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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
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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
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• Overview• Requirements Development & Market Intelligence • Acquisition Planning• Risk Mitigation• Contract Parameters• Contract Oversight & Performance Evaluation• What Worries Me• Recommendation• Backup
Overview
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• 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)
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Multifunctional Team
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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
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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
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Requirements Development & Market Intelligence
– 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
Requirements Development & Market Intelligence
• 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
Requirements Development & Market Intelligence
– 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
Requirements Development & Market Intelligence
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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?)
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Acquisition Planning
• 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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Acquisition Planning
• 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
Acquisition Planning
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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
Example -- Change as Applicable
Recalculate
Conclusions on cost/budget analysis/issues
• Discuss cost-sharing arrangements if applicable.
Acquisition Planning
• 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
Acquisition Planning
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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
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
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Use as many charts as necessary
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
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As Applicable
Use as many charts as necessary
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
• 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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Example -- Change as Applicable
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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
Contract Oversight & Performance Evaluation
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
Example -- Change as Applicable
Contract Oversight & Performance Evaluation
• 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
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Example-- Change as Applicable
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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
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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
Example -- Change as Applicable