Week ending March 17, 2017
H.R.1249 – DHS Multiyear Acquisition Strategy Act of 2017
The bill would “…amend the Homeland Security Act of 2002 to require a multiyear acquisition strategy of the Department of Homeland Security, and for other purposes.”
‘Not later than one year after the date of the enactment of this section, the Secretary shall submit to the appropriate congressional committees and the Comptroller General of the United States a multiyear acquisition strategy to guide the overall direction of the acquisitions of the Department while allowing flexibility to deal with ever-changing threats and risks, and to help industry better understand, plan, and align resources to meet the future acquisition needs of the Department. Such strategy shall be updated and included in each Future Years Homeland Security Program required under section 874.’
The term ‘major acquisition program’ means a Department acquisition program that is estimated by the Secretary to require an eventual total expenditure of at least $300,000,000 (based on fiscal year 2017 constant dollars) over its life cycle cost.”
The strategy shall include the following:
“(1) PRIORITIZED LIST.—A systematic and integrated prioritized list developed by the Under Secretary for Management in coordination with all of the Component Acquisition Executives of Department major acquisition programs that Department and component acquisition investments seek to address, including the expected security and economic benefit of the program or system that is the subject of acquisition and an analysis of how the security and economic benefit derived from such program or system will be measured.
“(2) INVENTORY.—A plan to develop a reliable Department-wide inventory of investments and real property assets to help the Department plan, budget, schedule, and acquire upgrades of its systems and equipment; and plan for the acquisition and management of future systems and equipment.
“(3) FUNDING GAPS.—A plan to address funding gaps between funding requirements for major acquisition programs and known available resources, including, to the maximum extent practicable, ways of leveraging best practices to identify and eliminate overpayment for items to prevent wasteful purchasing; achieve the greatest level of efficiency and cost savings by rationalizing purchases; align pricing for similar items; and utilize purchase timing and economies of scale.
“(4) IDENTIFICATION OF CAPABILITIES.—An identification of test, evaluation, modeling, and simulation capabilities that will be required to support the acquisition of technologies to meet the needs of such strategy; leverage to the greatest extent possible emerging technological trends and research and development trends within the public and private sectors; and identify ways to ensure that appropriate technology is acquired and integrated into the Department’s operating doctrine to improve mission performance.
“(5) FOCUS ON FLEXIBLE SOLUTIONS.—An assessment of ways the Department can improve its ability to test and acquire innovative solutions to allow needed incentives and protections for appropriate risk-taking in order to meet its acquisition needs with resiliency, agility, and responsiveness to assure homeland security and facilitate trade.
“(6) FOCUS ON INCENTIVES TO SAVE TAXPAYER DOLLARS.—An assessment of ways the Department can develop incentives for program managers and senior Department acquisition officials to prevent cost overruns; avoid schedule delays; and achieve cost savings in major acquisition programs.
“(7) FOCUS ON ADDRESSING DELAYS AND BID PROTESTS.—An assessment of ways the Department can improve the acquisition process to minimize cost overruns in requirements development; procurement announcements; requests for proposals; evaluation of proposals; protests of decisions and awards; and the use of best practices.
“(8) FOCUS ON IMPROVING OUTREACH.—An identification and assessment of ways to increase opportunities for communication and collaboration with industry, small and disadvantaged businesses, intra-government entities, university centers of excellence, accredited certification and standards development organizations, and national laboratories to ensure that the Department understands the market for technologies, products, and innovation that is available to meet its mission needs and to inform the Department’s requirements-setting process before engaging in an acquisition, including methods designed especially to engage small and disadvantaged businesses, a cost-benefit analysis of the tradeoffs that small and disadvantaged businesses provide, information relating to barriers to entry for small and disadvantaged businesses, and information relating to unique requirements for small and disadvantaged businesses; and
“(B) within the Department Vendor Communication Plan and Market Research Guide, instructions for interaction by acquisition program managers with such entities to prevent misinterpretation of acquisition regulations; and permit, within legal and ethical boundaries, interacting with such entities with transparency.
“(9) COMPETITION.—A plan regarding competition under subsection (d).
“(10) ACQUISITION WORKFORCE.—A plan regarding the Department acquisition workforce under subsection (e).
“(d) Competition plan.—The strategy required under subsection (a) shall also include a plan to address actions to ensure competition, or the option of competition, for major acquisition programs. Such plan may include assessments of the following measures in appropriate cases if such measures are cost effective:
“(1) Competitive prototyping.
“(3) Unbundling of contracts.
“(4) Funding of next-generation prototype systems or subsystems.
“(5) Use of modular, open architectures to enable competition for upgrades.
“(6) Acquisition of complete technical data packages.
“(7) Periodic competitions for subsystem upgrades.
“(8) Licensing of additional suppliers, including small businesses.
“(9) Periodic system or program reviews to address long-term competitive effects of program decisions.
“(1) ACQUISITION WORKFORCE.—The strategy required under subsection (a) shall also include a plan to address Department acquisition workforce accountability and talent management that identifies the acquisition workforce needs of each component performing acquisition functions and develops options for filling such needs with qualified individuals, including a cost-benefit analysis of contracting for acquisition assistance.
“(2) ADDITIONAL MATTERS COVERED.—The acquisition workforce plan under this subsection shall address ways to improve the recruitment, hiring, training, and retention of Department acquisition workforce personnel, including contracting officer’s representatives, in order to retain highly qualified individuals who have experience in the acquisition life cycle, complex procurements, and management of large programs; empower program managers to have the authority to manage their programs in an accountable and transparent manner as such managers work with the acquisition workforce; prevent duplication within Department acquisition workforce training and certification requirements through leveraging already-existing training within the Federal Government, academic community, or private industry; achieve integration and consistency with Government-wide training and accreditation standards, acquisition training tools, and training facilities; designate the acquisition positions that will be necessary to support the Department acquisition requirements, including in the fields of—
“(i) program management;
“(ii) systems engineering;
“(iii) procurement, including contracting;
“(iv) test and evaluation;
“(v) life cycle logistics;
“(vi) cost estimating and program financial management; and
“(vii) additional disciplines appropriate to Department mission needs;
“(F) strengthen the performance of contracting officers’ representatives (as defined in subpart 1.602–2 and subpart 2.101 of the Federal Acquisition Regulation), including by assessing the extent to which such representatives are certified and receive training that is appropriate; assessing what training is most effective with respect to the type and complexity of assignment; and implementing actions to improve training based on such assessments; and
“(G) identify ways to increase training for relevant investigators and auditors of the Department to examine fraud in major acquisition programs, including identifying opportunities to leverage existing Government and private sector resources in coordination with the Inspector General of the Department.
(Full text of H.R. 1249 at congress.gov)
Sponsor: Rep. Fitzpatrick, Brian K. [R-PA-8] (Introduced 02/28/2017)
Status: Passed House /
VOTES and FLOOR ACTION
On Passage: On motion to suspend the rules and pass the bill, as amended Agreed to by the Yeas and Nays: (2/3 required): 409 – 0 (Roll no. 174)
Motion to recommit:
Text of the motion:
COST AND IMPACT
Cost to the taxpayers: Data not available
Pay-as-you-go requirements: Data not available
Regulatory and Other Impact: Data not available
Dynamic Scoring: Data not available
Tax Complexity: Not applicable to this bill.
Earmark Certification: Data not available
Duplication of programs: Data not available
Direct Rule-Making: Data not available
Advisory Committee Statement: Data not available
Budget Authority: Data not available
Constitutional Authority: Assumed.
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