Government Contracts: Proposalmanship and Winning Strategies

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The contractor maintained two completed fingerprint cards on each employee. The contractor also conducted security training for all employees and monitored all security pOlicies and procedures on a daily basis.

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This process was accomplished by using a daily checklist. All indications were that the facility operator had fully complied with this security requirement according to the information provided. Documentation and written reports indicated weekly formal safety surveys. However, staff, as well as inmates, reported any safety violations or problems on a daily basis.

It seemed that safety and security were the most emphasized elements of the contract and great efforts were made in this area to meet full compliance according to the information provided. There was a properly managed inmate discipline program that maintained security, control, and safety. The formal program's focus was to ensure the inmates' due process right and ensure fair and consistent disciplinary practices.

All violations were properly documented and the staff was properly trained in handling these violations. Compliance was no problem in this area according to the information provided. Reports contained statistical analysis, on-site observation reports, and narrative summaries of each of the monitored areas. The facility administrator also prepared an agenda prior to making a weekly telephone report as well as a written report.

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The oral and written report was used to note areas of concern or discrepancies and suggest corrective actions which were taken to resolve these problems. The facility used a self-monitoring checklist or instrument which was quite effective is seeing that the operator fully complied with all sections of the contract according to the information provided.

The contract mandated that the facility have a full time Texas Department of Corrections state monitor on site.

This monitor was kept informed of all concerns or problems and had access to any files, weekly, monthly, and quarterly reports. Included in these reports were a detailed report of monitoring activities by the Texas Department of Corrections monitor and concerns and corrective actions taken. Quarterly reports were used as a formalized checklist and guide sometimes initiating a complete facility inspection to ascertain the level of compliance.

Reports on unannounced inspections, both by Texas Department of Corrections monitc:s and Wackenhut Corporate monitors, were also documented in the reports. Inmate Services Laundry. The facility maintained a supply of clean inmate clothing, linens and bedding which was essential to the health and welfare of the inmate population and orderly operation of the prison.

A complete and clean change of clothing was provided on a daily basis to each inmate.

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Linens and towels or bedding were provided or changed on a weekly basis, unless otherwise mandated by the laundry supervisor or administration. The laundry facility was new, well maintained, well operated and in full compliance with the contract requirements according to the information provided. Inmates in the facility were provided at least three nutritionally adequate and appealingly presented meals daily.

The standards mandated that meals could not be served more than fourteen hours apart unless a supplemental meal was available for those affected. The facility complied with this requirement.

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Any inmates in holding cells awaiting processing were provided with a sack lunch or interim meal if held more than four hours awaiting processing or release. The general population inmates ate in their group's dining area or pod.

Inmates that were restricted in closed or maximum custody situations were served in their respective units. This also applied to medical isolation, separation, and protective status cases. Also, inmate trustees were served in their group's dining area or pod. All meals were served at the intended temperature in all dining areas and special case situations.

Any inmate's requests for special dietary needs, whether for religious or medical purposes, first had to be approved by a chaplain or physician, respectively. Deprivation or modification of diet could not be used as a punishment. The chief of security and the food service administrator were responsible for establishing food service operation procedures to ensure adequate controls, which included inventory procedures.

The food service administration was also responsible for daily inspections relating to accountability of knives, foodstuffs, equipment, menus, financial records in support of the food program, sanitation, water temperature, and even vermin inspection. In addition the food service administrator was responsible for scheduling any required public health inspections and tests, as well as all equipment maintenance, testing and repair.

All conditions and compliance standards were meticulously followed and documented according to the information provided. The private operator provided, at its expense, full transportation services with respect to all inmates housed at this pre-release center.

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The contracted responsibility began with the initial transfer from the TDC diagnostic unit or other units. Transportation services also included returning any inmates to TDC Huntsville, Texas including any emergency medical or routine and necessary transportation. All vehicles were systematically maintained, proper records kept and all drivers were trained in the operation of these vehicles. There was full compliance with this section of the contract according to the information provided. Health care services were provided on- site to all inmates while in custody at the correctional facility.

All health services were supervised by a licensed physician, and other professional or health care staff. The administrator of medical services was responsible for providing quality and availability of services. This individual was also responsible for developing and maintaining a written plan for the delivery of health care services, including dental as well as psychological counseling, to all inmates of this correctional pre-release center. Any medical care beyond that which is deliverable at the infirmary was provided by a local hospital.

All hospital transports were provided adequate security by facility staff.

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Inmates were required to request medical care either orally or in writing whether it was emergency or non-emergency care. In addition, any elective medical procedures, routine eye exams, or prescription eyeglasses were not provided unless the inmate could independently pay at the time of the service. Any other extraordinary medical services not within the scope of the regular contract services had to be cleared by the administrator of medical services.

The contract provided for intake medical screening by a qualified staff member. In cases of emergency situations, security was the priority of the staff member. Calling for back up was always the first step. The security of the facility was not to be compromised regardless of the situation. All medications were prescribed by a licensed physician, filled by a licensed pharmacist or nurse, and properly dispensed to inmates as instructed by a nurse or staff officer. Accurate records on all medication supplies, dispersion, exams, treatment, and sick calls were kept.

Compliance with this section of the contract was excellent according to the information provided. The inmates access to court had become an important issue in the Texas prison system in recent years Ruiz. The facility provided each inmate with ten hours per week for use of the law library.

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The library was staffed by a competent legal librarian who served as supervisor for both the law and general libraries. In addition, notary services were provided five days per week along with supplies for writing or typing. All legal library materials were periodically updated and inmates were assisted with legal research.

This section of the contract was in full compliance according to the information provided. Regular scheduling of visits were scheduled during the weekends Saturday and Sunday and the inmates had reasonable access by family, friends, and others in the community attorneys visits were scheduled separately. Notice was given to both visitors and inmates of contraband restrictions and visiting regulations. Visitors were searched by the use of metal detection equipment and visual inspection of the contents of purses or other items.

Inmates also required searches before and after all visits. All visitation periods were supervised by staff and staff were required to maintain a record of all approved visitors, documented visits, dates, times and any unusual incidents.

Most telephone calls were monitored unless the inmate was calling an attorney. Compliance was also met in this element of the contract according to the information provided. The prison commissary was available to inmates on an established schedule with a clearly defined procedure for ordering and obtaining personal items. The commissary had a money transfer credit card system by which family members could send monies to the inmate via the TDC trust fund system. The inmate then had a credit card account with a certain amount of credit to be used at the commissary.