Middle Tier of Acquisition (MTA)

Each page in this pathway presents a wealth of curated knowledge from acquisition policies, guides, templates, training, reports, websites, case studies, and other resources. It also provides a framework for functional experts and practitioners across DoD to contribute to the collective knowledge base. This site aggregates official DoD policies, guides, references, and more.

DoD and Service policy is indicated by a BLUE vertical line.

Directly quoted material is preceeded with a link to the Reference Source.

Reference Source: DoDI 5000.73, Paragraph 3.1.b.(2)

 

CAPE will conduct an estimate of life-cycle costs for programs likely to exceed ACAT I or II thresholds pursued using the MTA rapid fielding pathway. CAPE may, in its discretion, delegate the authority for the conduct of the cost estimate to the Service Cost Agency (SCA). DoD Components must conduct life-cycle cost estimates for rapid fielding programs that do not exceed the ACAT II threshold in accordance with guidance issued by the relevant SCA.

Table 1 of DoDI 5000.73 "Cost Analysis Guidance and Procedures" lists the Cost Data Reporting Requirements and when they are required.

Reference Source: Air Force Guidance Memorandum for Rapid Acquisition Activities, 27 June 2019

 

4. Funding.

 

4.1. Funding for rapid acquisition activities must be reasonably anticipated by the expected date of commitment to enable efficient personnel and contracting actions. Projected initiation date and criteria will be documented in the Acquisition Strategy Document (ASD).

 

4.1.1. Rapid prototyping and fielding efforts funded using the DoD Rapid Prototyping Fund may be subject to additional DoD guidance.

 

4.2. Funding for rapid acquisition activities will be managed using the normal Planning, Programming, and Budgeting Execution process managed by the Air Force and Department of Defense. Each program manager (PM) should keep the Office of the Assistant Secretary of the Air Force for Financial Management (SAF/FM) informed of additional schedule acceleration that is achievable should additional funding be provided. SAF/FM will handle these opportunities using the UFR process.

Reference Source: AFPD 65-5, 28 Dec 2018

 

Non-Advocate Cost Assessment (NACA) is an analysis of program cost / price, as well as schedule and technical risk, prepared by an organization not directly responsible for the development, acquisition, or support of the program. NACAs are designed to support the AFCS and acquisition milestone decision process, and can range from a simple sufficiency review of an existing estimate to a complete ICE. The NACA should include a cost risk/uncertainty analysis (when possible) and complete documentation.

Reference Source: USSOCOM Middle Tier Acquisition Authorities and Guidance, 1 Aug 2018

Approved Resources: In order to meet the schedule constraints of an MTA strategy, by definition, the funding resources for an MTA may not have been explicitly resourced via the POM/Budget/Spend plan process. For the current authority, there is no set-aside rapid prototyping or rapid fielding funding. The Acquisition Team must have command-approved resources to execute the MTA strategy. The VCDR will approve any required funding realignments or reprogrammings via the SPP process. Whenever possible, anticipated MTA’s should be included in budget exhibits and budget briefings to Congress to ensure confidence that we are executing appropriated funds within Congressional intent. If an MTA is initiated after Budget Exhibit submission, the MDA will coordinate with SOLA to inform the PSM’s from the four Defense Committees.

• Rapid Fielding: For PROC and O&M to support Rapid Fielding, all Pl lines descriptions should address rapid fielding. Again, if resources are not available within the appropriate Pl, the Acquisition Team will pursue an $PP-approved BTR.

Financial Management: The greatest challenge for the BFM, in support of the PM, will be to identify appropriate funds for the initiation of an MTA which may be required in the execution or budget years. The BFM must also ensure stability of funds in the subsequent POM build to ensure fie lding is achieved on schedule.