One-third of the DoD FY 2006 spending on goods and services was for subcontracts. Concerns have been raised among DoD auditors and Congress about the potential for excessive pass-through charges by contractors that add little or no value when work is subcontracted. To better understand this risk, this report assesses the extent to which DoD may be vulnerable to these charges, and examines: (1) DoD¿s approach to assessing the risk of excessive pass-through charges when work is subcontracted; (2) the strategies that selected private sector companies use to minimize risks of excessive pass-through charges when purchasing goods and services; and (3) DoD¿s interim rule to prevent excessive pass-through charges. Illustrations.
Competition is a critical tool for achieving the best return on the government's investment. While federal agencies are generally required to award contracts on the basis of full and open competition, they are permitted to award non-competitive contracts in certain situations. Agencies are also required to establish competition advocates to promote competition. This report assessed: (1) trends in non-competitive contracts and those receiving only one offer when competed; (2) exceptions to and factors affecting competition; (3) whether contracting approaches reflected sound procurement practices; and (4) how agencies are instituting the competition advocate role. Charts and tables. This is a print on demand publication.
In FY 2007, fed. agencies worked with over 160,000 contractors, obligating over $456 billion, to help accomplish fed. missions. This reliance on contractors makes it critical that agencies have the info. necessary to properly evaluate a contractor's prior history of performance and better inform agencies' contract award decisions. While actions have been taken to improve the sharing of past performance info. and its use -- including the development of the Past Performance Info. Retrieval System (PPIRS) -- concerns remain about this info. This report assesses agencies' use of past performance info. in awarding contracts; identifies challenges that hinder sharing of past performance info.; and describes efforts to improve contractor performance info. Illus.
When the Dept. of Homeland Security (DHS) was created, it was granted ¿other transaction¿ authority -- a special authority used to meet mission needs. While the authority provides greater flexibility to attract and work with nontraditional contractors to research, develop, and test innovative technologies, other transactions carry the risk of reduced accountability and transparency -- in part because they are exempt from certain fed. acquisition regulations and cost accounting standards. This report determines the extent to which nontraditional contractors have been involved in DHS¿s other transactions, and assesses DHS¿s mgmt. of the acquisition process when using this authority to identify additional safeguards. Includes recommendations. Illus.
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