Archive for The FAR

Government Contract Compliance

 

Yes I'm Compliant on a badge with lanyard to tell customers that you comply with important legal rules, regulations and guidelines to give them confidence that your practices are legitimate and safe

 Government Contract Compliance

What does it mean to be “compliant”?  In the case of Government contracts, who are you complying with?

Well, the answer to that might be easy. We comply with the Government’s rules and regulations.  But how do we do that? Who knows if we have been naughty or nice?  Do they come looking for us like the IRS and tell us to be prepared because we are getting audited?  Do we submit anything to anyone that holds us accountable on a regular basis?

Let’s look at this!

The Defense Contract Audit Agency (DCAA) is the cognizant audit agency that is responsible for performing audits to ensure Government compliance with FAR.  Predominantly, it is the Federal Acquisition Regulations (FAR) which determines how contracts with the Federal Government are regulated.  DCAA approves a company’s accounting system for the Federal Government.  DCAA approves a company’s indirect cost rates (Overhead, General Administration, Fringe Benefits, Material and Handling etc.).  What is the purpose of these audits?  Why do FAR regulations exist? FAR regulations exist to minimize the financial risk of the Government and thus, saving the taxpayers’ money.

Once an accounting system is approved, it is approved.  However, indirect cost rates will go across the desk of a Contracting Officer if you bid on Requests for Proposals. How does the Contracting Officer determine that they are fair and reasonable? Why, they are reviewed by DCAA by request of the Contracting Officer!

So, our contracts go to DCAA for audits of indirect cost rates on a frequent basis if we are competing in the open Federal Government contract market.

This is all about being in compliance and the best way to be in compliance and to remain in compliance is to be proactive with the infrastructure of your business.  What does that mean?

It means that, from the very beginning of doing Federal Government contracts, you must set up your accounting system so that it will meet DCAA requirements.  How is this achieved?  You must seek a firm who is knowledgeable, and experienced about the FAR regulations.  Remember, Government contracting is a special niche which requires customized and flexible solutions for the technical issues that comes with government cost accounting.

And what about Indirect Cost Rates?

The important thing to remember is that a small business will have rates that go up and down a lot in the beginning. You must calculate your indirect cost rates as it is stipulated in the FAR and bill your Prime contractor or the Government accordingly. Basically, it is simple. Your total costs are compared to those that are related to overhead as a percentage. The same is done for your other indirect costs.

These “cost pools” and their ratio to the expenses in each category of indirect costs are calculated as of the date of their implementation.  Those Indirect Cost Rates are then applied to labor costs.  A labor rate submitted on a Government proposal is then “burdened” in that it contains the applicable indirect costs and wrapped into a combined cost.  Rule #1, aside from accurate math calculations, is consistency. You must settle on the indirect rates you are going to use for a time period and ask the DCAA to make a determination as to their reasonableness.  Provision is made for the time constraints in proceeding with the process. Small businesses in particular with rates that go up and down need to revisit their rates annually.

This is where the term Provisional Indirect Cost Rates comes from. The DCAA will allow you to predict your actual indirect rate costs and make provisions for you to use those rates in your bids until they are audited and either accepted or adjusted. If an adjustment is necessary, then it is made before the contract is closed out.

DCAA will come to audit your accounting system. They determine that it can calculate and burden these indirect cost rates along with allocating, allowing or disallowing, all costs incurred to the contracts.  This will occur when you bid on contracts that are large enough to require an approved accounting system. As a subcontractor, a small business may not need to have an approved accounting system; that is until they work on a contract that is awarded over a certain amount.  This is determined by The FAR and the amount changes periodically.

This is just a short and vague description of the auditing functions of the Government but it makes two things very clear:

  1. Compliance from the beginning will save you much consternation later on.  This includes timekeeping compliance to support your costs.
  2. Understanding Cost Accounting Standards is of top priority for contractors and subcontractors.

Please refer to the following link for an excellent resource of information on this subject (given by DCAA).

http://www.dcaa.mil/cam/Chapter_08_-_Cost_Accounting_Standards.pdf

Does this seem to be overwhelming?  Contact me and I will refer you to a Compliance Professional who is working with Contract Connections Administration Services.  Sign in to my website so that you will be informed of any changes in the area of this part of Federal Government contracting.

Cheryl Ann De Pace www.thecontractnavigator.com    / Mark Vilches   Main@dcaaspecialists.com       410-302-6251

Grow Your Business, Subcontracting!

verhuis1  Don’t Let This Be Your House

This house is the house of many who are struggling with their small businesses right now. I have sent my workers to take it away and replace it with a win-win house of prosperity.

home1

This house is owned by someone who does subcontracts with the Government.  This is a win-win house of prosperity.

It may seem like a whole lot of extra trouble to do subcontracts with the Government but remember: The process for doing well with your subcontracts is easily taught. The government always pays its bills!

There is a big demand for GOOD subcontractors who know what they are doing.

You need to do a good job and build a significant past performance. The key is to manage your contracts like projects and to learn the metrics and analyses that keep things easily monitored and controlled.

And when you are at the end of the subcontract, you need to close it out. This means that it is done  and you are not billing incorrectly on your final payment.

So, you need to stay in compliance with the regulations regarding subcontracts in the Federal Acquisition Regulations (FAR).  This is accomplished by understanding the FAR and looking up the clauses that are given in the subcontract.

Subcontracting opportunities are listed on various databases. These databases exist in an effort to keep a supply of small businesses available for the Government and to be assured that small business will get 30% of the Government contracts awarded.  This is a regulation!

Past performance can be documented through a method called The Subcontract Project.  Anyone with project management experience can easily follow this methodology. Bid on opportunities and network with other small businesses. Involve yourself with forming teams of competent vendors that join together and create an effective work plan.  When you win, you will need to manage your subcontract from the very start.

With templates and good old fashioned hands on experience, you can become a certified subcontractor and this will make the Prime look twice at you in its hunt for small businesses to subcontract. After all, you have been trained and have demonstrated your knowledge of the things that matter the most to your Prime contractor.

Subcontracts are also negotiated regarding terms of payment. You can, as a subcontractor, negotiate for net 30 or even payment bimonthly based on the fact that you are a small business.

The Statement of Work is given to establish the explicit expectations of the work you will do. Follow it and your other terms and conditions. Then document your success!   The most important part of the proposal, aside from the actual financial bid, is proof that you have done well in the past and will continue to do well with the new assignments from the Prime contractor.

In order to prosper more in this economy, put yourself where the money is.  Understand that it is mandatory that you, as a small business, are sought to do work that the Government has to offer.

How long does it take to make the transition into Government subcontracting? Simple! It could be one day or months, depending upon your level of understanding of the process and the project of a subcontract.

You must be registered as being approved to do work for the Government by being registered on www.sam.gov .  There are codes and other formalities but you can be guided through the steps move through it quickly. Once you are in www.sam.gov , you are visible to all Primes looking for someone who does your work.

Subcontracting is said not to be as lucrative as being a Prime and contracting directly with the Government. In my opinion and with my experience, although your profit may be lower- in the long run, you will do well to become a popular subcontractor and reap the rewards of your past performance and naturally progress into the position of bidding directly to the Government.

Consistently working and consistently getting paid is a more lucrative choice.  There are no collection agencies necessary in your life when working for the Government. There is no advantage to withhold money from you in this industry as you are always working under strict regulations. So, you won’t be calling on collection agencies with Federal Government subcontracts.

Reach out to me if you are interested in The Subcontract Project class. Sign into my website at www.thecontractnavigator.com .  Dates and times will be sent to you.

verhuis1

Contract Connections Administration Services, LLC

410-302-6251

Cheryl Ann De Pace, Director of Operations

The Subcontract Project

Contract Tracking        +        Financial Tracking     =          Closeout

Watch a video on Closeouts

Here is a very simplified formula for the process of a subcontract.  There are Terms and Conditions to follow (Contract Tracking) and there is your Funding (Financial Tracking).  Lastly, there is the Closeout when you have performed a reconciliation of your records with the Prime contractor’s records and you have a complete record of the administrative details of the contract.

There is a lot that goes along with this simple diagram. As you can see, there is a starting point that leads to a closure of the contract.  The contract has been initiated; it has been administrated, has expired and is now over. Both parties agree that the contract has come to its end without any miscalculations and with a delivery of the products or services in a satisfactory manner.

If you remember this diagram, you can use it to simplify your filing system and your process.

It is true that much has to transpire between the award and the closeout.  This is where your ability to remain organized and to document all conversations during the execution is of paramount importance.  Within the Financial Tracking is the need to apply indirect rates to the billing under circumstances and in most cases a fee percentage.  Fluctuations in this area are typically caused by changes in the indirect rates which apply across the costs as they are forecasted and must be approved.  Indirect rates are the percentages applied to the costs according to overhead and fringe predominantly.  With an approved accounting system, you do have the option to fix the rates for the contract and not delay the closeout for approval and adjustment.  So, with everything else tracked and all terms and conditions met, the closeout becomes the unpopular task of the process of a subcontract.

My recommendation is that you start documenting your process from the very beginning by utilizing a uniform format that pulls your project together in a linear fashion. If you have not had instruction in project management, I recommend a class that explains the principles and the stages of a project. Learn the tracking of a project. Organize what you do, religiously.  If it takes a little longer on the front end to organize your files and follow a consistent path, do it. It is well worth the effort.  Simplify, simplify, simplify.

Lastly, some words on the Federal Acquisition Regulations (the FAR):

Read the FAR Clauses associated with your subcontract. These have been passed down from the Prime contractor without explanation or clarification. You must look them up and read them and note them. This may seem daunting as the FAR is a very large body of regulations.  This is where you set up your file for tracking and note what needs to be considered part of the terms and conditions of your subcontract.  The individual who read the RFP became well versed in these regulations so that is the individual who can be most helpful.  Before you were awarded your subcontract you did a proposal in consideration of all these clauses.

In financial business settings, there are products that have different guidelines.  The underwriter of a financial product application has to know the product description to be effective. The FAR has a similar application. It is not uncommon for companies to write their own product description manual in order to have a good reference tool.  You can do this with the FAR.  Create a manual that has the primary sections of the regulations and then break it down into sections for the “parts” you may need to look for.  This is a project in itself but a good administrative support person can do this and it is well worth the effort. Then you have your guidelines that change.  These become this individual’s focus.

To summarize:

You may ask why someone would need to be so fastidious about tracking the projects you call your subcontracts.

If you are armed with order, consistency, good tracking, and easy references- subcontracting with anyone will be much easier.

The answer is simple and mitigates your risk in not developing a good past performance.

The better you are at organizing and tracking your subcontracts, the better you will be in the end when it is time to do a closeout.  Consider that the Closeout of the contract is the most important element of your project. It is the most difficult too.

Therefore, the simple diagram above can truly represent the simplicity of it all and that is what this blog is all about; keeping it simple.

 

CONTRACT CONNECTIONS ADMINISTRATION SERVICES, INC.

Cheryl Ann De Pace

410-302-6251

Your Closeouts – Remember Those?

icon-files[1]

I am the File Queen for CCAS, LLC. I am hidden in your tallest stacks of 5- year-old files. I eliminate them and create order and good audits. Oh, do I love thee. Let me tell the ways:

1. I list every file you have with their status in a spreadsheet so I can kidnap your files and hold them with me. I become the guard and you need only to do a Control-Find to see if I have a file.

2. As you hold the list on your computer, you will receive updates as the closeouts slowly take shape and you are in need of a filing protocol. Order. We need order so that the forms can be received and filed and the files can be plucked from the pile and get their “freedom” stamped, “CLOSED”.

3. The close out of a Federal Government contract or subcontract revolves around problem solving. Whatever is needed for the actual close out brings about questions and research and communications with the past. This is not a fast process. Financially speaking; the file needs to be reconciled like its progress reports that are merely monthly reconciliations. If you follow a good progress reporting process monthly, you will find that the closeout takes form on its own. That is my secret. It is like putting your finger on the pulse of the file each month and then you record the vital signs on a spreadsheet with the same entries for a high level comparison. This comparison is done with correct data.

4. Keep a checklist of what you need to obtain for the file. Don’t use a checklist that asks you questions. The questions should be in your head and creating a synergy, a feeling for the file. But you need to bet detailed and concise when you are collecting the forms you need. You need to hear from the Program Manager or the Principal Investigator. You need to hear from the Vendor. And finally you need to hear from your accounting department or access the database of the financial course of the contract.

5. The emails are kept and the phone calls are noted. The process is not boring and it is full bodied and time consuming. But…

…imagine this…
You have a contract with a University that you know from the past. You want to know more to manage the contract and you want to see the old file. You go to a file cabinet and follow the nomenclature to find it. Not a single file is out of place or there is a card place holder where it may have been borrowed by another. You open the file and everything is in the same order you expect in any of the files. You are instantly aware of the contract’s history and contacts. There is a rating of the contractor. You know they will be weak in providing pricing. You make some decisions regarding how you will manage the file…to include a calculator made for the contractor to use when you need progress from them.

Meanwhile, a contract period of performance has just ended. It is time for the file to move through the process to go to the closed files and join them. A process is used by following a simple checklist and the knowledge of the contract closeout process. The questions that you are supposed to be asking are those that will lead to healthy audit findings. You have a special person who knows all about closeouts and you feel confident that they will close out the file adequately. Nothing is piling up and rotting in the back room! There are no mysterious archives of files that never seem to look as nice as the contracts in process. No more!

When I started my consulting business, I had put in 12 years of doing a lot of contracts and subcontracts. I have, at any given time, as I review a file: millions of questions that come from my experience. I know where to start and I know when I have truly completed the closeout.

But my clients know that closeouts are typically considered the most unpleasant contract action. They know that it is something that can be done at a later time in most cases. Do they acknowledge that they need to be taken care of sooner than later? What do the auditors want to see? When will they come to see my files? Can I hire a temp to do the close outs like an administrator who then relies on the Contract Administrator for an understanding of the story of the file?

I recommend that you hire a specialist and clear out the backlog so that the closeouts may then be maintained by all those who use the files. I recommend someone who can go right to the bones of the contract and the history and that requires experience. Every single contract is different. Every single close out is different.

So, the Universe has put me in the midst of many closeout files. I have other things to do and I know too much to overlook anything that may come up negatively in an audit. After doing about 300+- of them, I have encountered many interesting situations. Closeouts are more interesting than contract definitization or putting together negotiated terms and conditions. Closeouts are an administrator’s final analysis and it takes an individual who knows them from soup to nuts.

Call me and let’s discuss your closeouts if you need to take control of them. I will come to work on your site and change that part of your world! And I am smiling about that because I enjoy it.

Are you ready for an audit of your expired contracts? Are you able to read and utilize your history with your vendors? Isn’t utilization of your history an excellent tool for subcontracting and teaming? Do you want an expert to come in and put order into the cabinets and clarity in your files?

Call me to discuss this at 410-302-6251.
Classes are available in closeouts also.            cartoon-apple-8[1]

Sample Subcontract Structure

“I will be your sub and you can be my sub.”

Very often, in multiply award type contracts, we team with others as a sub now and then perhaps as a prime the next time. And vice-versa!  Subcontracting is an inevitable thing. So you are going to want to have a good subcontract to work with. As you are presented with subcontracts, you can get plenty of ideas about your own subcontract by reading others. I recommend that you always stay open-minded to revising your subcontract and sending it back to your legal department for reviews when regulations change.

The link below is for you to start with. It gives a skeletal structure to look at with some of the most important clauses one must have. There are plenty of them but you don’t want to forget the ones that apply to your company in particular. See if you can tell what type of company this example came from. If you say a “research and development” firm, you’re right! And how do you know? Answer that question and you are really paying attention.

Feel free to print this out and use it as a checklist or a place for notes as you go through other clauses suggested by your legal department. And remember that you can and must incorporate FAR clauses you want to pass down to your subcontractor. You can incorporate these by reference , listing them and making the list an attachment to your contract.  I hope my little listing helps you get a feel for where your thoughts should be when you write your subcontract.

Last, but not least- the Contract Administration section is the largest section of all and it will hold all of the ways you intend to fund, withhold, add fee(if applicable) and any other way that you intend to manage your contract. Some of the other things you will want to include would be: How payments are to be made, if there will be an establishment of indirect costs and how they will be either fixed or predetermined or provisional, how the closeouts will be handled, information about the final payment and refunds etc.  These items are unique to your company and your arrangement with your subcontractor and you must ensure that you are following the regulations you are subject to as the prime contractor.

Below is the link to the document for your use. I hope that it is helpful and please don’t hesitate to call me if you have any questions at 410-302-6251.

SAMPLE SUBCONTRACT

contract[1][1]

Documenting Your Contract Award is of the Utmost Importance.

thReview your WIN!

At time of award, there is excitement and a tendency to only read those items that pertain to the work that will be required. Reading the other sections of the contract may advise you more of the administrative duties of the contract.

Do well with this part of the work on your contract and develop a good relationship with your contracting officer. Documenting it makes it clear and accessible. Just as your contracting officer takes copious notes on your correspondence, you should take the same care to document your file.

So, let’s go through the sections of the contract, briefly and assist with starting your process with documenting it.
1) Form SF33 is the contract from the Government. The first page is the base form where all of the primary data is written such as dollar amount of award, period of performance, name and address etc.

2) Section A outlines the basics. The following are items that should be in your contract brief: type of contract, deadline for return of forms, mailing address of the government office and the name of your Government contract point of contact. Note: The deadline for return of the forms is set in stone and created to facilitate a timely full execution of the contract.

3) Section B breaks down the way the money is to be spent and what kind of time restrictions there are on the length of time that the money will be available. The importance of the total funded and the total awarded is not the primary consideration. This section should be read line by line and there should be an understanding, if there are option years, if contract line items will expire sooner than others. If this information is broken out on a timeline, it will be much easier to manage the dollars awarded. This is mostly attributed to the fact that funding does not run along side of the awarded ceilings. The key is to spend the money fully by following the request for your company to track the expenditure of the funded amounts and contacting the Contracting Officer when funding is getting low for the work to be accomplished in time for more funding to be awarded with modification of the contract line items.

4) Section C is the section where you will read the descriptions and specifications of the Government’s requirements of the work of the contract. The Scope of Work can be found in the RFP under this same section and clarifications of any changes made after the award was made can be found here. Do not assume that the changes are not important and be sure to read all modifications of the RFP regarding the work that are brought forward during the contract competition.

5) Section D outlines what is called the “specific packaging and labeling requirements”. All correspondence, before and after the contract award, must follow these directions to the letter.

6) Section E will describe the inspection of the deliverables and the process/ quality assurance requirements that must be met in order for a deliverable to be found acceptable. If a deliverable is not found to be acceptable, the Contracting Officer will contact you and the work will need to be revised to meet the specifications in order for the work to be cleared so that more funding will be given or for the contract to be completed. This is very important information to have as the release of funds depends on approval of the work.

As you go through your contract, you will note much more that needs to be documented than the simple outline I gave you here. The most important document in your files, other than your contract, is your Contract Brief. A good contract brief requires a lot of thought and understanding of the contract administration process.   Click Here to Download the CCAC Contract Brief

If you have any questions or want to have the contract brief altered to suit your company specifically, give me a call anytime at 410-302-6251. 

   

 

 

Closing Out your Contract Files

My expertise is clarifying the things that you must do in order to make sure that your contracts are administrated correctly. I am not referring to processing. I am referring to following the regulations in the FAR and having them in tip top shape for an audit. We know that day will most certainly come.
So allow me to share with you, from FAR 4.804, plain and simple, beginning with a general list of what must be contained in the contract file.

You can read this and understand what I will be looking for to put your file together as you require.
It is difficult enough to do the bids and proposals and win the business and then process the files, do the negotiations and do the modifications. In the end, that file has to be right.

Most importantly, it does not take a full time employee to do this job if the task is taken by a consultant who has the ability to work with the documentation and put it all together without delay. A closeout should not be an on-going process. If it is completed as soon as it is appropriate, it is most effectively presentable for audit purposes. There is a tremendous reward in getting your close outs right and doing them on time. All of what you have worked for and managed has to be finished for good so that you can leave it behind.

This is a general checklist. A complete list can be found in the FAR when unusual circumstances arise. I hope you find it helpful.

1. Copy of the contract and all modifications, original supporting documents- in ascending order according to action date.
2. If applicable, modification of the assignment of contract administration function and responsibility.
3. Pricing/ Certificates of Current Cost or Pricing Data and all other documents supporting contract action executed by the Contract Administrator(s). This is the budget as it relates to the RFP and how the work is tied to it in the form of deliverables or how the billing will then be determined.
4. Notice to Proceed and Stop Orders
5. Insurance Policies that apply to the contract action.
6. Documents supporting advance or progress payments
7. Property administration records
8. Termination Actions
9. Cross reference to documents filed elsewhere. I call this the Contract Brief.
10. Miscellaneous documents on which action was taken or that reflect actions by the contract administrator(s). This is where you put your extra work, letters, emails, explanations, conversation logs, etc.
11. Contract completion documents. This is where your close out documents go and the supporting documentation that goes with it.
12. Paying office file: Bills, invoices, vouchers, and supporting documents to include a record of payments or receipts.
13. Other back up documentation that is pertinent to the interpretation and understanding of the payment process.

Imagem_10[1]

The Monumental Importance of a Contract Brief

OLYMPUS DIGITAL CAMERA

What is a contract brief?

A contract brief is a synopsis of all the contract requirements that you have to meet. It is designed for the executive level review whenever the contract comes to their attention for negotiations or questions. This is like an executive summary that is written at the beginning of a proposal so that the executives don’t have to read the entire proposal to know what it is about. If a contract administrator does not have a contract brief in her contract file, she/he is not able to identify key points of interest without digging through all of the pages. A simple fact such as the amount that the contract is funded can be buried and take minutes to identify.

 

I have always created processes for my employers and the contract briefs I created are no different. I have created two different kinds and they were created to go with the work flow of the office. This is because many people will be needing information about the contract and for many reasons. The easiest place for them to look is in the area where they work on the contract. So, in an organized fashion, the sections of the contract brief are organized in a step by step fashion.

With a contract brief created in Excel, you can have sections that calculate themselves. When you see the generic contract brief that I have for you in our free tool box, there will be sections that will add and divide and present percentages and other such things for executive and administrative review. The format is easy to look at and simply to use. The information should follow the order in which things are done on the contract under the average circumstances. This is a form that will greatly reduce stress in handling your contracts requirements. The contract is a document that has serious repercussions should it be loosely followed and parts of it neglected. Time is gained when it only takes a moment to find information. Executive level reviews do not require longer meeting times. All in all, the contract brief is almost like a living and breathing document instead of a static page that contains a reiteration of what you already have buried in your contract. No amount of sticky notes can make up for the way a contract brief puts you in control of your contract information.

OLYMPUS DIGITAL CAMERA

I am excited to tell about the possibility of having a custom-made contract brief made to fit your day to day operations.

You can purchase your own live copy in Excel format right on this site! I will send it to you by email. The cost for this contract brief is negligible for the monumental task that it performs. Follow it and you will have full control of your contract for the entire time you are processing it. Not only will it save you time, but it will save you revenue. There will be no money left unspent if you follow this process. There should be a full utilization of budgeted items and a good eye on the monthly average rate of expenditure for progress reports.

 

OLYMPUS DIGITAL CAMERA

 

A custom made contract brief takes one day to create. Interested? Go to my Home page and fill out the request form with your email address and name.

 

 

Read Subpart 4.12—Representations and Certifications

 

Filling them out and understanding the questions.

The link in the FAR indicates the URL to that site is: https://acquisition.gov. You must be familiar with SAM (System of Award Management) in order to do your Federal Government Contracting.

Below, is a list of information that you have to include in your Registration with SAM and you cannot participate in Federal Government contracting unless you are registered with SAM. Also, A CONTRACTING OFFICER CANNOT READ YOUR REPS AND CERTS unless they are in ORCA. You must keep a completed print out of this document off of ORCA in case there are any questions or adjustments that come to light in regard to this information. It is updated once a year. If when you completed this form, you had doubts as to what needed to be entered in a space requested, inquiry with me or someone else who can help you is essential.

Unless I have access to this system, I cannot obtain a copy straight from ORCA. This means that if you are a subcontractor, you will be asked to provide a similar form that is a hard copy to the Prime. A HELPFUL TIP…Section K of your RFP will have the Representations and Certifications form in its entirety for your completion. It is to become a part of your proposal. This will need to match what is on

ORCA, so I recommend that you use a print out of your ORCA as you complete the form.

This article is about that form and any questions that may arise about your ORCA version should you find there is a discrepancy between what a Prime will ask and what is asked on ORCA.

To follow is an example of a Representations and Certifications form found in Section K. This is a good resource to go to in order to learn the form so I am going to use it to make comments. I cannot guarantee that the form you obtain from the Prime will look exactly like this but if it is for you as a subcontractor, there may be added questions for flow-down from the Prime to your responsibilities.

Just look at the next pages and I will have helpful tips in yellow comment bubbles. Call me if you have any questions. If you are working on a commercial contract, you will feel blindsided the first time you get this form. It is for you, most of all that I did this!

Cheryl Ann DePace, Director of Operations,   Contract Connections Administration Services, LLC, 410-302-6251

Use this as a road map to accumulating all the information you need for your business as a Federal Government Contractor.

Core Data:

  • DUNS Information
  • Business Information
  • IRS Consent – Business & TIN Information
  • CAGE / NCAGE
  • General Information
  • Financial Information
  • Executive Compensation Questions
  • Proceeding Questions
  • Information Opt-Out
  • Ownership Detail Disclosure

Assertions:

  • Goods & Services
  • North American Industry Classification System (NAICS) Codes
  • Product Service Codes (PSC)
  • Size Metrics
  • EDI Information
  • Disaster Relief Response Information

Representations & Certifications (Reps & Certs):

  • Certificate of Independent Price Determination
  • Representation of Limited Rights Data and Restricted Computer Software
  • Taxpayer Identification
  • Small Disadvantaged Business Status
  • Small Business Program Representations
  • Place of Performance – Sealed Bidding
  • Equal Low Bids
  • FAR Responses to Architect-Engineer Responses
  • DFARS Responses

Points of Contact (POCs):

  • Accounts Receivable POC
  • Electronic Business POC
  • Government Business POC
  • Past Performance POC
  • Electronic Business Alternate POC
  • Government Business Alternate POC

SMALL BUSINESS CERTIFICATION:

  • SBA Profile Creation
  • Socio-economic Category Certifications

REPORTS:

  • Service Contract Reporting
  • Bio-Preferred Reporting

EXCLUSIONS:

  • Active Exclusions
  • Inactive Exclusions