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NSIAD-84-131 1 (1984-07-09)

handle is hein.gao/gaobabnkn0001 and id is 1 raw text is: 




                       UVI1TED STATES GENERAL ACCOUNTING0
                              WASHINGTON. D.C Z0548



INTIENATONAL AFFAIRS ODIVON
    3-215639


    Mr. Charles 0. Starrett, Jr.
    Director, Defense Contract Audit Agency

    Dear Mr. Starrett:

         Subject: Need for DCAA to Improve Both the Reporting
                    of Audit Results and the Management of the
                    Defective Pricing Program (GAO/NSIAD-84-131)

         We have reviewed the adequacy of the Defense Contract Audit
    Agency's (DCAA's) postaward audits (known as defective pricing
    audits) of contracts and subcontracts for compliance with the
    Truth in Negotiations Act, Public Law 87-653.

         Our findings are included in the enclosure. In summary, we
    found that defective pricing policies, procedures, and audit
    guidelines were generally adequate and that the DCAA regional
    offices reviewed (Philadelphia and San Francisco) were generally
    complying with them. Also, the two regional offices were doing
    a good job in recommending price adjustments. But the defective
    pricing reports did not comply with DCAA and GAO reporting stan-
    dards in several respects. For example, DCAA needs to improve
    its reports to provide better and more accurate disclosure on
    the limitations of its audit work and, therefore, the conclu-
    sions. After we brought this matter to the attention of DCAA
    officials, they initiated action to insure reporting would com-
    ply with ICAA and GAO reporting standards. Therefore, we are
    -not making any recommendation directed toward reporting at this
    time.     J

         Aljo, many branch and resident offices we reviewed in
    DCAA'siehiladelphia and San Francisco regions had found little
    or no defective pricing. These offices' results were well below
    regional averages. Therefore, we believe that management atten-
    tion should be directed to identifying the reasons for this per-
    formance, so that corrective actions can be taken where
    warranted.

         We recommend that you have regional directors evaluate the
    performance of branch/resident offices in the defective pricing
    area where defective pricing findings fall below the regional
    average to determine the reasons for this. In such cases,

                                                              (942141)




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