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ARMY AL&T


A Collaborative Strategy The acquisition professional has myriad resources to reduce the use of T&M contracts. Acquisition professionals, contracting personnel, and program managers should work closely to reach an understanding of the true mission requirement and change the contract type from T&M when appropriate.


Share your experiences with your program personnel and customers. Educate them on the market research, PWS develop- ment processes, and reviews of existing and previous contracts and experiences. Use this knowledge and experience to create lessons learned for future best practices.


Kathie Potter is the former Chief of Policy for the U.S. Army Contracting Command-Aberdeen Proving Ground, MD (Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance) and is currently deployed to Iraq. She holds a B.L.A. in landscape architecture and environmental planning from Utah State University and an M.P.A. from the University of La Verne. Potter is Level III certified in contracting and is a U.S. Army Acquisition Corps member.


prefabricated/pre-engineered/modular construction industry. Input from these forums, combined with Web-based market research, helped USACE gain a productive working understand- ing of industry’s capabilities, experience, and interest. It also provided information on current construction techniques to help build 41 different facility types as varied as chapels, child care facilities, and command and barracks complexes, while ensuring better, faster, and cheaper execution. The U.S. Army Engineering and Support Center, Huntsville, AL, maintains the standards for these facility types.


Phases and Award In Phase 1 of the best-value source selection process, USACE experts perform a capability analysis and assessment of perfor- mance risk. To accomplish this, offerors are evaluated in three areas: corporate relevant experience, past performance and orga- nization, and technical narrative.


Preparing a proposal for this phase is fairly simple and straight- forward. Once an offeror becomes familiar with the process, it can tailor the response to each new requirement.


Two-Phase Design/Build Selection Process Speeds Contract Review


Virginia E. Mitchell


In 2004, the U.S. Army Corps of Engineers (USACE) received one of its greatest contracting challenges. As the Army’s agent for military construction (MILCON), USACE needed to execute an unprecedented surge in construction requirements to meet the imminent demands of Army Transformation, the Global Posture Initiative, and Base Realignment and Closure.


Clearly, USACE could not achieve this mission using a business-as-usual approach to awarding contracts. The days of applying design, bid, build procedures to single facilities at installations had ended. The Army needed to transform its methods for executing MILCON, and it did so by tran- sitioning to centrally managed designs under the Centers of Standardization (CoS) and by taking a new look at the way it solicited construction requirements. USACE also reached out to industry for input on how to best accomplish its goals on a local and regional basis and under a national acquisition strategy.


Industry Collaboration In 2005, USACE conducted one nationwide and four regional industry and technical forums at key locations across the country, as well as one specialized forum with the permanent


78 APRIL –JUNE 2011


The two-phase selection process also can save industry money and time upfront. If eliminated in Phase 1, offerors can save an estimated $50,000-$100,000 and an average of 60 work- ing days by not preparing the Phase 2 proposal. Offerors not


Construction workers erect wall panels for a new physical fitness center at Fort Stewart, GA, Nov. 29, 2010. USACE is building a new campus for the 4th Infantry Brigade Combat Team at the installation. (Photo courtesy of USACE.)


The government often receives many Phase 1 proposals. Proposals in numbers of 20 or more are received for stand-alone “C” type contracts, while as many as 40-60 proposals are typically submitted for single-award task order contracts (SATOCs) and multiple-award task order contracts (MATOCs). This stream- lined initial evaluation allows for a much quicker decision as to which proposals will make the cut for the Phase 2 evaluation.


C O N T R A C T I N G C OMMU N I T Y H I G H L I G H T S


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