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About lotus

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  1. To the contrary, it precisely relies recognizing the border between contract work and other than contract work.
  2. Is not a direct cost if it is for things outside of the contract. If 1000 hours were in the contract, and 1100 delivered, the last 100 were outside the contract and hence not direct. They were a type of business development or marketing costs.
  3. Actually, it probably will increase your G&A rate. If materials costs are substantial, and they are or this would be a non-issue, then pulling them from the G&A base means the same G&A costs are allocated over a smaller base, meaning labor will carry a higher rate.
  4. Yes, you can cap the G&A rate that you charge the Government. As part of your proposal state something along the line of we expect our G&A rate to be 25% but will cap the rate used to charge the Government at 15%. No change to your accounting system is needed. Your job cost reports from your accounting system likely will show a loss (no revenue for the 10% not charged and your fee is unlikely to fully cover those costs), but you can do that.
  5. Who decides if a position is filled? Can one person fill two positions simultaneously? If you are the decision maker on this matter, you should have little problem filling the positions. Is a fully burdened daily or hourly rate stated as part of the contract or solicitation response? State it as $1 per hour or $1 per day in the proposal. Hours times fully burdened rate per hour may be less than the firm fixed price.
  6. One might suggest that the cost of the work beyond the T&M ceiling is a type of business development cost, and thus should be classified as business development costs (G&A presumably overhead maybe).
  7. I've been handed a recently awarded GSA schedule contract, 00 CORP, which has some labor categories which are mapped to wage determination occupations. The documentation refers to to the wage determination 2015-4281, which is for Alexandria, Virginia. It does not refer to a revision number. The revision number in place now is #16, and it was in place a few days ago at the start of the schedule contract. I'm wondering how to interpret this when revisions #17 and #18 come along. Presumably they will have higher wages and H&W benefits. What will be the impact on the sche
  8. What happens if .... A contract's period of performance is over, and Invoices are submitted and paid, and a de-obligation mod is put into place and release of claims signed reflecting numbers on the de-obligation mod, and then it is discovered that the de-obligation mod was too aggressive in that it de-obligated money already invoiced and paid?
  9. Is this allowed by 52.203-5? Small company pays Big Company, the current prime contractor, to write a proposal with Small Company as the intended prime. Small Company will pay a fee to Big Company contingent upon Small Company becoming the awardee, and will also have Big Company as a subcontractor. My interpretation is yes, it is allowed. I presume it makes no difference if Big Company hands the proposal to Small Company which then submits it, or if Big Company does the submitting for Small Company.
  10. Ah, but what is major? I would say anything that adds to the requirements placed on the contractor is major; anything that subtracts from the requirements placed on the contractor is also major; and anything that might adversely affect the contractor or contractor's rights is also major. Most modifications will fit in one of those categories.
  11. What changes should cause a solicitation to be cancelled and re-issued as a fresh solicitation instead of causing a modification to the solicitation? __ a change to the PWS other than an obvious typo correction? __ a change of contracting officer? __ a change to the CLIN structure? __ a change of to the CDRL's? __ a change of contract type on one or more CLIN's? __ change of payment terms (e.g., incentives, disincentives, or basis of payment? _ a change to the evaluation criteria? _ a change to the instructions to offerors? __ add your own cause.
  12. Thanks for the DFARS 252.232-7007 reference. It is not in the contract, but it makes me think the best way to approach this is by counting days, so many dollars per day. The services are delivered approximately on a straight line basis, with a team working full time. It would be different if they were front loaded.
  13. My little company has a FFP services contract with DoD. The structure is CLIN's 1 thru 5 each corresponding to a year. Prices are at the CLIN level, not per deliverable, or per day, or anything similar. Billing is in 12 equal monthly amounts, based on the full year price. DoD funded roughly 60% of the first year's price. Insofar as I can tell, nothing compels DoD to fully fund it. Assuming DoD doesn't timely come up with funding, when should I tell the PM to pull the people from the work site? What measure should I use to make that determination? Would that be some cos
  14. The cost of selling to the government is quite high. In the end, I suspect the government pays those costs. What systemic changes can be made to reduce the costs of selling to the government? A rule of thumb the Director of Business Development at my company cites is that a proposal will cost 2% to 3% of the revenue from the contract. If only 5 competent competitors are competing (i.e. the PWin is 1/5, or 20%), that would be 10% to 15% of revenue is spent on proposal costs. Then there are other selling costs, too such as pre-RFP work.
  15. FBO Fedconnect GSA's Ebuy Navy's Seaport-e NSA's Acquisition Resource Center FAA's FAACO .... and who knows what others .... I thought FBO was to be the central site for solicitations. How come there are still so many others?
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