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1 Acquisition Strategy Briefing Template This template is TMAs preferred model for briefing the Decision Authority (DA) for acquisitions of services. It.

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Presentation on theme: "1 Acquisition Strategy Briefing Template This template is TMAs preferred model for briefing the Decision Authority (DA) for acquisitions of services. It."— Presentation transcript:

1 1 Acquisition Strategy Briefing Template This template is TMAs 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] Name Office Date of Briefing Version #

3 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 3

4 Overview 4

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

6 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) Dont wait to the end to bring up the negatives!

7 Overview TitleName 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 8 Decision Authority Decision Authority: Coordinating Organizations: - COD-A, COD-FC, CIO, etc Acquisition Strategy Discussion PSC: Competitive: Contract Type: Contract PoP: Proposed Deviations & Waivers: Estimated Contract Award Date: Start Date: Financial Data Est. Total Contract Value: Fund Type: Fund Source: Requirements/Direction Requirement is for: (briefly describe) Using Organization(s): SRVD Approval Date: Overview

9 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 9

10 10 Requirements Development & Market Intelligence

11 11 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 youre 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 Market Intelligence –Provide analysis of the market for this service Market Research Activities –Detail market research activities 12 Use as many charts as necessary See notes for additional thoughts on what Market Intelligence and Market Research may include

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

15 15 Acquisition Planning

16 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

17 17 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

18 18 Acquisition Planning Milestones KICKOFF MEETING/IPTDate REQUIREMENTS APPROVALDate MARKET INTELLIGENCE / RFI SYNOPSISDate PEER REVIEWDate ACQUISITION STRATEGY/SOURCE SELECTION PLAN BRIEFINGDate J&A/ACQUISITION PLAN (or Acq Strategy) APPROVALDate DPAP NOTIFICATION/COORDINATION (as applicable)Date DRAFT RFP RELEASEDate FEDBIZOPS SYNOPSIS OF FORMAL RFPDate PRESOLICITATION CONFERENCE (if Comp)Date PEER REVIEWDate RFP RELEASEDate PAST PERFORMANCE RECEIVED Date PREPROPOSAL CONFERENCE (if Comp)Date PROPOSALS RECEIVEDDate INITIAL EVALUATION BRIEFINGDate RELEASE EVALUATION NOTICESDate FINAL PROPOSAL REVISIONS BRIEFDate REQUEST FINAL PROPOSAL REVISIONS / CLOSE DISCUSSIONS Date FPR RECEIPT Date FINAL DECISION BRIEFDate SSA DECISION Date PEER REVIEWDate CONGRESSIONAL NOTIFICATION (as applicable)Date CONTRACT AWARDDate DEBRIEFINGS (if Comp/if requested)Date Include necessary team training (DAU, etc.) Example -- Change as Applicable

19 Acquisition Planning 19 $ in Millions Phase- InFY13FY14FY15FY16FY17 Program Total Independent Government Estimate Projected Budget Delta Example -- Change as Applicable Recalculate Conclusions on cost/budget analysis/issues Discuss cost-sharing arrangements if applicable.

20 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) 20 Example--Change as Applicable to Acquisition

21 Acquisition Planning 21 SSA SSAC Chair SSET Chair – Co-Chair – Price/Contract Documents Lead Pricing Rep Contracting Rep Technical Capability Lead Technical Rep Past Performance Lead Technical Rep Advisors Example

22 22 Risk Management

23 23 LowModHigh Risk Areas Mitigation Plan Risk Areas Mitigation Plan Risk AreasPerformance, Cost, Schedule Mitigation Plan Risk workshop or similar training completed -- Date Risk Mitigation: Discuss various mitigation strategies to address risks

24 Risk Management 24 Evaluation Area Evaluation Area Evaluation Area Potential Evaluation Area Evaluation Area Evaluation Area Evaluation Area Evaluation Area Evaluation Area Risk Assessment High Low Risk Assessment High Low Risk Assessment Low Risk Assessment Moderate Risk Assessment Low Risk Assessment Moderate Evaluation Criteria RFP Sec M Evaluation Criteria Risk Assessment

25 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 Use as many charts as necessary As Applicable

26 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 Use as many charts as necessary

27 Risk Management 27 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?)

28 28 CONTRACT PARAMETERS

29 29 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

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) 30 Example -- Change as Applicable

31 31 CONTRACT OVERSIGHT AND PERFORMANCE EVALUATION

32 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 TASKSTANDARD 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 Contractors performance did not meet most contractual requirements and/or had more than 5 minor discrepancies during the reporting period. 33 Service Delivery Summary Items 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 34 Example-- Change as Applicable

35 35 WHAT WORRIES ME

36 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 This is an opportunity to communicate internal concerns to the SSA

37 37 RECOMMENDATION

38 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 Example -- Change as Applicable


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