“We Work in a Cloud of Mediocrity”
 In November, 2011, the Government Accountability Office (GAO) reported that the Defense Contract Management Agency (DCMA) had been mismanaged for some time and, in addition, had become overly reliant on the Defense Contract Audit Agency (DCAA). We told readers about this damning report right here. (Thanks to those who sent e-mails letting us know that particular article had been circulated within DCMA.)
In response to the GAO findings, DCMA announced it was going to take a couple of actions to address the predicament in which it found itself. First, it was going to reorganize in order to better manage its mission. Second, it was going to implement a more centralized command and control structure, replacing the flexibility of the “One Book” guidance document with multiple levels of management reviews. We would be happy to tell you more about DCMA’s plans to address its crippling lack of skillsets but, unfortunately, the DCMA website is password protected and we don’t feel like registering. So you’ll have to do follow-up research on your own.
But we all know that DCMA is hiring more acquisition professionals, in order to make up for the horrendous workforce downsizing in the 1990’s and early 2000’s—and to prepare for upcoming retirements. We are forced to ask: DCMA is hiring more heads, but are they the right heads? More fundamentally, how is DCMA training its current and future workforce to address the myriad challenges of the defense acquisition environment—or will the agency continue to rely on the issuance of revised management policies and implementation of additional management reviews in order to assure execution of the agency’s mission?
Critics think that DCMA may be on the wrong path.
Let us start with the words of Joe Bednar, a Contracting Officer with the Defense Logistics Agency (DLA), who wrote this impassioned plea for a reduction of the bureaucratic rules government defense acquisitions, published in the Federal Times. He wrote—
Please stop expanding the already monstrous labyrinth of buying procedures.We are trying to place contracts in support of our military. The acquisitions can get involved. But the administering contracts — need this be anything like what it has become? … Here’s what my office faces: We have the FAR at approximately 2,000 pages of highly detailed rules; the Defense FARs with about 900 pages; and my agency supplement with 1,300 more. These three layers also include more than 600 regulatory clauses and 100 different procurement forms. In addition to the rules, there are hundreds of pages of internal office policies; thousands of pages of instructions for our online systems; countless directives, guides, standard operating procedures and other requirements. Then what we call FNOs (From-Now-Ons) are issued via one to five emails a day — over 500 per year — to continually revise all this. Together, there has to be at least 10,000 pages of ever-changing minutiae, with no means to organize it at all. Plus, legions of other reviews, approvals and audits appear at various stages of a procurement in endless oversight to make sure all is covered. Our actions, though not large by DoD standards, average 20 to 30 reviews along the way. My own record is 54 reviews for a single, routine contract. … Let’s hope for something meaningful to fix this mess, and not a Committee on Forming Meaningful Acquisition Reform Committees.
Next, we offer the words of Vernon Edwards, former Air Force Contracting Officer, lecturer, instructor, author, and all-around expert on government acquisition matters. Readers, this man knows what he’s talking about. And in this article, he discussed a recent on-line “kerfluffle” with Dr. Steven Kelman regarding the effectiveness of reforms on the acquisition environment. As you may or may not know, Dr. Kelman was hugely influential in the mid-1990’s as the lead architect of Clinton-era “acquisition reform.” Dr. Kelman continues to advocate for public policy changes; but Vern thinks that policy changes are ineffective. Vern thinks that, in order to effectuate change, you need to change the people and not the policies.
Vern wrote—
… the standard approach to problem solving is to issue policy and procedure directives. Sometimes the policy is called a policy innovation, or an innovative policy. (Innovate is second only to dream as America’s favorite magic word. If alien archeologists visit this planet after we’re gone and examine our surviving records, they will dub us the Dreaming Innovators. They will say that our civilization might have survived if we had spent less time dreaming and innovating and more time seeing reality and using our heads.) … Policy making is the great game in acquisition. We are being overwhelmed by laws, regulations, case law, policy memos, manuals, and handbooks. Policy making is the only power of the otherwise impotent. Senior officials, especially political (excuse me, I meant presidential) appointees, are touted as successes because they issued a couple of policy memos and attended a lot of meetings before moving on to better jobs on the strength of their newly padded resumes. They then write articles and make speeches about their policy memos and meetings and speak of things still to be done, even though they did not stay on to do them. The mere issuance of a policy memo is deemed a success, regardless of whether it is proven to be effective. If the policy maker is really bold, he or she will simply claim or imply success for the policy even in the absence of verifiable data. If they are modest at all they will claim limited success, which validates their theory, and say that it would have been more effective if implemented properly at the working level. This has been going on for decades. The real way to improve acquisition is to improve the acquisition workforce -- really, seriously, improve it. But that would be hard and take time, and would be expensive. When most officials talk about improving the acquisition workforce they mean hiring more people. Oh, they will talk about improving the quality of the workforce, but they think that means ensuring that more people get to the official PowerPoint sessions ("training courses"). They have no idea what to do and how to do it. They don’t even have dreams. Innovation is putting the PowerPoint sessions online. Policy making is the great game in acquisition. We are being overwhelmed by laws, regulations, case law, policy memos, manuals, and handbooks. Policy making is the only power of the otherwise impotent. Senior officials, especially political (excuse me, I meant presidential) appointees, are touted as successes because they issued a couple of policy memos and attended a lot of meetings before moving on to better jobs on the strength of their newly padded resumes. They then write articles and make speeches about their policy memos and meetings and speak of things still to be done, even though they did not stay on to do them. The mere issuance of a policy memo is deemed a success, regardless of whether it is proven to be effective. If the policy maker is really bold, he or she will simply claim or imply success for the policy even in the absence of verifiable data. If they are modest at all they will claim limited success, which validates their theory, and say that it would have been more effective if implemented properly at the working level. This has been going on for decades. The real way to improve acquisition is to improve the acquisition workforce -- really, seriously, improve it. But that would be hard and take time, and would be expensive. When most officials talk about improving the acquisition workforce they mean hiring more people. Oh, they will talk about improving the quality of the workforce, but they think that means ensuring that more people get to the official PowerPoint sessions ("training courses"). They have no idea what to do and how to do it. They don’t even have dreams. Innovation is putting the PowerPoint sessions online.
(Emphasis added.)
Vern believes that the way to change things is to empower individuals to change them. He believes in employee development, in providing education (not just training) that enables employees to not only perform their jobs effectively, but to actively participate in the process of business improvement. He believes that the current (and incoming) acquisition workforce is being trained via PowerPoint, and is not being educated and developed into becoming effective change leaders.
He ended his article with a call for action, writing—
In a complex system like acquisition, any attempt to fix deep seated system faults through policy will fail. The only way to get at the deep seated problems in acquisition is through workforce improvement, and I don’t mean numbers. We need well-educated, superbly trained people for the big stuff, and we do not have enough of them. Mismanagement and poor leadership will prompt many of the best of the new recruits to leave. The problems are beyond the reach of management in the organizational structure we have now for the simple reason that no one is in charge. Only someone with the power and the ruthlessness of a Stalin could fix the system. A few purges might be just the thing. … I’ve heard that some call me the prophet of doom (or maybe it was gloom, I’m not sure). I’m not, really. I just do not rest my hopes on the system. I rest them on people, individuals. The only hope for our system is that committed individuals will never stop trying to be the best that they can be and to bring out the best in their colleagues. If enough individuals will do that, good things will happen. Try it. You’re going to like the way you feel.
Obviously, Vern is writing to (and about) the current government acquisition workforce, the Contracting Officers and Contracting Officer Representatives. He’s not writing about contractors or their workforces. He’s probably not writing about you or your company.
But what if he were?
Let’s assume Vern was talking to us. If so, would his words make sense? Could this be a wake-up call that you are letting near-term budgetary concerns interfere with employee development?
In our work, we hear a lot of talk about “knowledge transfer” and “employee awareness training.” But rarely do we hear about employee development. We hear about “succession planning” and “candidate pools” but rarely do we hear about focusing on increasing the size of the available candidate pool in order to maximize the chance that the next promotion candidate will be ready when needed.
If you focused on developing employees, would costs associated with recruiting decrease? We think they would.
If you focused on employee development, would your workforce be more satisfied, more motivated, and better able to contribute value to your organization? We think the answer is yes.
We think your mission ought to be employee development, to identify, empower, sustain and retain the “committed individuals” on whom Vern rests his hopes. We think you need to focus on creating “well-educated, superbly trained people” who be your next generation of leaders, and will drive the necessary organizational and cultural changes.
Because if you do not do these things, then you are in essence committing to driving change through policy revisions and reorganizations. Which may not be as effective as you would like.
Boeing Sues For EELV Payments
Can you see the coming tsunami of litigation related to government contract cost accounting? We sure can. Contributing factors include the DCAA’s lack of productivity and its focus on questioned costs as a measure of audit quality, the lack of skills in the exercise of independent business judgment by DCMA Contracting Officers, the new approach to administrating contractors’ “Business Systems” under the DFARS, and the application of a Statute of Limitations to the Contract Disputes Act. Not to mention sequestration and what that will mean to ongoing programs. These factors—and doubtless more—have led and will continue to lead to disputes between the Federal government and its contractors.
FAR 33.204 states that—
The Government’s policy is to try to resolve all contractual issues in controversy by mutual agreement at the contracting officer’s level. Reasonable efforts should be made to resolve controversies prior to the submission of a claim. Agencies are encouraged to use ADR procedures to the maximum extent practicable. Certain factors, however, may make the use of ADR inappropriate (see 5 U.S.C. 572(b)). Except for arbitration conducted pursuant to the Administrative Dispute Resolution Act (ADRA), (5 U.S.C. 571, et seq.) agencies have authority which is separate from that provided by the ADRA to use ADR procedures to resolve issues in controversy. Agencies may also elect to proceed under the authority and requirements of the ADRA.
Despite the official policy stated above, we cannot remember the last time we heard about a U.S. Government CO actually negotiating a dispute settlement with a contractor. Instead, our experience is that the parties bypass any negotiations and head right into court. Which makes the attorneys happy, no doubt, but does not seem to be in the best interests of the taxpayers or corporate shareholders.
So expect more stories like this one, where Boeing and the United Launch Alliance (ULA) suing the Defense Department for somewhere in the neighborhood of $385 million (plus interest) for the US Air Force’s refusal to pay certain costs.
If you are a long-time reader, you know we predicted this particular piece of litigation long ago. In January 2010, we discussed the controversy between Boeing, ULA, and the Air Force. We’re not going to repeat the details here but, all modesty aside, we think we provided more of the accounting details than anybody else did. We wrote—
So as with many government contract cost accounting matters, the truth is both complex and hard to fathom. Will Boeing have to concede $271 million in payments to which it believes it is contractually entitled? We’ll look forward to the final DCAA audit report(s), and hope that they ignore any political pressure and focus solely on the facts, which (apparently) even the DOD IG seems to have gotten wrong. This is a great example of how the facts matter, and how easy it is to allege a problem, and how hard it is to refute an allegation. Clearly, Boeing’s entitlement to the $271 million depends on its ‘Lot Accounting’ practices, why the PM&HS costs were not fully absorbed by prior launch contracts, and how Boeing intended to amortize its production costs under future programs (and whether it would be permitted to do so under FAR and CAS parameters). As DCAA focuses on generating high-quality audits that DCMA contracting officers and buying commands can effectively utilize to make business decisions, we hope they will keep this example in mind.
About eight months later (August 2010), we told readers that DCAA Director Pat Fitzgerald—in a nearly unprecedented step—had announced its audit position on the matter to the media via e-mail. Perhaps unsurprisingly, Director Fitzgerald “called on the Defense Contract Management Agency (DCMA) to notify the United Launch Alliance team (of which Boeing is one of two team members, along with Lockheed Martin) that the costs are in non-compliance ‘with federal accounting standards’ and are ‘unallowable.’ DCMA took the matter under advisement.
We wrote, “We will be surprised if this issue isn’t litigated.” And indeed, it was. Boeing and ULA filed suit in the U.S. Court of Federal Claims for approximately $385 million, related to costs it allegedly had to pay back to the DOD as well as costs that DOD refused to pay in the first place.
Bloomberg (link above) reported—
Last year, United Launch repaid the Pentagon $89.2 million and lost another $199 million in prior billings because Boeing violated federal accounting standards, according to the Defense Contract Management Agency, the military’s contract management agency. Boeing lost bids to have those decisions reversed.
The Bloomberg article also reported that Boeing “claimed it sued to preserve its ability to recover the money.” We all know that refers to the Statute of Limitations under the Contract Disputes Act.
Another article, over at Space News, had a few more details. It reported—
The lawsuit, filed June 14 with the United States Court of Federal Claims, says the Air Force reneged on its contractual commitment to reimburse Boeing ‘hundreds of millions of dollars’ incurred under the Evolved Expendable Launch Vehicle (EELV) program. ‘The Air Force agreed to reimburse these costs in a set of interrelated agreements designed to secure Boeing’s continued participation in the EELV program after the Air Force decided to restructure it,’ the lawsuit says. The costs were incurred between 1998 and 2006, the companies said.
The article continued—
‘Boeing clearly and repeatedly conditioned its willingness to participate in the restructured program on the government’s agreement to contract terms ensuring Boeing’s recovery of its inventoried costs, including DSC,’ the lawsuit states. DSC refers deferred support costs on the Delta 4 program. In late 2006, the lawsuit alleges, the Air Force, following reviews by auditors with the Defense Contract Management Agency and the Defense Contract Audit Agency, agreed to Boeing’s terms, the lawsuit alleges. The agreement specifically approved the methodology Boeing used to account for these costs, the lawsuit states. But the Air Force has refused to pay any such costs since 2008 and in 2011 demanded that Boeing repay $72 million, plus interest, that the service had paid the company for costs incurred on the Delta 4 program, the lawsuit states. ULA ‘promptly’ complied to avoid paying the interest and penalties, the lawsuit states.
The lawsuit alleges that the Air Force never said the costs in question were improperly billed or that the companies failed to meet their obligations under the EELV contract. Rather, the lawsuit says, the government maintains that the previous agreements to reimburse Boeing and ULA for the deferred Delta 4 costs are ‘nonbinding and unenforceable.’ In making that case, the Air Force has reversed an earlier judgment that Boeing’s claim was consistent with federal cost accounting regulations, the lawsuit states.
So we’ll just have to wait and see what the COFC Judge has to say about the situation. And while we all wait, we can pass the time by tallying the number of cases filed, and decisions issued, by the Courts that should have been negotiated by the parties instead of litigated.
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Court Hands Raytheon $60 Million Victory in CAS 413 Case
On July 16, 2012, Judge Firestone of the U.S. Court of Federal Claims handed The Raytheon Company another CAS 413 victory in a string of victories won by contractors against the government. What makes this decision so interesting is that it has to do with pension deficits—i.e., having the government make the contractor whole when a segment-closing pension adjustment calculation indicates that the pension plan was underfunded. The majority of decisions to date have focused on the other side of the equation, where the government demands its share of an over-funded pension plan at the time of segment closing.
The decision itself was 149 pages long. It dealt with multiple CAS segments and multiple issues associated with those segments. As you might well imagine, we are only going to provide the highest-level summary of the decision. CAS 413 aficionados (and, yes, some of you are that thing) are advised to read the decision in its entirety.
Raytheon asked for about $69 million related to segment closing pension adjustments associated with four segments (AIS, Optical, Aerospace, and PWF. Judge Firestone articulate the CAS 412 requirements associated with the adjustments as follows—
When a business segment is closed, the contractor must calculate both the market value of the assets in the pension plan allocated to the segment and the actuarial accrued liability for the segment. The difference between the plan’s assets and liabilities indicates the amount by which the plan is over- or under-funded…. Arithmetically, the difference representing the adjustment may be positive, negative, or zero. As a practical matter, the results of these calculations, based on complex actuarial assumptions and the frequent swings of market investments, is rarely, if ever, zero. If the difference is positive, the government may be entitled to a share of the surplus from the contractor. CAS 413- 50(c)(12)(vi).If the difference is negative, the contractor may be entitled to a share of the deficit from the government. … In either event, the end goal pursued by both the government and the contractor is to settle-up and pay their fair shares to ensure that the pension plans at issue are fully-funded to meet the promises made to the employee-participants covered by the pension plans.
In deciding the case, Judge Firestone had to address several arguments. We summarize her findings and decision with respect to those arguments below.
Novation agreements that Raytheon and the Government executed did not act to waive Raytheon’s rights to recover its share of the segment-closing pension adjustment, because such claims are not contract-specific. This is interesting because it approaches the contract adjustments related to the pension surplus/deficit calculation from a different viewpoint. So we’ll quote the Judge at some length. She wrote—
The consistent and overwhelming evidence adduced at trial establishes that not one of the government or Raytheon employees involved in the processing and signing of the AIS novation agreement or in the negotiations surrounding the AIS CAS 413 segment closing adjustment (several of whom were involved in both) understood that the waiver set forth in the AIS novation agreement, which was taken from FAR 42.1204(i), barred Raytheon’s CAS 413 segment closing claim. To the contrary, the evidence established that the government and Raytheon employees involved in the negotiations of both the novation agreement and the CAS 413 segment closing adjustment believed up until issuance of the DCMA/DCAA Joint Guidance in July 2004 that Raytheon was entitled to payment of the government’s share of any pension deficit identified in the segment closing calculations undertaken after the AIS sale to L-3. … The witnesses from both sides explained at trial that the waiver in the novation agreement was included to fulfill the regulatory obligation set out in the FAR and was edited to ensure consistency with the language in FAR 42.1204(i). … [Thus,] the court concludes that the waiver set forth in the AIS novation agreement, which incorporates the language of the FAR, encompasses only contract-specific claims. The court concludes that the subject waiver did not extend to the AIS CAS 413 segment closing claim because the AIS segment closing claim is not a contract-specific claim but instead involves a claim to settle-up pension liabilities that are still retained by Raytheon and were not transferred as part of the segment sale. … The [novation agreement] waiver is intended to protect the government from multiple claims that might arise ‘in connection with’ the specific contracts that are transferred from the seller to the buyer … The provision is focused on what is being transferred and fixes the relationship among the players—the government, the seller, and the buyer—with regard to the obligations that are transferred. In other words, it protects the government from facing the prospect of having to deal with multiple claims arising from the transferred contracts. … Because Raytheon retains the liability for paying pensions to eligible AIS employees, Raytheon is required to resolve the pension deficit or surplus claim under other open government contracts Raytheon has with the government. The claim is not resolved through the contracts transferred from Raytheon to L-3. Moreover, because Raytheon retained the pension liability separate from any individual contract, the government does not face the possibility of conflicting liability with regard to the contracts transferred to L-3 and therefore the government does not need the AIS novation agreement to protect itself from possible conflicting CAS claims. Raytheon’s CAS 413 segment closing claim is thus not ‘in connection with’ contracts, under the terms of FAR 42.1204(i)(b)(1).
(Emphasis added.)
Judge Firestone used similar logic to conclude that the Government was on the hook for pension deficits related to the Optics segment as well.
The Judge also addressed assertions by DCAA that Raytheon made errors in its segment-closing pension adjustment calculation. According to DCAA, Raytheon erred by “(a) [basing its calculations] on sales data rather than pension costs and (b) [using] an unrepresentative government participation period.” The DCMA Contracting Officer used the DCAA audit report to find that Raytheon was in noncompliance with the requirements of CAS 413. As Judge Firestone noted, the Government found Raytheon’s calculations acceptable for calculating the amount of the Government’s share of over-funded pension plans (which the Government immediately demanded and Raytheon promptly paid), but did not accept Raytheon’s calculations of the Government’s share of under-funded pension plans (which the Government refused to pay). The basis for the Government’s denial was (in addition to the two alleged errors noted above) that Raytheon had failed to fund pension costs in the current tax year as required by FAR 31.205-6(j). (Readers should note that this particular rationale has been previously dealt with by Judge Firestone, to the detriment of the Government’s position.)
In short, Judge Firestone sided with Raytheon, finding that—
… Raytheon reasonably followed the advice provided in CAS illustration 413-60(c)(9) to determine the government’s share. Put another way, the court finds that it was reasonable for Raytheon to utilize sales data as a proxy for pension cost data when performing its CAS 413 government share calculations, where a reasonable search for historical data was performed, and actual pension cost data could not be located. The court further finds that the government’s reliance on the investigation by Ms. Robbins is misplaced. The investigation relied on assumptions that were not correct and therefore does not provide any basis for second-guessing Raytheon’s government share calculation.
In addition, the Government asserted that Raytheon’s calculations were wrong because “Raytheon failed in its segment closing adjustment to account for pension costs that were paid before the segment closing provisions were added to the CAS in 1978 and for pension costs that were paid in connection with fixed price contracts between 1978 and 1995, before the CAS was amended in 1995.” Raytheon did not dispute the Government’s assertion, and the Judge agreed, that Raytheon’s calculations did not include the Government’s participation in those contracts for those periods.
However, Raytheon argued that the Government’s equitable adjustment was a separate action from the segment-closing pension adjustment. According to Judge Firestone, “Raytheon argues that the equitable adjustment must take the form of a CDA claim because the equitable adjustment under FAR 52.230-2 is distinct from the segment closing adjustment required under CAS 413-50(c)(12).” Given this, Raytheon argued that—
… the government is not entitled to an equitable adjustment in this case because it failed to make a claim against Raytheon or receive a decision from the contracting officer and thus failed to comply with the requirements of the CDA. In such circumstances, Raytheon argues, this court lacks jurisdiction to award the equitable adjustment to the government. Specifically, Raytheon argues that because a prerequisite to an equitable adjustment under the CAS clause at FAR 52.230-2 is a government CDA claim, and because the government never issued a contracting officer’s final decision asserting an equitable adjustment, the court lacks jurisdiction to award the government an equitable adjustment.
Judge Firestone agreed with Raytheon and concluded that the Court did not have jurisdiction over the Government’s claim for an equitable adjustment, because there was no Contracting Officer’s Final Decision (COFD) on the matter.
With respect to the Optical segment, Judge Firestone agreed with the Government that Raytheon made errors in its segment-closing pension adjustment calculation and, consequently, could not recover pension deficits related to that segment. The Government argued that its share of the Optical segment pension surplus should be used to “set-off” monies owed to Raytheon with respect to the other segments. However, Judge Firestone agreed with Raytheon that there was no ability to set-off the segment closing calculations against each other because (as was the case with the equitable adjustment issue) the Government did not follow the requirements of the Contract Disputes Act and did not obtain a COFD. The Judge wrote—
… the court agrees with Raytheon, and holds that because the government’s claim for the pension surplus as a set-off is governed by the CDA, and because the government did not comply with the CDA, the court does not have jurisdiction over the government’s claim for a set-off based on the Optical segment closing adjustment surplus. … Because the government’s claim for a set-off based on the Optical pension surplus is governed by the CDA, the government must show either that it complied with the CDA or that it is exempt from obtaining an administrative decision from the contracting officer establishing Raytheon’s liability for the surplus. … the government cannot establish this court’s jurisdiction over its set-off claim on the grounds that the court has jurisdiction over Raytheon’s Optical claim. The fact that there was a decision on Raytheon’s claim does not excuse the government from having to provide its own contracting officer decision. Each specific claim has to have been the subject of a contracting officer decision. … The purpose of this requirement is to ensure that the contractor is on notice of its potential liability. … Here, Raytheon did not have notice of the government’s claim to a pension surplus in connection with the Optical segment closing until trial. To the contrary, the DCMA CIPR Center initially approved, and the DCAA did not take exception to, Raytheon’s pension deficit calculation for the Optical segment, except insofar as it included a deficit for PRBs. … Raytheon would have had no reason to suspect that the government would later seek a set-off. Indeed, there was no suggestion by any government official that Raytheon might owe the government a payment following the Optical segment closing. Thus, Raytheon did not have any notice of the government’s claim, contrary to the requirements of the CDA. … In sum, because the government needed a CDA decision in order to obtain payment from Raytheon for the Optical pension surplus and failed to obtain one, and because the court cannot find any reason for excusing the government’s failure to comply with the CDA’s jurisdictional requirements, this court will not exercise jurisdiction over the government’s claim for a set-off of the pension surplus arising from the Optical segment closing.
The Judge also found that Raytheon’s PFW segment was not a “segment” as defined by CAS, and thus Raytheon could not recover pension deficits related to that business. The Judge wrote—
There was no evidence introduced to show that PWF itself reported directly to a home office. Second, the government relies on testimony to show that PWF never had any CAS contracts or subcontracts of its own and thus the government never directly reimbursed PWF for its pension costs.
With respect to Raytheon’s Aerospace segment, the Court sided with Raytheon and found that the Government was liable for its share of the deficit calculated by the segment-closing pension adjustment, for much the same reasons as discussed with respect to the other segments.
In total, Judge Firestone awarded Raytheon $59.2 Million of the $69 Million it was seeking.
We wonder how much Raytheon would have settled for, had the Government been willing to enter into negotiations, rather than litigate the matter.
What Hath DCAA Wrought?
We have wondered aloud what DCAA has been doing with its time, since the agency doesn’t appear to be performing any audits—or, at least, issuing any completed audits. Since the auditors haven’t been auditing, we’ve been wondering what they’ve been doing. And now we think we have an answer.
They’ve been revising policies, procedures, and audit programs.
We visited the DCAA website recently, and found lots and lots of new stuff, most of it dated June 2012. So much new content doesn’t happen overnight; we expect DCAA HQ has been very busy typing away, developing new guidance and new audit procedures to help auditors perform more efficient and more effective audits.
First, the DCAA Publication, “Information for Contractors” (DCAAP 7641.9) has been updated and reissued, effective June 26, 2012. That’s a good thing, since the last time the document was updated was January 2005. It’s an important document, especially for smaller contractors that are relatively new to this whole government contracting thingee. In the words of the Introduction—
The manual is designed to assist contractors in understanding applicable requirements and to help ease the contract audit process. It describes what contractors should expect when doing business with the U.S. Government and interacting with DCAA auditors.
We skimmed through the new publication and did not see much that merited comment. (Readers, if you see something we missed, then send us an e-mail!)
Another new item at the DCAA website is a new and improved Incurred Cost Electronically (“ICE”) Excel workbook that allegedly complies with the requirements of the Allowable Cost and Payment contract clause (52.216-7, June 2011). But as the DCAA noted in the ICE Model—
Please note that while the ICE model is intended to aid the contractor in providing an adequate submission to DCAA, its use does not guarantee that the submission will be judged adequate. It is the purview of your cognizant DCAA Office to determine, in the judgment of the auditor reviewing your submission, whether or not it is adequate, regardless of what model is used.
That’s kind of irksome, really. That note tells users that the ICE Model is designed to comply with contractual requirements, but not necessarily to lead to a submission that would be deemed “adequate” by a DCAA auditor. We are somewhat irked by an audit agency that would posit that a submission that complied, in all material respects, with contract requirements might still be deemed inadequate in some other—non-contractual—respects. Guess what, DCAA? A contractor’s duty is to comply with contract requirements. Period.
And let’s be very, very clear here: It is NOT DCAA that determines whether or not the submission is adequate, it is the cognizant Contracting Officer. The note quoted above is indicative of the arrogance of the modern DCAA—on one hand reserving for itself the right to tell contractors that their indirect rate submissions are inadequate, even though fully compliant with contract requirements—while on the other hand usurping the Contracting Officer’s official responsibility in making the determination of submission adequacy in the first place.
So that’s enough ranting. Let’s keep going, looking at other changes made by DCAA.
We noted that many audit programs have been updated, some significantly, in the past month or two. Here’s a list of the audit programs that DCAA updated just in June 2012—
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10100 – Incurred Costs, Concurrent, Major and Non-Major
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10100 – Non-major Desk Review
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10100 – Incurred Costs, Post Year-end Audit
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10100 – Incurred Costs, Corporate Shell
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10110 – A-133 Audit
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10160 – Consultant and Professional Services
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10310 – Non-Major Contractors, Labor Floorchecks
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10320 – MAAR 13, Purchase Existence and Consumption
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10501 – Operations Audit, Management Systems
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10502 – Operations Audit, Materials and Other Costs
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11010 – Billing Audit
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11015 – Annual Testing of Contractor Eligibility for Direct Bill Program
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11020 – Audit Program for Budget and Planning System and Related Internal Controls
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11060 – Audit Program for Control Environment
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11090 – Audit Program for Deficiency Report
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11510 – Audit Program for EDP General Controls
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12030 – Audit Program for Purchasing Controls
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12500 – Audit Program for MMAS Controls
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13020 – Audit Program for Compensation Controls
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13500 – Audit Program for Major Contractors, Labor Floorchecks/Interviews
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15400 – Evaluation of Final Vouchers
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15600 – Audit Program for QLOP Statements
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17100 – Audit Program for Termination, Cost Contracts
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17100 – Audit Program for Termination, Fixed Inventory Basis
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17100 – Audit Program for Termination, Total Cost Basis
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17200 – Audit Program for Claims, Delay/Disruption
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17200 – Audit Program for Claims, Other
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17310 – Audit of Contract Overpayments
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17330 – Audit Program for Reconciliation of Contracts
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17390 – Contractor Compliance with Billing Instructions
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17500 – Audit Program for Progress Payments Based on Costs Incurred
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17500 – Audit Program for Progress Payments Based on Percentage or Stage of Completion
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17600 – DFAS Financial Capability Audit
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17741 -- Post Award Accounting System Audit at Contractors with DoD Commercial Time-and-Materials (T&M) or Labor-Hour (LH) Contracts
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17741 – Post Contract Award Accounting System Audit at Non-Major Contractors
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17850 – CPRs, C/SSRs, and CFSRs
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17860 – Other Program Management System Effort
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17870 – CCDR
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17900 – Other
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17900 – Defense Security Cooperation Agency (DSCA)
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17910 -- Contract Audit Closing Statements for DoD Commercial Time-and-Materials (T&M)/Labor-Hour (LH) Contracts
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19100 – Audit Program for Adequacy of Initial Disclosure Statement
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19100 – Audit Program for Compliance of Initial Disclosure Statement
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19100 – Audit Program for Revised Disclosure Statement Adequacy and Compliance
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19403 -- Audit Program for Cost Accounting Standard No. 403, Allocation of Home Office Expenses to Segments
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19404 -- Audit Program for Cost Accounting Standard No. 404, Capitalization of Tangible Assets
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19407 -- Audit Program for Cost Accounting Standard No. 407, Use of Standard Costs For Direct Material and Direct Labor
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19408 – Audit Program for Cost Accounting Standard 408
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19409 – Audit Program for Cost Accounting Standard 409
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19410 -- Audit Program for Cost Accounting Standard No. 410, Allocation of Business Unit General and Administrative Expenses to Final Cost Objectives
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19410 -- Audit Program for Cost Accounting Standard No. 410, Allocation of Business Unit General and Administrative Expenses to Final Cost Objectives for Offsite Locations
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19411 -- Audit Program for Cost Accounting Standard No. 411, Accounting for Acquisition Costs of Material
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19412 -- Audit Program for Incurred Pension Cost and CAS 412 and 413 Compliance
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19413 -- Joint Review Program for Segment Closing Adjustments
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19414 -- Audit Program for Cost Accounting Standard No. 414, Cost of Money as an Element of the Cost of Facilities Capital
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19415 -- Audit Program for Cost Accounting Standard No. 415, Accounting for the Cost of Deferred Compensation
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19416 -- Audit Program for Incurred Insurance Costs and CAS 416 and FAR Compliance
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19417 -- Audit Program for Cost Accounting Standard No. 417, Cost of Money as an Element of the Cost of Capital Assets Under Construction
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19418 -- Audit Program for Cost Accounting Standard No. 418, Allocation of Direct and Indirect Costs
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19420 -- Audit Program for Cost Accounting Standard No. 420, Accounting for Independent Research and Development Costs and Bid and Proposal Costs
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19500 -- Audit Program for CAS Impact Proposal Evaluations
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21000 -- Audit Program for Price Proposal
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23000 -- Audit Program for Audit of Forward Pricing Rate Agreement
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24010 -- Audit Program for Estimating System Controls
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27000 -- Audit Program for Cost Element Review
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27010 -- Audit Program for Evaluation of Cost Realism in Price Proposals
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28500 -- Program for Application of Agreed-Upon Procedures - Single Process Initiative (SPI) Cost-Benefit Analysis
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42000 -- Audit Program for Post Award Audits
Whew!
We want to emphasize that the list of audit programs, above, includes only those that were modified and reissued in the month of June 2012. That’s quite a few, isn’t it? And it explains what HQ has been up to in the past months.
Obviously, we didn’t have time to review each audit program to see what DCAA revised. As always, if you are interested in the details of a particular audit program, you should visit the DCAA website and click on “Standard Audit Programs.” Then find the one you want and open the associated .pdf file.
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