Jump to content


  • Posts

  • Joined

  • Last visited

Recent Profile Visitors

1,324 profile views
  1. I don't think my message was clear. We are not purchased equipment on behalf of the Government, our Development team is being provided equipment from the Government that is lackluster in nature and the Government admits they have equipment issues and expect us to perform regardless. The program manager wants our corporate office to provide everyone on the team high end laptops to use, offline from the agency, to develop software to meet the objectives of the SOW demonstrating that we are willing to go above and beyond to get the job done. Issue is, the contract itself currently does not state this is authorized, only references GFE will be issued, but I'm wondering on if we can potentially recoop this cost we will incur as well as what other associated risk we have with this approach.
  2. My organization has a single award BPA to perform software development for a particular agency. Within this BPA, it states that GFE will be issued and used. However, the program team states the delays on GFE are upwards of 8 weeks and upon receipt, are essentially useless, and the Government is expecting the team to perform Day 1. Of course, they want to execute to the best of their ability but are demanding our corporate office to supply them laptops (CFE) to do the work. While I plan to have a discussion with the CO and raise concerns that these are Government delays outside of our control and essentially state we can work around this, but it would require a contract mod to authorize CFE, which I feel we should price (we're looking at 100k extra in equipment that was not originally priced), my question is: What potential risks are we looking at by developing on our equipment vs GFE? I'd really appreciate some insight into this as I would like to ask the right questions and raise the right concerns. I'm not overly technical is this particular area and any help would be appreciated.
  3. Interested to know thoughts on this. We have a FFP contract with 7 FTEs in place providing labor support to a mailroom. CO states they want to descope the contract down to 4 FTE's halfway into our option year, but hopes to increase back up to 7 on the next option period due to COVID. Question is, since this is FFP, what approach can I take to minimize reduced revenue, if any? We bid this very lean with the anticipation of the overall profit being spread over the entire option period and labor set. Cutting the resourcing from 7 down to 4 halfway into the option period on a FFP contract completely changes those profit projections significantly. Can we push back? Any thoughts or questions we should/can ask?
  4. It's a company owned asset, not sure why it would be considered compensation to the driver. If Verizon buys a van and they have Johnny drive the van, does that count as Johnny's compensation? No.
  5. General business question. CPA states I should leave the CEO vehicle on the company as an asset and have him listed as a driver on our corporate auto insurance.
  6. It was purchased by the company, classified as an asset, and we originally planned to take depreciation on it and the CEO was only going to be listed as a "Driver".
  7. Apologies in advance, not sure where else to ask this question and hoping for some thoughts. We do not have a CFO, I'm currently a VP and leading our Contracts, Legal, and Finance/Accounting Departments, so I figured I would ask here first prior to engaging a consultant. My company recently created an Executive Automobile Allowance Policy, which is non-accountable, and provides C level executives a flat amount of $ per month as a perk to use towards person vehicle ownership, if they so choose. Three executives have leases that are under the company name and paid by the company, so we are transferring those to the employee and they will be responsible for the payment, insurance, etc. That's the easy part. Problem, the CEO recently purchased a vehicle and the company wrote a check and paid in full and it's now an asset (as of 1 month ago). I'm looking for a recommendation on how to handle this with the CEO so that it's fair with the other C level executives. My thoughts are: 1. I can keep the vehicle owned by the company and have the CEO removed from receiving the monthly allowance. However, I'm concerned about keeping the vehicle on our insurance and having him drive for liability purposes. 2. If we transfer the vehicle to the CEO (which is fully paid off), that's essentially an advance, or equity draw? If we did that, how would the financial aspect be worked out? 3. Other options I'm unaware of?
  8. Research, filing, red line markups to teaming agreements, consulting agreements, basically, pre-award support under the direction of a VP. Anything where we need true legal support, we outsource to one of our attorneys on retainer.
  9. We hired a "Legal Clerk" to support our internal legal department. However, our Corporate Lawyer resigned and we essentially outsource anything of significance. Our Legal Clerk is fantastic, but the question came up that this individual can't be called a "Legal Clerk" unless they are working under the supervision of a lawyer. I can't find anything online that clearly supports this as accurate. Curious to know if it's something I need to be concerned about, or not. If so, what is the best solution, retitle them to "Legal Associate" or something along those lines? Employees is still in Law School currently as general FYI.
  10. Good link and I appreciate your feedback.
  11. I have a contract where the Government doesn't seem to be open to updated a wage determination (SCA employees). It's my understanding that this CFR requires them to do so every two years at minimum. Generally, WD's are updated on the option period. I was interested in some feedback on if this CFR needs to be incorporated into the contract to be enforced, or if it applies regardless, and what possible courses of action I can pursue to resolve. I don't want my company to have increased liability, but I'm also trying not to piss off our client.
  12. This question always seems to come up and each time, I get a difference answer from my contracts shop or the Government, so I'd like to try to get some help and/or clarification here. I have a contract where folks are often required to travel, on weekends in order to be on location by Monday morning to support the Government. Employees are taking military flights, authorized by the Government, on Sunday's in order to be there by Monday. The contract is Labor Hour. Thoughts? Here is the exchange below. Email 1 - CO states: Travel hours outside of work hours are not considered billable. Email 2 - My response: Can you please point me to the guidance you are referencing? It was my understanding based on the Federal Travel Regulations that travel time approved by the government was in fact allowable. Email 3 - CO response: The government has not given permission to any vendor to charge for travel after duty hours. The government will reimburse the vendor for all travel expenses incurred. Why does COMPANY think the government should pay for travel during non-working hours? What service is the COMPANY employee providing the government while traveling?
  13. I have a contract at DISA that designates an ACOR and TCOR (which is really meant to be COTR, but named in the same format as the previous). Administrative COR and Technical COR. I find this odd and I've only see it done once, on this particular contract.
  14. I'm struggling to find much clarity on this when read through DOL, IRS, or even other areas online, as it appears much of this may be discretionary. However, I'm hoping I might get some insight here. I will attempt to outline as much as I can think of. Company Pay Periods are Semi-Monthly, 1st and 15th If a minimum amount of hours are not met in a specific pay period, it will be LWOP for a full-time salary exempt employee (e.g. 160 pay period, must have 160 hours at minimum, either through direct project, PTO, etc.) We are trying to allow for flexibility for alternate work schedules to align to some of our Government customers. (e.g. 9-hours per day, every other Friday off), however, this type of structure does not align to our pay periods, as some pay periods may have 2, or 3 Fridays. I've heard of companies that seem to "not care" or have a set policy on this, however, have not seen those policies myself. One example is a company that apparently sets a 1650 billable hour quota and once that's met for the year, that's all that matters, regardless if it takes 12 months, or 9 months, and if 9 months, the employee can take the remaining 3 months off. I find this unrealistic and I don't see how that could possibly work. I'm open to any thoughts on how I can work through this challenge or how it's done elsewhere. If more information is needed, please feel free to ask and I can address additional questions.
  15. I would have to pull up language in the contract to verify, but it's my understanding that we provide support to the Government and since our positions are non-essential, when the Government is closed, we should be as well. Basically, unless we can justify bonafide work is being performed when our client is out of office, we're unable to bill that time. Federal closures/site closures for inclimate weather is handled the same way. I may be over simplifying this, but, that's the easiest way I can explain it. I do plan to inquire with each of our CO/COR's to request clarification on how they would like us to proceed, but before doing so - was curious to input from the experts on wifcon.
  • Create New...