Extreme Makeover Contract Management Edition

1. 2010 NISH PacWest/Northwest NCWC Contract Management Session Extreme Makeover  �Contract Management Edition� NISH PacWest/Northwest NCWC October 2010

2. 2010 NISH PacWest/Northwest NCWC Contract Management Session Today�s Guests

3. 2010 NISH PacWest/Northwest NCWC Contract Management Session Today�s Show Introductions What is Contract Management Top 10 of 2010 What not to say to your government customer Things you don�t want your government customer saying to you DCAA Audits � Types/Processes

4. 2010 NISH PacWest/Northwest NCWC Contract Management Session Today�s Episode is NOT Targeted at specific NPAs or PAs Intended to spark controversy Designed to offend

5. 2010 NISH PacWest/Northwest NCWC Contract Management Session Today�s Episode IS About Information Sharing Reflecting on Lessons Learned in a Humorous Way Contract Management with an Emphasis on: Open Lines of Communication Relationship Management

6. 2010 NISH PacWest/Northwest NCWC Contract Management Session Introductions Steve Osher, Director Contract Management, NW Region Isleen P. Gimenez Wilson, Contract Management Team Manager, PW Region Fil Tellez, Senior Contract Management SME, NISH National Office

7. 2010 NISH PacWest/Northwest NCWC Contract Management Session Top 10 of 2010 Things You Should Not Say to Your Customer

8. 2010 NISH PacWest/Northwest NCWC Contract Management Session 1. This is an AbilityOne Contract and It�s Mine Forever Consider the government representative as a true customer, do not convey a sense of entitlement. How does this statement correlate with Customer Service and growing the program? How does this statement correlate with Customer Service and growing the program?

9. 2010 NISH PacWest/Northwest NCWC Contract Management Session 2. That Issue is Your Problem Respond in a solution-oriented way, offering suggestions about ways in which to address the problem One Grounds Maintenance contractor let the grass die because the government would not maintain the irrigation systems ($$). They could have gone to trade shows and discovered that there were other ways of keeping grass growing through growth techniques involving deep roots and such. This could have been an alternative to expensive irrigation alone. This particular contractor has serviced this location for 13 years. Seek an understanding from your customer as to the problem and/or issue and offer options. With great minds working together use the synergy to come up with different options. One Grounds Maintenance contractor let the grass die because the government would not maintain the irrigation systems ($$). They could have gone to trade shows and discovered that there were other ways of keeping grass growing through growth techniques involving deep roots and such. This could have been an alternative to expensive irrigation alone. This particular contractor has serviced this location for 13 years. Seek an understanding from your customer as to the problem and/or issue and offer options. With great minds working together use the synergy to come up with different options.

10. 2010 NISH PacWest/Northwest NCWC Contract Management Session 3. NISH Came Up with That Price Know your contract price and corresponding cost elements, respond with what you know is included in your price. One contractor said, �For 19 years NISH has provided me with the price, why change things now?� Another said, �I don�t understand why anyone would allow anyone else to have complete control of the cost elements of my proposals.� Which do you think has a better grasp on their business? Before a proposal is submitted make sure that you perform a number of price point comparisons (industry, commercial market , etc.) to make sure you understand the price and it is fair and reasonable for the government. One contractor said, �For 19 years NISH has provided me with the price, why change things now?� Another said, �I don�t understand why anyone would allow anyone else to have complete control of the cost elements of my proposals.� Which do you think has a better grasp on their business? Before a proposal is submitted make sure that you perform a number of price point comparisons (industry, commercial market , etc.) to make sure you understand the price and it is fair and reasonable for the government.

11. 2010 NISH PacWest/Northwest NCWC Contract Management Session 4. We Didn�t Know You Were Serious about the Deadline Always assume deadlines are firm, notifying customer in advance if an extension is needed; when caught off guard respond positively that you will get the information in ASAP. If a proposal is due by a certain date contact the Contracting Officer to see if the date could be modified and be ready to discuss actions necessary in order to meet that deadline. The Contracting Officer does not appreciate extension requests a day before the expected due date. Consider the government�s workflow.If a proposal is due by a certain date contact the Contracting Officer to see if the date could be modified and be ready to discuss actions necessary in order to meet that deadline. The Contracting Officer does not appreciate extension requests a day before the expected due date. Consider the government�s workflow.

12. 2010 NISH PacWest/Northwest NCWC Contract Management Session 5. I�ve never met your contracting officer�s representative. Always provide a communication matrix/directory of staff for the project and keep it updated so the customer is always aware of who to contact. One agency called us in a panic regarding the new COTR, saying he was unreasonable and had not met them yet even though they were down the street. Any personnel changes may be considered �red flags� for your contract. If you are making an internal point of contact change give the government customer notification about the change.One agency called us in a panic regarding the new COTR, saying he was unreasonable and had not met them yet even though they were down the street. Any personnel changes may be considered �red flags� for your contract. If you are making an internal point of contact change give the government customer notification about the change.

13. 2010 NISH PacWest/Northwest NCWC Contract Management Session 6. I did not know the subcontractor did not show up. The entire performance requirement is the responsibility for the contractor; simply respond that you will address the deficiency immediately. A Snow Removal subcontractor was no longer in business at the start of the winter season and did not notify the NPA. For seasonal work done by a subcontractor have a tickler to remind subcontractors of any updated wage determination rates and their responsibility to you as a prime contractor. A Snow Removal subcontractor was no longer in business at the start of the winter season and did not notify the NPA. For seasonal work done by a subcontractor have a tickler to remind subcontractors of any updated wage determination rates and their responsibility to you as a prime contractor.

14. 2010 NISH PacWest/Northwest NCWC Contract Management Session 7. People with disabilities can�t do that. Remaining true to your mission, a more appropriate response would be that you will find the right person for the job. PWSD can do anything a fully abled person can do. They may need help to get started or need a jig of some kind, but that�s what we (the NPA/NISH) are really good at. Make sure you have a good match for the worker with a disability and the work to be performed. A Disability Awareness training may be needed for the government. PWSD can do anything a fully abled person can do. They may need help to get started or need a jig of some kind, but that�s what we (the NPA/NISH) are really good at. Make sure you have a good match for the worker with a disability and the work to be performed. A Disability Awareness training may be needed for the government.

15. 2010 NISH PacWest/Northwest NCWC Contract Management Session 8. That�s not in the contract. Don�t rush to respond if you are unsure; assure the customer that you will review the SOW, assess additional costs, if necessary, and proceed accordingly. NPA offered a change in operational structure that resulted in minimal cost increase to the government while still meeting the customer�s needs. Almost all government agencies are on a tight budget. Assess a one time cost for work done outside the contract. If the work is needed on a continued basis ask the government to modify the contract to have the work performed by your agency. NPA offered a change in operational structure that resulted in minimal cost increase to the government while still meeting the customer�s needs. Almost all government agencies are on a tight budget. Assess a one time cost for work done outside the contract. If the work is needed on a continued basis ask the government to modify the contract to have the work performed by your agency.

16. 2010 NISH PacWest/Northwest NCWC Contract Management Session 9. I don�t have a copy of the SOW, I don�t know if there�s money in the contract for that or not. Always maintain a copy of the SOW, refer to it regularly, and offer to see what you can do to provide the requested additional service within the contractual requirements. I have attended meetings of NISH/NPA and the government where we did not have a current statement of work. A Project Manager may be new and may not be aware of all the requirements but he/she should know where to find the statement of work to research the question.I have attended meetings of NISH/NPA and the government where we did not have a current statement of work. A Project Manager may be new and may not be aware of all the requirements but he/she should know where to find the statement of work to research the question.

17. 2010 NISH PacWest/Northwest NCWC Contract Management Session 10. Since I hadn�t heard from you, I didn�t think there were any problems. No news is not necessarily good news; check in with your customer frequently, even if briefly, to assess their satisfaction level. One agency that was in dire trouble with regards to performance issues seemed to have this idea. After many changes were made they started to make frequent contact with their loudest critics and have effectively lowered the noise levels of the complaints from all out �shouting� down to a whisper at best simply by regularly checking in. Check in with your federal customers to gauge their satisfaction level. One agency that was in dire trouble with regards to performance issues seemed to have this idea. After many changes were made they started to make frequent contact with their loudest critics and have effectively lowered the noise levels of the complaints from all out �shouting� down to a whisper at best simply by regularly checking in. Check in with your federal customers to gauge their satisfaction level.

18. 2010 NISH PacWest/Northwest NCWC Contract Management Session Top 10 of 2010 Things You Don�t Want Your Customer Saying to You

19. 2010 NISH PacWest/Northwest NCWC Contract Management Session 1. We�ve never met your Senior Leadership. The Executive Director, CEO (Chief Executive Officer), COO (Chief Operating Officer), and/or similar positions should touch base with his/her customers on a regular basis. When NPAs� upper management does not have a presence at meetings, particularly performance related meetings, it sends the message that the government customer is not important in the eyes of the NPAs� management; having senior leadership presence provides added confidence to the government that the issue, whatever it is, will be resolved.When NPAs� upper management does not have a presence at meetings, particularly performance related meetings, it sends the message that the government customer is not important in the eyes of the NPAs� management; having senior leadership presence provides added confidence to the government that the issue, whatever it is, will be resolved.

20. 2010 NISH PacWest/Northwest NCWC Contract Management Session 2. What is NISH? What is AbilityOne? Assume the government customer has never heard of AbilityOne and/or NISH. Provide an overview to help them gain a basic understanding. Next, refer your customer to the regional NISH representative to explain the details. NPA Project Managers/Supervisors are the first ones to know of personnel changes. Be sure to stay abreast of government personnel changes and alert your NISH regional representative so that education/awareness of the AbilityOne/NISH can be repeated as necessary. We have a long time government customer who we thought was fully aware of the requirements of the AbilityOne Program. By taking certain actions we quickly realized that the government customer needed a briefing about certain requirements of the AbilityOne Program. We have a long time government customer who we thought was fully aware of the requirements of the AbilityOne Program. By taking certain actions we quickly realized that the government customer needed a briefing about certain requirements of the AbilityOne Program.

21. 2010 NISH PacWest/Northwest NCWC Contract Management Session 3. I don�t know who to call when there is a problem. Ensure that a communication matrix is in place. A communication matrix contains a hierarchy of contacts for each agency (Nonprofit/Government/NISH) An issue had existed at the local operational level that did not get resolved. Instead of going to the next level of authority the NPA and government�s issues continued to grow until it became a major issue that needed immediate attention by all parties in order to continue service on the contract.An issue had existed at the local operational level that did not get resolved. Instead of going to the next level of authority the NPA and government�s issues continued to grow until it became a major issue that needed immediate attention by all parties in order to continue service on the contract.

22. 2010 NISH PacWest/Northwest NCWC Contract Management Session 4. I feel like I�m managing your contract for you. Actively use your Quality Control Program and be proactive in providing solutions. I�ve attended meetings and received phone calls from the government customer who indicated that if they did not �help� manage the contract the work wasn�t going to get done. The NPA had not exercised full control over their contract. I�ve attended meetings and received phone calls from the government customer who indicated that if they did not �help� manage the contract the work wasn�t going to get done. The NPA had not exercised full control over their contract.

23. 2010 NISH PacWest/Northwest NCWC Contract Management Session 5. Your price is too high, we are bringing this contract in-house. Make sure that you have used commercial industry standards and compared your price to the commercial market to ensure that your price was fair and reasonable. Seek information from your government customer as to why they consider your price too high. A proposal was sent to the government that was 25 percent above the current existing price. There were minimal changes to the statement of work but the price increase was based on verbal discussion between the NPA and the government but there were no changes to the statement of work and no explanation as to why the price increased.A proposal was sent to the government that was 25 percent above the current existing price. There were minimal changes to the statement of work but the price increase was based on verbal discussion between the NPA and the government but there were no changes to the statement of work and no explanation as to why the price increased.

24. 2010 NISH PacWest/Northwest NCWC Contract Management Session 6. We�ve been experiencing performance issues for months. Meet and greet your customers regularly to foster healthy relationship management. Following a Quality Control Plan should prevent �surprises�. Do not assume that different departments within the government agency are speaking to each other. Own the responsibility for communicating across all departments within the government agency. Imagine a large Air Force Base where the base commander is discontent that certain areas of the grounds on the base are not being maintained satisfactorily but is unaware that the area is not part of the AbilityOne Contractor�s contract. This is because, despite base contracting being aware of the Commander�s misinformation, contracting failed to clarify this with the Commander. In the meantime, the NPA�s reputation and the reputation of the AbilityOne program in the eyes of this highly visible customer became tarnished.Imagine a large Air Force Base where the base commander is discontent that certain areas of the grounds on the base are not being maintained satisfactorily but is unaware that the area is not part of the AbilityOne Contractor�s contract. This is because, despite base contracting being aware of the Commander�s misinformation, contracting failed to clarify this with the Commander. In the meantime, the NPA�s reputation and the reputation of the AbilityOne program in the eyes of this highly visible customer became tarnished.

25. 2010 NISH PacWest/Northwest NCWC Contract Management Session 7. We didn�t know your agency could provide that type of service. Continually share with the government customer the different types of services your agency can offer. During a meeting with the government the NPA mentioned potential services that the government was not aware that they offered. During a meeting with the government the NPA mentioned potential services that the government was not aware that they offered.

26. 2010 NISH PacWest/Northwest NCWC Contract Management Session 8. I requested this information months ago and still haven�t received it. Submit information to the government in a timely manner. If there are unexpected delays notify NISH and the government as soon as possible. For one of our contracts we did not notify the government until a day prior to the proposal date that we were unable to meet the specified deadline. Since this was an October 1 deadline the effect on the government was multi faceted: 1.) The KO had to extend the contract to make sure the funds were available and to make sure the NPA was paid. The delay also impacted the KO�s workload. For one of our contracts we did not notify the government until a day prior to the proposal date that we were unable to meet the specified deadline. Since this was an October 1 deadline the effect on the government was multi faceted: 1.) The KO had to extend the contract to make sure the funds were available and to make sure the NPA was paid. The delay also impacted the KO�s workload.

27. 2010 NISH PacWest/Northwest NCWC Contract Management Session 9. It�s a day after the due date and you are just now requesting an extension? Keep the government informed about the status of your proposal and request an extension if you are not able to meet the requested deadline. Your government customer may have to take action to ensure that you continue to receive payment for services that you have provided. Unfortunately this occurred on one of our contracts. The government customer, needless to say, was very unhappy.Unfortunately this occurred on one of our contracts. The government customer, needless to say, was very unhappy.

28. 2010 NISH PacWest/Northwest NCWC Contract Management Session 10. Your proposed price is twice as high as last year though there are no SOW changes and you�ve provided no explanation. It is our responsibility to the government to provide justification for any changes in our price proposal. We had a proposal that mentioned general changes but did not provide nearly enough detail for the amount of the increase.We had a proposal that mentioned general changes but did not provide nearly enough detail for the amount of the increase.

29. 2010 NISH PacWest/Northwest NCWC Contract Management Session Fil Tellez�s Top 10 Contract Management Tips Summarized 1. Its Always About the Relationship! 2. READ Your Solicitation/Contract! 3. Never Assume! 4. Communicate with the Right Authority! 5. Document, Document, Document! The best way to cover the information I�ve been requested to speak to is by framing them within the context of these top ten tips I�ve discovered to be helpful in your relationship with your customer, the federal agency and your partner, NISH. Together we will lace into this presentation the real world scenarios that we deal with daily.The best way to cover the information I�ve been requested to speak to is by framing them within the context of these top ten tips I�ve discovered to be helpful in your relationship with your customer, the federal agency and your partner, NISH. Together we will lace into this presentation the real world scenarios that we deal with daily.

30. 2010 NISH PacWest/Northwest NCWC Contract Management Session 6. Bargain in Good Faith, Be Reasonable and Be Aware! 7. Require FAIR, EQUITABLE and IMPARTIAL Treatment! 8. Focus on Issues not Emotions! 9. Know When to Talk and When to Listen! 10. Be Responsive and Responsible! Fil Tellez�s Top 10 Contract Management Tips Summarized

31. 2010 NISH PacWest/Northwest NCWC Contract Management Session �DCAA Audits; Types and Processes� A Briefing and Discussion of Audit Types, Triggers, Processes and Actual Experiences Fil Tellez Contract Management SME, NISH National

32. 2010 NISH PacWest/Northwest NCWC Contract Management Session Agenda Who is DCAA Types of Audits They Conduct Actual Experiences DCAA Auditor �Recommendations�

33. 2010 NISH PacWest/Northwest NCWC Contract Management Session Who is DCAA The Defense Contract Audit Agency was established by a directive of the Department of Defense Performs all contract auditing for the Department of Defense (DoD) Provides accounting and financial advisory services, in connection with the negotiation, administration and settlement of contracts and subcontracts Provides support to all DoD procurement and contract administration activities. DCAA also furnishes contract audit service to other Government agencies by cooperative agreement.

34. 2010 NISH PacWest/Northwest NCWC Contract Management Session Role of Auditor The role of the auditor is advisory, except that on cost-type contracts the auditor is required to comply with specific contract provisions. The auditor has a responsibility to plan and perform the audit to obtain reasonable assurance about whether the contractor submissions and supporting data are free of material misstatement, whether caused by error or by fraud.

35. 2010 NISH PacWest/Northwest NCWC Contract Management Session Role of Auditor When fraud or similar unlawful activity is suspected, the auditor shall be guided by Chapter 4, Section 700 of the DCAA Contract Audit Manual (CAM).

36. 2010 NISH PacWest/Northwest NCWC Contract Management Session Audit Guidance DCAA Contract Audit Manual http://www.dcaa.mil/cam.htm DCAA Auditors are instructed by the CAM

37. 2010 NISH PacWest/Northwest NCWC Contract Management Session Audit Objectives The purpose of contract auditing is to assist in achieving prudent contracting Provide Government procurement personnel; Financial information and advice relating to contractual matters and Evaluations regarding the effectiveness, efficiency, and economy of contractors' operations

38. 2010 NISH PacWest/Northwest NCWC Contract Management Session Other Support Contract claims To government legal counsel Investigations With the FBI Office of Inspector General (OIG) GAO Criminal Investigators (DoD/Civilian Agency)

39. 2010 NISH PacWest/Northwest NCWC Contract Management Session Audit Authority Emanates from DCAA Charter and the contract terms and conditions FAR 52.215-2 provides the auditor's primary authority for access to contractor records. DCAA Auditor is the contracting officer�s representative and is granted access as that designated entity

40. 2010 NISH PacWest/Northwest NCWC Contract Management Session FAR 52.215-2; Audit and Records - Negotiation This clause provides the contracting officer's representative with the authority to examine and audit contractors' books, records, documents and other evidence and accounting procedures and practices, regardless of form or type

41. 2010 NISH PacWest/Northwest NCWC Contract Management Session What Can They Audit Format of Records; Machine readable media Disk Tapes etc.

42. 2010 NISH PacWest/Northwest NCWC Contract Management Session What Can They Audit Types of records; Data bases, Application software, Data base management software, Utilities, etc.

43. 2010 NISH PacWest/Northwest NCWC Contract Management Session General Types of DCAA Audits Proposal Evaluations Systems Review and Analysis Operations Audits

44. 2010 NISH PacWest/Northwest NCWC Contract Management Session Specific Audits Incurred Cost Reviews Cost inputs/Expenses Allowable Allocable Fair And Reasonable Not prohibited by law or regulations

45. 2010 NISH PacWest/Northwest NCWC Contract Management Session Specific Audits Systems Reviews (Accounting and Purchasing) Capability to support cost type contracts or line items Billing systems Purchasing System

46. 2010 NISH PacWest/Northwest NCWC Contract Management Session Cost Principles FAR Part 31 refers federal agencies to utilize � OMB Circular A-122 �Cost Principles for Non-Profit Organizations� Pricing Memorandum Number 3 also refers federal agencies to this Circular when reviewing costs on AbilityOne covered contracts

47. 2010 NISH PacWest/Northwest NCWC Contract Management Session FAR Part 31 31.701��Purpose. This subpart provides the principles for determining the cost applicable to work performed by nonprofit organizations under contracts with the Government. A nonprofit organization, for purpose of identification, is defined as a business entity organized and operated exclusively for charitable, scientific, or educational purposes, of which no part of the net earnings inure to the benefit of any private shareholder or individual

48. 2010 NISH PacWest/Northwest NCWC Contract Management Session FAR Part 31 31.702��General. Office of Management and Budget (OMB) Circular�No.�A-122, Cost Principles for Nonprofit Organizations, sets forth principles for determining the costs applicable to work performed by nonprofit organizations under contracts (also applies to grants and other agreements) with the Government.

49. 2010 NISH PacWest/Northwest NCWC Contract Management Session OMB Circular A-122 Applicability. These principles shall be used by all Federal agencies in determining the costs of work performed by non-profit organizations under grants, cooperative agreements, cost reimbursement contracts, and other contracts in which costs are used in pricing, administration, or settlement.

50. 2010 NISH PacWest/Northwest NCWC Contract Management Session OMB Circular A-122 Applicability (con�t) � All of these instruments are hereafter referred to as awards. The principles do not apply to awards under which an organization is not required to account to the Federal Government for actual costs incurred.

51. 2010 NISH PacWest/Northwest NCWC Contract Management Session OMB Circular A-122 http://www.whitehouse.gov/omb/circulars/a122/a122.html

52. 2010 NISH PacWest/Northwest NCWC Contract Management Session Likely Audit Triggers Cost type contract or cost type CLIN within schedule of FFP type contracts Incurred costs associated with purchasing of materials structured on reimbursable line item basis under FFP contract type Forward Pricing Rate Agreements FFP type contracts under the AbilityOne Program where actual G&A is proposed.

53. 2010 NISH PacWest/Northwest NCWC Contract Management Session But Why? Use of price and cost analysis is commonly misunderstood. Yes, the preference of PR3 is for use of price analysis vice cost analysis Yes, the federal preference is for use of price analysis vice cost analysis BUT �

54. 2010 NISH PacWest/Northwest NCWC Contract Management Session FMT Viewpoint While AbilityOne contracts are FFP in nature they are negotiated procurements conducted on a sole source basis . Therefore, price analysis is not likely, and cost analysis may prevail, and is totally appropriate.

55. 2010 NISH PacWest/Northwest NCWC Contract Management Session FMT Viewpoint Therefore, you may be required to support the individual elements of cost in your price proposals and the G&A rate proposed may require the KO/CO to request a field audit assist. Also understand, the 9.5% G&A �safe haven� no longer exists so it too may be subject to justification.

56. 2010 NISH PacWest/Northwest NCWC Contract Management Session DCAA Response When the KO/CO calls for a field audit assist, the type of audit of your G&A rates is called a �230� Audit, similar to what they would accomplish on a review of a Forward Pricing Rate Agreement submittal. �230� refers to FAR 52.230-6/3 which requires a disclosure statement when submitting FPRAs for review. This is covered in the CAM, Chapter 9.

57. 2010 NISH PacWest/Northwest NCWC Contract Management Session DCAA Response My DCAA point of contract concurs in my assessment that on sole source contracts, the CO/KO would likely resort to Cost Analysis on any procurement of major dollars. For a �230� type audit they would look for visibility that future out years would experience similar rates inclusive of any price escalations and is limited to the rates and factors being proposed.

58. 2010 NISH PacWest/Northwest NCWC Contract Management Session Actual Experiences Various NPAs Mostly cost incurred type audits Validation of General and Administration rate proposed

59. 2010 NISH PacWest/Northwest NCWC Contract Management Session DCAA Auditor �Recommendations� �We�re not the bad guys� �Know your contract and what it requires� �For incurred cost audits; see ICE model for cost type contracts� �Use supporting data and formats you are familiar with in supporting your positions�

60. 2010 NISH PacWest/Northwest NCWC Contract Management Session DCAA Auditor �Recommendations� �We�re not the bad guys� We can be helpful and assistive with your cooperation Provide us with your information in timely manner so that we can meet our target deadlines Ask questions

61. 2010 NISH PacWest/Northwest NCWC Contract Management Session DCAA Auditor �Recommendations� �Know your contract and what it requires� What are your terms and conditions? What are the performance requirements? What negotiated agreements did you achieve that may not be documented? Provide clarifications of your point of view as to the contract agreement.

62. 2010 NISH PacWest/Northwest NCWC Contract Management Session DCAA Auditor �Recommendations� �See ICE model for cost type contracts� Designed for small business Need to know for development of �pools� and �bases� Step by Step process for overhead development Good format for cost type contracts.

63. 2010 NISH PacWest/Northwest NCWC Contract Management Session ICE Model Incurred Cost Electronically (ICE) Model http://www.dcaa.mil/ice.htm DCAA Says � If this is your first experience with the ICE Model, please contact your local DCAA Office to discuss the model and its requirements before preparing the proposal. So, call DCAA to discuss use of ICE with them prior to downloading electronic copy

64. 2010 NISH PacWest/Northwest NCWC Contract Management Session DCAA Auditor �Recommendations� �Use supporting data and formats you are familiar with.� Budget formats EXCEL spreadsheets w/period expenses Operating Plans What you might provide a banker w/detailed analysis of where the money is going

65. 2010 NISH PacWest/Northwest NCWC Contract Management Session FMT �Recommendations� Be cooperative Avoid emotional responses Keep your processes simple but thorough Track actual incurred costs and expenses by contract/project Plan, Do, Check, Act � Report

66. 2010 NISH PacWest/Northwest NCWC Contract Management Session FMT Recommendations Contact your NISH Region when audits are intimated by your federal customer Act immediately, don�t wait Committee must be advised of any audits conducted of AbilityOne covered contracts

67. 2010 NISH PacWest/Northwest NCWC Contract Management Session Thank You � Happy Trails!