The document is a checklist used by the Defense Contract Audit Agency to determine the adequacy of contractor incurred cost proposals. It contains over 40 questions across multiple schedules that auditors use to ensure proposals are complete and accurate, including that all required schedules are included, costs and rates are calculated correctly, and that numbers tie out across schedules. If any information is missing or inadequate, the submission may be deemed inadequate. The checklist ensures proposals follow the Federal Acquisition Regulation and other guidance so they can be properly audited.
This document provides a checklist for reviewing contract documentation to ensure completeness and compliance with accounting standards. It includes sections to capture key details of the contract such as governing documents, payment terms, scope of work, and set-up in the company's systems. Reviewers are prompted to check for factors that could require special accounting treatment such as contingencies, losses, or subsequent events. Capturing these details helps assess whether contracts meet criteria for combination or if adjustments like SOP 81-1 may apply.
This document describes different types of contracts that can be used when selecting consultants for World Bank projects. It outlines lump sum contracts, which pay consultants based on clearly defined outputs. It also describes time-based contracts that pay hourly or daily rates when the scope of work is difficult to define. Retainer and contingency fee contracts provide both a retainer and percentage of sales for advisory services like privatization. Percentage contracts directly relate fees to construction costs and are sometimes used for architectural services. Indefinite delivery contracts establish unit rates to retain advisors for complex projects over extended periods.
The document discusses cost estimation for construction projects. It provides 5 key elements of cost estimation: 1) project information, 2) historical data, 3) current data, 4) estimating methodology, and 5) the cost estimator. It also discusses adjusting historical project costs using a city cost index to account for inflation over time. Construction cost indices published by the Indonesian government are more appropriate to use for this than consumer price indices. Tables show construction cost indices for various cities and regencies in West Sumatra, Indonesia from 2010-2015. Inflation rates for Indonesia from 2006-2015 are also provided to allow for cost adjustments between years.
The document discusses the process for technical and financial evaluation of tenders for renewable energy projects in Egypt. It outlines steps like inviting tenders, opening technical specifications, verifying tender documents, conducting technical and financial evaluations, and using methods like calculating annual energy production to determine the most competitive bids. The goal is to select the technically qualified bidders with the lowest prices through a standardized, transparent evaluation process.
GCCC contracts experience to date 08'03'11cmcgoverntobin
油
Presentation by Ciaran McGovern - Operations Director, TOBIN to Engineers Ireland (Thomond / West Region)
8th March, 2011
Presentation title: GCCC Contracts Experience to date:
A review of the operation of the GCCC Contracts on Civil Engineering projects
Cost-value reconciliation (CVR) compares the total costs of a construction project to the total valuation to determine profitability. The CVR forms the basis for statutory accounts and provides management information to identify problems. At each month-end, the contractor's quantity surveyor reconciles costs to the gross certified value, making adjustments for items like external preliminaries, over-measurements, and contractual claims. The adjusted valuation is then reduced by subcontract liabilities, snagging costs, defects costs, and the main contractor's core costs to arrive at the profit generated from the project to date.
The document provides information on cost estimation techniques for software projects. It discusses how complexity, size, efforts, and time relate to each other in cost models. Size is typically measured in thousands of lines of code (KSLOC). Efforts are estimated by multiplying KSLOC by a productivity factor. For larger projects, a size penalty factor is included. Function point analysis is an alternative to estimating directly from KSLOC by evaluating inputs, outputs, interfaces, and files.
The document discusses different procurement routes for construction projects, including traditional design-bid-build, design and build, and management contracting. Under the traditional approach, the developer hires a professional team including an architect, quantity surveyor, and engineer. The architect designs the building, the quantity surveyor prepares cost estimates and payment valuations, and engineers provide structural and mechanical support. Contractors then bid to build the design. Design and build contracts assign design and construction responsibility to a single contractor for a fixed price. Management contracts engage a contractor to manage the project in exchange for a fee, while the developer directly pays all construction costs.
This document provides an overview of the e-Measurement Book module within the Enterprise Information Management System (EIMS). It describes the key features and functionality of the module including security, master data, search, import/export utilities, language support, roles and permissions, and how to access the module. The module digitally manages the measurement book process for contracts, including adding work items, rate quotes, bills, payments, deductions, and generating various reports. Role-based access controls permission for different user types like administrators, data entry users, and monitoring officers.
This document contains 23 multiple choice questions about cost-volume-profit (CVP) analysis concepts such as break-even point, contribution margin, fixed and variable costs, operating leverage, and margin of safety. It tests understanding of how to calculate break-even point in units and dollars, the relationship between costs and volume, and assumptions of CVP analysis like constant prices and sales mix.
Capacity building - Yolanda Taylor, World BankOECD Governance
油
The procurement of an airport terminal in the Middle East initially estimated to cost $341 million for rehabilitation ended up costing over half a billion dollars for new construction. The scope of work expanded from renovations to include a 40% increase in surface area and full demolition of an existing building. This led to four contract amendments that increased the cost by 60% and delayed completion by two years. Upfront risk identification and management are needed for high-value, high-risk contracts to contain costs and ensure value for money. Extensive training was also provided to the borrower on contract and design management. Lessons learned include exercising due diligence on rehabilitation works and having risk management plans for design changes and cost verification.
This document discusses approaches to cost estimation for construction projects. There are three main approaches: production function, which relates output to inputs like labor and materials; empirical cost inference, which uses statistical techniques to relate cost to key project characteristics; and unit costs for bills of quantities, which assigns a unit cost to each component or task. Cost estimates serve design, bid, or control functions and vary in accuracy depending on the project stage. Design estimates include screening, preliminary, and detailed estimates. Bid estimates are based on subcontractor quotes, quantity takeoffs, or construction procedures. Control estimates are for budgeting and monitoring costs during construction.
The document discusses Bills of Quantities (BOQ), which are schedules that categorize, detail, and quantify materials and costs for construction projects. A BOQ is an important communication tool between clients, consultants, and contractors that provides estimated costs, defines the scope of work, and establishes a basis for cost valuation and contract payments. It generally includes item descriptions, units, quantities, rates, and amounts in a tabular format. BOQs help standardize bidding, financial administration, and valuation of variations throughout the project lifecycle.
This document provides guidance and resources for NASA's use of Earned Value Management (EVM). It includes definitions of key EVM terms and metrics. It also outlines EVM requirements and thresholds for different contract types and dollar values. Resources referenced include guidance documents, software tools, and reports related to EVM implementation, schedule management, and more. Contact information is provided for NASA's EVM program executive.
This document outlines the Swiss Challenge method used by the Government of Rajasthan Public Works Department for procurement through unsolicited proposals. The Swiss Challenge allows an original unsolicited proposal to be challenged by third parties through an open bidding process. It then allows the original proponent to counter-match the most competitive offer. Key steps include the original proponent submitting a detailed proposal within 3 months of acceptance, which is then scrutinized and recommended before open bidding is invited. If the original proposal is lowest, the project is awarded to them, but if another bid is lowest, the original proponent gets a chance to match it within a specified period.
Whether youre the prime or a sub, learn essentials of financial oversight for a smooth working relationship. We offer tips for establishing provisional billing rates, providing detail for cost-price analysis, the importance of tracking indirect rate performance, preparing for the incurred cost proposal, and submitting a final indirect cost rate proposal.
The document provides an overview of price and cost analysis processes. It defines price analysis as examining a proposed price without evaluating separate cost elements, to determine if the price is fair and reasonable. Cost analysis evaluates separate cost elements and proposed profit to determine cost and price reasonableness, cost realism, and most probable cost. Cost analysis requires more time and resources than price analysis.
This document provides a checklist for proposal submission items and general instructions. It includes requirements for the proposal cover page such as contractor name and address. It also requires summaries of direct and indirect rates and factors. The checklist examines the methodology, basis of estimates, supporting data, and consistency for direct labor rates, indirect rates, cost of money, and allocation bases. It asks for explanations of differences between prior forecasts and actual costs.
Please join Unanet's Kim Koster, and BDO's Senior Associate, Tetiana Gervis, CPA , for an informative session to help in understanding your upcoming Incurred Cost Submission (ICS). The webinar will provide Government Contractors with an introduction to Incurred Cost Submissions, overview of preparation techniques and best practices, and common mistakes which could lead to scrutiny from the DCAA. Additionally, we will provide an update on the most recent DCAA audit trends.
You will learn about:
Current ICS audit landscape
General overview of the requirements of an ICS
ICS schedules explanations
ICS timeline and submission
Common mistakes when preparing the submission and how these mistakes could lead to inadequacies and/or inquiries from the DCAA
If you would like to join Unanet for an upcoming webinar, please visit us at; https://www.unanet.com/webinars
Avoiding Pitfalls in DCAA Incurred Cost Submissions A Contractors Guide.pdfdcaaconsultant
油
The Defense Contract Audit Agency (DCAA) plays a pivotal role in ensuring that government funds are used responsibly and that contractors comply with federal regulations. A key component of this compliance is the preparation and submission of Incurred Cost Submissions (ICS), which are essential for contractors handling cost-reimbursable contracts. The ICS allows the DCAA to audit costs incurred by contractors and confirm they align with government requirements, ultimately safeguarding the integrity of public funds.
This document discusses IAS 11, which provides accounting standards for construction contracts. It defines key terms like construction contract and outlines the objectives of recognizing revenue and expenses over the duration of a contract based on the percentage of completion. It also addresses how to account for expected losses and incomplete contracts, and notes some differences between IAS 11, US GAAP, and UK GAAP standards. Contract accounts are used to track costs, revenue, and progress payments for construction projects.
AS-7 Construction Contracts and AS-18 Related Party TransactionsPrakhar Jain
油
1. The document discusses various aspects of accounting for construction contracts such as types of contracts, combining and segmenting contracts, recognition of revenue and costs, expected losses, and disclosures.
2. It describes fixed price contracts and cost plus contracts as the main types of construction contracts. Revenue is recognized over time based on the percentage of completion method when outcomes can be reliably estimated.
3. Expected losses on contracts should be recognized immediately as expenses. Extensive disclosures are required including amounts due from/to customers, costs incurred, recognized profits/losses, and progress billings.
Sharing Costs at Cost or Value_Penelle_Published Version. pdfPhilippe Penelle
油
This document summarizes an article that examines inconsistencies in the OECD's discussion draft on cost contribution arrangements. The draft requires that contributions to such arrangements be assessed based on their value rather than cost, which is a significant departure from existing guidance and practices. This places most taxpayers currently using cost contribution arrangements following the OECD's guidance at risk of non-arm's length adjustments. The document analyzes why requiring contributions to be shared at value rather than cost results in arbitrage opportunities and non-arm's length results that are inconsistent with economic principles and observed market practices.
The document discusses Income Computation and Disclosure Standard III relating to Construction Contracts notified by the Central Government. Some key points:
- It comes into force from April 1, 2015 and applies to AY 2016-17 onwards.
- It mandates use of the percentage of completion method for recognizing revenue and costs from construction contracts over time.
- In the initial stage where the outcome cannot be reliably estimated, revenue can only be recognized to the extent of costs incurred, up to a maximum of 25% of the stage of completion.
- It provides guidance on aspects like contract segmentation, contract costs, changes in estimates, transitional provisions, and disclosure requirements.
1. The document discusses the stages and purpose of contract auditing for long-term construction projects. It covers pre-contract investigations, currency of contract investigations, final contract investigations, and post-completion investigations.
2. Key aspects that a contract auditor examines include accuracy of costs and revenues recorded, recognition of contract profits and losses, and compliance with disclosure requirements in IAS 11.
3. A contract auditor needs an understanding of both financial and technical construction matters to effectively audit contracts and have meaningful discussions with other project professionals.
This document discusses safe harbor 401(k) plans and how they allow plans to avoid annual nondiscrimination testing. It outlines the key advantages of safe harbor plans, including allowing highly compensated employees to contribute more. It details the employer contribution requirements to qualify as a safe harbor plan and required notices. It also discusses converting existing plans, midyear amendments, and reducing or eliminating contributions.
The document discusses different procurement routes for construction projects, including traditional design-bid-build, design and build, and management contracting. Under the traditional approach, the developer hires a professional team including an architect, quantity surveyor, and engineer. The architect designs the building, the quantity surveyor prepares cost estimates and payment valuations, and engineers provide structural and mechanical support. Contractors then bid to build the design. Design and build contracts assign design and construction responsibility to a single contractor for a fixed price. Management contracts engage a contractor to manage the project in exchange for a fee, while the developer directly pays all construction costs.
This document provides an overview of the e-Measurement Book module within the Enterprise Information Management System (EIMS). It describes the key features and functionality of the module including security, master data, search, import/export utilities, language support, roles and permissions, and how to access the module. The module digitally manages the measurement book process for contracts, including adding work items, rate quotes, bills, payments, deductions, and generating various reports. Role-based access controls permission for different user types like administrators, data entry users, and monitoring officers.
This document contains 23 multiple choice questions about cost-volume-profit (CVP) analysis concepts such as break-even point, contribution margin, fixed and variable costs, operating leverage, and margin of safety. It tests understanding of how to calculate break-even point in units and dollars, the relationship between costs and volume, and assumptions of CVP analysis like constant prices and sales mix.
Capacity building - Yolanda Taylor, World BankOECD Governance
油
The procurement of an airport terminal in the Middle East initially estimated to cost $341 million for rehabilitation ended up costing over half a billion dollars for new construction. The scope of work expanded from renovations to include a 40% increase in surface area and full demolition of an existing building. This led to four contract amendments that increased the cost by 60% and delayed completion by two years. Upfront risk identification and management are needed for high-value, high-risk contracts to contain costs and ensure value for money. Extensive training was also provided to the borrower on contract and design management. Lessons learned include exercising due diligence on rehabilitation works and having risk management plans for design changes and cost verification.
This document discusses approaches to cost estimation for construction projects. There are three main approaches: production function, which relates output to inputs like labor and materials; empirical cost inference, which uses statistical techniques to relate cost to key project characteristics; and unit costs for bills of quantities, which assigns a unit cost to each component or task. Cost estimates serve design, bid, or control functions and vary in accuracy depending on the project stage. Design estimates include screening, preliminary, and detailed estimates. Bid estimates are based on subcontractor quotes, quantity takeoffs, or construction procedures. Control estimates are for budgeting and monitoring costs during construction.
The document discusses Bills of Quantities (BOQ), which are schedules that categorize, detail, and quantify materials and costs for construction projects. A BOQ is an important communication tool between clients, consultants, and contractors that provides estimated costs, defines the scope of work, and establishes a basis for cost valuation and contract payments. It generally includes item descriptions, units, quantities, rates, and amounts in a tabular format. BOQs help standardize bidding, financial administration, and valuation of variations throughout the project lifecycle.
This document provides guidance and resources for NASA's use of Earned Value Management (EVM). It includes definitions of key EVM terms and metrics. It also outlines EVM requirements and thresholds for different contract types and dollar values. Resources referenced include guidance documents, software tools, and reports related to EVM implementation, schedule management, and more. Contact information is provided for NASA's EVM program executive.
This document outlines the Swiss Challenge method used by the Government of Rajasthan Public Works Department for procurement through unsolicited proposals. The Swiss Challenge allows an original unsolicited proposal to be challenged by third parties through an open bidding process. It then allows the original proponent to counter-match the most competitive offer. Key steps include the original proponent submitting a detailed proposal within 3 months of acceptance, which is then scrutinized and recommended before open bidding is invited. If the original proposal is lowest, the project is awarded to them, but if another bid is lowest, the original proponent gets a chance to match it within a specified period.
Whether youre the prime or a sub, learn essentials of financial oversight for a smooth working relationship. We offer tips for establishing provisional billing rates, providing detail for cost-price analysis, the importance of tracking indirect rate performance, preparing for the incurred cost proposal, and submitting a final indirect cost rate proposal.
The document provides an overview of price and cost analysis processes. It defines price analysis as examining a proposed price without evaluating separate cost elements, to determine if the price is fair and reasonable. Cost analysis evaluates separate cost elements and proposed profit to determine cost and price reasonableness, cost realism, and most probable cost. Cost analysis requires more time and resources than price analysis.
This document provides a checklist for proposal submission items and general instructions. It includes requirements for the proposal cover page such as contractor name and address. It also requires summaries of direct and indirect rates and factors. The checklist examines the methodology, basis of estimates, supporting data, and consistency for direct labor rates, indirect rates, cost of money, and allocation bases. It asks for explanations of differences between prior forecasts and actual costs.
Please join Unanet's Kim Koster, and BDO's Senior Associate, Tetiana Gervis, CPA , for an informative session to help in understanding your upcoming Incurred Cost Submission (ICS). The webinar will provide Government Contractors with an introduction to Incurred Cost Submissions, overview of preparation techniques and best practices, and common mistakes which could lead to scrutiny from the DCAA. Additionally, we will provide an update on the most recent DCAA audit trends.
You will learn about:
Current ICS audit landscape
General overview of the requirements of an ICS
ICS schedules explanations
ICS timeline and submission
Common mistakes when preparing the submission and how these mistakes could lead to inadequacies and/or inquiries from the DCAA
If you would like to join Unanet for an upcoming webinar, please visit us at; https://www.unanet.com/webinars
Avoiding Pitfalls in DCAA Incurred Cost Submissions A Contractors Guide.pdfdcaaconsultant
油
The Defense Contract Audit Agency (DCAA) plays a pivotal role in ensuring that government funds are used responsibly and that contractors comply with federal regulations. A key component of this compliance is the preparation and submission of Incurred Cost Submissions (ICS), which are essential for contractors handling cost-reimbursable contracts. The ICS allows the DCAA to audit costs incurred by contractors and confirm they align with government requirements, ultimately safeguarding the integrity of public funds.
This document discusses IAS 11, which provides accounting standards for construction contracts. It defines key terms like construction contract and outlines the objectives of recognizing revenue and expenses over the duration of a contract based on the percentage of completion. It also addresses how to account for expected losses and incomplete contracts, and notes some differences between IAS 11, US GAAP, and UK GAAP standards. Contract accounts are used to track costs, revenue, and progress payments for construction projects.
AS-7 Construction Contracts and AS-18 Related Party TransactionsPrakhar Jain
油
1. The document discusses various aspects of accounting for construction contracts such as types of contracts, combining and segmenting contracts, recognition of revenue and costs, expected losses, and disclosures.
2. It describes fixed price contracts and cost plus contracts as the main types of construction contracts. Revenue is recognized over time based on the percentage of completion method when outcomes can be reliably estimated.
3. Expected losses on contracts should be recognized immediately as expenses. Extensive disclosures are required including amounts due from/to customers, costs incurred, recognized profits/losses, and progress billings.
Sharing Costs at Cost or Value_Penelle_Published Version. pdfPhilippe Penelle
油
This document summarizes an article that examines inconsistencies in the OECD's discussion draft on cost contribution arrangements. The draft requires that contributions to such arrangements be assessed based on their value rather than cost, which is a significant departure from existing guidance and practices. This places most taxpayers currently using cost contribution arrangements following the OECD's guidance at risk of non-arm's length adjustments. The document analyzes why requiring contributions to be shared at value rather than cost results in arbitrage opportunities and non-arm's length results that are inconsistent with economic principles and observed market practices.
The document discusses Income Computation and Disclosure Standard III relating to Construction Contracts notified by the Central Government. Some key points:
- It comes into force from April 1, 2015 and applies to AY 2016-17 onwards.
- It mandates use of the percentage of completion method for recognizing revenue and costs from construction contracts over time.
- In the initial stage where the outcome cannot be reliably estimated, revenue can only be recognized to the extent of costs incurred, up to a maximum of 25% of the stage of completion.
- It provides guidance on aspects like contract segmentation, contract costs, changes in estimates, transitional provisions, and disclosure requirements.
1. The document discusses the stages and purpose of contract auditing for long-term construction projects. It covers pre-contract investigations, currency of contract investigations, final contract investigations, and post-completion investigations.
2. Key aspects that a contract auditor examines include accuracy of costs and revenues recorded, recognition of contract profits and losses, and compliance with disclosure requirements in IAS 11.
3. A contract auditor needs an understanding of both financial and technical construction matters to effectively audit contracts and have meaningful discussions with other project professionals.
This document discusses safe harbor 401(k) plans and how they allow plans to avoid annual nondiscrimination testing. It outlines the key advantages of safe harbor plans, including allowing highly compensated employees to contribute more. It details the employer contribution requirements to qualify as a safe harbor plan and required notices. It also discusses converting existing plans, midyear amendments, and reducing or eliminating contributions.
Building construction estimating involves determining the probable costs of a project based on the drawings and specifications. It requires visualizing all aspects of the construction from the initial plans and accounting for various direct and indirect costs. Estimators must thoroughly understand the scope of work and account for all materials, labor, equipment, and costs. The level of estimate accuracy depends on the information available, with more detailed estimates requiring complete drawings and specifications.
This document provides guidance on how to prepare a proposal for submission to the European GSA (European GNSS Agency). It describes the different parts that make up the proposal, including administrative forms, technical proposal, and financial forms. The coordinator is responsible for filling out most of the administrative forms, while both the coordinator and co-applicants must fill out declarations of honor and financial capacity forms. The technical proposal will be evaluated against award criteria, while operational capacity will be assessed against selection criteria. The proposal process is designed to evaluate the objectives, approach, impact, implementation, and participants' ability to complete the proposed project.
11. A concrete dam can be assumed to be trapezoidal in section having a top width of 2 m and bottom width of 10 m. Its height is 12 m and the upstream face has a batter of 1: 10. Give an analysis of the stability of the dam for the base section for overturning and sliding in the full reservoir condition assuming no free-board allowance but allowing for uplift pressures. Assume uplift intensity factor ast 100%. Also determine the compressive stresses at the toe and the heel, and major principal and shear stress developed at the toe. Assume weight of concrete to be 24 kN/m続, unit shear strength of concrete
to be 1400 KN/m続, and the coefficient of friction between concrete and foundation soil to be 0.7.
12. The following data refer to the non-overflow section of a gravity dam:
R.L. of top of the dam
315 m.
R.L. of bottom of the dam
260 m
Full reservoir level
= 312 m
Top width of the dam
= 12 m.
Unstream face is vertical. Downstream face is vertical upto R.L. 304 m; and thereafter, the
This document provides guidance to competitive grant recipients of the Veterans' Employment and Training Service (VETS) on quarterly fiscal and performance reporting requirements. It outlines the process for submitting standardized quarterly financial reports (Federal Financial Report) and performance data (Veterans' Operations and Programs Activity Report) within specified deadlines. Grantees must complete both a financial report and performance report for each grant quarter to be considered in compliance. The guidance also details the content requirements for performance narratives and the corrective action process for grantees that do not meet performance goals.
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
IRJET- Importance of Proper Cost Management in Construction IndustryIRJET Journal
油
This document discusses the importance of proper cost management in the construction industry. It notes that construction projects are complex and dynamic, and lack of understanding of key factors like scope, time, cost and quality can lead to project failures. Effective cost management is essential for construction companies and involves estimating costs, setting budgets, and controlling costs by comparing actual costs to estimated costs throughout the project lifecycle. The document also examines current challenges in cost management like lack of adequate financial systems, complications from new technologies, and insufficient skills in areas like cost estimation and control. Improper planning and lack of integration between estimation and cost control are also identified as problems.
The document provides guidance to beneficiaries of EU research grants on avoiding common errors in cost claims. It lists the 10 most frequent errors, including: costs not substantiated or linked to the project; unapproved use of third parties; improper depreciation charges; incorrect use of indirect cost models; including ineligible costs in indirect cost pools; improper calculation of personnel productive hours; and incorrectly charging hours worked. Beneficiaries are advised to carefully review financial rules and check that all claimed costs are real, paid, project-related, and properly calculated and documented to avoid errors and ensure timely reimbursement.
The document discusses International Accounting Standard 11 (IAS 11) which provides guidance on accounting for construction contracts. IAS 11 addresses how to recognize revenue and expenses over time for long-term construction projects. It requires using the percentage of completion method to recognize revenue and profit as a project progresses, unless the outcome cannot be reliably estimated, in which case equal amounts of revenue and expense are recognized. The standard also provides guidance on combining and segmenting contracts, measuring contract revenue and costs, and disclosures required in financial statements.
The document is an audit program for examining a contractor's compliance with the criteria for an acceptable accounting system under DFARS 252.242-7006. Some key steps in the program include:
1) Planning considerations such as reviewing prior audits and coordination with the contracting officer.
2) Holding a planning meeting with the contractor to notify them of the audit and schedule demonstrations of the accounting system.
3) Obtaining an understanding of the contractor's accounting system, internal controls, and processes through walkthroughs and interviews.
4) Reporting any significant deficiencies or material weaknesses in the system identified during testing that could result in noncompliance with the DFARS criteria.
This document discusses monitoring subcontracts for government contractors. It notes that prime contractors are responsible for managing their subcontracts, including subcontract selection, ensuring consent is received from the contracting officer when required, and monitoring subcontractor performance and pricing. It provides guidance on common FAR clauses related to subcontracting, such as notifying the government of subcontract awards and including required flow-down clauses. It also lists responsibilities of higher-tier subcontractors and common deficiencies primes have with subcontract management.
This document provides an overview of the Defense Contract Audit Agency (DCAA), including its history, organization, responsibilities, and general audit interests. Key points include:
- DCAA was established in 1965 to perform audits of DoD contracts in a centralized agency. It operates under the DoD Comptroller and has headquarters and five regional offices.
- DCAA is responsible for auditing contracts to ensure fair and reasonable prices and compliance with regulations. It provides advice to government personnel throughout the procurement process.
- DCAA's main audit areas include business systems, management policies, accuracy of cost representations, and compliance with regulations like the FAR, CAS, and TINA.
- Contractors must
Briefing contracts enhances cash flow by avoiding rejected billings for noncompliance. Contract briefs summarize all pertinent provisions, including reviewing clauses to determine allowable, allocable, and reasonable costs to bill the government. Briefing contracts provides useful information to contractors such as billing instructions and terms agreed upon by the parties.
DCAA performs real-time labor evaluations to evaluate timekeeping procedures and analyze employee labor charging practices. The evaluations involve unannounced employee interviews at workstations to verify time charges are accurate. Auditors request timesheets, charge numbers, and project information to ensure labor is charged correctly. Common deficiencies found include timesheets not being current, lack of supervisor approval for revisions, and time charges not matching work performed. The evaluations help test compliance and support future incurred cost audits.
The document provides information on public vouchers, including contractor and DCAA responsibilities. It discusses adequate billing systems, preparation of vouchers, iRAPT/WAWF electronic submission, common deficiencies, and frequently asked questions. The DCAA is responsible for reviewing vouchers for compliance with contract terms and approving interim vouchers selected using sampling. Contractors must maintain adequate support and submit vouchers properly prepared with accurate rates in a timely manner through iRAPT/WAWF.
The document discusses the elements of an adequate proposal when submitting cost or pricing data to the government. It provides guidance on what should be included to support direct labor costs, material costs, subcontract costs, indirect rates, and cost or pricing data. It emphasizes that the contractor is responsible for providing supporting documentation and analyzing subcontractor proposals. It lists common deficiencies like a lack of budgetary data to support indirect rates or an inadequate analysis of subcontractor costs.
Provisional billing rates (PBRs) are established to approximate a contractor's final indirect rates for interim reimbursement purposes on cost-type contracts. Contractors should submit PBR proposals annually prior to the fiscal year or when established rates are no longer representative. The proposal should include pool and base calculations from prior and current years with explanations for differences. DCAA may review for comparisons to prior years and consideration of questioned costs. PBRs should be monitored throughout the year and adjusted if variances occur to prevent over- or under-payment. Common deficiencies include failure to remove unallowables or adjust for actual experience.
This document provides information about incurred cost submissions to the Defense Contract Audit Agency (DCAA). It discusses due dates, requirements, schedules, and penalties. Key details include: incurred cost claims are due six months after a contractor's fiscal year end; DCAA may recommend penalties if submissions are delinquent; and submissions must include specific schedules and documentation as required by the FAR.
The document outlines the requirements for an acceptable government contracting accounting system. It discusses requirements before and after contract award, including evaluating the design of the accounting system, accumulating direct and indirect costs, properly segregating costs, using an acceptable timekeeping and labor distribution system, excluding unallowable costs, reconciling costs to billings, and conducting management reviews. It provides definitions of key terms like direct costs, indirect costs and cost rates. Common deficiencies include not making interim cost determinations and improperly segregating direct and indirect costs.
1. DEFENSE CONTRACT AUDIT AGENCY
CHECKLIST FOR DETERMINING
ADEQUACY OF CONTRACTOR INCURRED COST PROPOSAL
Incurred Cost Adequacy (1/7)
Version 3.1, dated June 2016
Instructions: This form should be completed for each proposal submission and maintained in the permanent file.
Adequacy reviews of contractor incurred cost proposals include an assessment for completeness and accuracy of the
submission, so the audit team can determine if the submission is auditable. Auditors are expected to use professional
judgment in determining whether any specific missing/inadequate data or combination of missing/inadequate data is
sufficient enough to warrant the submission as inadequate. The reviewer should consider the requirements of FAR
52.216-7(d) and the guidance in CAM 6-707.1 and 6-711.3b(1) when determining whether or not the submission is
adequate. In making the assessment, the reviewer should determine if the proposal includes the required schedules
and meets the requirements outlined in this checklist. In addition, the reviewer needs to ensure that math
calculations and formulas used in each schedule are accurate. If the contractor generates internal reports
identifying the required information in lieu of the example schedule, the reviewer should reference the contractor
report on this form where the applicable schedule is listed.
A. GENERAL INFORMATION
Assignment Number
Contractor/Segment Name
Fiscal Year Ending
Adequacy Determination
Proposal Received By Date Adequate
Proposal Evaluated By Date Inadequate*
Supervisory Approval Date Date Returned
B. INSTRUCTIONS BEFORE ASSESSING PROPOSAL ADEQUACY
Determine if the contractor is the prime on at least one government flexibly-priced contract. If yes, determine if all
claimed prime contract costs are for Non-DoD agency contracts. If the contractor does not have a DoD contract,
contact the Non-DoD agency to determine need for the incurred cost audit.
If all claimed costs are for subcontracts, contact the cognizant DCAA office(s) of the upper-tier contractor to
determine the need for assist audit(s).
Coordinate with Field Detachment if the schedules contain any classified contract(s) and/or subcontract(s); mutual
agreement regarding the completeness and accuracy of the incurred cost proposal should occur before accepting the
proposal as adequate.
Determine if the contractor is using a blending of compensation caps approach to account for compensation
costs in accordance with FAR 31.205-6(p). If using a blending approach, the audit team should contact the
Administrative Contracting Officer (ACO) to notify them that the submission includes a blending approach. In
some cases, the audit team may already be engaged with the ACO on working to execute an advance
agreement, but if not, the audit team should notify the ACO that an advance agreement is needed in accordance
with the DDP Memorandum, Use of Blended Rates to Implement Multiple Compensation Caps (October 25,
2014). The audit team should offer to support the ACOs execution of an advance agreement by performing a
non-audit service under activity code 23600 (discussed in detail in MRD 16-PSP-005(R)). The audit team will
still perform the adequacy assessment.
2. DEFENSE CONTRACT AUDIT AGENCY
CHECKLIST FOR DETERMINING
ADEQUACY OF CONTRACTOR INCURRED COST PROPOSAL
Incurred Cost Adequacy (2/7)
Version 3.1, dated June 2016
Received Adequate
Sch Final Indirect Cost Rate Proposal Y/N/NA Y/N Comments
A Summary of All Claimed Indirect Expense
Rates, Including Pool, Base, and Calculated
Indirect Rate.
1. Did the contractor identify all claimed pools,
bases, and rates, including COM (if
applicable)?
2. Did the contractor provide a cost schedule for
each final indirect pool claimed on Schedule A
(Schedules B and C)?
3. Did the contractor provide a cost schedule for
each intermediate cost pool claimed on
Schedule A (Schedule D)?
4. Do total pool amounts from Schedule A tie to
the total claimed expenses on Schedules B and
C?
5. Do base amounts from Schedule A for
intermediate cost pools tie to the base amounts
on Schedule D?
6. Do base amounts from Schedule A for final
pools tie to the base amounts on Schedule E?
B General & Administrative (G&A) Expenses
(Final Indirect Cost Pool)
7. Do total G&A pool costs tie to Schedule H?
8. Did the contractor include explanatory notes
for any amounts contained in an adjustment
column or amounts omitted from the claim?
9. Do the intermediate allocations appear on
source schedules (e.g., Schedule B intermediate
allocation amounts to Schedule D allocations)?
10. Was the applicable fringe and overheads
applied to the IR&D/B&P?
C Overhead Expenses (Final Indirect Cost Pool)
11. Do total OH pool costs for each pool tie to
Schedule H?
12. Did the contractor include explanatory notes
for any amounts contained in an adjustment
column or amounts omitted from the claim?
13. Do the intermediate allocations appear on
source schedules (e.g., Schedule C intermediate
3. DEFENSE CONTRACT AUDIT AGENCY
CHECKLIST FOR DETERMINING
ADEQUACY OF CONTRACTOR INCURRED COST PROPOSAL
Incurred Cost Adequacy (3/7)
Version 3.1, dated June 2016
Received Adequate
Sch Final Indirect Cost Rate Proposal Y/N/NA Y/N Comments
allocation amounts to Schedule D allocations)?
D Occupancy Expenses (Intermediate Indirect Cost
Pool(s))
14. Did the contractor include explanatory notes
for any amounts contained in an adjustment
column or amounts omitted from the claim?
15. Do the intermediate allocations appear on
source schedules (e.g., Schedule D
intermediate allocations to Schedule B
allocation amounts)?
16. Does the schedule identify (1) the allocation
base by recipient, (2) the percentage of the total
base for each recipient, and (3) the dollars
allocated to each recipient?
E Claimed Allocation Bases by Element of Cost,
Used to Distribute Indirect Costs
17. Does the schedule include an explanation of
each base?
18. Do base amounts show individual cost
elements that tie with costs on referenced
schedules and include explanatory notes (e.g.,
direct cost elements in bases tie to Schedule H
totals)?
F Facilities Capital Cost of Money Factors
Computation
19. Do the allocation bases used match
corresponding allocation bases claimed in
Schedule A?
20. Did the contractor calculate a separate COM
rate (if applicable) for each final indirect pool?
G Reconciliation of Books of Account and Claimed
Direct Costs by Major Costs Element
21. Do the direct cost amount per general ledger
column tie to Schedule H?
22. Did the contractor include explanatory notes
for any amounts contained in an adjustment
column or amounts omitted from the claim?
H Schedule of Direct Costs by Contract and
Subcontract and Indirect Expense Applied at
4. DEFENSE CONTRACT AUDIT AGENCY
CHECKLIST FOR DETERMINING
ADEQUACY OF CONTRACTOR INCURRED COST PROPOSAL
Incurred Cost Adequacy (4/7)
Version 3.1, dated June 2016
Received Adequate
Sch Final Indirect Cost Rate Proposal Y/N/NA Y/N Comments
Claimed Rates as well as a Subsidiary Schedule
of Government Participation Percentages in
Each of the Allocation Base Amounts.
23. Are the flexibly priced contracts and
subcontracts, including commercial T&M,
listed by contract and subtotaled by contract
type? (Note: FFP and other commercial
contracts may be shown on one summary line
each)
24. Do subcontract costs incurred/claimed by
contract tie to Schedule J?
25. Is the cost detail in the same level used for
billing costs (e.g., by delivery order)?
26. Were indirect expenses calculated using
claimed rates from Schedule A?
27. Is the Government participation calculated for
each indirect expense pool?
28. Do base amounts used for calculating
Government participation tie to Schedules E
and H?
I Schedule of Cumulative Direct and Indirect
Costs Claimed and Billed by Contract and
Subcontract
29. Is the cost detail in the same level used for
billing costs (e.g., by delivery order)?
30. Do FY claimed dollars tie to Schedule H for
cost type contracts?
31. Do FY claimed dollars tie to Schedule K (not
Sch. H) for T&M contracts?
32. Are prior years settled total costs the same as
the prior years Cumulative Allowable Cost
Worksheet?
33. Are contracts identified as physically complete
reported on Schedule O?
J Subcontract Information
34. Does the schedule include all types of
subcontracts (e.g., cost-type, T&M/LH, IDIQ
with a variable element, and FFP) and inter-
company costs claimed by the contractor on
flexibly priced prime contracts and/or upper-tier
subcontracts?
35. Did the contractor include all of the detail for
5. DEFENSE CONTRACT AUDIT AGENCY
CHECKLIST FOR DETERMINING
ADEQUACY OF CONTRACTOR INCURRED COST PROPOSAL
Incurred Cost Adequacy (5/7)
Version 3.1, dated June 2016
Received Adequate
Sch Final Indirect Cost Rate Proposal Y/N/NA Y/N Comments
the subcontracts (e.g., subcontract number,
prime contract number, subcontractor's name
and address, point of contact, subcontract value,
costs incurred in the FY, and award type)?
K Summary of Each Time-and-Materials and /
Labor Hour Contracts Information, Including
Labor Categories, Labor Rates, Hours, and
Amounts; Direct Materials; Other Direct Costs;
and, Indirect Expense Applied at Claimed Rates
36. Is the cost detail in the same level used for
billing costs (e.g., by delivery order)?
37. Are all the contracts/delivery orders identified
as T&M/LH on Schedule H reported on
Schedule K?
38. Is the information presented by cost element,
with labor presented by labor category, showing
contract labor rates (not actual rates and billed
labor hours)?
39. Does the claimed indirect rate tie to Schedule
A?
40. Does direct material and ODC claimed in
Schedule K for each contract/delivery order tie
to direct material and ODC claimed in Schedule
H?
L Reconciliation of Total Payroll per IRS Form
941 to Total Labor Costs Distribution
41. Do direct labor totals tie to totals on Schedule
H?
42. Do G&A labor totals tie to totals on Schedule
B?
43. Do other indirect pool labor totals tie to
applicable pool schedules?
M List of Decisions, Agreements, Approvals, and
Description of Accounting/Organizational
Changes.
44. Did the contractor provide a negative response if
this schedule was not completed?
N Certificate of Final Indirect Costs
45. Is the certificate signed by an individual of the
contractors organization at a level no lower
6. DEFENSE CONTRACT AUDIT AGENCY
CHECKLIST FOR DETERMINING
ADEQUACY OF CONTRACTOR INCURRED COST PROPOSAL
Incurred Cost Adequacy (6/7)
Version 3.1, dated June 2016
Received Adequate
Sch Final Indirect Cost Rate Proposal Y/N/NA Y/N Comments
than a vice president or chief financial officer of
the business segment of the contractor that
submits the proposal? (FAR 52.242-4(a)(3))
O Contract Closing Information for Contracts
Physically Completed in this Fiscal Year
46. Are contracts reported here identified as
physically complete, already closed or ready to
close on Schedule I?
47. Does the schedule contain Level of Effort
(LOE) information (LOE and actual hours),
contract fee computations, period of
performance, and contract ceiling amounts?
Overall Determination
Is the contractors incurred cost proposal adequate
for audit?*
*If the overall determination is found to be
inadequate for audit, provide rationale and support
for your determination.
If the proposal is determined adequate, but the contractor is using a blending of compensation caps approach and there is no
executed advance agreement, return the proposal to the contractor due to lack of an advance agreement and notify the
contractor to resubmit the proposal only after executing an advance agreement with the ACO.
If the proposal is incomplete, but determined adequate, contact the contractor to have them provide the necessary
information to facilitate a timely audit.
If it is determined that the submission is inadequate, the auditor must provide a written description of any
inadequacies to the contractor and contracting officer in accordance with FAR 42.705-1(b)(1)(iii). If the
information needed is not provided in a timely manner, the FAO should request ACO assistance. Maintain any
correspondence with the contractor and ACO regarding requests for the incurred cost proposal and requests for
additional information with this form. If the contractor is using a blending of compensation caps approach and
there is no executed advance agreement, the inadequacy letter should include the statement, The proposal
includes a blending approach of compensation caps without an advance agreement. An advance agreement is
required when a blending approach is used; therefore, the submission should not be resubmitted until such
advance agreement is signed.
C. AUDIT LEADS
List any audit leads or other significant risk identified during the proposal adequacy evaluation (e.g. any known
business system deficiencies that have a significant impact on the final indirect rate proposal for this FY, significant
risk identified by the contracting officer, math errors, incorrect rates were used on schedules, etc.)
7. DEFENSE CONTRACT AUDIT AGENCY
CHECKLIST FOR DETERMINING
ADEQUACY OF CONTRACTOR INCURRED COST PROPOSAL
Incurred Cost Adequacy (7/7)
Version 3.1, dated June 2016
Audit Lead Reference
D. CORRESPONDENCE
The contractor should be notified in writing of the need for additional information with a copy to the ACO. If the
needed information is not provided in a timely manner, the FAO should request ACO assistance.
Date of
Request
Information Requested Date Information
Received
Note: Attach any correspondence with the contractor regarding requests for the incurred cost proposal, requests for
additional information if the proposal is not complete, and/or returning an inadequate proposal.