113 
partment and component acquisition investments seek 
to address, that includes the expected security and 
economic benefit of the program or system and an 
analysis of how the security and economic benefit de-
rived from the 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 manage-
ment of future systems and equipment. 
‘‘(3) FUNDING GAPS.—A plan to address funding 
gaps between funding requirements for major acquisi-
tion programs and known available resources includ-
ing, to the maximum extent practicable, ways of 
leveraging best practices to identify and eliminate 
overpayment for items to prevent wasteful pur-
chasing, achieve the greatest level of efficiency and 
cost savings by rationalizing purchases, aligning 
pricing for similar items, and utilizing purchase tim-
ing and economies of scale. 
‘‘(4) IDENTIFICATION
OF
CAPABILITIES.—An 
identification of test, evaluation, modeling, and sim-
ulation capabilities that will be required to support 
the acquisition of the technologies to meet the needs of 
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the plan and ways to leverage to the greatest extent 
possible the emerging technology trends and research 
and development trends within the public and private 
sectors and an identification of ways to ensure that 
the appropriate technology is acquired and integrated 
into the Department’s operating doctrine and pro-
cured in ways that improve mission performance. 
‘‘(5) FOCUS ON FLEXIBLE SOLUTIONS.—An as-
sessment of ways the Department can improve its 
ability to test and acquire innovative solutions to 
allow needed incentives and protections for appro-
priate risk-taking in order to meet its acquisition 
needs with resiliency, agility, and responsiveness to 
assure the Nation’s 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 sav-
ings 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 
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announcements, requests for proposals, evaluation of 
proposals, protests of decisions and awards and 
through the use of best practices as defined in section 
4(b) of the DHS Headquarters Reform and Improve-
ment Act of 2015 and lessons learned by the Depart-
ment and other Federal agencies. 
‘‘(8) FOCUS
ON
IMPROVING
OUTREACH.—An 
identification and assessment of ways to increase op-
portunities 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 tech-
nologies, products, and innovation that is available to 
meet its mission needs to inform the requirements-set-
ting process and before engaging in an acquisition, 
including— 
‘‘(A) methods designed especially to engage 
small and disadvantaged businesses and a cost- 
benefit analysis of the tradeoffs that small and 
disadvantaged businesses provide, barriers to 
entry for small and disadvantaged businesses, 
and unique requirements for small and dis-
advantaged businesses; and 
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‘‘(B) within the Department Vendor Com-
munication Plan and Market Research Guide, 
instructions for interaction by program man-
agers with such entities to prevent misinterpreta-
tion of acquisition regulations and to permit 
freedom within legal and ethical boundaries for 
program managers to interact with such busi-
nesses with transparency. 
‘‘(9) COMPETITION.—A plan regarding competi-
tion as described in subsection (e). 
‘‘(10) ACQUISITION
WORKFORCE.—A plan re-
garding the Department acquisition workforce as de-
scribed in subsection (f). 
‘‘(11) FEASIBILITY
OF
WORKFORCE
DEVELOP-
MENT FUND PILOT PROGRAM.—An assessment of the 
feasibility of conducting a pilot program to establish 
an acquisition workforce development fund as de-
scribed in subsection (g). 
‘‘(e) COMPETITION PLAN.—The strategy shall also in-
clude a plan (referred to in subsection (d)(9)) that shall 
address actions to ensure competition, or the option of com-
petition, for major acquisition programs. The plan may in-
clude assessments of the following measures in appropriate 
cases if such measures are cost effective: 
‘‘(1) Competitive prototyping. 
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‘‘(2) Dual-sourcing. 
‘‘(3) Unbundling of contracts. 
‘‘(4) Funding of next-generation prototype sys-
tems or subsystems. 
‘‘(5) Use of modular, open architectures to enable 
competition for upgrades. 
‘‘(6) Acquisition of complete technical data pack-
ages. 
‘‘(7) Periodic competitions for subsystem up-
grades. 
‘‘(8) Licensing of additional suppliers, including 
small businesses. 
‘‘(9) Periodic system or program reviews to ad-
dress long-term competitive effects of program deci-
sions. 
‘‘(f) ACQUISITION WORKFORCE PLAN.— 
‘‘(1) ACQUISITION
WORKFORCE.—The strategy 
shall also include a plan (referred to in subsection 
(d)(10)) 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 those needs with qualified individuals, in-
cluding a cost-benefit analysis of contracting for ac-
quisition assistance. 
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