Federal Contracting Noncompetitive Contracts Based On Urgency Need Additional Oversight
Federal Contracting Noncompetitive Contracts Based On Urgency Need Additional Oversight Book in PDF, ePub and Kindle version is available to download in english. Read online anytime anywhere directly from your device. Click on the download button below to get a free pdf file of Federal Contracting Noncompetitive Contracts Based On Urgency Need Additional Oversight book. This book definitely worth reading, it is an incredibly well-written.
Competition is a critical tool for achieving the best return on the government's investment. Federal agencies are generally required to award contracts competitively but are permitted to award noncompetitive contracts under certain circumstances, such as when requirements are of such an unusual and compelling urgency that the government would suffer serious financial or other injury. Contracts that use the urgency exception to competition must generally be no longer than one year in duration. This report examined the use of this exception by the Departments of Defense (DOD) and State and the U.S. Agency for International Development (USAID). For these three agencies, the report assessed (1) the pattern of use; (2) the reasons agencies awarded urgent noncompetitive contracts and the extent to which justifications met FAR requirements; and (3) the extent to which agencies limited the duration. Tables and figures. This is a print on demand report.
Federal Contracting, Noncompetitive Contracts Based on Urgency Need Additional Oversight by U.s. Government Accountability Office Pdf
" Competition is a critical tool for achieving the best return on the government's investment. Federal agencies are generally required to award contracts competitively but are permitted to award noncompetitive contracts under certain circumstances, such as when requirements are of such an unusual and compelling urgency that the government would suffer serious financial or other injury. Contracts that use the urgency exception to competition must generally be no longer than one year in duration. The conference report for the National Defense Authorization Act of Fiscal Year 2013 mandated GAO to examine DOD's, State's, and USAID's use of this exception. For the three agencies, GAO assessed (1) the pattern of use, (2) the reasons agencies awarded urgent noncompetitive contracts and the extent to which justifications met FAR requirements; and (3) the extent to which agencies limited the duration. GAO analyzed federal procurement data, interviewed contracting officials, and analyzed a non-generalizable sample of 62 contracts with a mix of obligation levels and types of goods and services procured across the three agencies. "
Department of Defense Authorization for Appropriations for Fiscal Year 2015 and the Future Years Defense Program, Part 1, February 27: March 5, 6, 13, 25, 27; April 3, 8, 10, 29, 30, 2014, 113-2 by Anonim Pdf
Department of Defense Authorization for Appropriations for Fiscal Year 2015 and the Future Years Defense Program: U.S. Strategic Command and U.S. Cyber Command; Military posture; U.S. Central Command and U.S. Africa Command; U.S. Northern Command and U.S. Southern Command; U.S. Pacific Command and U.S. Forces Korea; Navy Posture; Army Posture; Army active and reserve force mix; Air Force posture; Recommendations of the National Commission on the Structure of the Air Force; Reform of the Defense Acquisition System by United States. Congress. Senate. Committee on Armed Services Pdf
Competition in Federal Contracting by Congressional Research Service Pdf
Competition in federal procurement contracting has long been of interest to Congress and the executive branch, in part because of the belief that increased competition among potential vendors results in lower prices for the government. President Obama issued a memorandum calling for increased competition in federal contracting on March 4, 2009, shortly after taking office, and his Administration has sought to reduce the number of "noncompetitive" contracts by various means, including by issuing guidance on "Increasing Competition and Structuring Contracts for Best Results" in October 2009. Subsequently, in 2012, the Department of Defense (DOD), which accounts for 60% to 70% of federal procurement spending per year, amended its regulations to require that contracting officers re-solicit agency requirements if a solicitation allowed fewer than 30 days for the receipt of proposals and resulted in only one bid or offer. Further guidance was issued in 2014. The Competition in Contracting Act (CICA) of 1984 generally governs competition in federal procurement contracting. Any procurement contract not entered into through the use of procurement procedures expressly authorized by a particular statute is subject to CICA. CICA requires that contracts be entered into after "full and open competition through the use of competitive procedures" unless certain circumstances exist that would permit agencies to use noncompetitive procedures. Full and open competition can be obtained through the use of sealed bids, competitive proposals, or other procures defined as competitive under CICA (e.g., procurement of architectural or engineering services under the Brooks Act). Full and open competition under CICA also encompasses "full and open competition after exclusion of sources," such as results when agencies engage in dual sourcing or "set aside" acquisitions for small businesses (i.e., conduct competitions in which only small businesses may participate). Any contract entered into without full and open competition is noncompetitive, but noncompetitive contracts can still be in compliance with CICA when circumstances permitting other than full and open competition exist. CICA recognizes seven such circumstances, including (1) single source for goods or services; (2) unusual and compelling urgency; (3) maintenance of the industrial base; (4) requirements of international agreements; (5) statutory authorization or acquisition of brand-name items for resale; (6) national security; and (7) contracts necessary in the public interest. CICA also allows agencies to use "special simplified procedures" when acquiring goods or services whose expected value is less than $150,000, or commercial goods or services whose expected value is less than $6.5 million ($12 million in certain circumstances). Issuance of orders under task order and delivery order (TO/DO) contracts is not subject to CICA, although award of TO/DO contracts is. However, the Federal Acquisition Streamlining Act (FASA) of 1994 established a preference for multiple-award TO/DO contracts; required that agencies provide contractors "a fair opportunity" to compete for orders in excess of $3,000 under multiple-award contracts; and authorized the Government Accountability Office (GAO) to hear protests challenging the issuance of task or delivery orders that increase the scope, period, or maximum value of the underlying contract. The National Defense Authorization Act (NDAA) for FY2008 further limited the use of single-award TO/DO contracts. It also specified what constitutes a "fair opportunity to be considered" for orders in excess of $5.5 million under multiple-award contracts and granted GAO exclusive jurisdiction to hear protests of orders valued in excess of $10 million that do not increase the scope, period, or maximum value of the contract.
Every year thousands of college students apply for and receive federally guaranteed loans to fund their educations in the United States. The loans are managed by nongovernmental entities – Sallie Mae, College Ave Student Loans – that indirectly implement the public goal of affordable higher education. Put another way, the US Department of Education relies on these nongovernmental entities for implementation of public policy via third parties. Where this kind of indirect implementation occurs, and how it differs from direct implementation, is the focus of this book, introducing readers to the theory and practice of third-party governance. It helps students understand market-oriented tools such as contracting, networks, public-private partnerships and other collaborative governance mechanisms that make up the repertoire of third-party governance. This background is, in turn, key to understanding modern governance arrangements all over the world. Author Jessica N. Terman explores the ‘whys’ behind government and the market, alongside the theories behind when one or both should be used. The book is filled with case studies exploring the issues at play in third-party governance, including transaction costs and the practices that mitigate transaction costs, as well as the advent of networks and how they have changed the governance structure of public policy implementation. Taking a jargon-free approach, the book is written as a primer on third-party governance, introducing readers to the ways that government is structured and the factors that influence contemporary policy implementation. Third-Party Governance will be required reading on courses related to public administration, public policy, and governance and collaboration.
Interagency Contracting by David E. Cooper (au) Pdf
Fed. agencies have turned to interagency contracts (IC) -- where one agency places an order under an existing contract for another agency -- as a way to streamline the procurement process. IC can offer benefits of improved efficiency, but this approach needs to be effectively managed. This report reviewed the process that the DoD used to acquire interrogation & certain other serv. through the Dept. of the Interior to support mil. oper. in Iraq. On behalf of DoD, Interior issued 11 task orders, valued at $66 million, on an existing contract. This report identifies breakdowns in the procurement process, contributing factors that led to the breakdowns, & the extent to which recent actions by Interior & DoD address these contributing factors. Illus.
First Nations Policing Policy by Canada. Solicitor General Canada Pdf
The First Nations Policing Policy (FNPP) was introduced by the federal government in June 1991 to provide First Nations across Canada with access to police services that are professional, effective, culturally appropriate, and accountable to the communities they serve. This guide reflects the changes approved by the government and replaces the earlier guide which was published in 1992.
United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Ad Hoc Subcommittee on Contracting Oversight
Author : United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Ad Hoc Subcommittee on Contracting Oversight Publisher : Unknown Page : 100 pages File Size : 41,6 Mb Release : 2009 Category : Fraud ISBN : UOM:39015090377253
Improving the Ability of Inspectors General to Detect, Prevent, and Prosecute Contracting Fraud by United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Ad Hoc Subcommittee on Contracting Oversight Pdf
Oversight Review of the Office of Inspector General, U.S. Department of the Treasury by United States. Congress. Senate. Committee on Governmental Affairs. Permanent Subcommittee on Investigations Pdf
United States. Congress. House. Committee on Government Reform and Oversight
Author : United States. Congress. House. Committee on Government Reform and Oversight Publisher : Unknown Page : 216 pages File Size : 54,7 Mb Release : 1996 Category : Law ISBN : UCR:31210010530440
