Presented by: Ken Brennan, Deputy DirectorOUSD(AT&L), DPAP/SA

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Services Acquisition Training

Learning Objectives

• This session will provide a discussion focusing on significant issues regarding the acquisition of contracted services

• This presentation will help provide an understanding of the latest regulatory and policy developments in DoD contracting for services

• This session will provide a deeper understanding of training capabilities regarding improving services acquisition

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FY16 Spend - DoD as Contracting DeptServices = 50.3% of Obligations

S&E ($147.0B)Services ($148.7B)

Note: these numbers have not yet been certifiedData from Business Intelligence Tool; all services obligations where DoD is contracting department, 19 Oct 16

Knowledge Based Svcs

($33.7B)23%

Facility Related Svcs ($24.0B)

16%

Research & Development

($23.2B)15%

Equip Related Svcs ($17.7B)

12%

Electronic & Comm Svcs

($16.1B)11%

Medical Svcs ($13.3B)

9%

Construction Svcs ($10.2B)

7%

Transportation Svcs ($5.7B)

4%

Logistics Mgmt Svcs ($4.8B)

3%

Acft, Ships/Subs,

Land Vehicles ($56.5B)

39%

Electronic & Comm Equip

($31.2B)21%

Sustainment S&E ($22.1B)

15%

Weapons & Ammo

($20.4B)14%

Facilities S&E ($10.4B)

7%

Clothing, Textiles &

Subsistence S&E ($6.5B)

4%

Miscellaneous S&E ($.05B)

0%

50.3% 49.7%

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Historical Services Spend by MILDEP

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$-

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

$220

FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16

Billi

ons

DOD Total

Army

Navy

AF

4th Estate

Note: FY16 numbers have not yet been certifiedData from Business Intelligence Tool; all services obligations where DoD is contracting department, 19 Oct 16

The DoD’s Service Acquisition Process

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SEVEN STEPS TO THE SERVICE ACQUISITION PROCESS

Form the

Team

STEP ONE

Review Current Strategy

STEP TWO

Perform Market

Research

STEP THREE

Define Requirements

STEP FOUR

Develop Acquisition

Strategy

STEP FIVE

Execute Strategy

STEP SIX

Manage Performance

STEP SEVEN

• In order to promote standardization, polices and procedures outlined in DoDI5000.74 are based on the 7 steps in the DoD services acquisition process, with associated deliverables

• However, the DoDI provides flexibility to MILDEPs and Defense Agencies to develop specific procedures based on organizational resources and structure

Administration Transition –Services Acquisition (SA)

• SA develops, implements, governs and executes the acquisition oversight framework for SA, and champions Category Management (CM) policy and initiatives for DoD.

• Current (2017) Focus

Improving oversight capabilities Improving / Updating portfolio management Developing SA training Developing forecasting capabilities Revising DoD Instruction 5000.74 Executing SA oversight (peer reviews, requirements validations, etc.) Developing / Implementing Federal CM while protecting DoD equities

Training Background

• House Armed Services Committee Report (HASC),NDAA FY17

– Section 803, Modernization of Services Acquisition, (b)Guidance Regarding Training and Development of theAcquisition Workforce

– “(1) IN GENERAL. – Not later than 180 days after the dateof the enactment of this Act, the Secretary of Defenseshall issue guidance addressing the training anddevelopment of the Department of Defense workforce engaged in the procurement of services, including those personnel not designated as members of the acquisitionworkforce.”

• General Accountability Office (GAO) Report– September 2011, GAO-11-892

“Better Identification, Development, and Oversight Needed for Personnel Involved in Acquiring Services”

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Training - The Services Acquisition Functional Integrated Process Team (SA FIPT)

• Chartered to develop training solutions that address the needs of thoseresponsible for managing service acquisitions, including those who are not members of the Defense Acquisition Workforce.

• Assesses, develops (as necessary) and provides training products and practical tools to support service acquisitions lifecycles

• Given the nature of the workforce involved in services acquisitions, special focus is given to methodologies that result in immediate, near-term improvement of the targeted workforce, which is comprised of both Acquisition Workforce (AWF) and non-Acquisition Workforce (non-AWF) personnel.

• Services Acquisition is a Functional Area, not a Career Field.

SA FIPT meeting chaired by DPAP/SA with representation from Military Departments and Other Defense Agency Senior Services Managers and Defense Acquisition Career Managers, and Defense Acquisition University (DAU) Staff

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Roles & Responsibilities

• Senior Services Managers, who are responsible withinthe Military Department or Other Defense Agency forthe planning, strategic sourcing, execution, andmanagement of acquisitions of services within theirComponent

• Services Acquisition Managers/Functional Services Managers (FSMs), who manage risk and structure a tailored, responsive, and efficient services acquisition program, ensuring effective delivery of services and achievement of cost goals

TRAININGTARGET

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Non-Acquisition Workforce (Non-AWF)

• Identification and training of the non-Acquisition Workforce involved inServices Acquisitions is a primary focus of the Services Acquisition FIPT

o Definition: Members of the non-Acquisition Workforce who work on Services Acquisition are those personnel who fall outside the Defense Acquisition Workforce Improvement Act (DAWIA) and who do not occupy an acquisition workforce personnel billet.

o Roles: Includes Commanders, Senior Requiring Officials, Price Analysts, Financial-Budget Officers, Legal Advisors, Source Selection Board Members,Contracting Officer Representatives/Technical Monitors, and Auditors

o Estimated Population: Estimated at 33,000 members at any one timeo Time Spent on Acquisition: On average spend less than 50% of their time on

contract services financial, schedule, and performance responsibilities

o In a GAO report, “Defense Acquisition Workforce: Better Identification, Development, and Oversight Needed for Personnel Involved in Acquiring Services,” September 2011, the non-Acquisition Workforce were found to represent more than half of personnel involved in the services acquisitions.

o According to Defense Acquisition University (DAU) data, 53 percent of DoD non-Acquisition Workforce attendees could not initially define their role in the acquisition process.

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Functional Services Managers

• Definition: In the absence of a DAWIA-certified manager (e.g. Program Management,Life Cycle Logistics, Information Technology),Functional Services Managers (FSMs) withdomain expertise for a given service requirement (e.g., transportation unit commander, installation commander, medical treatment facility commander) will exerciseprogram management responsibilities.

• With input from DAU and militarydepartments, the SA FIPT identifies training and experience recommended for FunctionalServices Managers

Analysis

Process

Business

Quality

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Workforce Management

• OUSD(AT&L) Memoo Signed 15 April 2016

• Focus: Identify and Track Non-Acquisition Workforce Functional Services Managers for Contracts $10 Million and Above.o DAU and Air Force to pilot initial

implementation of creating the SAfunctional area

o Ensure access to necessary trainingo Develop position category description,

identify personnel, identify training needs, position coding (DCPDS)

o Integrated master schedule for conduct of pilot to be provided by the end of FY 2017

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Strategy: Leveraging CurrentlyAvailable Training with DAU

New DAU ACQ165 Online Course, Defense Acquisition of Services

• Primary Reference: Department of Defense Instruction 5000.74, Defense Acquisition ofServices, January 5, 2016

• Development completed and available online on 13 July 2016

FY15: 51 SAWS

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DoD Recommendation forServices Acquisition Functional Area (Pending*)

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Experience: LessThan 1 Year

Experience: 1 Year Experience: 2 Years Experience: 4 Years

Experience with financial, schedule, or performance responsibilities

Functional Service Managers

FSM Level I(Recommended: S-CAT IV & V)

CLC 106COR with a Mission Focus

8 hrs, online

ACQ 165Defense Acquisition of

Services

8 hrs, online

CLB 008*Program Execution

3 hrs, online

CLM 00XIGCE for Services

Acquisition

Est. 3 hrs, online (FY 2018)

FSM Level II(Recommended: S-CAT II & III)

ACQ 265Mission-Focused Services

Acquisition

23 hrs, classroom

CON 121Contract Planning

12 hrs, online

ACQ 255Services Acquisition Management Tools

Est. 24 hrs, online (FY 2018)

FSM Level III(Recommended: S-CAT I)

CON 124Contract Execution

13 hrs, online

CON 127Contract Management

10 hrs, online

ACQ 30X*Services Acquisition Management Office

Est. 24 hrs,classroom(FY 2019)

All Multi-Functional Team Members

CLC 011Contracting for the

Rest of Us

2 hrs, online

CLC 013Services Acquisition

3 hrs, online

CLC 004Market Research

4 hrs, online

CLC 108Strategic Sourcing Overview

4.5 hrs, online

CLM 003Overview of Acquisition

Ethics

2 hrs, online

Description Contacts• New DL course based on PMT 251• PM course for services acquisition• Funding: Fully funded in FY16

Schedule/Milestones• Kick-off Meeting: July 2016• Course Analysis: Nov 2016• Course Design Document: Dec 2016• Final Storyboards: Aug 2017• DAU Student Pilot: Oct 2017• DAU Deployment: Dec 2017

Sponsor: OSD/DPAP/SA DAU LD: Adam Stroup DAU CM: TBDDAU Prod Mgr: Julie BaileyDAU ISD: Nantana Wongtanasirikul

Comments• New requirement for Level II Functional

Service Managers (FSMs) / Services Acquisition Managers

• Possible Program Management Core Plus course, Type of Assignment: Services

• Reuse of PMT 251 with scenarios and content reflecting acquisition of services

ACQ 255, Services AcquisitionManagement Tools (In Development)

Other Coursesunder Discussion and Development (Pending*)

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• CLM 00X, IGCE for Services Acquisition– Training content under development– Specific training for at a basic level– Targeted for the Non-Acquisition Workforce– Expected to be available by the third quarter of FY 2018

• ACQ 30X, Services Acquisition Management Office*– Capstone Course– Concept is in the very early planning stages– Trains Level II FSMs to be effective leaders in a SA management office by

honing in analysis and evaluative skills– Use of scenario-based, practical exercises– Expected to be available in late FY 2019

Services Acquisition Training Seminars, FY 2017

Office of Secretary of Defense• DPAP Services Acquisition Training Seminars, 20-23 March,

12-15 June, and 21-24 August 2017, 3.5 Day Event; 100+attendees per seminaro Presentations by Senior Services Managers, Functional Domain

Experts, Government Accountability Office Auditorso Case Study Analysis; Discussions of Best Practices

o Target audience: KOs and ROs (50/50 split)o Highly interactive; mix of lecture, panels, and case studieso DAWDF-funded

Military Departments• Air Force Services Acquisition Workshop, 3-Day Event, April 2017

Defense Acquisition University (DAU)• DAU Acquisition Training Symposium, 1 Day Event, April 2017

o Presentations /Panel on Better Buying Power 3.0 Initiatives

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ACQ 40XSenior SA Management Course, FY 2018

• Replaces DoD Services Acquisition Training Seminars

• Hosted at DAU Regional Centers

• Smaller groups – Diverse career fields (Level III)

• Flexible format based on SA Hot Topics

• Provides a senior level of understanding of ServicesAcquisition, and an environment for candid and frankdiscussion of key processes, and current issues and initiatives, best practices and lessons learned, that is appropriate for senior decision makers.

• Distinguished presenters provide the participants a forum to discuss motivations, constraints, and the many variedperspectives of government and defense industryexecutives, the Congress, and the Government Accountability Office.

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Making Program Management forContract Services “Commander’s Business”*

• Department of Defense Instruction 5000.74 Communications Plano Presentations and discussions with military

department and other Defense agency senior leadership

o Encourage Military Departments to introduce thesubject of Services Acquisition into Professional Military Education and post-graduate schools

• National Defense University (NDU), Eisenhower School for National Security & Resource Strategy o DPAP/SA has provided Services Acquisition briefings

and materials and will update as needed.

* Better Buying Power (BBP) 3.0 Implementation Guidance (April 9, 2015): “As noted in BBP 2.0, the preponderance of the Department’s contracted services support missions that are executed outside the normal acquisition chain. Installation commanders, for example, are ultimately accountable for the success or failure of the mission requirements under their purview, including the contributions of service contractors to those missions.”

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Training, Tools and Assistance

• Launched and revamped DPAP/SApublic website

• Consolidatestraining videos, sample documents, and templates

http://www.acq.osd.mil/dpap/sa/training_safipt.html

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Services Acquisition Training Portal (SATP)

• On 17 June 2016, DPAP/SA and Army SSM Office met with ATRRS Program Manager and Contractor

• Based on SATP requirements, Program Managerrecommended hosting SATP on FAITAS

• Creates a knowledge sharing environment for SACommunity

• Functional Domain Experts (FDEs)/ComponentLevel Leads (CLLs), Portfolio Managers, MILDEPs and 4th Estate Agencies to be able to host their own specific, online courses

• Advantages– Fully leverages ATRRS System and Channels– Secure, CAC-enabled– Allows all military and DoD civilian personnel to easily

search for available course and then self-enroll– Enrollment is quick and easy– Does not require approval of a career manager or

supervisor– Creates an ATRRS training record & dashboards– Database and roll-up reports from student profiles

SATP Services Acquisition Training Portal

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Conclusion

• Training is one of the pillarsof improving the Services Acquisition tradecraft– Attention of Congress (HASC

Report, Section 803, NDAAFY17)

– Attention of GAO (multiple reports over the last tenyears)

• SA FIPT working on SATraining Guidelines

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QUESTIONS?

http://www.acq.osd.mil/dpap/sa/

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