rxEPA
United States
Environmental Protection
Agency
Administration And
Resources Management
(PM-211D)
EPA/IMSD/91-001
January 1991
Selected Management
Articles
Contract Management
PEOPLE
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CONTRACT MANAGEMENT
JANUARY 1991
Headquarters Library
Information Management and Services Division
U.S. Environmental Protection Agency
Room 2904 PM-211A
401 M STREET, S.W.
Washington, D.C. 20460
(202) 382-5922
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TABLE OF CONTENTS
INTRODUCTION
I Contracting as a Management Tool 1
II. Planning and Preparation 4
III. Effective Management & Monitoring of Contracts 10
IV. Environmental Contract Issues 12
V. Policy: Legislation & Regulation 15
VII. Selected Federal Documents on Contract Management 24
EPA Headquarters Library Management Collection List of
Management Bibliographies 25
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CONTRACT MANAGEMENT BIBLIOGRAPHY
INTRODUCTION
The Contract Management Bibliography has been
developed for EPA managers, and staff for use in
understanding the many issues involved in Contract
Management. These issues have become of critical
importance as Federal, State and Local governments
increasingly turn to the private sector for many of the
services that public employees have traditionally
performed.
Governments, through their contracts with the
private sector, can set criteria for many factors such
as quality, flexibilty, and liability. Among the many
issues of importance to both sides when contracting for
provision of these services are: the objectives of the
project, negotiation of a fair and equitable agreement,
and an understanding of the performance measurements. The
legislative and regulatory requirements affecting the
formation and management of these contracts are also
crucial.
Each entry in this bibliographic report includes a
summary of the citation with the source of the entry
noted at the end. The bibliograpy is organized into the
following sections: Contracting as a Management Tool;
Planning and Preparation; Effective Management &
Monitoring of Contracts; and Policy: Legislation &
Regulation. The bibliography was compiled using
ABI/INFORM and National Technical Information Service
(NTIS) databases which are accessed through DIALOG.
A special collection of materials on Contract
Management is being developed in the EPA Headquarters
Library. This collection will be available for use by EPA
contract and project officers and other interested
managers. The collection will include books and other
publications on contract issues, including the effective
management of contracts, legislation, regulation and
policy.
For copies of the articles listed in this
bibliography or for information on the Contract
Management collection, contact Sigrid N. Smith, Reference
Librarian, EPA Headquarters Library, (202) 382-5922, or
E-mail address Library.HQ/EPA3738. Other EPA Headquarters
Library management bibliographies are listed at the end
of this bibliography.
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I.CONTRACTING AS A MANAGEMENT TOOL
Evaluation of Factors That Influence Service Contract Quality
Barnd, D. J. (Master's thesis)
Naval Postgraduate School, Monterey, CA.
(AD-AD220 128/3/XAB)
Dec 89 69p
Until recently quality improvement has been mainly applied to
manufacturing. However, experience and the explosive growth of the
services industry has shown that opportunities for simultaneous
quality improvement must be undertaken. Today, both the Government
and contractors are facing growing competitive and regulatory
pressures to deliver higher quality services. In an attempt to
comply with these pressures more emphasis has been placed on the
inspection process and subsequently on the contract administration
sections as they are tasked to develop and. apply efficient
procedures for quality assurance. The research indicated that there
are four factors that influence service quality. These factors are:
the Quality of Assurance, the Contractor, the Statement of Work and
the Performance Requirements Summary. The research concluded that
the Government and contractors face the same challenges and must
work together to develop a coherent policy on quality, grounded in
a common language, common management principles, common standards
and common goals. (NTIS)
Award Fee Contracting as a J-Model Alternative to Revitalize
Federal Program Management
Hunt, Raymond G.
Public Administration Review v45 n5 pp. 586-592 Sep/Oct 1985
To implement mixed-sector governmental projects effectively, they
must often be conducted as joint undertakings by a government
client and a private contractor. In practice, this requires
provisions to facilitate active involvement of government managers
in the operations of these programs. Award fee contracting is a
joint government/contractor approach to encourage such
participation. It constitutes an available J-model implementation
methodology that is well-adapted to complex contractual
relationships. Lessons are presented from recent US Department of
Defense and other experience with this form of contracting. As long
as the government's personnel are skilled and motivated to manage
their programs, the award fee approach to contracting establishes
an environment where it is possible for them to do it. It greatly
enhances the power of government managers vis-a-vis contractor
organizations, yet helps contractor organizations as well by
encouraging positive, cooperative relationships. Moreover, it does
this directly at operating levels that are vital to increased
productivity. References.(ABI/INFORM)
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A Decision Analysis Framework for a Contractor-Operated in-Plant
Store
Reid, Richard A.; Huth, Carl F.; Roybal, Dennis A.
National Contract Mgmt Jrnl v!9 n2 pp. 37-47 Winter 1985
Government agencies are required to pursue private-sector provision
of certain activities or operations when government provision would
represent competition with private enterprise or when private
contracting would lead to substantial cost reductions. A common
means of contracting-out is through establishment of contractor-
operated in-plant stores (IPS) for the supply of commonly used
items in government agencies. A decision analysis framework is
presented for assessing the potential effectiveness of IPS
implementation. Initially, the commodity supply problem must be
analyzed to determine if IPS implementation is feasible. If so,
data must be collected to determine needed IPS characteristics, the
commodities to be involved, and desired contractor attributes.
Contractor proposals must then be invited and evaluated. After
selection of the supplier, negotiation should lead to a mutually
beneficial agreement. Finally, the IPS must be monitored for
performance. Use of the proposed framework is illustrated via an
IPS implementation at a government research and development
facility. Tables. Diagrams. References. (ABI/INFORM)
Government-Industry Contracting: What Should the Relationship Be?
Stuart, Derald A.
National Contract Mgmt Jrnl v!7 nl pp. 47-50 Summer 1983
The question of the proper relationship between government and
industry in contracting for goods and services may be viewed from
5 different and often conflicting vantage points. These vantage
points are those of: 1. the seller, 2. the buyer, 3. Congress, 4.
the public, and 5. current and future users of the product.
Furthermore, 4 different environments can be distinguished: 1. the
classical free market, 2. the classical oligopoly, 3. the classical
monopoly, and 4. the nonclassical market of pseudopartnerships with
a single seller and single buyer. An analysis of these environments
and vantage points demonstrates that a workable relationship, as
experienced by the defense industry and the US Department of
Defense, is one that is characterized by mutual trust, respect, and
dependency. Without such a relationship between the government and
industry, a project or program seems doomed to failure.
(ABI/INFORM)
Growing Opportunities in Public Service Contracting
Mercer, James L.
Harvard Business Review v61 n2 pp. 178,186,188 Mar/Apr 1983
Local governments all over the country are turning to the private
sector for provision of many services that public employees
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traditionally have performed. As costs rise and as tax and other
revenues have difficulty keeping up, the private sector is likely
to find many more opportunities to do work for local governments.
Cost reduction is usually the reason for privatization, since firms
can utilize economies of scale and other efficiencies of both
capital and labor. Other criteria that local government units use
for contracting out include considerations of quality, enabling
legislation, control, in-house and external capability,
flexibility, liability, union pressures, potential providers,
community attitudes, personnel, and circumstantial factors.
Factors to be considered by both parties are: 1. the negotiation
of a fair and equitable agreement, 2. an understanding about
performance measurement, 3. political perceptions by public
officials, citizens, and community'leaders, and 4. objectives. A
nonadversary partnership is of the essence if privatization is to
work. Chart. (ABI/INFORM)
Practices and Problems in the Management of Federal Research and
Development
Salasin, John ; Bregman, Howard
Report No.MTR-7587 (PB81-233249)
MITRE Corp., McLean, VA. METREK Div.
Sponsor: National Inst. of Mental Health, Rockville, MD.
Jun 77 75p
This paper reports on the results of a survey conducted to provide
an overview of federal research management. The survey was designed
to provide input to a conference at which significant issues
affecting the management of research might be further discussed.
The survey contained questions addressing functions which are
carried out in the management of research programs, techniques used
in carrying out the functions, and problems encountered in managing
the programs. While the major part of a manager's time and effort
may be spent in fiscal and personnel administration, or in
'lobbying' for his/her program, the survey emphasized those
management functions which relate to the substantive content of the
research. Open ended questions were provided to give managers an
opportunity to describe what they perceived as their greatest
problems in managing research, and to describe their major
achievements in improving management. (NTIS)
Problems in the Management of Federal Contract Research Centers
Waks, Norman
Report No. MTP-119 (PB-197 109)
Mitre Corp., Bedford, Mass.
Sep 70 34p
The paper is a response to a request from the Center for Strategic
and International Studies of Georgetown University for a background
paper on Federal Contract Research Centers. It attempts to list a
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select number of the major management problems of FCRCs being borne
by those institutional groups most.interested in FCRCs, and to show
that these problems—indeed, the approach taken to most of the
literature on the topic—has its origins, directly or indirectly,
in the markedly different attitudes people have about FCRCs. (NTIS)
II. PLANKING AMD PREPARATION
Purchase of Service Contracting: Two Models
Kettner, Peter M.; Martin, Lawrence L.
Administration in Social Work v!4 nl pp. 15-30 1990
Purchase of service contracting (POSC) has been a major practice
in human service delivery for more than a decade. In an attempt to
develop a theoretical framework for thinking systematically about
POSC, 2 alternative approaches are conceptualized the partnership
model and the market model. The 2 models are conceptualized as pure
types anchoring opposite ends of a continuum. A secondary data
analysis of a national study of the POSC practices of the 50 state
Social Services Block Grant agencies was conducted to test and
validate the basic assumptions of the framework. The study data
provide strong support for the existence of the partnership model
and market model of POSC as an organizing theoretical framework.
Of the 2 models, the partnership model is the more internally
consistent. There is clearly an underlying pattern that unites the
partnership model POSC decision factors and POSC administrative
mechanisms. Charts. Tables. References. (ABI/INFORM)
Decision analysis methods for selecting RFP (Request for Proposal)
responses
Hartley, D. S. ; Snyder, C. ; Boling, M.
Report No.: K/DSRD-181 (DE90004003/XAB)
Sponsor: Department of Energy, Washington, DC.
Sep 89 13p
Alternative methodologies are described for deciding the best
response to a Request for Proposal (RFP) and the implications for
each methodology are discussed. The differences in the resulting
decisions that may occur under different decisionmaking
methodologies emphasize the importance of choosing a method
appropriate to the problem. For choosing a response to an RFP, a
multiplicative combination that reflects the probability of
success/failure may be important. 4 refs., 2 figs., 2 tabs.
(NTIS)
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Unbalanced Bidding in Government Contracts
Bell, M. L. (Master's thesis)
Air Force Inst. of Tech., Wright-Patterson AFB, OH.
Report No. AFIT/CI/CIA-89-132 (AD-A217 379/7/XAB)
19 Feb 89 105p
This chapter presents a general overview of unbalanced offers i
the Government procurement process focusing on how they ar
recognized and when they are unacceptable. In the course o
procuring needed goods and services the Government agency wil
solicit offers from interested contractors. The solicitation ma;
be requesting offers to perform a single or multi-year supply
service, or construction contract; a variable quantity service o:
supply contract, an option contract, or a single or multi-itej
supply contract. Regardless of the type of contract vehicle use<
by the agency, the goal is the same: to make award to th<
competitor whose offer is most advantageous to the Government.
Contracts. (NTIS)
Clearing Purchase Hurdles
Surden, Esther
Computerworld v22 n43 pp. 83,85 Oct 24, 1988
Federal data processing managers are faced with legislated
justification procedures and procurement regulations mandating that
extreme care be taken in any acquisition. Because procurements may
take several years in areas where technology is advancing rapidly,
computer systems and methods become obsolete almost as soon as they
are installed. International Data Corp.'s Procurement Information
Management Service's Eben Townes believes that one solution is
better upfront planning to head off protests that cause delays.
Lynn Furman of the Office of Personnel Management suggests
developing contractual instruments that are flexible, have the
potential for duration, and allow incorporation of options.
Further, contracts could be made variable, so that quantities can
be ordered as funding allows. The involvement of all interested
parties, such as program planners and contracting officers, in an
acquisition offers a better chance of minimizing delays.
(ABI/INFORM)
Investigation into the Effect of Contracting with Small Businesses
on Procurement Workload (Final rept)
Moshman Associates, Inc., Bethesda, MD.
(PB89-152805/XAB)
Sponsor: Small Business Administration, Washington, DC. Office of
Advocacy.
4 Feb 88 73p
The study investigated if contracting with small businesses
increases the workload in procurement offices, as measured by the
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ratio of contract actions to procurement personnel or by
procurement salaries per action. (NTIS)
An Ov«rvi«w of Small and Disadvantage Business Contracting
Seidman, Paul J.
National Contract Mgmt Jrnl v!9 nl pp. 5-19 Summer 1985
In order to realize the strategic benefits of small business
participation in the defense industrial base,the declared policy
of Congress,as stated in the Small Business Act, is to ''aid,
counsel, assist, and protect...the interests of small business
concerns.'' One advantage given to small businesses is the set-
aside program, under which contracts are reserved exclusively for
small businesses. There are 3 types of set-aside programs: 1.
traditional, 2. small business purchase, and 3. small business
innovation research. Section 8 (a) of the Small Business Act also
gives special advantages to minority-owned small businesses. The
benefits under 8(a) include the award of federal contracts on a
sole-source basis, interest-free loans in the form of advance
payments, and the gift of government funds. In order to be
eligible,the firm must be a small business;it must be owned by
economically and socially disadvantaged individuals,and it must
have a reasonable prospect for success in the private
sector.References. (ABI/INFORM)
Prime Contractors Qualifying Additional sources, July 1985
(Report to the Congress)
Office of Management and Budget, Washington, DC. Office of Federal
Procurement Policy.
(PB90-199217/XAB)
1 Jul 85 42p
The report discusses the Office of Federal Procurement Policy's
(OFPP's) views regarding the various methods that may be used to
qualify competitive sources for subsystems, assemblies, and
components of major systems, and the feasibility and desirability
of acquiring prime contractors' qualification standards and
processes as deliverable items under contracts. The consensus of
views received and the data analyzed indicate that major systems
are unique in terms of time, cost, technology, mission, and
management requirements. The report outlines methods used to
qualify competitive sources, i.e., vendor qualification and product
qualification. The report offers specific guidelines for agencies
and departments to follow in making decisions regarding
qualification of sources and the acquisition of qualification
processes from contractors.
(NTIS)
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National Security Management: - Performance Appraisals fo
Contractors
Anderson, John H., Jr.; Stapleton, Alan M.
Bureaucrat vl3 n2 pp. 43-46 Summer 1984
The US Air Force has developed a performance appraisal process t
assess the quality and quantity of services provided by Air Foro
contractors. The Office of Personnel Management has developed ,
similar system to measure federal employees' performance. The Ai:
Force's system was created in response to: 1. an increase ii
contracting out, 2. a lack of power to directly supervisi
contractor personnel, and 3. the lack of objective standards, whicl
made it difficult to take action against contractors fo]
unsatisfactory work. The 0PM set up its appraisal in response t<
the Civil Service Reform Act of 1978. In both systems, objectivt
performance standards are based on job analysis techniques. Th«
Department of Defense has also developed generic standards for more
than 50 functions in the department, and the OPM is researching
generic standards for large occupational groups. Although bott
systems can save money and increase productivity, both systems
could be improved if the groups shared their experiences.
References. (ABI/INFORM)
Relaxing the Government's ''Firm Bid Rule11 When Bids Have Been
Extended: A Recommendation
Farber, Robert A.
National Contract Mgmt Jrnl v!8 nl pp. 35-43 Summer 1984
Of the thousands of procurement actions accomplished by large
purchase solicitation, most are processed within the original bid
period. However, when the federal government does not do so, it
places the bidders in a precarious position. In formal bid
advertising, the bidder may modify his bid any time prior to the
bid opening. However, once bid opening occurs, the bid is binding
for the period specified in the bid and any agreed upon extension
period. Most of the reported court decisions have involved
withdrawal attempts during the original bid period or have made no
attempt to distinguish the different considerations necessary in
applying the rule where the bidder has attempted to withdraw during
the period of extended acceptance. After considering the arguments
for and against relaxing the firm bid rule, it is recommended that,
when unforeseen delays require that bid extensions be obtained, the
contracting officer should ask that the several lowest bidders
extend their bids for some fixed period with the proviso that they
be permitted to withdraw their bids prior to the award. Advantages
would accrue to both the government and to the bidders. References.
(ABI/INFORM)
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The Government's Duty to Communicate An Expanding Obligation
Gould, Alan; Leonard, Robin; Gore, Robert
National Contract Mgmt Jrnl v!8 nl pp. 45-49 Summer 1984
Upon entering into a public contract, the government has a legal
duty to disclose to a contractor information pertinent to
performance of the contract. The government has a duty to disclose
any superior knowledge in its possession and has a duty to
communicate the fullest and most accurate information possible
about the contract requirements. The courts have not always been
clear about the relationship between the doctrine of superior
knowledge and the duty to communicate. Until recently, the courts
have limited the government's duty to the disclosure of factual
material. However, in the Automated Services Inc. (ASI) opinion,
the General Services Administration Board of Contract Appeals held
that the government breached its implied duty to communicate when
it failed to disclose the full scope of its views concerning the
contractor's ability to fulfill the contract, thus expanding the
obligation to nonfactual information as well. Chart. References.
(ABI/INFORM)
Financial Management and Data Processing Considerations for Fixed
Price Contracts/Subcontracts with Progress Payments
Curry, William S.
National Contract Mgmt Jrnl v!6 nl pp. 59-66 Summer 1982
Contract administration of fixed price contracts or subcontracts
with provisions for progress payments requires the forecasting of
cash payments. A simulation of the contract is one method of
calculating this data. The simulation will include such data as:
1. actual cost incurrence, 2. progress payments, 3. deliveries, 4.
partial payments, and 5. liquidation of progress payments. This
simulation data will also aid record keeping for these contracts.
The contract administrator for a contract with progress payments
has full responsibility for approving payments, insuring that
progress payments will be fully liquidated during the life of the
contract, disapproving progress payments exceeding the maximum
allowable level, and tracking cost incurrence versus contractual
milestones. Further, the administrator may invoke suspension of
payments and other alternatives if the supplier's performance is
unsatisfactory. The formats and directions to the recommended
simulation are offered as aids to administrators. Figures.
Appendices. (ABI/INFORM)
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A Guide for Applying the Concepts of Life Cycle costing t<
Procurements by state and Local Governments
Logistics Management Inst., Washington, D.C.
Report No. NBS-GCR-ETIP-76-17 (PB-254 233/0)
1976 209p
The guide has been developed to assist the public purchasing
community to more fully understand, and use the elements of lif€
cycle costing in the procurement process. The guide contains
chapters on concept and theory of LCC, use of LCC in equipment
purchases, use of warrantees in LCC structuring LCC procurements
and selected case studies plus appropriate contract clauses in
equipment procurement. The guide has application at the Federal,
State and local levels of procurement activity and for industrial
purchasing agents as well. The guide was developed as part of the
Experimental Technology Incentives Program's research in the use
of procurement policies in .providing incentives to innovation and
technological change. (NTIS)
An Evaluation of Contractor Projected and Actual Costs
Kwiatkowski, K. A. ; Buffalano, C.
Report No. NASA-TN-D-7644; D-7644 (N74-27453/1)
National Aeronautics and Space Administration. Goddard Space Flight
Center, Greenbelt, Md.
Jun 74 16p
GSFC contractors with cost-plus contracts provide cost estimates
for each of the next four quarters on a quarterly basis. Actual
expenditures over a two-year period were compared to the estimates,
and the data were sorted in different ways to answer several
questions and give quantification to observations, such as how much
does the accuracy of estimates degrade as they are made further
into the future. Are estimates made for small dollar amounts more
accurate than for large dollar estimates? Other government agencies
and private companies with cost-plus contracts may be interested
in this analysis as potential methods of contract management for
their organizations. It provides them with the different methods
one organization is beginning to use to control costs.
(NTIS)
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III.EFFECTIVE MANAGEMENT & MONITORING OF CONTRACTS
Electronic Data Interchange in Procurement
(Final rept)
Drake, D. J. ; Ciucci, J. A. ; Milbrandt, B.
Logistics Management Inst., Bethesda, MD.
Report No. LMI-PL904RI (AD221 112/6/XAB)
Apr 90 88p
Evaluates the issues associated with implementation of electronic
data interchange (EDI) to Government procurement. Provides detailed
analysis of the advantages of EDI and how it can be applied to
primarily small purchases under Federal Acquisition Regulation
(FAR) Part 13. Provides a sample trading partner agreement and
recommends changes to the FAR to recognize EDI in Government
procurement. This report also discusses such issues as electronic
signatures, electronic records, paperless contracting, legal
sufficiency, small business opportunities, security of competition-
sensitive information, and implementation. (NTIS)
Guide to Special Considerations in Government Research and
Development Contracting
Rodriguez-Morales, 0. V. (Master's thesis)
Air Force Inst. of Tech., Wright-Patterson AFB, OH. School of
Systems and Logistics.
Report No. AFIT/GCM/LSP/89S-9 (AD-A216 345/9/XAB)
Sep 89 109p
This thesis researched applicable literature on special
characteristics related to Government R&D contracting. Emphasis was
placed on small dollar government R&D procurement. A comprehensive
literature review, together with informal interviews with
contracting personnel from RADC Griffiss AFB NY were used to
develop this study. The special characteristics include R&D
definitions, different stages in R&D, R&D's interaction with the
economy, technical considerations in R&D, R&D contract types,
competition and R&D, roles of critical officers in R&D contracting,
and some performance problems encountered in R&D. The research for
this study showed that R&D is a fundamental component of this
nation's technological leadership. Better training is required for
personnel involved in R&D procurement. Contracting Officers,
Program Managers, and Contract Administrators are part of a very
important team which is in charge of supervising the efficiency and
effectiveness of government R&D procurement. Most of the
performance problems encountered in government R&D procurement can
and should be resolved for its success. This study will become part
of NCMA's Body of Knowledge library. It condenses the special
considerations in government R&D contracting in a manner that is
easily accessible to interested readers with some experience in
government contracting. (NTIS)
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issues in the Development of Monitoring Systems for Purchase of
Service Contracting
Kettner, Peter M.; Martin, Lawrence L.
Administration in Social Work v9 n3 pp. 69-82 Fall 1985
Because of declining resources and increasing emphasis on service
efficiency and effectiveness, monitoring programs for purchase of
service contract (POSC) should be an area of serious concern to
human service administrators. POSC monitoring is the periodic
review and documentation of the contractor's progress in fulfilling
the terms of the contract, the identification of areas in which
corrective action is required, and follow-up to make certain that
corrective action is successfully taken. There are 4 primary
purposes of POSC monitoring: 1. assuring accountability, 2.
assuring compliance with the terms and conditions of the contract,
3. identifying problem areas, and 4. providing decision makers with
information for future planning. Among the features that a well-
designed monitoring system should include are a clear statement of
philosophy, concise, focused monitoring reports, and timely reviews
of contractor reports and claims. References. (ABI/INFORM)
Analyzing Performance of Small Projects Using URS and PMAS.
Information Pamphlet
Department of Energy, Washington, DC. Office of Project and
Facilities Management.
Report No. DOE/MA-0184 (DE85011964/XAB)
Mar 85 64p
This pamphlet addresses some basic tools used in the analysis of
small project performance, the Uniform Reporting System (URS) and
the Performance Measurement Analysis System (PMAS) . The flexibility
inherent in the URS allows DOE project managers the latitude to
negotiate with contractors several key elements in contract
performance measurement. Through reviews of management systems
documentation, analysis of reports, orientation briefings, and site
visits, the project team can obtain a good understanding of how the
contractor plans and controls work. This knowledge assists them in
performing data analysis by understanding how the data is put
together. The key performance measurement data, which are taken or
calculated from the cost and schedule report, quantifies the
overall effect of the small problems that the project manager
frequently deals with. As important as daily contact with project
progress is in management of smaller projects, it is equally
important to be aware of overall progress and the general trend.
The PMAS easily permits management to periodically focus on
contract performance trends and forecast contract cost at
completion by using simple graphic displays and supporting reports.
(NTIS)
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Managing a Solution to the Procurement Fraud Problem
Kenney, Robert J., Jr.
National Contract Mgmt Jrnl vis n2 pp. 19-27 Fall 1984
Fraud and abuse in the federal procurement process is not so much
a legal problem as a management problem. Thus, contractors can
institute management practices to help ensure compliance with
procurement law and standards. Such procedures must be based on a
clear understanding of how the company works. A successful
compliance program will have the unambiguous commitment of top
management and will be implemented through existing management
channels. The core of the program will be a set of straightforward
rules cast in a ' 'DO1 ' and ''DO NOT11 format. The compliance
program must be reinforced with information systems that make
compliance feasible. The information system must be backed by an
effective system for monitoring compliance and reporting
noncompliance. While some questions of equity might be raised,
management will generally do well to impose a policy of the
strictest discipline in regard to procurement compliance.
(ABI/INFORM)
IV. ENVIRONMENTAL CONTRACT ISSUES
Environmental Liability: "Uncertain Times11 for Government
Contractors
Lee, Robert T.
National Contract Mgmt Jrnl v23 n2 pp. 45-53 1990
Whether they are involved with the government as operators of
government-owned, contractor-operated facilities or in production
contracts carried out at their contractor-owned, contractor-
operated facilities, contractors must be aware of contract law
associated with environmental requirements, civil litigation, and
criminal law. A major area of environmental compliance that affects
government contractors has been liabilities associated with the
federal Superfund law. This law has resulted in government
contractor liabilities for cleanups related to the disposal of
hazardous wastes thought to have been disposed. The government
contractor is most likely concerned with environmental compliance
requirements in the contract itself and the extent to which the
government contractor may allocate to the government costs
associated with environmental compliance, fines, and penalties. A
government contractor involved as a defendant in environmental
litigation must try to involve the federal government itself as a
defendant or codefendant. References. (ABI/INFORM)
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Cleanup Contracts Can Contain Hidden Risk; Contractors Told to
Check Many Variables
Harty, Sara J.
Business Insurance v24 n48B pp. 22-23 Nov 26, 1990
Contractors cleaning up hazardous waste sites must make sure they
cannot be held liable for pollution at the site they are attempting
to clean up, said James E. Freeman of Kellogg Corp. Speaking at
the loth annual Construction Insurance Conference, Freeman warned
that cleanup contractors must be certain that their contracts are
properly worded to avoid hidden liabilities. The cleanup
contractor can become a potentially responsible party if it can be
demonstrated that, because of the contractor's operations at that
site, there was an actual or a threatened release of hazardous
substances to the environment. Once contractors become involved in
cleanup operations, they can be linked to the site and its
pollution liabilities forever. Pollution cleanup contractors
attempting to gauge whether there are any hidden liabilities at a
hazardous waste site can use a series of checklists to assess risks
before signing a contract. A group of contractors developed the
checklists as a result of discussions at the 5th annual meeting of
the Hazardous Waste Action Coalition. (ABI/INFORM)
Environmental Services
Sternberg, Ken
Chemical Week v!46 n!7 pp. 20-23 May 2, 1990
Environmental Protection Agency (EPA) chief William K. Reilly's
mandate to make polluters pay for cleanups is restructuring the
environmental services industry. Companies that in the past
profited on government cleanup contracts now struggle with flat or
declining margins. Others that developed their own niches enjoy
earnings growth of up to 30% a year. Escalating liabilities and
costs for environmental cleanups have made specialty consulting and
hazardous waste remediation lucrative. The need for these services
is just as strong in Europe. US-based environmental service
companies are interested in these opportunities; many have operated
in Europe for several years, and others are ready to enter. The
advantage in the US is the large market opportunity driven by
tighter federal regulations. European regulations will tighten
also, as rising popular demand there to fix long-standing
environmental problems creates a large pool of need for technical
expertise. Market opportunities in Western Europe vary from one
country to another. The best chance for US companies is to form
partnerships with existing companies and complement gaps in their
services. (ABI/INFORM)
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Superfund Dialogue Needed
Mclntyre, Kathryn J.
Business Insurance v24 n3 pp. 3,30 Jan 15, 1990
Several Superfund experts agree that the property-casualty
insurance industry must negotiate with environmental groups before
proposing changes in the liability and cleanup funding provisions
of the Superfund law. E. Donald Elliott, assistant administrator
and general counsel of the Environmental Protection Agency (EPA),
advised insurance company executives to try to develop a dialogue
with the environmental community. The property-casualty insurance
industry, which is being sued by its policyholders to cover
Superfund cleanup costs, has advocated amending a 1980 law that
holds parties jointly and severally liable for government-mandated
cleanups of pollution caused decades ago. Insurers contend that
their contracts never were intended to cover such liabilities and
have advocated a no-fault funding system for cleaning up pollution
at Superfund sites that took place before the Superfund law was
passed. William H. Bolinder of Zurich Insurance Co. suggested that
money could be raised by imposing a new tax on toxic materials and
products that contain toxic materials. (ABI/INFORM)
A Practical Guide to Environmental Indemnification Agreements
Dore, Michael
Defense Counsel Jrnl v55 n3 pp. 297-300 Jul 1988
The demand for and the negotiation of environmental indemnification
agreements have grown dramatically. Environmental indemnification
agreements are used in a wide variety of situations, such as: 1.
when real property or industrial establishments are sold or
transferred, or 2. when environmental investigations or cleanups
are performed. State law determines the enforceability of
environmental indemnification agreements. States generally have
found that parties may be indemnified with respect to the
imposition of strict liability. The federal Superfund statute
provides that, while indemnification agreements do not protect the
contracting parties from liability to the government or injured
third parties, they are enforceable as between the contracting
parties. Some of the key issues to consider when evaluating an
environmental indemnification agreement are: 1. the identity of the
party giving the indemnity, 2. the treatment of the officers and
directors of the indemnitees, 3. the standard of liability that is
protected against, and 4. the relationship between the
indemnification obligation and the indemnitee's insurance
protection. References. (ABI/INFORM)
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V. POLICY; LEGISLATION & REGULATION
What Is C/SCSC? In English, Please!
Grskovich, Donald L.
National Contract Mgmt Jrnl v23 n2 pp. 25-32 1990
Cost schedule control systems criteria (C/SCSC) were developed
because the US government needed a way to reliably quantify the
costs of planned procurements before they were begun. The main
objectives of C/SCSC are to require contractors to employ
management control systems for cost-schedule planning and tracking
and to provide timely and auditable data for use by the contractor
and custom project-contract management. A 1967 Department of
Defense (DOD) document defined 35 criteria that the DOD would
impose on management control systems of contractors with which it
did business. These criteria involve: 1. organization, 2. planning
and budgeting, 3. accounting, 4. analysis, and 5. revisions and
access to data. The 4 steps in C/SCSC are: 1. establishment of a
base line, 2. management of the base line, 3. measurement of
performance as the work is done, and 4. assessment of what is left
to be accomplished and projection of the estimate to complete.
Tables. (ABI/INFORM)
Federal Ethics Reforms Pose New Dilemmas for Contractors
Kidd, Yvonne
Inform v4 n4 pp. 74,76 Apr 1990
Over the past year, a series of laws has been enacted by Congress
that are intended to stem greed and corruption in the federal
procurement system. To put the laws into practice, the government
must assure that public contracts are awarded fairly and not based
on considerations or personal gain. At the same time, it must not
so criminalize and burden the system that companies no longer want
to do business with the government. One of these laws is the
Procurement Integrity Act. It was suspended as part of the Ethics
Reform Act of 1989 because it confused agencies and vendors as to
what kinds of conduct and interactions were prohibited. In an
attempt to weed out unfair competitive advantages in the
procurement process, the consultant conflict of interest law and
implementing guidance issued by the Office of Management and Budget
impose substantial reporting requirements on contractors.
(ABI/INFORM)
Regulatory Relief: Simplifying and Eliminating Contract Clauses.
Volume 1
Logistics Management Inst., Bethesda, MD.
Report NO.LMI-PL903RI-VOL-1 (AD-224 768/2/XAB) Nov 89 152p
This report sets forth our analysis of the 1,090 solicitation
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provisions, contract clauses, and alternates in the Federal
Acquisition Regulation (FAR) and the DoD FAR Supplement (DFARS).
Contract clauses and solicitation provisions - hereafter simply
called 'clauses' are a principal means of implementing the policies
contained in the acquisition regulations. The report presents such
information about the clauses as whether their origin is statutory
or nonstatutory. 'Statutory1 is used here to embrace clauses based
on law, Executive order, Office of Management and Budget (OMB)
circular, Office of Federal Procurement Policy (OFPP) policy
letter, other executive branch directive, or nonprocurement
regulation published in the Code of Federal Regulations. The report
also indicates whether the clause flows down to subcontractors and
the tier to which flowdown occurs. In the rest of this report, we
first describe (Chapter 2) the coding conventions used to present
our review and analysis of the clauses. This description is
followed in Chapter 3 by the detailed report on the 451 clauses
(including alternates) from the DFARS, presented in numerical order
by DFARS part. (NTIS)
Regulatory R«li«f: Simplifying and Eliminating Contract Clauses.
Volume 2
Logistics Management Inst., Bethesda, MD.
Report No. LMI-PL903RI-VOL-2 (AD-A224 767/4/XAB)
NOV 89 17lp
This report sets forth our analysis of the 1,090 solicitation
provisions, contract clauses, and alternates in the Federal
Acquisition Regulation (FAR) and the DoD FAR Supplement (DFARS).
Contract clauses and solicitation provisions - hereafter simply
called 'clauses' are a principal means of implementing the policies
contained in the acquisition regulations. The report presents such
information about the clauses as whether their origin is statutory
or nonstatutory. 'Statutory' is used here to embrace clauses based
on law, Executive order, Office of Management and Budget (OEM)
circular, Office of Federal Procurement Policy (OFPP) policy
letter, other executive branch directive, or nonprocurement
regulation published in the Code of Federal Regulations. The report
also indicates whether the clause flows down to subcontractors and
the tier to which flowdown occurs. Finally, Chapter 4 arrays the
639 clauses (including alternates) from the FAR, also in numerical
order by part. (NTIS)
Regulation of Federal Contractors' Employment Patterns
Meyers, Edward M.
Public Administration Review v49 nl pp. 52-60 Jan/Feb 1989
Social regulation focuses principally on matters of health, safety,
environmental protection, and social practices. It is generally
implemented through single-headed line agencies that are under
presidential authority within the executive branch. The rise in
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social regulation in the 1960s and 1970s led to a reexamination in
the 1980s by corporations, the general public, and elected leaders
of the desirability of such controls. It was within this context
that a sharp deemphasis was placed on the regulatory actions of the
Department of Labor's Office of Federal Contract Compliance
Programs (OFCCP). The OFCCP is responsible for ensuring
nondiscrimination in the workforce of federal contractors. There
are 3 major causes of the OFCCP deemphasis of affirmative action
enforcement: 1. lack of executive branch leadership, 2. inadequate
congressional oversight, and 3. the difficulty of achieving social
regulation of minority interests. Several options are available
to policymakers considering a renewed emphasis on affirmative
action among federal contractors. References. (ABI/INFORM)
The OFCCP in 1989: Where It's At and Where It's Going
McCulloch, Kenneth J.
Employment Relations Today v!5 n4 pp. 305-311 Winter 1988/1989
The US Department of Labor's Office of Federal Contract Compliance
Programs (OFCCP) is charged with enforcing a series of
Executive Orders directed toward employers that are federal
government contractors or subcontractors. The OFCCP is the only
federal agency with the authority to request or require employers
to take prospective affirmative action in the workplace. Recent
judicial, legislative, and organizational developments and
demographic changes have confirmed the government's commitment to
affirmative action and solidified the OFCCP's position. For
example, in California Federal Savings and Loan Association versus
Guerra, the Supreme Court upheld the validity of a California
statute granting special pregnancy leave rights. Personnel changes
that have affected the OFCCP have also been significant, as has a
policy change aimed at opening the top level of corporate jobs to
women and minorities. As the agency most attuned to affirmative
action and changing demographics, the OFCCP may be in the best
position to deal with the aging workforce. Tables. Graphs.
(ABI/INFORM)
The Truth in Negotiations Act: A Primer
Feldman, Steven W.
National Contract Mgmt Jrnl v21 n2 pp. 67-81 Winter 1988
The purpose of the Truth in Negotiations Act is to ensure that the
government obtains fair and reasonable prices on certain contracts
by requiring contractors and subcontractors to disclose all known
facts at the time of negotiations that could have a material
impact. The Federal Acquisition Regulation (FAR) implements the Act
in executive contracting agencies and elaborates on it in several
important respects. FAR sets forth the basic rules for disclosure,
and it recognizes 3 mandatory exemptions to the submission
requirements,including prices:1.based on adequate competition,
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2. based on catalog or market prices, and 3. set by law or
regulation. FAR also sets forth a standard certificate of current
cost or pricing data, which should be used verbatim to ensure a
legally correct certificate.If, afteraward, the government learns
that the contractor submitted defective data,the government is
allowed a price adjustment. References. (ABI/INFORM)
Understanding the submission Requirement for Cost or Pricing Data
Lovitky, Jeffrey A.
National Contract Mgmt Jrnl v21 nl pp. 57-65 Summer 1987
The Truth in Negotiations Act mandates the submission of cost and
pricing data in all contract negotiations exceeding $100,000 and
applies to both civilian and military agency procurements.
However, government regulations provide little guidance on how cost
and pricing data should be furnished. Guidance contained in the
Armed Services Pricing Manual (ASPM) requires that each major
category of cost be broken down into its constituent elements. The
ASPM provides little guidance, however, on the submission of data
applicable to indirect costs. In view of the manual's omissions,
some major systems contractors attach the commonly used Standard
Form 1411 to information relating to the Defense Contract Audit
Agency's audit of the contractors' indirect costs, an
unsatisfactory practice. More effective guidance is needed in
evaluating the adequacy of data submissions. Tables. References.
(ABI/INFORM)
An Evaluation of Federal Contract Set-Aside Goals in Reducing
Socioeconomic Discrimination
Black, Dennis E.
National Contract Mgmt Jrnl v20 n2 pp. 87-104 Winter 1987
In October 1978, Congress created a new contract goal-setting
procedure with the aim of more effectively implementing federal
contract set-aside programs targeted to socioeconomically
disadvantaged groups. A systematic analysis of the effectiveness
of federal contract goal setting in reducing socioeconomic
discrimination was conducted. It was found that most agencies took
a conservative approach by proposing annual goals they were certain
could be met. It also was found that the goal-setting procedure did
not significantly increase federal contract dollars to
socioeconomically disadvantaged groups. Federal agencies
consistently met or exceeded their goals, but there has been no
increase in the annual share of federal contract dollars going to
4 targeted groups which were examined. It is concluded that the
federal contracting process does not appear to be effective.
Tables. Graphs. References. (ABI/INFORM)
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Cost and Pricing Data Defined: .An Analysis of the Scope of
Contractor Disclosure Requirements Pursuant to the Truth in
Negotiations Act
Lovitky, Jeffrey A.
National Contract Mgmt Jrnl v20 n2 pp. 79-85 Winter 1987
The Truth in Negotiations Act of 1962 requires the submission of
complete, current, and accurate cost and pricing data prior to the
awarding of any negotiated contract over $100,000. It is argued
that any workable definition of cost and pricing data must be
equally applicable to 3 cost elements: 1. direct labor, 2.
material, and 3. indirect costs. It is concluded that the
requirement for submission of cost and pricing data is an intrusive
tool the government may use to obtain a broad spectrum of
information concerning a contractor's business activities. In
addition, unless pressed for specific categories of information,
contractors are unlikely to disclose all that is required by the
statute. Recent legislative enactments, however, indicate, that
Congress is serious about Truth in Negotiations. Therefore,
contractors should be careful to submit the appropriate data.
References. (ABI/INFORM)
Ethics in Government Contracting: Putting Your House in Order
Mur, Raphael
National Contract Mgmt Jrnl v20 n2 pp. 15-50 Winter 1987
The original purpose of the "Grumman Code of Business Conduct" was
solely to protect shareholders' interests. The current version,
approved in October 1986,. evolved in response to changing external
conditions, that is, increased enforcement and increased penalties
in the antitrust area and enforcement followed by legislation in
the foreign corrupt practices area. The Department of Defense
inspector general (IG) reissued a former document that is now
referred to as the "Red Book." An analysis of the development of
the Grumman Code addresses: 1. labor mischarging, 2. cost and
pricing data, 3. product substitution, 4. independent research and
development and bid and proposals, 5. business meals, 6. retired
personnel, 7. classified documents, and 8. audit reports. A
compliance program should include such key elements as an
examination of relevant government statistics, regulations, and
policies, a selfexamination in critical areas, and a continuing
education program. Diagrams. Appendix. (ABI/INFORM)
The "New Morality" Environment in Government Contracts
Dees, C. Stanley
National Contract Mgmt Jrnl v20 n2 pp. 1-14 Winter 1987
There is a new focus on procurement fraud, waste, and abuse that
has resulted in legislation and an increased volume of criminal
investigations and prosecutions. The Department of Defense
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inspector general points to 8 specific areas in which fraud is
suspected: 1. obtaining government contracts, 2. defective pricing,
3. collusive bidding and price fixing, 4. cost mischarging, 5.
product substitution, 6. progress payment fraud, 7. fast pay fraud,
and 8. bribery, gratuities, and conflicts of interest. This
increased interest in procurement fraud ultimately will result in
a weakened national security. Although defense contract fraud is
a serious problem, it is not as prevalent as many believe. Neither
an increase in government regulation nor the repeated use of
criminal sanctions will make the defense acquisition system more
effective. Individual contractors must devise and maintain a system
of self-governance. (ABI/INFORM)
The Service Contract Act: Navigating the Labyrinth
Kennedy, Robert A.
Compensation & Benefits Review v!8 n4 pp. 21-27 Jul/Aug 1986
Administering the Service Contract Act (SCA) is a challenge. The
purpose of the SCA is to protect service workers from the effects
of the government's procurement policy, which awards service
contracts to the lowest bidder. Any employer that contracts to do
work for the federal government must conform to the intent and
letter of the law and will be penalized severely for any
violations. Compliance with the SCA begins with the contractor's
compensation manager gathering data minimum rates paid, maximum
rates paid, and average rates on every nonexempt occupation. The
Employment Standards Administration issues over 80,000 wage
determinations a year. Because no 2 administrative contracting
officers administer the requirements of the law in the same way,
the compensation manager should walk each participant through every
phase of the conformance procedure. The SCA costs the government
an average of about $1 billion annually in inflated service
procurement costs. Modifications restricting the act's application
could produce significant savings for taxpayers. (ABI/INFORM)
Implementation Guide. Cost and Schedule control systems Criteria
for contract Performance Measurement
Department of Energy, Washington, DC. Office of Project and
Facilities Management.
Report No.DOE/MA-0203 (DE6006166/XAB)
Jan 86 98p
This document provides guidance for implementation of DOE Order
2250.IB, Cost and Schedule Control Systems Criteria (CSCSC) for
Contract Performance Measurement. Its use assists DOE and
contractor representatives in fulfilling their responsibilities for
meeting CSCSC requirements. The CSCSC are designed to avoid the
necessity for imposition of specific management control systems on
contractors. Implementation of the CSCSC consistent with this
guidance and compliance with the contractual requirements for work
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definition, cost and schedule control, and performance reporting
provide DOE assurance that a contractor's cost and schedule
progress is sufficiently visible to provide a reliable basis for
timely and meaningful management decisions. (NTIS)
Breakout The Mystery Unveiled
Young, Donald P.
National Contract Mgmt Jrnl v!9 nl pp. 33-40 Summer 1985
In 1984, Congress enacted legislation relating to the Breakout
Procurement Center Representative program. This program gives
procuring agencies effective new tools that will dramatically alter
federal procurement. For many years, small businesses have proved
to be responsible and cost-effective contractors to the federal
government and crucial to a broad defense industrial base. The
importance of breakout became apparent when ''horror stories'' of
exorbitant prices being paid for commercially available items
appeared in 1981. Statutory provisions now require written
justification for prequalification, specificity of what must be
done to qualify, an estimate of what it will cost, prompt
opportunity to qualify, unbiased evaluation and testing, and a
debriefing as to the reasons for failure on the part of either a
firm or product to qualify. The solution to procurement of the best
state-of-the-art defense equipment at a reasonable price is in hard
work, education, and cooperation. (ABI/INFORM)
The New Bid Protest Remedies Created by the Competition in
Contracting Act of 1984
Coburn, George M.
National Contract Mgmt Jrnl v!9 nl pp. 47-60 Summer 1985
Congress enacted the General Accounting Office (GAO) procurement
protest system as part of the Competition in Contracting Act of
1984 (CICA) to ensure competition and equitable relief for those
wrongfully excluded from competing. Congress also amended the
Brooks Act, creating an alternative protest remedy for automatic
data processing equipment and services procurements in the General
Services Board of Contract Appeals (GSBCA). A summary is presented
of the differences between the 2 protest remedies, the principal
one being that the GSBCA provides the opportunity for a trial-type
proceeding while the GAO generally resolves opposing arguments by
the administrative record. Also discussed are the various
constitutional issues raised by the Reagan Administration's refusal
to comply with the stay of contract award and contract performance
provisions and the award of costs provisions of the CICA. For these
refusals, Congress may cite the offending officials for contempt
or bring impeachment proceedings. References. (ABI/INFORM)
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Small Business and the Government contract: will Your Trade Secrets
Stay secret?
Guimera, Irene M.
National Contract Mgmt Jrnl v!9 nl pp. 41-45 Summer 1985
A review is given of government contracting with respect to trade
secrets. Trade secrets are not registered with any governmental
body, and their treatment is regulated by a changing, uncertain
body of case law that varies from state to state. In government
contract requests for proposals, it is the offerer's duty to
designate in the proposal any confidential and proprietary
material. The general policy is that information developed at
private expense, and which has not been released to the public or
to others without limitations on further use or disclosure, will
be obtained with limited rights. In order to oppose disclosure of
information under the Freedom of Information Act, the best practice
is to work closely and cooperatively with the government agency.
Advance consideration given to the issue of relinquishment of trade
secrets will result in greater protection for the private firm.
References. (ABI/INFORM)
The Small Business Sector: Defining and Reaffirming the Federal
Role
Mitchell, Parren J.
National Contract Mgmt Jrnl v!9 nl pp. 1-4 Summer 1985
For the small business sector of the US economy, the enactment of
the Small Business and Federal Procurement Competition Enhancement
Act of 1984 is a milestone for potential new expansion and
profitability. Before passage of the act, from fiscal year 1981 to
fiscal year 1982, the small business share of Department of Defense
contracts had decreased from 20.4% to 19.7%. Small businesses lead
the way in innovation, applied research, and invention, thus
potential barriers to small business should be lifted. The critical
issue in the small business community is not tax reform, but
fairness. Some reforms suggested in House of Representatives Bill
2496 include: 1. allowing taxpayers to defer capital gains taxes
if the proceeds are reinvested in a qualified small business, and
2. allowing taxpayers an immediate deduction for such an
investment. The federal role in relation to the small business
sector must be reaffirmed in stronger terms. (ABI/INFORM)
An Economic Evaluation of the Service Contract Act
Goldfarb, Robert s.; Heywood, John S.
Industrial & Labor Relations Review v36 nl pp. 56-72 Oct 1982
The Service Contract Act of 1965 (SCA) is one of the laws requiring
that ''prevailing wages'1 be paid by employers with federal
contracts. Eight possible rationales for the SCA were identified
and evaluated: 1. prevention of average-wage busting, monopsony,
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and similar wage practices, 2. 'prevention of individual-wage
busting, 3. encouragement of collective bargaining, 4. the model-
employer rationale, which contends that the government should
support private employers who pay attractive wages, 5. protection
of government workers, 6. encouragement of the geographic balance
of contracts, 7. reduction of labor importation, and 8. the
quality of service rationale. A formula was developed to determine
the costs of extending SCA to research and development (R&D)
contracts. The formula revealed an overall simple average increase
of 4.55% which combined with wage-bill estimates, shows the wage
cost of extending SCA to R&D and related contracts in fiscal 1979
would have ranged from $75.5 million to $150.6 million. Cost
estimates would be modified if SCA administrators centered on
different rationales in making their calculations. Table.
References. (ABI/INFORM)
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CDERAL DOCUMENTS ON CONTRACT MANAGEMENT
The following titles were produced by Federal agencies and are
located in the Headquarters Library as noted by the call numbers
given below. Selected sections of the Federal Aquisitions
Regulations (FAR) are also available. The Library staff will
assist patrons in obtaining other sections.
Civil Servants and Contract Employees: Who Should Do What For
the Federal Government.
General Accounting Office, 1981
HD3858.U53
Contracts Management Manual.
Environmental Protection Agency, 1985 (with updates)
EPAX 8911-0040/1900
Contracts Status of EPA's Contract Management Improvement
Program.
General Accounting Office, 1987
HD3616.U46B83
Environmental Protection Agency Acquisitions Regulations
(EPAAR)
Environmental Protection Agency, 1986
EPAX 8911-0040/1901
Federal Acquisitions Regulations (FAR)
Department of Defense; General Services Administration, 1983
Federal Information Resources Management Regulation (FIRMR)
General Services Adminstration, Office of Information
Resources Management, 1984
JK1673.F42 1984
Project Officer's Handbook
Environmental Protection Agency, 1984
EPAX 8902-0009
Use of Contractor Services.
Environmental Protection Agency, 1985 (with updates)
EPAX 8911-0040 1900.1
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EPA HEADQUARTERS LIBRARY
MANAGEMENT COLLECTION
List of Management Bibliographies
1 . MANAGING A DIVERSE WORK FORCE
by Anne Twitchell, September 1990
EPA/IMSD-90-011
2 . PROJECT MANAGEMENT
by Anne Twitchell, June 1990
EPA/IMSD-90-007
3 . STRATEGIC PLANNING
by Anne Twitchell, March 1990
EPA/IMSD-90-005
4 . TOTAL QUALITY MANAGEMENT
by Anne Twitchell, December 1989
EPA/IMSD-89-009
5 . LEADERSHIP: QUALITY MANAGEMENT FOR THE FUTURE
by Anne Twitchell, September 1989
EPA/IMSD-89-005
6 . COMMUNICATION SKILLS FOR EFFECTIVE MANAGEMENT
by Anne Twitchell, June 1989
EPA/IMSD-89-003
7 . EFFECTIVE PERFORMANCE APPRAISALS
by Anne Twitchell, March 1989
EPA/IMSD-89-002
8. OFFICE OF THE FUTURE: THE MANAGER'S ROLE
by Anne Twitchell, December 1988
EPA/IMSD-88-013
9. OFFICE OF THE FUTURE: THE CHANGING ROLE OF
SECRETARIES
by Mary Hoffman and Anne Twitchell, revised May
1989
10. MANAGEMENT TRANSITION
by Mary Hoffman and Anne Twitchell, September
1988
EPA/IMSD-88-007
11. MANAGING IN THE PUBLIC SECTOR
by Mary Hoffman, March 1988
EPA/IMSD-88-003
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12- RESISTANCE TO CHANGE
by Mary Hoffman, December 1987
EPA/IMSD-87-011
13- TECHNICAL EXPERT TURNED MANAGER
by Mary Hoffman, March 1987
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