intelligence

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– Requirements Development• How was requirement previously satisfied

• Historical Overview (existing contract) Current contract scope & PoP

Expiration date? Extensions? $XXXM Value - $XX million/year

• Requirements changes from previous contract– Impact of in-sourcing– Expanded, Reduced, Eliminated?– Discuss any changes as well as any lessons learned/things you’re

fixing, etc, that are being included in new requirement• If planning sole source, detail authority and plans for future opportunities

for competition


• Market Intelligence– Provide analysis of the market for this service

• Market Research Activities– Detail market research activities

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Use as many charts as necessary

See notes for additional thoughts on what Market Intelligence and Market Research may include


– Small Business• Small Business capability survey

• Is this acquisition appropriate for Small Business set-aside?– If so, what are your recommendations?

– Bundling or consolidation decision– Is this acquisition appropriate for full and open competition?

• Subcontracting plan (if applicable)• Describe your approach for incorporating SB subcontracting goals into

your overall acquisition strategy• Identify the SB subcontracting goals• Describe how SB subcontracting plans will be evaluated• Identify planned contract incentives to encourage aggressive SB

subcontracting


14

Conclusions of Requirements Development & Market Intelligence (e.g., How did your market intelligence

activities shape your requirement/strategy?)

Conclusions of Requirements Development & Market Intelligence (e.g., How did your market intelligence

activities shape your requirement/strategy?)

15

Acquisition Planning

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• Proposed acquisition strategy– Competitive or sole source?– Period of performance– Contract Type (single or multiple award, IDIQ, etc)– CLIN Types (e.g., mix of FP and CR)

• Rationale for proposed strategy

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• Contract Incentives– Proposed incentives and standards for metrics

• Targets for incentives and measures for success• Value added and expectations

• Required Waivers or Deviations– Note waivers or deviations that require prior approval– Approval level– N/A if not applicable

As Applicable

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Acquisition Planning MilestonesKICKOFF MEETING/IPT DateREQUIREMENTS APPROVAL DateMARKET INTELLIGENCE / RFI SYNOPSIS DatePEER REVIEW DateACQUISITION STRATEGY/SOURCE SELECTION PLAN BRIEFING DateJ&A/ACQUISITION PLAN (or Acq Strategy) APPROVAL Date DPAP NOTIFICATION/COORDINATION (as applicable) DateDRAFT RFP RELEASE Date FEDBIZOPS SYNOPSIS OF FORMAL RFP Date PRESOLICITATION CONFERENCE (if Comp) Date PEER REVIEW Date

RFP RELEASE Date

PAST PERFORMANCE RECEIVED Date

PREPROPOSAL CONFERENCE (if Comp) Date

PROPOSALS RECEIVED Date

INITIAL EVALUATION BRIEFING Date

RELEASE EVALUATION NOTICES Date

FINAL PROPOSAL REVISIONS BRIEF Date

REQUEST FINAL PROPOSAL REVISIONS / CLOSE DISCUSSIONS Date

FPR RECEIPT Date

FINAL DECISION BRIEF Date

SSA DECISION Date

PEER REVIEW Date

CONGRESSIONAL NOTIFICATION (as applicable) Date

CONTRACT AWARD Date

DEBRIEFINGS (if Comp/if requested) Date

Include necessary team training (DAU, etc.)

Example -- Change as Applicable


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$ in Millions

Phase-In FY13 FY14 FY15 FY16 FY17

Program Total

Independent Government Estimate

9.2 24.5 52.1 55.0 62.3 65.8 268.9

Projected Budget

6.3 15.6 33.3 35.5 38.0 40.6 259.0

Delta

2.9 8.9 18.8 19.5 24.3 25.2 9.9


Recalculate

Conclusions on cost/budget analysis/issues

• Discuss cost-sharing arrangements if applicable.


• Source Selection Procedures– Performance price trade-off (PPT)– Performance is approximately equal to price

• Evaluation Criteria: All subfactors are equal in importance and are not in descending order– Technical Capability (Pass/Fail)

• Subfactor 1: (ex. Logistics Support)• Subfactor 2: (ex. Program Management) • Subfactor 3: (ex. Transition Phase In/Out)

– Past Performance• Recent and Relevant Performance within X years prior to release of

RFP– Maximum of X contracts for prime contractor and maximum of Y

contracts for proposed major subcontractors– Cost/Price

• Realistic, reasonable & balanced• Methodology: (ex. sample tasks)

20Example--Change as Applicable to Acquisition


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SSA

SSAC Chair

SSET

Chair –

Co-Chair –

Price/Contract Documents

Lead

Pricing Rep

Contracting Rep

Technical Capability Lead

Technical Rep

Technical Rep

Past

Performance

Lead

Technical Rep

Technical Rep

Advisors

Example

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Risk Management

Risk Management

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Low Mod High

Risk Areas

Mitigation Plan

Risk Areas

Mitigation Plan

Risk Areas—Performance, Cost, Schedule

Mitigation Plan

Risk workshop or similar training completed -- Date

Risk Mitigation: Discuss various mitigation strategies to address risks

Risk Management

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Evaluation Area

Evaluation Area

Evaluation Area

Potential Evaluation Area

Evaluation Area

Evaluation Area

Evaluation Area

Evaluation Area

Evaluation Area

Risk AssessmentHigh

Risk AssessmentLow

Risk AssessmentHigh

Risk AssessmentLow

Risk AssessmentLow

Risk AssessmentModerate

Risk AssessmentLow

Risk AssessmentModerate

Evaluation Criteria

Evaluation Criteria

Evaluation Criteria

Evaluation Criteria

RFP Sec M Evaluation

Criteria

Risk Assessment

Risk Management

• Possible issues– Technical

• Data rights, compliance based restraints (environmental, safety, etc)– Contractor to Government In-sourcing– Potential OCI issues to include inherently governmental

functions/closely related to inherently governmental functions– Other significant issues

• e.g. pending legislation (both program related and service specific impacts), DOL wage determinations, union agreements, etc

25


As Applicable

Risk Management

• Contractor Support– List contractors on staff supporting requirements development

and/or source selection– List by name, company, roles and responsibilities– Identify and evaluate potential organizational conflicts of interest– Discuss your plans to avoid, neutralize, or mitigate

26

As Applicable


Risk Management

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Conclusions of Risk Assessment

(e.g., How did your risk analysis shape your acquisition planning?)

Conclusions of Risk Assessment

(e.g., How did your risk analysis shape your acquisition planning?)

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CONTRACT PARAMETERS

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Contract Parameters

• Award:– e.g., single contract, multiple award contract

• Duration: – Base period and all option periods to include phase-in

• Pricing arrangement: – e.g., fixed price, cost reimbursement, time and materials, labor

hour, or variations, based on guidance in FAR Parts 12 and 16• Special clauses (H clauses)

– e.g., Organizational Conflict of Interest mitigation plan

Contract Parameters

• Contract/Task Order CLIN Structure – 0001 - Firm Fixed Price (FFP): For static low risk services or straight advisory

service with deliverable outcome

– 0002 - Cost Plus Incentive Fee (CPIF): Requirements that incentivizes the contractor with objective metric data and measurable performance

– 0003 - Labor Hour (L/H): For higher risk, level of effort, assistance on projects or to fill gaps (surge requirements)

– 0004 - Travel (Cost reimbursable): Allowable travel costs (i.e. training, conferences, site visits, exercises)

– 0005 - Incidental Material (Cost reimbursable): Material for requirements that may have a deliverable (i.e. software and/or hardware or incidental to the overall project)

– 0006 - Contract Data Requirement List (CDRL)

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CONTRACT OVERSIGHT AND PERFORMANCE EVALUATION

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Contract Oversight & Performance Evaluation

– Describe your approach for managing performance on this program– Who is responsible/accountable for gathering/managing performance

information?– Level of experience of appointed personnel; full/part-time duties;

training– What processes/methods will be used to identify and remediate

performance issues?– What efforts will be taken to identify ways to seek performance

improvements? How will performance issues be communicated and resolved?

Examples


TASK STANDARD

Productivity Efficiency IAW PWS Para 6.2

Productivity efficiency rating of 80% (standard hours divided by clocked hours). To receive a Satisfactory , the Contractor must have an efficiency rating of 75% to 80%. To receive an Excellent, the Contractor must have an efficiency rating of 80% or more. An “Unacceptable” will be assessed if the Contractor has an efficiency rate of less than 75%.

Phase/Preservation/Depreservation IAW PWS Para 4.6

To be based on meeting contract requirements for quality and # of problems noted during inspections by QA personnel following completion of phase, preservation, depreservation or special inspections for each reporting period. Performance will be scored as follows: To receive a score of Satisfactory, there may be no more than 5 minor discrepancies. To receive an “Excellent”, the Contractor must have no more than 2 minor discrepancies. An unacceptable will be assessed if the Contractor’s performance did not meet most contractual requirements and/or had more than 5 minor discrepancies during the reporting period.

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Service Delivery Summary Items



• Inspection Methods and Frequency• Incentives for Successful Performance

– Options Exercised– Favorable CPARS

• Unacceptable Performance - Failure to Meet Performance Standards– Negative CPAR ratings, Re-performance at no additional cost to the

Government, Reduction in Contract Price, etc.• Quality Assurance Approach

• All CORs - Standardized CO or QAPC led training & CO led training• CORs will inspect performance IAW Quality Assurance Surveillance

Plan and Quality Control Plan• PMRs

– Held quarterly; more frequently if needed– Emphasis on overall performance and process improvement

• Annual Execution Reviews/Post Award Peer Reviews

34

Example-- Change as Applicable

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WHAT WORRIES ME

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What Worries Me

• Discuss political issues (if applicable)– Specific member or staffer interest– Congressional language or budgetary earmarks

• Discuss any issues that are of a particular concern to the PEO– Ex. OSD oversight issues– Ex. Funding instability

• Explain how you intend to track these areas specifically and report to the SSA any problems

This is an opportunity to communicate internal concerns to the SSA

37

RECOMMENDATION

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Recommendation

• Approve this Acquisition Strategy– Performance Price Trade-off with Technical Factors– Full & Open Competition– 5 Year Contract – 1 Year Base and (4) 1 Year Options– FPIF

• Provide approval to proceed for applicable Determinations and Findings:– Waivers, etc

• Issue the Decision Memorandum signifying approval of the above
