Defense Contract Management Agency - GovCon360 · Brig Gen Wade Smith ... AMANDA PARKER (804)...

Defense Contract Management Agency

Presented By: Mr. Timothy Callahan

Executive Director of Contracts, DCMA

19 June 2014

Proprietary and Confidential

Agenda

• DCMA Mission, Scope and Authorities • Strategic Plan FY14/15 Priorities

• Affordability • Audit Readiness

• Contract Administration • Cost Recovery Initiative • Business Systems

• Cost and Pricing • Forward Pricing Rate Agreements • CACP/DACO Re-alignment

• Small Business • Workforce Development

2


3

Mission We provide Contract Administration Services to the Department of Defense Acquisition Enterprise and its partners to ensure delivery of quality products and services to the warfighter; on time and on cost.

Vision DOD’s leading experts in Quality Assurance; Cost, Schedule, and Supply Chain Predictability; and Contract Administration; enabling our partners to achieve contract objectives.

Values Integrity – Committed to the highest standards of ethical and moral behavior at all times. Service – Working for the benefit of our nation and putting professional responsibilities before self-interests. Excellence – Committed to exceptional performance in everything we do.

DCMA Mission, Vision, and Values


DCMA is a Team Member… …In the Defense Acquisition Community

4

Under Secretary of Defense

(AT&L)

DCMA

Chairman Joint Chief of Staff

Secretary of Defense

Assistant Secretary of Defense

(Acquisition)

Historical Perspective — Service PROs/DCAS to DLA (1990) to DCMA (2000)

Buying Commands

Combat Support Agency

Army

Navy

Air Force Marines

Contract Administration DLA


Aircraft Operations

CAPT Drew

Swenson

Engineering & Analysis

Ms. Karron

Small

Financial & Business

Operations Ms. Pamela

Conklin

Contracts

Mr. Timothy Callahan

Quality Assurance

Mr. Michael

Shields

Portfolio Management & Integration

Mr. Joseph Sweeney

Information Technology

Mr. Jacob

Haynes

Chief Operating Officer Ms. Marie Greening

Corporate Support

Mr. Martin

Jakim

Organizational Chart

General Counsel

Ms. Sharron

Philo

Current as of 6/6/21/14

Director Lt. Gen. Masiello

International RDML Deborah Haven

Special Programs Mr. James Norris

Equal Opportunity Dr. Larry Ross

Chief of Staff Col Steven Buetow

Sr. Enlisted Advisor CMSgt Rita Green

Human Capital

Ms. Kathleen

Butera

Independent Assessment

Ms. Diana Graff

Diversity and Inclusion

Mr. George Braxton

Mobilization Assistant Brig Gen Wade Smith


6

Worldwide Acquisition Impact

DCMA Eastern Region: Headquarters – Boston, MA Contract Management Offices: Atlanta, GA Baltimore, MD Boeing, Philadelphia, PA Boston, MA Garden City, NY Hartford, CT Lockheed Martin, Marietta, GA Lockheed Martin, Moorestown, NJ Lockheed Martin, Orlando, FL Manassas, VA Orlando, FL Philadelphia, PA Raytheon, Tewksbury, MA Sikorsky Aircraft, Stratford, CT Springfield, NJ APO (Aircraft Propulsion Operations), Hartford, CT NESO (Naval Special Emphasis Operations), Philadelphia, PA

DCMA Central Region: Headquarters – Chicago, IL Contract Management Offices: Bell Helicopter, Forth Worth, TX Boeing, St. Louis, MO Chicago, IL Dallas, TX Dayton, OH Detroit, MI Huntsville, AL Lockheed Martin, Forth Worth, TX Twin Cities, MN AIMO (Aircraft Integrated Maintenance Operations), St. Augustine, FL

DCMA Western Region: Headquarters – Carson, CA Contract Management Offices: Boeing Huntington Beach, CA Denver, CO Lathrop, CA Lockheed Martin Denver, CO Lockheed Martin Sunnyvale, CA Los Angeles, CA Palmdale, CA Phoenix, AZ Raytheon, Tucson, AZ Santa Ana, CA NPO (NASA Product Operations), Fort Sam Houston, TX

International Contract Management Offices:

DCMA Americas – Ottawa, Canada DCMA Northern Europe – RAF Wyton, United Kingdom *DCMA Southern Europe – Wiesbaden, Germany *DCMA Middle East – Kuwait City, Kuwait *DCMA Afghanistan – Kabul, Afghanistan DCMA Pacific – Atsugi, Japan * Includes Contingency Contract Administration (CCAS) Operations

DCMA Headquarters – Fort Lee, VA

Regional Headquarters International CMOs Special Programs

DCMA Special Programs Special Programs East Special Programs South Special Programs West


7

Total Contract Amount 6,577.5BObligated Amount $1,860BActive Contractors 20,001Active Contracts 347.6KUnliquidated Obligations Amount $223BACAT I (IAC, IC, ID) and II Programs 193Aircraft per Year (FY13) 1,569Flying Hours (FY13) 20,516Government Property Value $155.6BProgress Payments $15.6BPerformance-based Payments $15.7B

SCOPE of WORK

Civilians On-board 11,441Military (Active Duty - 429), (Reserve - 119) 548Operational Directorates 3Locations 740+Contract Management Offices 47Budget Authority $1.35BReimbursable Target $125.5M

SPAN of CONTROL

Scope of Work and Span of Control Data for 1QFY14


Quality Assurance Svcs (34%) Contract Admin Support & Services (20%)

Engineering & Manufacturing Svcs (17%) Cost & Pricing Svcs (12%)

Major Program Support (5%) Earned Value Management (3%)

Property Mgmt & Plant Clearance Svcs (3%) Transportation Svcs (2%)

Aircraft Operations Svcs (1%) Supply Chain Support (1%)

Industrial Base Analysis Svcs (1%) Contractor Purchasing Sys Reviews (1%)

Small Business Support (1%) Contract Safety Services (1%)

Contract Termination Svcs (<1%)

1QFY14 data

Engineering & Manufacturing Services (17%)

Quality Assurance Services (34%)

Contract Administration Support & Services (20%)

Hours of Effort per Line of Service

Operational Overview

Lines of Service Contract Administration Support and Services Contractor Purchasing System Reviews Cost and Pricing Services Property Management & Plant Clearance Services Small Business Support Contract Termination Services Quality Assurance Services Contract Safety Services Transportation Services Engineering and Manufacturing Services Major Program Support Supply Chain Support Earned Value Management Industrial Base Analysis Services Aircraft Operations Services Proprietary and Confidential

Contracts Directorate (DCMA-AQ)

Operations Support Budget JERRY KOTVASZ (804) 734-0458 Exec Services BEN KELLEY (804) 734-0461 Personnel JIM LEROY (804) 734-0471

Executive Director TIMOTHY P. CALLAHAN (804) 734-0500

Deputy Executive Director SALLEE JUSTIS (804) 734-0501

Executive Assistant CINDY ROBINSON (804) 734-0657

Business Ops Center AQB ANDREW OBERMEYER (804) 734-0494

CPSR Group AQBC KAREN ZINN (214) 670-9351

Plant Clearance Group AQBP KATHERINE BURKE(617) 753-3130

Terminations Group AQBT PAUL SLEMONS (678) 503-6351

Property Group AQBY CYNTHIA THRAILKILL (937) 656-3154

CMO Contracts Director DCMAO LEONA FITZPATRICK (804) 416-9079

Int Contracts Director DCMAI CAT IGNACIO (804) 734-1148

SP Contracts Director DCMAS KATHLEEN MILLER (804) 734-0156

Cost & Pricing Center AQK RON YOUNGS (703) 530-3675

PA, FP, & IC Group AQKA STEVE TRAUTWEIN (703) 530-3203

DA, T, & R Group AQKC MICHAEL PAULINI(224) 625-9171

CACO\DACO Group AQKD SEAYANNE SHELEY (617) 753-3407

Financial Cap Group AQKF PAUL REUBEN (703) 530-3249

CIPR Team AQKDO GEORGE MATRAY (718) 354-3767

DAR Council AQCD TOM RUCKDASCHEL (ACTING) (804) 734-0505

Contracts Policy Division AQC STACY STRICKLAND (804) 734-0488

Property Branch AQCP TOM RUCKDASCHEL (804) 734-0505

Finance & Payment Branch AQCF MARY SHERIDAN (804) 734-2458

Plan & Perf Assess Division AQA WENDY LAUGHLIN (804) 734-1515

Small Business Center AQSC TATIA EVELYN-BELLAMY (804) 734-0506

Small Business Division AQS TATIA EVELYN-BELLAMY (804) 734-0506

Procurement Division AQP TARA PETERSEN (804) 734-0487

Procurement Center AQPW AMANDA PARKER (804) 734-1534

Cost & Pricing Policy Division AQD JOAN SHERWOOD (804) 734-0480

Bus Proc, Ana, & Dev Division AQI KEVIN CONNEEN (804) 734-0483

FIRM Center AQII SHAWN MAPEL (804) 734-0482

As of 20140521


Strategic Management Plan FY14/15


11 11

• Priorities for 2014 • Support On-going Operations

• Achieve Affordable Programs

• Improve Efficiency

• Strengthen Industrial Base

• Strengthen the Professionalism of the Acquisition

Workforce

• Protect the Future

• There will be a Better Buying Power 3.0

USD AT&L Priorities


DCMA Strategic Management Plan FY14-15

• 10 Business Priorities each with supporting goals

• Organized by the balanced scorecard:

• Acquisition Enterprise • Policy & Processes • Human Capital • Stewardship

• Focused more on shorter term goals than the multi-year plan

• FY14-FY15 Execution plan published

• Business Priorities: 1. Affordability 2. Predictability 3. Reliability 4. Business Process Engineering 5. Recruit 6. Hire 7. Develop 8. Retain 9. Internal Audit Readiness 10. Audit Readiness Service

Provider


Business Priority: Affordability

• Alignment: Acquisition Enterprise • “Enhance DoD buying power by increasing affordability” • Six supporting goals:

• Establish an Agency-wide capability to support timely reviews of Disclosure Statement revisions

• Support enterprise pricing with the expertise of the Integrated Cost Analysis Teams (ICAT) and improving/expanding efforts on Should Cost Reviews

• Improve and expand efforts from the CACO/DACO/Cost Monitors on forward pricing and Boards of Review

• Enhance the real time information for rates/business systems status in Contract Business Analysis Repository (CBAR)

• Reduce the backlog of overage accounting issues and final overheads to enable timely settlement of contract cost entitlements

• Support the Service Acquisition Review Board (SARB) initiatives to improve the tradecraft in acquisition of services

13

Goal Leader: Contracts Directorate Proprietary and Confidential

Business Priority: Audit Readiness Service Provider

• Alignment: Stewardship • “Support our DoD customers in their efforts to attain and sustain a

clean audit opinion on their financial statements” • Four Supporting Goals:

• Assert audit readiness to OSD FIAR Directorate • Assert audit readiness to DoD customers for which DCMA is Contract Pay Service

Provider • Complete initial Statement on Standards for Attestation Engagements (SSAE No. 16)

examination • Complete final Statement on Standards for Attestation Engagements (SSAE No. 16)

examination


DoD Mandate to Improve Financial Management and Auditability

15


Service Provider

• Reporting Entity: (appropriated budget)

• Service Provider: (stewardship of delegated funds)

DCMA is pursuing a single audit opinion to preclude audits by each RE Customer

SSAE #16 - “Reporting on Controls at a Service Organization”

DCMA USAF Navy

Department of Defense

DCMA - Contract Pay

Army ODOs*

* Other Defense Organizations


Process / System Mapping

• Events with Financial Statement impacts - OutcomesObligations (new, modified, close-out) Accruals (receipt/acceptance without invoice) Payables (receipt/acceptance with invoice) Disbursements (outlay) Receivables (recoupment/demands)

• Will also require asserting to systems in which the work is performed

MOCAS

WAWF

e Tools

GAO Federal Information System Controls Audit Manual (FISCAM)


Contract Pay End-to-End Process (DCMA SSAE No. 16 Scope)

Invoice Entitlement Pre-Validation

Disbursing & Posting

Expenditure

Receipt & Acceptance

Commitment & Obligation

Reconciliation & Contract Closeout

Reporting & Accounting

Pro

cess

S

ub-P

roce

ss

Distribute Funding

**

Purchase Requisition

**

Receive & Obligate Funding

00

Contract Input 00

Issue Orders & Adjustments 00

Contract Award **

Validate Funds **

Receive/Accept Goods/Srvcs at

Destination **

Resolve Payment

Discrepancies **

Commercial Invoices

00

Funds Reconciliation-

MOCAS 00

Erroneous Payment Check

00

Calculate EOM Accrual

00

Disallow Costs 00

Receive/Accept Goods/Srvcs at

Source 00

Deobligate Excess/

Remaining Funds

00 Full Termination

Settlement 00

Partial Termination Settlement

00 Funds

Reconciliation- Component

**

GL Posting **

Demand/ Recoup Funds

**

Contract Financing

00

Contract Closeout

00

Invoice Processing

00

Validate Inputs & Funding

00

Notice of Last Action Process

**

A

DCAA

DFAS Component

DCMA

SSAE No. 16

Treasury Reporting

**

EOM Reporting **

Research & Resolve

NULOs/UMDs **

Tri-Annual Review

**

GL Posting

**

Commitments & Obligations

**

EOM Accrual GL Posting &

Reversal **

EOM Payable GL Posting

**

Disbursements/ Expenditures

**

Adjustments **

Planned Disbursement

Matched to Recorded Obligation

00

Payment Authorization

00

Authorize Disbursement Processing 00


00

Certification & Balancing

00


00

Payment File Generation &

Release 00

Calculate EOM Payable

00

Debt Management

00

Disbursing Reporting &

Reconciliation 00

Financial Reporting

**


• Sound processes that:have detecting and preventive controls (properly designed)

produce the expected outcome (operating effectively) are documented and have evidence of execution (properly posted)

• Result: an “unqualified” audit and a state of audit readiness

1

End Result


Contract Administration Services


Contract Administration & Support Services

Mission Provide contract administration support and advice on all contract related matters and improve the overall contracting mission.

Functions • Provide pre-award support • Identify potential performance risks

throughout the entire lifecycle of the contract • Support contract negotiations • Negotiate and execute ACO mods • Monitor contract performance • Review and process progress payments,

vouchers, and invoices • Contract closeout • Cost Accounting Standards compliance • Resolve contract disputes

Impact • $15.6B in progress payments managed (1Q14) • $15.7B in performance based payments (1Q14) • 579,614 closed in FY13

21


Impact of Disapproved Business Systems and Inadequate Disclosure Statements

• Business Systems • FAR Parts 9 and 16 address contractor responsibility and business systems adherence

necessary to perform government contracts

• Key Business Systems include: Accounting, Material Management Accounting Systems, Estimating, Earned Value Management, Purchasing, Property

• To be determined responsible, a prospective contractor must have the necessary organization, experience, accounting, operational controls, and technical skills, or the ability to obtain them…

• FAR 16.301-3 Limitations • A cost-reimbursement contract may be used only when the contractor’s accounting

system is adequate for determining costs applicable to the contract or order

• Disclosure Statements • Contracting officers shall not award a CAS-covered contract until a written determination

that Disclosure Statement is adequate – unless waived by head of Agency

22

DCMA approves/disapproves Proprietary and Confidential

Business Systems

• DFARS CBS Timelines 10 days for determination after receipt of audit/functional specialist report

Initial determination if one or more significant deficiencies

Final determination if no significant deficiencies

30 days for contractor response to initial determination

30 days for final determination after receipt of contractor’s response

• Legacy determinations and reports Reports dated prior to May 18, 2011

Findings may or may not be considered significant deficiencies under the new rule

Policy included in DCMA-INST 131, CBS • Procedures for addressing legacy determinations and issuing final determinations

• Business system status guidelines – Approved, Disapproved, Not Evaluated, & Not Applicable

Not Evaluated systems in the Contract Business Analysis Repository (CBAR) eTool

Aug 2012 Sep 2013 Apr 2014

2875

2

993 692 Proprietary and Confidential

Business System Rule

24

• Contractor Business Systems must provide reliable information for decision making (FY2011 NDAA)

• Interim Rule - 18 May 2011; Final Rule - 24 Feb 2012

• Rule covers six contractor business systems

• Challenge is consistent and timely determinations

• Business System Review Panel for proposed disapprovals • Timeliness Standards established in Policy

System Disapprovals (count of CAGES)

Withhold

Accounting 51 $36.2 M Estimating 13 $12.6 M Earned Value Management 13 $95.2 M Material Management and Accounting 0 $0 Property 17 $25.0 M Purchasing 17 $0.6 M

Total 111 $169.6 M


25 25

• Significant Shift in Subcontract Content of Major Programs • 20 years ago Prime was 70-80% and Subs were 20-30% • Today Primes are 20-30% and Subs are 70-80%

• Supply Chain Management Concerns • Single Points of Failure • Detection and Avoidance of Counterfeit Parts • Specialty Metals Sourcing • Contractor Purchasing System Reviews

• Cost and Pricing Issues

• Privity of Contract and Proprietary Information • Audit Access and Field Pricing Support • Commercial Item Determinations and Pricing

Subcontract Management


Cost and Pricing Services


Cost and Pricing Services

27

Mission Establish the right price for Department

Requirements

Functions • Provide field pricing assistance • Establish forward pricing and final indirect rates • Monitor contractor indirect costs • Perform overhead should cost reviews • Provide support to negotiations • Provide specialized support (pensions, financial

capability reviews and commercial pricing) • Maintain Contract Business Analysis Repository

(CBAR) for DoD

Impact • 11,390 Field Pricing Support cases - CY13 • 4,000 negotiations - CY13 • 690 Contractor Sites with FPRA/FPRR • 3 Overhead Should Cost reviews - CY13 • 992 Financial Capability Reviews – CY 13


28 Proprietary and Confidential

Cost and Pricing

29

• Successes: • Enterprise cost & pricing capability yielded in excess of $6B in cost recovery, savings,

and/or avoidance • Conducted deep-dive overhead should cost reviews & provided mobile proposal

pricing/surge support • Closed 656 (out of 705) aging CAS issues with costs demanded or negotiated of

$787,933,347 • Implemented policy change requiring DCMA to review disclosure statement changes

(vice DCAA) • Developed and implemented plan requiring CMOs to hold Stand Down Days with

DCAA to settle final overheads prior to the statute of limitations • Hot Topics:

• Significant volume of aging disclosure statement submissions, final overheads and CAS non-compliances

• Executive compensation ceiling changes will increase complexity and number of forward pricing and final rates proposals

• Budget uncertainty continues to complicate forward pricing rate forecasting


Small Business Support


31 31

Mission Foster business innovation, new

technology, and promote private enterprise

Functions

• Conduct subcontracting plan reviews at large businesses with contracts over $650K

• Provide analysis and recommendations on subcontracting plans at contract award

• Provide analysis and recommendations on commercial plans and ensuing reports

• Negotiate Master Subcontracting Plans • Negotiate and manage Comprehensive Plans

under the DOD test program • Review prime contractors’ mentor-protégé

agreements, track progress, and develop ROI report for Congress

• Conduct reviews of Procurement Technical Assistance Centers (PTAC)

Impact

• 83 Mentor Protégé agreements ($56M) resulting in 1,250 jobs created

• 63 PTACs provide basic assistance to

small businesses in marketing to government

Small Business Support


Comprehensive Small Business Subcontracting Program (CSP)

• DoD Test Program for Negotiation of Comprehensive Small

Business Subcontracting Plans ends December 31, 2014

• DCMA’s Role: • Negotiates annual CSPs on behalf of DoD in coordination with Departments and

Agencies • 12 contractors with over 8,000 individual contracts • Transition Plan needs to be developed • Possible migration to use of Master Subcontracting Plans

• National Defense Authorization Act

• House – Extend 3 Years – Improve Data Analysis • Senate – Extend to 30 Sep 2015 – Increase Opportunities

32


Workforce Development


34 34

• BRAC 2005 moved DCMA Headquarters to Fort Lee • Move completed by September 2011 • Less than 25% of DCMA staff made the move • Headquarters functions and support impacted

• HQ budget being reduced by 20% by FY2019 per SECDEF • Attrition of 600 to 800 employees per year

• 50% of workforce has less than 5 years with DCMA • Workforce Competency – Not just a DCMA issue

• DPAP will be conducting a Competency Assessment • DCMA conducting in-house training • DAU stood up College of Contract Management

• Contracting Officer Warranting Process

• CORB – Contracting Officer Review Board • COAT – Contracting Officer Assessment Tool

DCMA Workforce


LEVEL II AQ Course Status With CCM

-CACO/DACO Duties -TCO Duties -Property Officer Duties -Plant Clearance Officer Duties

Job Task & Gap Analysis

Course Release

Course Analysis

Course Development

Course Pilot

AQ Functional Community Training Infrastructure Development

CMC 100 (Intro to Contract Administration)

CMC 200 (Contract Financing)

CMC 210 (Contract Closeout)

CMC 220 (Advanced Contract Administration)

CMC 230 (ACO Business Fundamentals)

CMC 240 (Cost Accounting Standards)

CMP 200 (Integrated Cost Proposal Evaluation)

CMP 210 (Cost Monitoring)

CMP 220 (Cost Accounting Standards)

CMP XXX (Development of Indirect Rates)

Legend Green – Mission tasks/KSAs, Learning Objectives provide training roadmap Purple – Completed CCM tasks, not yet funded for Course Development Blue – On contract with CCM Red – FY14 work contracted/planned for CCM contract Black – Transitioned to DAU/CCM complete

35

Estimate Incremental Launch of Pilots in 2nd Qtr FY15

Estimate Late FY15


36

How to Find Us (www.dcma.mil)

Policies

HQ, Regions & CMOs

CAS Directory CMT Finder

E-Tools Access


3

Questions


Date post:	19-Aug-2018
Category:	Documents
Upload:	vuongdiep
View:	215 times
Download:	0 times

Defense Contract Management Agency - GovCon360 · Brig Gen Wade Smith ... AMANDA PARKER (804)...

Documents