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Apogee Consulting Inc

DoD IG Criticizes DCMA Over Business System Oversight Failures

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Opinions_VaryI recently finished a fairly lengthy paper to be presented at the upcoming ABA Section of Public Contract Law meeting in Charleston, SC. The meeting’s theme is “Building Bridges to Succeed in Federal Contracting and Grants”—which to me implies that the pathway to successful Federal contracting is paved with strong relationships rather than arms-length bargaining and strict compliance to contract terms. I’m not sure I buy that but, you know, they asked me to join one of the panels and I like Charleston (or should I say pre-deluge Charleston?), and so I agreed. The name of my panel is “A Bridge Too Far: The Ever-Increasing Compliance Challenges for Government Contractors”—which is a topic I have opinions about.

And then they told me I could submit either PowerPoint slides or an article for publication.

The article had to be at least ten typewritten, double-spaced, pages in length. So of course I turned in a 20-pager, because (as I said) I have opinions about the topic.

Writing the paper was not enormously difficult. I’ve been writing about compliance for a long time now, as evidenced by this blog. I chose to focus on the relatively recent compliance phenomenon commonly known as “contractor business systems” or “business systems administration” or “business systems oversight regime” because, you know, I have opinions about that particular relatively recent compliance challenge. Opinions that I have expressed in this blog.

So my basic approach was to build on opinions previously expressed and then punch it up (in terms of history and support for those opinions) … and then tone it down (because there will be Government folks – lawyers! – in the audience).

The executive summary of my paper, prior to punch-up and tone-down, may be found here.

My paper was informed by recent DoD OIG audits of DCMA, in which reviewers found that DCMA was not meeting business system administration deadlines established in DFARS contract terms and in DFARS PGI (“Procedures, Guidance, and Information”). The first DoD OIG review was discussed in this blog article. The article contained opinions about the DoD OIG report. Chief among those opinions was the notion that the DAR Council set up the contracting parties (and DCAA) to fail when it issued the final business systems oversight rules in 2012, because requirements were established on Government agencies that didn’t have the resources to meet them. And it wasn’t as if the DAR Council didn’t know or understand what it was doing: it simply didn’t care.

Thus, my primary opinion is that the DFARS contractor business systems administration/oversight regime cannot work as intended. DCAA cannot devote audit resources from efforts to catch-up on “incurred cost” audits in order to perform business system reviews (and the required follow-up reviews to verify the efficacy of contractors’ corrective actions). DCMA cannot meet PGI-imposed deadlines for initial determinations and final determinations and the multiple layers of management review (including the DCMA HQ CBS Review Boards). The “first line of defense” is a fragile illusion, because it is simply unworkable in practice.

Given all that, should anybody be surprised that the DoD OIG issued yet another report finding that DCMA Contracting Officers were failing to meet process milestone deadlines when administering contractor business system deficiency reports received from DCAA?

To be honest, there is very little new in the DoD OIG report; there is very little that expands on the recent DoD OIG findings with respect to contractors’ estimating systems. The difference in this report is that is covers all business systems. Here’s a summary:

  • DCAA issued 164 business system deficiency reports between July 2012 and June 2013. OIG selected 21 of those reports for review. The OIG found a 100% failure rate. That is to say, in each of the 21 DCAA reports reviewed, the DCMA Contracting Officers failed to comply with one or more applicable DFARS requirements.

  • Of the 21 reports, the initial determination was issued late in 17; the Contracting Officer failed to obtain a timely contractor response in 13; the Contracting Officer failed to make a timely evaluation of the contractor’s response in 16; the Contracting Officer failed to issue a timely final determination in 17; and the Contracting Officer failed to disapprove systems and make payment withholds in 8 instances.

And so it goes, right? Basically we have a series of bureaucratic processes with self-inflicted deadlines that are pretty much impossible to meet. But that doesn’t stop the intrepid OIG auditors from pointing out the missed deadlines. And it doesn’t stop the Director, DCMA, from promising to do better next time. Everybody promises to work harder and to do better … but nobody actually, you know, points out that the system is unworkable and what few resources there are should not be devoted to working harder to make an unworkable system work better.

Because that is the elephant in the room: the contractor business system administration and oversight regime is unworkable as currently designed and implemented. And even if it could work, it is arguable as to whether any value is being added, or whether any taxpayer dollars are being saved from waste, fraud, and/or abuse by virtue of the fact that contractors have approved business systems.

The one interesting point from the latest DoD OIG finger-pointing exercise is a recommendation to the Director, DCMA, that DCMA Business Instructions should be revised to require “contracting officers [to] request a Board of Review when they reject an auditor’s opinion based on the significance of a business system deficiency.” Fortunately for us all, the Director, DCMA, considered that recommendation and “concluded that the determination of significance is within the contracting officer’s authority and responsibility.” Hence, the OIG recommendation was not adopted.

At the end of the day, opinions vary. My opinions regarding the history and current processes of contractor oversight gave me a 20-page paper that is going to be presented and discussed before a room full of lawyers—both from the Government and from Big Law. The conclusion of that paper calls for a ABA-led task force (which I believe should include Government attorneys and Contracting Officers) to reform the current contractor administration/oversight regime, and to develop the next generation solution. We shall see how it goes from there.

 

Corruption – Government versus Contractor!

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As has become our policy, we don’t really report on corruption much anymore. The fact of the matter is that corruption – including bribes, kick-backs, and other wrongdoing – has become the new normal. Or perhaps it was always thus, and we never noticed. In any case, the spate of headlines announcing the latest in corruption is just depressing. Plus, it’s boring.

But the headlines are clear: there is corruption on the buying side of the table, just as there is on the selling side. You can find wrongdoing by government employees just about as frequently as you can find wrongdoing by contractors.

So we thought we would do a table to illustrate what we’ve been saying for years: corruption is found everywhere and, if we say we want ethical behavior, we have to be vigilant in looking for corruption.

Corruption: Government vs. Contractor

Date

Government

Contractor

Link

9/22/15

A former specialist with the U.S. Army stationed at Forward Operating Base Gardez, Afghanistan, was sentenced to 30 months in prison for accepting a $20,000 bribe in exchange for allowing thousands of gallons of fuel to be taken from the base.

 

http://www.justice.gov/opa/pr/former-us-army-specialist-sentenced-30-months-prison-taking-bribes-while-deployed-afghanist-0

9/18/25

DoD Employee Sentenced to over Three Years in Prison -- Caused the Army Research Laboratories to Fund a Research Project, and Then Persuaded the Defense Contractor to Subcontract with a Company He Secretly Controlled

 

http://www.justice.gov/usao-md/pr/department-defense-employee-sentenced-over-three-years-prison-fraudulently-obtaining-over

9/18/25

A former Navy noncommissioned officer pleaded guilty today to accepting approximately $25,000 in cash bribes from vendors while he served in Afghanistan.

 

http://www.justice.gov/opa/pr/former-navy-noncommissioned-officer-pleads-guilty-accepting-bribes-while-serving-afghanistan

9/15/15

A former contracting official with the Georgia National Guard, and the owners of two vendor companies have been sentenced to federal prison for a corruption scheme wherein Elliott awarded contracts to the vendors in exchange for illegal kickbacks.

A former contracting official with the Georgia National Guard, and the owners of two vendor companies have been sentenced to federal prison for a corruption scheme wherein Elliott awarded contracts to the vendors in exchange for illegal kickbacks

http://www.justice.gov/usao-ndga/pr/former-georgia-national-guard-employee-and-two-vendors-sentenced-corruption-scheme

9/15/15

 

A man was sentenced to one year in prison and ordered to repay $6.7 million for making false representations about the company’s office location so it could obtain a HUBZone certification and qualify for federal contracts.

http://www.justice.gov/usao-ndoh/pr/canton-man-sentenced-prison-ordered-repay-67-million-fraud-getting-federal-contracts

9/11/15

 

Scientists Sentenced To Prison For Defrauding The Small Business Innovation Research Program

http://www.justice.gov/usao-mdfl/pr/scientists-sentenced-prison-defrauding-small-business-innovation-research-program

9/11/15

 

PAE Government Services and RM Asia (HK) Limited to Pay $1.45 Million to Settle Claims in Alleged Bid-Rigging Scheme

http://www.justice.gov/usao-edva/pr/pae-government-services-and-rm-asia-hk-limited-pay-145-million-settle-claims-alleged

9/10/15

Two Contractors and One Former Civilian Employee Sentenced in Bribery Scheme at Georgia Military Base: The Defendants Received 22 Years, 10 Years and Five Years in Prison Respectively

Two Contractors and One Former Civilian Employee Sentenced in Bribery Scheme at Georgia Military Base: The Defendants Received 22 Years, 10 Years and Five Years in Prison Respectively

http://www.justice.gov/opa/pr/two-contractors-and-one-former-civilian-employee-sentenced-bribery-scheme-georgia-military

9/04/15

 

Government Subcontractors Convicted For Bribery

http://www.justice.gov/usao-ak/pr/government-subcontractors-convicted-bribery

9/10/15

 

Tutoring Services Corporation And 31 Individuals Indicted And Arrested For Defrauding The Department Of Education

http://www.justice.gov/usao-pr/pr/tutoring-services-corporation-and-31-individuals-indicted-and-arrested-defrauding

9/04/15

 

Two Individuals Agree to Pay $435,000 to Settle False Claims Act Suit Alleging Evaded Customs Duties

http://www.justice.gov/opa/pr/two-individuals-agree-pay-435000-settle-false-claims-act-suit-alleging-evaded-customs-duties

Seems pretty balanced to us. And note, dear readers, that the table above reports DoJ enforcement activities only for a period of about three weeks.

We think we’ve made our point.

 

Sanders Speaking in Dallas

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Nick Sanders, Principal Consultant at Apogee Consulting, Inc. (and author of one or two blog articles) has been invited to speak at the upcoming Executive Seminar for Government Contractors Sponsored by accounting firm BDO and the Public Contracting Institute, the Seminar will discuss a wide range of current compliance topics including:

  • current DCAA and DCMA guidance
  • innovation in compliance processes
  • CAS updates
  • business system risks and internal controls

The Seminar will be held Thursday, October 29th at the Hilton DFW Lakes hotel, located near DFW airport in Grapevine, Texas. The CPE-qualified Seminar will start at 8:30 AM and end at 4:30 PM – though we expect a networking hour to immediately follow.

The cost for attending is $195.00, which is amazingly cheap. Nobody is making a big profit here, let us assure you!

Want to register? Go here.

We very much hope to see you there!

 

About that DCAA Audit Guidance

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Totally a coincidence. Totally.

But just a few days after we posted a couple of articles about the lack of DCAA audit guidance being posted on the DCAA website … one appeared!

DCAA Memo for Regional Directors (MRD) 15-PPD-005(R), dated 8/27/2015 has been posted. It announces what we already told our readers: there is a new Incurred Cost Adequacy Checklist. In the words of the MRD –

The revised IC Proposal Adequacy Checklist ensures that adequacy considerations are based on the Allowable Cost and Payment Clause requirements for Final Indirect Cost Rates (FAR 52.216-7(d)(iii)). The checklist steps were clarified to ensure that the effort expended is based on determining whether the proposal is auditable and whether the audit team should accept the audit engagement rather than expending effort on performing work generally done during the IC audit. In addition, the revised IC Proposal Adequacy Checklist now contains an overall determination at the end of the checklist where auditors will document whether the IC proposal is adequate or inadequate and provide supporting rationale.

That’s actually pretty good news. We have complained both publicly and privately about the “blurred lines” between the adequacy assessment and the actual audit steps associated with determining whether or not claimed contractor costs are allowable, allocable, and reasonable. Anything that clarifies the distinction is welcome, as far as we are concerned.

Another piece of good news in the MRD is the reinforcement (to auditors) that an Incurred Cost Submission (which really should be called a proposal to establish final billing rates, but whatever) can be determined to be adequate for audit even if it has some inadequacies within it. The MRD states –

In some cases, the audit team may determine that there are multiple inadequacies, but still determine that the IC proposal is adequate (acceptable to audit), while in other cases a single significant inadequacy alone could render the proposal inadequate (unacceptable to audit). Audit teams should use their professional judgment in determining the significance of any specific missing/inadequate data when making a determination on the proposal’s adequacy …

This kind of stuff is why we all need to see DCAA audit guidance when it is issued to the auditors. This kind of stuff helps contractors understand expectations—expectations for both auditor and auditee. This kind of stuff helps avoid adversarial tension and, in the long run, tends to reduce the number of disputes. We just wish DCAA would publish more of the guidance it issues.

And speaking of unreleased audit guidance, after our last whining article, complaining about the dearth of released audit guidance, some kind soul sent us a copy of MRD 15-OTS-021(R), dated 7/23/2015. That MRD deals with the pesky problem of offsetting debits and credits in a transaction universe, and how to cleanse the offsets before selecting a transaction sample. Thank you kind soul!

As we suspected, the correct answer is not to add the debits and credits together to calculate an “absolute value” of questioned costs—even though doing so undoubtedly creates more questioned costs to report to HQ. (Sorry, FD.)

We have asked Tech Guru Mark to add that particular MRD to the Knowledge Resources page on this website, for those interested in the topic. (Apparently the topic is also covered in the DCAA Variable Sampling Guidance, available to auditors on the DCAA intranet. Unfortunately, we don’t have access to the DCAA intranet, which is why we need to see this piece of guidance.)

Do you want DCAA to publish all releasable audit guidance on its website in accordance with the direction from the Commander-in-Chief? If you do, you might consider sending a polite and respectful email to Ms. Anita Bales, DCAA Director, regarding the subject.

 

 

DCAA Audit Guidance – Readers Respond

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Readers may remember that we recently expressed confusion and concern over the fact that DCAA has not posted any Memos for Regional Directors (MRDs) on its website for nearly seven months. In our experienced, that’s an unprecedented length of time to go without updating existing audit guidance.

We wrote –

Has DCAA simply stopped issuing MRDs? Our sources say no. DCAA is still issuing audit guidance to its auditors. However, that audit guidance may be for internal use only (i.e., not releasable to the general public). Or perhaps the guidance is releasable … and DCAA is choosing not to release it, for whatever reasons. We don’t know what the situation is.

Well, some people know what’s going on (or not going on, as the case may be). Some people know and they took the time to enlighten us.

“J. Doe” wrote us an email to list the releasable MRDs and Audit Alerts that should have been posted on the DCAA website, but have not been. The releasable MRDs/Alerts include—

  • Proposal Adequacy Checklist Tool (2/19/2015)

  • Introducing Benford’s Law Analytical Technique (6/01/2015)

  • Audit Alert on Evaluating Sample Results for Variable Statistical Samples (7/23/2015)

  • Audit Alert on Determining Questioned Cost for Related Debit/Credit Transactions in Sample Universe (7/23/2015)

  • Revised Checklist for Determining Adequacy of Contractor Incurred Cost Proposal (8/27/15)

We would be fascinated to read those documents, especially the audit guidance related to offsetting debit and credits. Rather than “wash” the transactions to net to zero, we’ve seen auditors add the debits to the credits to calculate an “absolute value” of questioned costs, and then we’ve seen that value used to project from a sample to a universe. We would love to know whether that approach was condoned or prohibited by official audit guidance. Unfortunately, “J. Doe” only listed the releasable audit guidance and did not provide copies.

“J. Doe” also noted that the electronic floorcheck questionnaire had been “greatly expanded” to 35 questions, and that there was now a 42-page guidebook to help auditors perform their MAAR 6 floorcheck audits. Alas, “J. Doe” did not provide them either.

That latter issue was quickly remedied by “George Kaplan” (George Kaplan was the name of the secret agent for whom Cary Grant was mistaken in Hitchcock’s North by Northwest.) “George” provided us with the new enhanced list of floorcheck questions, which we have asked our technology wizard and webmaster Mark to place into the site’s Knowledge Resources page.

So we have the new questionnaire, but we don’t have the 42-page guidebook. We note that the current audit program (July 15) states—

Formulate the questions to be asked during each interview. The questions should be factual in nature, tailored to each employee interviewed, and designed to confirm or dismiss the suspected mischarge. Avoid questions which solicit the employee's opinion. Each employee to be interviewed requires the formulation of specific tailored questions. However, general information should be solicited from each employee, such as;

  1. employee name and ID number
  2. current job title, position description
  3. current projects and period of performance
  4. description of work performed during the period under evaluation
  5. percentage of time spent on each project
  6. charge numbers/accounts used to record time spent on each project
  7. employee's timekeeping procedures, including any informal records used to record time and identify projects
  8. if applicable, the employee's supervisory responsibilities and related procedures including assigning and reviewing the work of subordinates; reviewing, changing, and approving time charges; controlling project costs/budgets; approving overtime; etc.
But any other audit guidance (e.g., 42 pages of guidance) is missing in action.

We’d like to thank our anonymous contributors for helping us understand the fact that there is audit guidance to be published; and that DCAA is choosing not to publish it.

This is a troubling development.

In January, 2009, President Obama published a Memorandum “Transparency and Open Government” that committed his administration to “creating an unprecedented level of openness in government.” This was official Whitehouse direction. It came from the top. The President issued the Memorandum. You know the guy. He’s also the Commander-in-Chief.

It has become apparent that the Defense Contract Audit Agency believes itself to be exempt from orders issued by the Commander-in-Chief.

Kind of a puzzling position to take by an instrument of the Defense Department, right?

 


Page 102 of 278

Newsflash

Effective January 1, 2019, Nick Sanders has been named as Editor of two reference books published by LexisNexis. The first book is Matthew Bender’s Accounting for Government Contracts: The Federal Acquisition Regulation. The second book is Matthew Bender’s Accounting for Government Contracts: The Cost Accounting Standards. Nick replaces Darrell Oyer, who has edited those books for many years.