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Everything posted by DWGerard1102

  1. Sorry this is so late, I have been away for cancer treatments and just returned to my office this week. 13 CFR § 121.404(d) states :"Size status for purposes of compliance with the nonmanufacturer rule set forth in § 121.406(b)(1) and the ostensible subcontractor rule set forth in § 121.103(h)(4) is determined as of the date of the final proposal revision for negotiated acquisitions and final bid for sealed bidding."
  2. There is one exception to the rule that the initial proposal including price is when size is established. That exception is when a violation of the Ostensible Subcontractor rule is alleged in the size protest. In those cases the size is established at the time of the final proposal. The reason for that exception is that the contractor may have changed its proposed personnel from its initial proposal when submitting its final proposal which could affect whether or not it was a violation of the Ostensible Subcontractor Rule.
  3. There are more than a dozen different forms that are the equivalent of the DD 2579, and I see a few of them every day in my role as a PCR. NASA has its Form 1787, the CDC has a computer based system without a form number associated with it, GSA uses its Form 2689, plus there are two different versions of the DD 2579 that are being used at this time. The purpose of those documents is to inform the Small Business Specialists at the various organizations what the acquisition plan is in a nutshell so that they can concur with or dispute the chosen plan of action. After that the forms are sent to the appropriate SBA PCR for concurrence. When I receive the forms, I check whether or not the plan is to set the procurement aside or not, along with a check of the selected NAICS code. I frequently send the documents back for incorrect NAICS codes, and I have non-concurred with the acquisition plan to not set the procurement aside on a number of occasions. After that, it becomes a negotiation, in which I show them how they can set the procurement aside, show how their market research was not complete, and how their organization is not meeting a specific goal. If I truly believe that the procurement should be set aside and the KO still refuses, I non-concur with the Small Business Coordination form. After that I can issue a SBA Form 70 which appeals the issue first the local HCA of the organization and if no agreement is reached, it ramps up to the senior HCA at the organization's HQ and the SBA Office of Government Contracting executives.
  4. Contracting Scandals

    In my case it would have been simply to act on the information that was provided, do the right thing and inspire confidence that when malfeasance is discovered, leadership will do something about it rather than punish the one who found the evidence. I was not looking for a promotion, I simply respected the concept of integrity, honesty and ethical work, and when I found something that did not match those ideals to the point of criminal behavior, I reported it. The real failure was how my leadership handled it, I was ridiculed, told to shut up and go back to work and that my evidence was "weak" despite it being well documented with photos of non-existent lay down area, no work being conducted despite more than 50% of invoices approved by the PM, and evidence of earlier fraudulent work being signed off on.
  5. Contracting Scandals

    Joel, Karma played out in the end for the KO, he died less than 6 months after retiring when he had a heart attack while gardening in his back yard. He wasn't a bad guy to work for but he was a coward when it came to standing up to the bully that was committing the crime. I think it weighed heavily on his heart and spirit what he had failed to handle properly, which is a heavy burden for sure.
  6. Contracting Scandals

    Here is the case that I brought up to my leadership and was ignored so I resigned my the civil service position for a position in industry: https://www.justice.gov/archive/usao/ma/news/2010/July/THROWERverdictPR.html After I left the Army HQ CID folks found the CD with all the needed information for their case in a blank envelope stapled to the contract file. The person who took over my desk when I resigned told me that the KO pulled all the paper documents out of the file and shredded them. The amount that was defrauded by the perps was somewhere north of the amount in the story. I was told by the investigator who called me more than a year after I resigned the amount stolen was closer to $50M than it was to $4 mil but they had enough to put him away so they stopped investigating. The contract I was working on was $1.5M and the perp had more than 3 fraudulent contracts in place with similar award amounts at that time alone.
  7. Mentor Protege

    The SBA Mentor-Protégé program is not a joint venture so it does not have a minimum percentage of work for either party. The MP program is where a mentor trains the protégé in specific area and is supervised by the SBA on at least an annual basis. The SBA MP program allows (but does not mandate) JVs and eliminates the affiliation between the JV partners so long as the SBA MP program is in place and no other factors are present. The JVs formed must follow the JV rules and the overall project manager must come from the protégé firm. The MP regulations to not specify the percentages of work for the associated JV. With that, when the SBA reviews and approves the JV as part of the MP program, it expects to see the percentage of work done by the protégé company grow over the life of any contracts awarded to the JV to at least 51% if not more, depending upon what is agreed upon between the MP participants and the SBA.
  8. The SBA can perform the evaluation and provide the KO with the information he or she needs to know in relation to the LOS regulation. The authority to enforce remains with the KO, but the information and evaluation process is difficult and time consuming for a KO (I know that some KOs would disagree, but I have been told it was too hard to do many times by KOs), so I as a PCR will perform the evaluation for the KO if there is a serious concern regarding a contractor's adherence with the LOS regulation
  9. I have been advising KOs to refer any suspected violations of the Limitations on Subcontracting to the SBA Area Office for their action. If its a CFR issue, then its up to the SBA to resolve the problem. The LOS scenario is similar to the Ostensible Subcontractor evaluation and the SBA is authorized to obtain employment records and financial documents so it can perform the analysis with all the needed data, and the SBA office is set up for that work so it is not contrary to the other functions like a contracting office would face. I can say that because I work for the SBA now as a PCR (Procurement Center Representative), and I am one of the people who would receive those cases to work.
  10. One thing that might impact this scenario is 13 CFR §125.6(1) where similarly situated entities (small businesses) can assume part of the 50% requirement. If the HR firm is a small business under the appropriate NAICS code, their employees are added to the prime employees towards the 50% requirement. The Ostensible Subcontractor rule does not apply to all of the employees, it only applies to managers, key personnel and contract executives responsible for primary and vital requirements of the contract.
  11. Technology Procurement

    No, I don't work for either of those two agencies.
  12. Technology Procurement

    This is anecdotal, but I believe it reflects how the Government treats technology procurements. Our office decided to update all the employees with top of the line equipment including new state of the art mobile phones and lightweight computers. The purchase of the new equipment was approved and the contracts awarded. Once the equipment was delivered, the software was considered. The equipment sat in a warehouse for more than a year before it was sent out to the workforce. Meanwhile the "state of the art" moved on and the equipment was no longer top of the line (Iphone 5 well after the introduction of the Iphone 6 models), when it was received by the user. The software is also more than a year behind, and we cannot even access our own agency webcasts because the browsers (IE and Chrome), are both so out of date they will not allow access to the webcast system. Trying to get those programs updated is not automatic and requires the user to contact the help desk and request the upgrades. That creates another problem when the upgraded program no longer works with existing printers, scanners and the like. Also, the new computers did not come with DVD players/writers, which some offices still use, so each office had to buy their own separate DVD player/writer for each user. I don't blame our leadership, they are trying. I don't blame the contracting team, they too are trying. The problem is that the procurement system is so cumbersome, so complex, so weighed down with processes and reviews, that it simply cannot respond quickly enough to purchase and deploy the latest technology.
  13. Bad Writing in Government Documents

    In the recent past I have seen contractor proposals in response to a single solicitation vary in cost by 100% ($400K to $800K) and in simple page counts by the same percentages. Meanwhile the Government estimate for that same project was $200K and was written on just over 4 pages of technical information. In my review I suggested that the technical office have their technical information reviewed to see if it made any sense at all because I could not understand what they wanted, other than a comprehensive research project of some sort or another. The 4 pages were full of acronyms that were not explained, technical jargon and I could not find an end product other than "a research paper". As a 3rd party reviewer for 13 different buying agencies, it is amazing how we (procurement officials), can send out solicitations that only we understand and then expect everyone else to understand our madness as well as we do.
  14. http://www.federaltimes.com/story/government/management/hr/2016/03/09/tester-competitive-service-act-clears-senate-obama/81528674/ I saw this today and found this section to be most interesting: "The legislation provides a pathway for agencies to select qualified applicants, even if they initially applied to other agencies." Imagine applying for a position with say, the Dept. of Agriculture and then getting a call from the Dept. of State for a position that you didn't apply for or even know existed. Considering some of the parallels between the federal hiring process and the world of contracting, this could be made quite interesting if it jumped that particular fence!
  15. One thing to remember if you are dealing with small businesses: only the SBA can determine if a small business is NOT responsible per FAR 19.6-1.
  16. Vern, I did contact the base IG, they did nothing with the information. After I left the KO did take all the paper documents out of the contract file, but he did not think to remove the unlabeled CD in the envelope stapled inside the contract folder. The break in the case came when the PM's sister bragged about her "projects" to another contractor, who then contacted the IG in DC. The investigation came from DC, not the base where the contracting office was located at. I left because not one of the leaders in the office cared about possible fraudulent activity, the legal staff did not care, the base IG did not care and the Commanding Officer did not care (or at least his gate keepers did not care because they kept me from talking to him personally about the matter). I left because the corruption and corruption through non-action was unsurmountable to me, a non-supervisory low level GS employee, without destroying my career. I did what I could and left with honor, refusing to just play along and leaving enough information for anyone who cared to put the case together.
  17. I know of at least one reason and situation that the Contracting Personnel should see what they are buying; you might be buying nothing more than fraud. Long story: In my case, the PM would send us specs to solicit in an IFB, refuse to answer my questions on the documents and then get the KO to release them anyway. The contractor with the lowest price had won nearly all of the previous competitions which had been processed before I took over the program. Several weeks later we issue the notice to proceed and a week after that I visit the work site. In that visit, there was no lay down area, no signage, no contractor vehicles. Two weeks go by and I send an email to the PM about progress and he states that the project is on schedule. Again I visit the work site with no contractor activity in sight. I verified the bldg. number and went back to my office. I called the PM and asked him to take me to where the work was being conducted and he refused. I brought this up with the KO and he told me to "relax". I went to his boss and she told my KO to "resolve this issue". Later then next day the PM, the KO and myself had a meeting and I asked again where the work was being conducted and for the PM to show me the work. He refused and said that I was "too ignorant of construction methods" to even look at the work. I then had to be pulled back from punching him by the KO who pulled me back across the table. I brought this problem up with my KO's supervisor, the HCA, the Contract Attorney for the office and the local investigations office. Nothing was done or said so several weeks later I resigned from the Civil Service for a job in the private sector. Before I left I put evidence and copies of all messages along with a memo to file with my suspicions that the project was a fraud against the Government inside the contract folder. I also made copies digitally and put them on a disc which I enclosed in an unmarked envelope inside the contract folder. Later on, after I had been gone a few years, I found out that the PM had been indicted and found guilty of defrauding the Government for millions. His sister in NY who owned the contractor company also won herself a trip to Club Fed. The KO was allowed to retire and his supervisors all had some kind of negative actions applied to their careers. Short story: Know what you are buying because going to jail, losing your job and/or facing financial penalties is not a good thing for Contracting personnel, even when it is not your fault!
  18. I am looking at a task order statement of work for IT work (programing, debugging, enterprise architecture, etc.) that is planned to be awarded from an environmental remediation ID/IQ contract. The ID/IQ contract does not specify IT work, but does have "data management". My question is whether or not data management could be stretched to encompass a task order that basically sets up the entire data management infrastructure. Incidentally, this work was originally completed via a separate 8(a) contract. The focus of the IT service will be to support the remediation, but the actual task order will do no remediation, it will only be to establish an IT system. I have looked at the case law for this and I was unable to answer this question from those cases. If anyone knows of a specific case that deals with this subject, I would appreciate the case number so that I can look it up.
  19. Policyguy, Thanks for reminding me of that function, he or she will be contacted asap!
  20. Joel, From what I have gathered, the IT work is currently being completed using a system created by/maintained by an 8(a) contractor. I do not know if that contract was originally awarded by the buying activity who now has the requirement. The buying activity is seeking to move that work to a remediation ID/IQ contract task/delivery order so that the work would be within their funding authority. I have found that if the work would be awarded outside of the remediation contract it would likely be awarded by another division within the overall organization since the buying activity does not have the authority to establish a stand alone IT system. That leaves two issues; should the work be moved to the remediation contract and can the requirement be removed from the 8(a) program? As far as the relationship between the remediation work and the IT system, I have not gotten that far into the weeds yet.
  21. Thanks to everyone for their views! This has given me a good start to analyzing the situation and hopefully will be able to determine the scope question more easily now.
  22. I am not the CS or KO assigned to the task order and I don't work at the organization either but I as a SBA Procurement Center Representative in the area I do have a responsibility to monitor the organization. I personally believe the task order is out of scope and that it should stay in the 8(a) program but I am more concerned with the scope issue right now and will deal with the 8(a) factor afterwards. I just want to get a feel for what the community thinks about this question. The data clauses that are in the contract are 52.227-14 and 52.227-17, but I did not see anything else that called for establishing an IT system in the PWS or in the WBS.
  23. Contracting Salary in Industry

    I made the leap from a civil service 1102 position to one in a major defense contractor a few years ago and I found that the salary was pretty much the same between the two but the benefits were somewhat less. Less leave, less flexibility and relatively equivalent medical and dental at a higher cost to myself. I did enjoy the work, I was able to travel to foreign countries, enjoy some of the perks that civil service jobs would never provide, but I also had to spend a number of late nights at meetings and take work home to meet the deadlines. I really enjoyed my time in the private sector but like others said, the security is much less in the private sector than it is for federal workers. After only a few years my position was eliminated when the contracting staff from another program that was being closed out and they were shifted to the positions that I and a few others had. We all were successful in our jobs but since the other folks were more politically connected, we were given pink slips. I knew ahead of time that pink slips were coming so I jumped back into a federal job just as the notices were being distributed. I wouldn't go back at this stage of my career, but if I had at least 15-20 years to go before retirement I would consider it for the experience if nothing else.
  24. If ABC is a bonafide small business then you can consider them a small business for your subcontracting plan. ABCs DUNS number/CAGE code should reflect that they are a small business if they have a DUNS number/CAGE code. Since you are talking about a subcontractor and not a prime contractor, there will probably be no significant concerns such as size protests unless your company is a small business and your status is protested. Since you are a large business, that would not be a concern. This answer is based on my experience with contracts like the NASA SEWP contract where small businesses provide products manufactured by large corporations and the Goverment still considers the source as a small business.