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Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

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Page 1: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

Government and ContractorProcesses / Procedures

Mr. DeWayne ReedTransition Division Policy Analyst

1 April 2015

Page 2: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

2Unclassified

Mr. DeWayne Reed (ACOR)

Mr. Edward Dunn (Deputy Director of Field Operations)

Mr. Del Phillips (SERCO Deputy)

Ms. Toccara Horsey (Contracting Officer Representative)

TSM and CIM Relationships

Page 3: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

3Unclassified

• Contract Types

• Business Relationship Basics

• Do’s and Don’ts

• Best Practices for Success

• Questions and Answers

Agenda

Page 4: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

4Unclassified

Why do we contract?1. Less Cost to the government

2. Staffing Flexibility

Contract Types:1. Firm Fixed Price

2. Cost Plus Fixed Fee

Business Relationship Basics:

1. Contractors are NOT government employees

2. Contractors work within the Scope of the contract

3. Respect the relationship to include the Chain of Command

TSM and CIM Relationship

3. Easier to terminate when requirement no longer needed

Page 5: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

5Unclassified

TSM and CIM Relationship (cont)

Do’s and Don’ts

Do: Treat each other with respect Communicate mission requirements Provide adequate facilities Ensure contractors are clearly

identified Work together to ensure site

coverage Identify conflicts of interest Establish a positive work

environment

Do not: Overtly impact contracted and

installation management Attempt to unduly influence hiring Solicit gifts Ask for or perform out of scope

work Treat contractor as a government

employee Assume the role of a government

employee

Remember: Consult your supervisor, chain of command, legal office or the COR/ACOR for specific issues

Page 6: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

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Techniques, Practices and Procedures

What works well and leads to higher VOW/CRS

compliance:

1. Capstone

2. Continuum of Military Service

3. Quarterly Transition Briefs

4. Job application package requirement enforced

5. Establish a good rapport with Garrison and Units

Page 7: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

7Unclassified

• Mr. DeWayne ReedPolicy Analyst/Contract Management502 613-8523 (w)502 386-5541 (bb)270 823-7826 (c)[email protected]

• Mr. Edward Dunn Deputy Director of Field Operations (SERCO)(502) [email protected]

• Mr. Del Phillips Deputy Director, Personnel & Medical Support Services Defense Readiness, Serco Inc.Mobile (757) [email protected]

• Ms. Toccara HorseyAcquisition Specialist(502)[email protected]

TSM and CIM Relationships

Page 8: Government and Contractor Processes / Procedures Mr. DeWayne Reed Transition Division Policy Analyst 1 April 2015

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Questions