Posts Tagged "FAR"

When the ETS became mandatory at our agency, we found that there were several unpleasant surprises that had been lurking under the safety of our diffused paper processes.  A definite advantage of the ETS is that it made it much more difficult for various offices to operate their fiefdoms outside of the internal regulations and policies, and in some cases even appropriation law.  Where there was no political will to correct such violations, the ETS provided  an effective mechanism for bringing all parts of the organization into compliance. When we were in the initial pilot format, and the problems became more acute and obvious shortly after we required mandatory use of the system agency-side, we discovered several problems in our internal practices.  Many...

Not long after graduating college, I became a travel specialist. At the time I saw it as just a stepping stone to my career that would eventually lead me to a job more closely related to my major.  I now realize that when I started I had no idea how large the travel field was, and all of the parts involved.  I thought it was simply learning how to use the ETS system and being able to read a few regulations, with no regards to the other pieces involved.  It takes a great deal of cooperation from a number of individuals, teams and offices to effectively manage a Government travel management program.  These different components work together in varying degrees.  Some may not work directly at all, yet they indirectly have an affect on the work of others.  These...

In reviewing FAR Part 301-52, which was covered by this chapter, I was interested to find out about the late payment fees required of the Government when a filed voucher is not paid within 30 days. According to this FAR provision, when the Government fails to meet the requisite deadline, it becomes liable for a Prompt Payment Act payment which must be equal to or in excess of what the employee may be charged by the credit card company, or where the employee pays the bill, what he or she would have been charged. Interestingly enough, the language concerning the tax consequences of these payments is far from clear. In this regard, §301-52.22 notes that the payment is not reported as wages, but rather, is “in the nature of interest.” The section goes on...

To understand how the FAR (Federal Acquisition Regulations) came into being you have to remember how our country lived in its earlier years. Those who ran the country were predominately plantation owners, small manufacturers or were involved in shipping. When they needed to buy something they simply went to the source and made the purchase. They may or may not have gotten pricing from several sources, but knew where their dollar went the furthest. Now introduce a new element, the Federal Government Employee. Their basic method of being paid and running an administration was based on the British Colonial model which resembled the British Federal Systems, but with a few changes. Remember that initially being sent to “The Colonies” was not always a reward and...

The Travel Departments of companies involved in the support to the US Federal Government are subject to Government regulations such as the FAR and FTR; however the interpretation of theses laws is very subjective to the T&E policy of each company.  Government Contractors need to educate their travelers by emulating the government communication process regarding Travel and Ethics training. According to the DCAA Contract Audit Manual, advanced planning for travel should be an integral part of the contractors internal travel policy.  Such planning to combine visits to the same geographical area into a single trip would minimize the use of above standard fares and accommodations  In 1985, legislation revised the costs allowability criteria from reasonable meals...

The GSA (General Services Administration) often enters into City-Pairs negotiations hampered by a relative lack of hard data on Government travel.  Where substantive data has been available it has not been as detailed or as encompassing as the Government requires to effectively support negotiations.  This lack of effective data caused the Travel Program management Office (PMO) of the GSA to conduct an Full and Open competition for a vendor that could provide services to make up for this lack of information.  The solicitation requirement was to obtain the best travel data aggregation and reporting solution that satisfied government requirements at the best value.  A trade-off analysis was performed between technical and cost and past performance to make the...