FAR Companion Part 11

Part 11 - Describing Agency Needs

FC11.102(a)(2)(i) FC 11.102(a)(2)(i) Modular acquisition strategies.

Break apart large, complex requirements into separately procurable components that reflect logical functional boundaries and technical interfaces, as appropriate (e.g., exceptions may apply for major systems programs). This approach expands the competitive base by enabling specialized vendors to compete for elements within their core competencies, rather than mandating that contractors show expertise across all technical disciplines of an integrated system. By procuring individual requirement components separately—including separately (including software applications, hardware subsystems, and specialized services—agencies services) agencies can reduce system integration risks while maintaining clear technical interfaces and performance specifications. This modular approach allows incremental technology insertion and component-level modernization without requiring complete system replacement. This approach optimizes lifecycle costs and enhances operational capability evolution throughout the system's service life. Also, modular requirements development supports using performance-based specifications that focus on required outcomes rather than prescriptive technical solutions. This approach enables contractors to propose innovative approaches while maintaining clear accountability for Federal Acquisition Regulation (FAR) Companion deliverable performance standards and technical interface requirements. This is a common strategy for the acquisition of information technology (see more in FAR part 39 and related FC part 39). FC11.102(a)(2)(i) FC 11.102(a)(2)(i) Rapid capabilities integration. Create pathways for quickly testing and adopting emerging capabilities through pilot programs, proof-of-concept demonstrations, and accelerated evaluation processes. Consider milestone-based line item number structures to incentive performance under contract. The government can contemplate one or more than one single-award contract, with line items aligned to different phases (e.g., proof of concept, pilot, low rate of initial production, full production). Award the first line item, and hold the other line items as options, to be exercised as performance and progress is considered under the previously awarded or exercised line item. This and similar contracting approaches allow for rapid experimentation without full-scale Federal Acquisition Regulation (FAR) Companion commitment, so agencies can explore innovative solutions while managing risk. Flexible contract structures support constant development and evaluation and build partnerships with commercial innovators willing to show capabilities in government environments. This and similar approaches also help the government stay current with technological advancement while providing valuable feedback to commercial developers about what the government needs and requires.

FC11.102(a)(2)(i) FC 11.102(a)(2)(i) Outcome-based contracting. Outcome-oriented strategies align contractor success with agency mission achievement. They encourage partnership between the government and the contractor focused on timely and quality mission delivery. ● Outcome-based contracting. Focus on what you need to achieve rather than dictate dictating how vendors should deliver results. This approach gives commercial providers the flexibility to apply their expertise, innovation, and best practices to meet your mission needs. Instead of specifying exact methodologies, technologies, or labor categories required, define clear performance standards, metrics, and desired outcomes. This encourages vendors to propose creative solutions and allows them to use their commercial capabilities more effectively. The result is often better value, reduced government oversight burden, and solutions that benefit from ongoing commercial innovation and improvement. ● Form partnerships Partnerships in the process. Focus on developing mutual trust and a shared sense of ownership of the for successful delivery between government and industry. Build relationships so that both parties can align their financial and non-financial incentives to deliver better outcomes for the public. Building these transparent relationships helps offerors trust the government acted fairly if they didn’t win the award and encourages them to compete again next time. ● Align performance metrics. Performance metrics alignment. Develop meaningful performance metrics that directly

connect to mission outcomes rather than technical specifications. Effective metrics focus on user experience, business process improvement, and mission capability enhancement rather than system characteristics alone. In contracts, Structure contracts to include incentives tied directly to these outcome-based metrics, rewarding contractors for exceeding targets and addressing performance shortfalls when they don’t. metrics aren't met. Recognize the role of the government team to support the outcomes and partner to Federal Acquisition Regulation (FAR) Companion achieve the mission. This approach keeps both government and contractor teams focused on delivering real mission value. FC11.102(c) FC 11.102(c) Collaborative requirements development. When possible and consistent with FAR 9.5, give potential contractors meaningful opportunities to engage with your requirements development process. While this may not be necessary for most simple, commercial procurements, more nuanced, government-specific, and complex requirements demand it. Providing potential contractors with an opportunity to review and provide comments on draft requirements will yield more thoughtful requirements and unearth potential ambiguities early in the drafting process. Methods for sharing draft requirements and obtaining such feedback may include issuing a Request for Information (RFI) and sharing draft requirements via SAM.GOV, or hosting requirements-focused industry days or other collaborative sessions. Federal Acquisition Regulation (FAR) Companion This engagement helps ensure that what the government asks for makes sense in the real world and aligns with how industry actually works. Use existing specifications and standards as starting points rather than rigid rules and let the collaborative process inform final requirements. Avoid getting too specific about exactly how something should be built or delivered too early in the process—instead, focus on what you need to accomplish and let industry expertise pick the best way to get there. This approach leads to better solutions, more competition, and requirements that contractors can meet effectively.

FC11.102(c) FC 11.102(c) Identify available specifications.

The National Institute of Standards and Technology can help agencies identify sources for, and content of, nongovernment standards. Department of Defense activities may get non- government standards from the Defense Standardization Program Office. Agencies may also obtain nongovernment standards from the standards developing organization responsible for preparing, publishing, or maintaining the standard, or from an authorized document reseller.

FC11.2 FC 11.2 Treatment of inherently government functions.

When preparing requirements for services contracts, it is crucial to avoid assigning inherently governmental functions (as defined in FAR 7.5) to contractors. The requirements documentation should stipulate that contractor personnel whose actions might be perceived as those of government officials are properly identified and that all documents and reports generated by contractors are suitably marked.

FC11.204 FC 11.204 Use brand name or equal purchase descriptions. While using vendor or product-neutral performance specifications requirements is preferred to encourage offerors to propose innovative solutions, using brand name or equal purchase descriptions may help under certain circumstances, such as when a certain brand product is currently being used but you are open to considering comparable products.

Brand name or equal purchase descriptions should include, in addition to the brand name, a general description of those key salient physical, functional, or performance characteristics of the brand name item that an “equal” item must meet to be acceptable for award. Federal Acquisition Regulation (FAR) Companion Under 6.103-1(d), use of brand-name descriptions, or specification of attributes peculiar to one manufacturer, prevents full and open competition and should only be used when justified and approved according to 6.104. This does not apply to “brand name or equal” descriptions as they provide for full and open competition.