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OCR for page 66
G
DOE Acquisition Strategy Format
(DOE, 2002)
The Mission Needs Statement (MNS) and associated justification will have identified the conceivable range
of acquisition alternatives. The Acquisition Strategy (AS) should be a logical extension narrowing the range of
acquisition alternatives to the one or set best suited to the project. Each Acquisition Strategy is prepared pursuant
to the following elements with the understanding that some elements listed may not apply in all instances. The
Acquisition Strategy may be tailored to suit the size, risk, and complexity of the project. Tailoring is in the degree
of detail, based on the project's size, risk, and complexity, not in omitting the requirements altogether. A brief
statement in the Acquisition Strategy explaining why an element is not applicable or tailored to a project is
required for the Secretarial Acquisition Executive/Acquisition Executive. The Acquisition Strategy should focus
on quality rather than quantity.
The Acquisition Strategy documents the Integrated Project Team's consideration of the following required
elements and recommended format:
I. ACQUISITION BACKGROUND AND OBJECTIVES
A. Introduction
Summary project description, need, and benefits to be realized
Identification of authoritative source documents, e.g., Operational Requirements Document, DOE
Strategic Plan, Legislation, approved MNS
Status of requirements definition (e.g., not yet complete; complete and current; being revised)
4. State all significant conditions affecting the project related to compatibility, capability, or perfor-
mance with existing systems
B. Program Structure
1. Summary diagram of the Program elements, activities, and organizations
2. Acquisition Steps
a. Identify the Phase and what is to be accomplished, including the Criteria, Maturity of system
design and system specification at end of each step, Other projects or steps
b. Key Events and Milestones (e.g., design reviews; tests)
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OCR for page 67
APPENDIX G
67
Integrated Project Team (IPT)
Identify the IPT lead and members. The IPT is led by the Federal program or project manager. The
IPT includes other DOE functional areas such as budget, financial, legal, safety, and contracting.
Describe each member's functions, roles and responsibilities, line and matrix reporting relationships,
and contact data for the proposed project. List the individuals who participated in preparing the AS.
4. Interfaces
Describe interfaces with other DOE organizations, National Laboratories or outside stake-
holders. When a site is subject to the requirements of DOE Acquisition Letter 2000-08 of
August 18, 2000, requiring a Site Utilization and Management Plan, the project is to be
consistent with that site plan. Discuss the impact of this project and its associated contracts
and how coordination among programs/projects at the site has been considered for the attain-
ment of the site's mission.
Risk and Risk Assessment
Summarize technical, schedule, and cost risks. Coverage should include the following (1, 2, 3, 4~. Major
types of contractors proposed should be based upon the risk analysis and integrated with the RMP
1. Technical Analysis and Mitigative Strategies
Schedule Analysis and Mitigative Strategies
3. Cost Analysis and Mitigative Strategies
4. Programmatic and Contract Analysis and Mitigative Strategies
D. Approach to Managing Program/Project Cost and Performance
1. Establishing cost objectives
2. Managing trade-offs between cost and performance including anticipated evolution of trade space,
how trade-offs will be encouraged, and DOE' s role in managing or approving trade-offs
Total Project Cost (TCP) Range
List the TPC Range, which tracks to the Budget, and summarize the supporting rationale. Identify
and discuss cost differences between the Budget and the AS. TPC consists of all the costs included
in the TEC of a construction project, plus Other Project Costs, which are costs specifically allocated
to the project, such as conceptual design, and research and development, as well as the costs associ-
ated with the operational phase, such as training and startup costs. Discuss the following related cost
concepts to be employed, as appropriate:
a. Discuss how life-cycle cost will be considered and the cost model used to develop the estimate.
b. Describe the design-to-cost objectives) and underlying assumptions. Describe how objectives
are to be applied, tracked, and enforced.
c. Describe the application of should-cost analysis to the project.
E. Acquisition Trade-offs and Streamlining
Summarize the pros and cons of alternative acquisition approaches used to down select from Critical
Decision-0 to Critical Decision-l. The AS should be a logical extension of the alternatives identified at
Critical Decision-0 narrowed to the one plan or set best suited for satisfying the mission need in the most
effective, economical, and timely manner. Each identified alternative course of action should include,
in addition to new construction, use of similar facilities at other sites, renovate existing space, rent
space, and so forth. Each alternative would also include: do nothing, DOE to directly execute the PM
functions, DOE execute direct contract with a construction manager, M&O/M&I contractor execute the
PM functions, a combination DOE private sector PM and other Federal agency PM, etc. Discuss the
expected consequences of trade-offs among the various cost, capability or performance, and schedule
goal ranges. Discuss plans and procedures to encourage industry participation by using draft solicita-
tions, pre-solicitation conferences and other streamlining initiatives.
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F. Program Management
General philosophy and approach
Responsibilities
3. Resources
a. Funding
b. Staffing
1) DOE
2) Contractor support
4. Internal controls
5. Tailoring and streamlining plans
a. Requests for relief or exemption from requirements
b. Other tailoring or streamlining plans
G. Support Concepts and Strategy for Implementing Information Technology
II. PLAN OF ACTION BUSINESS AND CONTRACTING STRATEGY
A. Sources
APPENDIX G
Indicate the range of prospective sources of supplies and services that can meet the need. Include
consideration of small business, small disadvantaged business, and women-owned small business con-
cerns. Address the extent, results and planned market research.
B. Competition
Discuss the methods of competition that will be sought, promoted, and sustained throughout the
course of the project. If full and open competition is not contemplated, discuss the basis of the
application of that authority; identify the sourness) and summarize the decision why full and open
competition cannot be obtained. If there are known barriers to increasing competition, address how
to overcome them.
Source-selection Procedures
Discuss general source-selection procedures, including the estimated timing for submission and evalua-
tion of proposals and a general discussion of Requalification and evaluation factors.
D. Contracting Considerations
For each major contract contemplated discuss the contract type selected; special contract method alterna-
tives, e.g., design-build, design-negotiate-build; special clauses (e.g., Value Management) or deviations
required; whether sealed bidding, negotiation, or best value will be used and why; and lease or purchase
. .
declslons.
E. Budgeting and Funding
Explain how budget estimates were derived and the schedule for obtaining adequate funds at the time they
are required. Explain any differences from the Budget.
F. Product or Service Descriptions
Explain the choice of product or service description types (e.g., design specifications, performance-based
contracting descriptions) to be used in the acquisitions.
G. Priorities, Allocations, and Allotments
Specify the method of obtaining and using priorities, allocations, and allotments and the reasons for them,
if applicable.
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APPENDIX G
H. Contractor vs. Government Performance
Address the consideration given to OMB Circular A-76.
I. Inherently Governmental Functions
Address the consideration given to Office of Federal Procurement Policy Letter 92-1.
J. Management Information Requirements
~ . . .
69
Discuss, as appropriate, what management system will be used by the Government to monitor the
contractor's effort, e.g., earned value management system. Discuss Federal staffing, skills and structure
that will be required to manage the project.
K. Test and Evaluation
To the extent applicable, describe the test program of the contractor and the Government for each major
phase of the acquisitions.
L. Logistic Considerations
Discuss the assumptions determining contractor or agency support over the life of the acquisition, includ-
ing computer-aided acquisition systems, maintenance and servicing, and other technical considerations.
Describe the requirements for contractor data and data rights, their estimated cost, and the use to be made
of the data.
Describe the reliability, maintainability, and quality assurance requirements including any planned use of
warranties.
M. Government-Furnished Property
Indicate any property to be furnished to contractors, including material and facilities, and discuss any
associated considerations, such as availability or the schedule for its acquisition.
N. Government-Furnished Information
Discuss any Government information such as manuals, drawings, and test data to be provided to prospec-
tive offerors and contractors.
O. Environmental and Energy Conservation Objectives
Discuss applicable environmental and energy conservation objectives.
Discuss the applicability of an environmental assessment or environmental impact statement, the proposed
resolution of any environmentally related requirements to be included in solicitations and contracts.
P. Security Considerations
For acquisitions dealing with classified matters, discuss how adequate security will be established,
maintained, and monitored.
Q. Safety Requirements and Considerations
Describe Environment, Safety, and Health requirements, including applicability of an Integrated Safety
Management System.
R. Contract Administration
Describe how the contract will be administered, including roles and responsibilities for inspection,
acceptance, validation, and verification of performance.
S. Other Considerations
Discuss any other matter that is germane to the plan and is not covered elsewhere.
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APPENDIX G
If new construction, state the square footage and address the elimination by transfer, sale, or demolition
of excess buildings and facilities of equivalent size by site. This excess reduction to new construction
formula does not apply to environmental management closure sites.
If applicable, sustainable building design principles are to be applied to the siting, design, and construc-
tion of new facilities.
T. Milestones for the Acquisition Cycle
Address the expected sequencing of major contracts and their major steps, e.g., contract acquisition plan
approval, issuance of synopsis, issuance of solicitation, evaluation of proposals, negotiations, and contact
award. List long-lead procurement items with a capital funds budget request and the acquisition strategy
for obtaining them, if applicable.
Representative terms from entire chapter:
mitigative strategies
