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: DoD Prototyping Handbook, Oct 2022

The type of evaluation conducted and the level of realism pursued will determine the effort and cost associated with the evaluation. The more realistic the environment simulating the capability gap for which a prototype is being evaluated, the greater the effort and higher the cost of organizing and hosting the evaluation. In some cases, organizations will offer evaluation events to a large number of technology projects seeking to be transitioned to operational use by the warfighter in order to maximize the efficiency of the event as well as to ensure that the evaluation addresses as many of the doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF) domains of the warfighter’s capability gap as possible.

Reference Source: DoDI 5000.73, Paragraph 3.1.b.(1)

 

CAPE will conduct an estimate of life-cycle costs for programs likely to exceed acquisition category (ACAT) I threshold pursued using the MTA rapid prototyping pathway. CAPE may, in its discretion, delegate the authority for the conduct of the cost estimate to the Service Cost Agency (SCA). Estimates for rapid prototyping programs that do not exceed the ACAT I threshold must be conducted in accordance with guidance issued by the relevant SCA.

Preparation of Estimates of Life-Cycle Costs for MTA Programs

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

Summary of DoD Rapid Prototyping Fund

For full text, see part d of NDAA for FY16, Section 804

Reference Source: DoD Prototyping Handbook, Oct 2022

OUSD(A&S) Small Business Innovation Research (SBIR) Program

By funding small business innovation, the SBIR program encourages small businesses to engage in DoD’s R&D efforts. The SBIR budget represents over $1 billion in research funds annually. The SBIR program is managed by OUSD(A&S)’s Office of Small Business Programs.

OUSD(R&E) Rapid Innovation Fund (RIF)

The purpose of the RIF program is to fund small business innovative technologies that address operational challenges and transition them into defense acquisition programs. The RIF program seeks input from DoD offices to establish the requirements that are included in their annual solicitation. These programs are targeted to cost less than $3 million and complete within 24 months. RIF is administered by OUSD(R&E) and the DoD Office of Small Business Programs.

OUSD(R&E)/Developmental Test, Evaluation & Prototyping (DTEP) Funding Elements

OUSD(R&E)/DTEP has authority over five funding elements focused on identifying, developing, and rapidly delivering prototype capabilities to meet DoD needs. DTEP established a single call for proposals to ease the burden on Service and CCMD staffs seeking solutions to existing and emerging military capability gaps. DTEP manages its prototyping portfolio through a Joint Mission Forum and the Prototyping Senior Steering Group (PSSG) and leverages existing JS processes via the Joint Force Integration Cell (JFIC) to inform stakeholders on DoD-wide prototyping activities within specific mission domains. The PSSG provides recommendations and includes participation from the JS, CCMDs, Services, Agencies, and OUSD(R&E) Assistant Directors for the DoD modernization areas. The programs that follow are managed within OUSD(R&E)’s Prototypes and Experiments office.

• OUSD(R&E)/DTEP Emerging Capabilities Technology Development (ECTD)

The ECTD program pursues risk-reducing technology prototypes and demonstrations of cuttingedge land, sea, air, and space systems for the Joint warfighter across four lines of efforts: concept development, Joint experimentation, Joint prototyping, and red-teaming. These projects can start any time during the year and are targeted to cost less than $6 million and complete within 36 months. Additionally, the ECTD program funds venues where new technologies and concepts can be evaluated.

• OUSD(R&E)/DTEP Joint Capability Technology Demonstration (JCTD)

JCTD funds innovative prototyping projects that provide the Joint Force with a decisive technical advantage. The goal of the program is to rapidly develop, assess operational utility of, and transition needed capability to the Joint warfighter. These projects are targeted to cost less than $100 million and to complete within 48 months.

• OUSD(R&E)/DTEP Quick Reaction Special Projects (QRSP)

The QRSP program funds projects that mature emerging technologies to address immediate conventional and irregular warfare needs of the Joint warfighter. These projects can start any time during the year and are targeted to cost less than $2 million and complete within 18 months.

• OUSD(R&E)/DTEP Rapid Prototyping Fund (RPF)

The RPF seeks endorsed proposals from DoD Component headquarters for prototyping projects that deliver innovative capability in support of USD(R&E)’s “DoD Road-to-Dominance” modernization priorities. RPF funds projects of significant scope and complexity in the $20M range that are targeted to complete within 5 years. Proposals must demonstrate new capabilities that meet emerging military needs, be demonstrated in an operational environment, and provide a warfighter with residual operational capability.

• OUSD(R&E)/DTEP Rapid Prototyping Program (RPP)

RPP funds projects that rapidly develop, demonstrate, and deliver fieldable prototypes to meet existing and emergent Joint warfighter needs; drive down technical and integration risk; and generate Joint warfighter feedback that results in affordable and realistic requirements. These projects are targeted to complete within 12 months.

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 Prototyping: For RDTE to support Rapid Prototyping efforts, USSOCOM currently resources an Engineering Analysis line for advanced concept development and prototype development in the “SOF Advanced Technology Development” Rl. This funding is specifically intended to mature technology in preparation for fielding. All program 6.7 Rl line descriptions should address rapid prototyping explicitly in support of the program acquisition strategy. If resources for a rapid prototyping effort are not available within the SOST Rl or the appropriate commodity-based Rl, then a reprogramming action will be required. An ATR will likely not be responsive enough to meet the schedule constraints of an MTA. For BTR actions, we will use the SPP to ensure full transparency and approval of any fund ing reprogrammings in support of an MTA.

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.