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ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
ptac -_you_won_a_contract...now_what
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ptac -_you_won_a_contract...now_what

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  • Some sections of the FAR that are a must read before you begin work for the federal government. You don’t have to read this cover to cover. No one does. You do need to be knowledgeable of the rules of the road though before you start to work. Many of the contract clauses in a federal government contract are in listed by clause name only and are not in full text. Those clauses are in effect and it’s the contractor job to abide by them.
  • You’ll receive a summary of the rationale for award; eval of significant weaknesses/deficiencies in your prop; overall ranking of all bidders; overall eval price and tech rating and past performance info. Not getting point by point comparisons; trade secrets; confidential financial info such as indirect rates, profit, cost breakdowns
  • Cost breakdowns, profit or indirect rates (overhead & G&A), manufacturing processes and techniques
  • This is a great opportunity to ask specific questions about your proposal so the next one will be even better and will blow the competition away.
  • Contracting officer has authority to authorize changes to the contract, add or deduct funding, issue modifications, etc. This is the person you want to work with when there are issues or problems that will affect workload, payment, proposed changes to the contract.
  • Contracting officer has authority to authorize changes to the contract, add or deduct funding, issue modifications, etc. This is the person you want to work with when there are issues or problems that will affect workload, payment, proposed changes to the contract.
  • You must constantly keep in mind who has the authority to make changes to the contract.
  • Everyone working on the contract must know the technical proposal and the contract. To say such things as “I didn’t work on the proposal or I’ve never seen the proposal” is inexcusable. Once the contract is awarded, the customer expects the contractor to perform everything stated in their proposal and in the contract. Also, have you slowly taken on more work, that’s not in the contract?
  • Added work is a judgment call. You’ll know it when you see it. Car rental story.
  • FAR 52.246-5 is the one for Cost reimbursement contracts. Fee reduced on cost-reimbursable ones.
  • Government has substantial rights to monitor performance and to take appropriate steps when performance is unsatisfactory. These are just a few. Should never reach this point.
  • Make sure the I’s are dotted and the t’s are crossed and yes, that interest penalty will automatically be paid. If not, contact CO.
  • Transcript

    • 1. YOU’VE WON A CONTRACT,……NOW WHAT
      Dennis casey
      Colorado PTAC Procurement Counselor
    • 2. Overview
      Understanding the Contract
      Post Award Debrief
      People to Know – The Team
      How to Proceed
      Common Pitfalls
      Contract Remedies
      Getting Paid
    • 3. Learn the Language
      Quando mi sono trasferita a Italia ho dovuto imparare la lingua
    • 4. The Rule Book
      Federal Acquisition Regulation (FAR)
      Provides policies and procedures for acquisitions by executive agencies of the federal government (http://farsite.hill.af.mil/)
      Based on United States Code, laws written by Congress
      Many supplements written by individual agencies
      States have their own purchasing rules
    • 5. Uniform Contract Format (UCF)
      Standardized format for structuring Government solicitations and contracts. 
      The UCF is a table of contents for organizing contractual documents.
      You can open up and read almost any Government contract and it will be structured the same way as other Government contracts. 
      Once you understand this format, reading contracts is much easier.
    • 6. Uniform Contract Format (UCF)
      PART I – SCHEDULE
      Section A.  Solicitation/Contract Form
      A cover sheet that contains basic information such as the issuing office, address and contract number.
      Section B.  Supplies or Services and Prices/Cost
      A brief description of the contract deliverable (item, quantity, etc.), each covered by a contract line-item number.
      Section C.  Description/Specifications/Work Statement
      Actual tasks to be completed for the contract, including the Statement of Work (SOW) or Statement of Objectives (SOO)
      Section D.  Packaging and Marking
      Special packaging/marking requirements such as preservation, protection and bar coding.
    • 7. Uniform Contract Format (UCF)
      Section E.  Inspection and Acceptance
      Place of inspection, who will inspect and acceptance criteria.
      Section F.  Deliveries or Performance
      The time, place, method of delivery or performance
      Section G. Contract Administration Data
      Accounting and paying office information
      Section H.  Special Contract Requirements
      Requirements unique to the program and the contract such as security clearances, warranties, options, incentives, government-furnished equipment, etc..
    • 8. Uniform Contract Format (UCF)
      PART II – CONTRACT CLAUSES
      Section I.  Contact Clauses
      Commonly referred to as "boilerplate" and not to be overlooked. 
      Includes standard clauses of considerable power defining rights and responsibilities of contracting parties. 
      It also contains clauses required by procurement regulations or law which pertains to this procurement
    • 9. Uniform Contract Format (UCF)
      PART III – LIST OF COMMENTS, EXHIBITS AND OTHER ATTACHMENTS
      Section J.  List of Attachments
      A list of all attached forms and specifications, including:
      Security Form
      Data Orders
      CDRL
      SOW
      Specifications
      Financial Data
    • 10. How Good Was Our Winning Proposal?
      The Post-Award Debriefing
      Done in accordance with FAR 15.506
      Provide a written request to the Contracting Officer within 3 days of award
      Debriefing within 5 days of receipt of request
      Conducted in person, via phone or e-mail
    • 11. Post-award Debriefing
      What you’re entitled to be told
      Significant weaknesses or deficiencies
      Overall evaluated price (including unit prices) and technical rating
      Past Performance information
      Summary of the rationale for the award
    • 12. Post-award Debriefing
      What you’re not going to be told
      Point-by-point comparisons of your proposal with those of the other bidders
      Commercial and financial information that is privileged or confidential
      Names of the individuals that provided information about your company’s past performance
    • 13. Questions to Ask
      How did the presentation and appearance of my proposal stack up against the competition?
      Was my proposal easy to score and to navigate?
      What separated my proposal from the competition?
      Did it contain any fluff or content that should have been substantiated better?
      Improvement recommendations?
    • 14. Kick-Off Meeting
      You are One of Several Competitors
      Introduce Your Team
      Discuss Your Approach and Schedule
      Ask for Feedback i.e. Base Exercises
      Logistical Concerns
    • 15. Who’s in Charge?
      Key Government Players
      Contracting Officer
      Has the authority to commit the government
      Awards contracts based on customer defined requirements
      COTR
      The end customer, has money and technical knowledge
      Can advise CO but cannot commit the government
      DFAS
      Pays proper invoice after approval of CO and COTR
    • 16. The Field of Play
      Bad Weather
      Facility Closures
      Supply Outs
      Labor Issues
      Contractor
      Accounting
      PM
      Subcontractors
      COTR
      Poor QA
      Re-Work
      Scope Creep
      Unforeseen Site Conditions
    • 17. The Contracting Officer
    • 18. PTAC’s Role
    • 19. Issues and Problems are Going to Occur
      Understand your rights and obligations
      Assertively approach difficult situations and resolve problems
      Resolution must be to the mutual benefit of both parties
    • 20. The Big One - Managing Contract Change (Scope Creep)
      Sometimes Inevitable
      Failure to properly manage can result in
      Legally unenforceable agreements
      Claims
      Disputes
      Significant damage to past performance record
    • 21. Stay Ahead of Scope Creep
      Constantly communicate with your customer
      When in doubt about direction that is given by the COTR, contact the Contracting Officer
      Keep costs, schedule and performance as your primary focus
    • 22. The 6 Rules to Control Scope Creep
      Know – The contract value and its ceiling amount
      Know – The incurred cost to date and commitments
      Know – The scope of work (what you’re supposed to be doing under the contract) and whether or not your current efforts are supporting it or some other objectives.
    • 23. The 6 Rules to Control Scope Creep
      Know – The estimated cost at completion based on where you are at today
      Know – Your customer and who among the customer population is prone to direct added work that’s not stipulated in the contract
      Know – When to say “No” to scope creep and say it officially, in writing, to the CO for your contract
    • 24. Inspection
      Inspection of Services
      Contractor must provide an inspection system
      Government has right to inspect and test all services
      If services aren’t within contract requirements
      • Contractor must perform again at no increase to contract price
      • 25. If cannot be corrected by re-performance, contractor must take action to ensure future performance conforms to contract’s requirements
      • 26. Contract price can be reduced to reflect reduced value of the services performed
    • Bad Things the Government Can Do
      Cure Notice
      Liquidated Damages (FAR 52.211-11) – Failure to deliver supplies or services, results in payment of liquidated damages of $_____ per day.
      Stop Work Order (FAR 52.242-15) – Contracting Officer can require the contractor to stop work for a period of 90 days
    • 27. Bad Things the Government Can Do
      The Government may terminate performance in whole or in part if it’s in the Government’s interest
      Termination for Convenience (Fixed Price 52.249-2) (Cost-Reimbursement 52.249-6)
      Termination for Default (52.249-8) – Government may terminate contract if contractor fails to
      Deliver supplies or services within time specified in the contract
      Progress “so as to endanger performance of the contract”
    • 28. Getting Paid
      Prompt Payment (FAR 52.232-25) – Payment is due on the 30th day after receipt of a “proper” invoice
      If payment not made by the due date, payment office will pay an interest penalty without request from the contractor
      Most Contracts are Invoiced Using WAWF
    • 29. More Common Government Contract Definitions
      Contractor - A gambler who never gets to shuffle, cut or deal.
      Bid Opening - A poker game in which the losing hand wins.
      Bid - A wild guess carried out to two decimal places.
      Low Bidder - A contractor who is wondering what they left out.
      Government Estimate - The cost of a project in heaven.
      Project Manager - The conductor of an orchestra in which every musician is in a different union.
      Critical Path Method - A management technique for losing your shirt under perfect control.
      OSHA - A protective coating made by half-baking a mixture of fine print, red tape, split hairs and baloney--usually applied at random with a shotgun.
      Strike - An effort to increase egg production by strangling the chicken.
      Delayed Payment - A tourniquet applied at the pockets.
      Completion Date - The point at which liquidated damages begin.
      Liquidated Damages - A penalty for failing to achieve the impossible.
      Auditor - Person who goes in after the war is lost and bayonets the wounded.
      Lawyer - Person who goes in after the auditors to strip the bodies.
      Found posted in the Physical Planning Office at Indiana University Author unknown
    • 30. The Most Important Tip I Can Leave You With
      COMMUNICATE
    • 31. On to the Next Project
      Questions?

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