Presentation is loading. Please wait.

Presentation is loading. Please wait.

Acquisition Strategy Briefing Template

Similar presentations


Presentation on theme: "Acquisition Strategy Briefing Template"— Presentation transcript:

1 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 Enclosure 9 and TMA TAD 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

2 Acquisition Strategy Briefing [Program 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

4 Overview

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

6 Overview Don’t wait to the end to bring up the negatives!
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) The idea behind this chart is to identify Decision Authority decisions and to set the stage for to understand key issues that may impact the strategy. List Stakeholder issues – Summary of significant stakeholder issues that can impact acquisition List significant risks Other concerns – Summary of “What Worries Me” section Waivers (e.g., PBA)

7 Overview Multifunctional Team 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) For acquisitions over $1 billion, the team identified here will have been required to attend a Services Acquisition Workshop prior to approval of the Acquisition Strategy (DPAP Memo, Service Acquisition Workshop, 12/6/12).

8 Overview Decision Authority Requirements/Direction Financial Data
Requirement is for: (briefly describe) Using Organization(s): SRVD Approval Date: Decision Authority Decision Authority: Coordinating Organizations: - COD-A, COD-FC, CIO, etc Financial Data Est. Total Contract Value: Fund Type: Fund Source: Acquisition Strategy Discussion PSC: Competitive: Contract Type: Contract PoP: Proposed Deviations & Waivers: Estimated Contract Award Date: Start Date: You should be able to discuss the following as applicable: Top level background Follow-on competition or a new requirement. Whose requirement are you fulfilling? Special or unique mission Full & open competition? Contract type Linkages to other programs/PEOs (Examples: System Program Offices, Defense Agencies, etc) Anticipated OSD involvement? Security issues? NOTE: Remember as you discuss strategy decisions, to include your intended PSC. This is particularly important when you have several that may apply. FPDS-NG is used to track many elements of data. When the information is input incorrectly, it drives down to subsequent actions and can result is greatly distorted data from which important acquisition decisions are being made. Additionally, the codes are being grouped into a taxonomy for services acquisitions. OSD Memorandum, dated 23 NOV 10, “Taxonomy for the Acquisition of Services”, states: “each military component has been directed by the USD(AT&L) to organize their spend for services into six portfolios (categories) using a taxonomy that maps Product Service Codes (PSC), as set forth in the Federal Procurement Data System Product (FPDS) and Services Codes Manual.”

9 Overview Program goals and objectives Examples
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

11 Requirements Development & Market Intelligence
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

12 Requirements Development & Market Intelligence
Provide analysis of the market for this service Market Research Activities Detail market research activities Market Intelligence should be able to answer: Who’s buying this service in both Gov and Industry Who’s providing this service to both Gov and Industry How are these services being purchased (contract types, incentives, structures) How are contractors delivering these services (performance results, customer satisfaction, costs, value) How are customers of these services managing and evaluating performance What are the current pricing/value trends, market trends (supply/demand), performance metrics in the market Did you network with other programs? What did you discover/learn, etc? Did you use existing or develop new communities of practice, databases, etc Are there any other option paths (i.e., policy changes, organization changes, process changes, outside agency support, etc) to help meet your requirement? How many industry questions did you get and from whom? Does this tell us something about the expected offerors? Is there a potential for strategic sourcing for your requirement? Market Research may include: Site visits Industry Day held (date) Reviewed current contract and similar requirements Request for information analysis and key components Industry quality standards Major cost drivers Identify if your requirements are strategic and are a candidate for strategic sourcing Existing ID/IQ’s, Review of OSD efforts, existing commodity councils See notes for additional thoughts on what Market Intelligence and Market Research may include Use as many charts as necessary

13 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

14 Requirements Development & Market Intelligence
Conclusions of Requirements Development & Market Intelligence (e.g., How did your market intelligence activities shape your requirement/strategy?)

15 Acquisition Planning

16 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 Use as many charts/backups to explain/justify the proposed strategy (basically the rest of the briefing supports this chart.) Rationale should be based on: Mission impacts Stable/unstable critical/non-critical mission (fail/No-fail requirement) Robust/limited competition? Technical competence? Single/multiple integrator concept? Commercial standards Safety, security, environmental concerns? The stability of the requirement The stability of funding Market intelligence Considerations of risk assessment and reasonable risk-sharing by the Government and the contractor(s). Other considerations as appropriate

17 Acquisition Planning As Applicable 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 Contract incentives How do incentives relate to your critical problem areas identified in earlier charts?

18 Acquisition Planning Milestones
KICKOFF MEETING/IPT Date REQUIREMENTS APPROVAL Date MARKET INTELLIGENCE / RFI SYNOPSIS Date PEER REVIEW Date ACQUISITION STRATEGY/SOURCE SELECTION PLAN BRIEFING Date J&A/ACQUISITION PLAN (or Acq Strategy) APPROVAL Date DPAP NOTIFICATION/COORDINATION (as applicable) Date DRAFT RFP RELEASE Date FEDBIZOPS SYNOPSIS OF FORMAL RFP Date PRESOLICITATION CONFERENCE (if Comp) 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 CONGRESSIONAL NOTIFICATION (as applicable) Date CONTRACT AWARD Date DEBRIEFINGS (if Comp/if requested) Date Example -- Change as Applicable Include necessary team training (DAU, etc.) These are major milestones related to the activities leading to contract award like RFP review, approval for release, source selection period, etc. Notifications of IT Services >$500M Notifications to DPAP for Services >$1B Contract Award Schedule should also include team training events such as DAU SAW, Mission Resources Alignment Training (Senior Leaders), etc.

19 Acquisition Planning Recalculate Independent Government Estimate
$ 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 How was the cost estimate derived? Models? Historical data? Market research? Program estimate and rationale Labor based upon legacy contract manning & labor rates Materials based upon average of legacy contract obligations Budget should reflect the current projected budget Describe how estimate aligns with program goals Discuss plan to overcome funding shortfalls, as applicable Availability of funding All funding provided by ______ or MOA in coordination between ______ & _______ MOA outlines transfer of funding and manpower (contract management oversight), from ______ to _____ to support _____________ Discuss cost-sharing arrangements if applicable. Conclusions on cost/budget analysis/issues Example -- Change as Applicable

20 Acquisition Planning Example--Change as Applicable to Acquisition
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) Source Selection Procedures Goal: match to the complexity (or simplicity) of your acquisition Full trade-off, performance price trade-off (PPT), lowest price - technically acceptable (LPTA) Describe the source selection approach Identify specific evaluation criteria with proposed weighting Example--Change as Applicable to Acquisition

21 Acquisition Planning Example
SSA SSAC Chair SSET Chair – Co-Chair – Price/Contract Documents Lead Pricing Rep Contracting Rep Technical Capability Lead Technical Rep Past Performance Advisors Example What is your rationale for the size, structure and skill mix of the source selection team? Include a user representatives on the team to the extent practicable. Any potential personnel shortages? Ensure that personnel in key positions have the proper experience and training (i.e. SSA, SSAC, SSET, etc). Training such as DAU SAW, Mission Resources Alignment Training (Senior Leaders), etc. List current experience levels/qualifications Ensure you add the names to the following positions on the chart as necessary: SSA: PEO/CM or delegated SSAC : Advisors: Legal SSET Chair Reps Mission Capability Lead  Lead: Technical Reps Past Performance Lead:  Technical Reps  Contracts/Price

22 Risk Management

23 Risk Management Risk Mitigation: Discuss various mitigation strategies to address risks Risk Areas Mitigation Plan Risk Areas—Performance, Cost, Schedule Low Mod High See Risk Management Guide for DOD Acquisition You should have a 5x5 matrix on separate slides for the top risk areas Risk workshop or similar training completed -- Date

24 Risk Management Risk Assessment RFP Sec M Evaluation Criteria
Potential Evaluation Area Risk Assessment RFP Sec M Evaluation Criteria Evaluation Area Risk Assessment Low Evaluation Area Risk Assessment High Evaluation Criteria Evaluation Area Risk Assessment High Evaluation Criteria Evaluation Area Risk Assessment Low Evaluation Area Risk Assessment Moderate Evaluation Criteria Illustrate the linkage of your risk assessment to your source selection evaluation criteria. Evaluation Criteria should be chosen carefully, focus on what’s critical to mission success and focus on High or Moderate items identified in the Risk Assessment Should link directly to desired outcomes/performance objectives Keep them simple Evaluation Area Risk Assessment Low Evaluation Area Risk Assessment Low Evaluation Area Risk Assessment Moderate Evaluation Criteria

25 Use as many charts as necessary
Risk Management As Applicable 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  All of these considerations on this slide should be derived from the nature of the requirement and market intelligence findings, and environmental scan and a stakeholder analysis Use as many charts as necessary

26 Use as many charts as necessary
Risk Management As Applicable 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 Use as many charts as necessary

27 Risk Management Conclusions of Risk Assessment
(e.g., How did your risk analysis shape your acquisition planning?)  All of these considerations on this slide should be derived from the nature of the requirement and market intelligence findings, and environmental scan and a stakeholder analysis

28 CONTRACT PARAMETERS

29 Contract Parameters Award: Duration: Pricing arrangement:
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 Use this chart to not only talk about items but also rationale associated with each element

30 Contract Parameters Contract/Task Order CLIN Structure
Firm Fixed Price (FFP): For static low risk services or straight advisory service with deliverable outcome Cost Plus Incentive Fee (CPIF): Requirements that incentivizes the contractor with objective metric data and measurable performance Labor Hour (L/H): For higher risk, level of effort, assistance on projects or to fill gaps (surge requirements) Travel (Cost reimbursable): Allowable travel costs (i.e. training, conferences, site visits, exercises) Incidental Material (Cost reimbursable): Material for requirements that may have a deliverable (i.e. software and/or hardware or incidental to the overall project) Contract Data Requirement List (CDRL) Lay out your anticipated CLIN structure Example -- Change as Applicable

31 CONTRACT OVERSIGHT AND PERFORMANCE EVALUATION

32 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

33 Contract Oversight & Performance Evaluation
Service Delivery Summary Items 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. Service Delivery Summary items Should be tied to Program Goals and Objectives identified in the Overview Section Example -- Change as Applicable

34 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 Example-- Change as Applicable

35 WHAT WORRIES ME

36 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 "What worries me"? The PM/Requiring Activity is encouraged to identify issues that provide the most concern. It is an open opportunity to identify: "what worries me most”. What "keeps me up at night"? These may include oversight issues, funding instability, congressional interest, or other issues. This is an opportunity for the PM/Requiring Activity to notify the DA of potential issues either not addressed previously, or reiterate some of those addressed earlier. Identifying these issues is the first step; but have a plan to address them. Also, identify how the PEO might help. An example might be asking the PEO to break a logjam disagreement with the TMA staff. This is an opportunity to communicate internal concerns to the SSA

37 RECOMMENDATION

38 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 Basically Restate the BLUF Are delegations/waivers being requested? Explain them briefly. Example -- Change as Applicable


Download ppt "Acquisition Strategy Briefing Template"

Similar presentations


Ads by Google