KEY ACTIONS AND RESPONSIBILITIES MATRIX: CONTRACT DEVELOPMENT
This matrix shows the typical sequence of steps for contract development, and the key stakeholder groups and documents involved:
________________________________________ | Senior Management / Minister | Senior manager | User groups | Negotiation team | Contract management team | Specialist advisers | Requirements, plans and procedures for process | Risk plan | Probity plan | Budget and resource plan | Contract - standard provisions | Contract - deliverable specification. | Contract - performance and payments arrangements |
Appoint officer to carry the contracting process |
|
|
|
|
|
|
|
|
|
|
|
|
|
Review and update risks for this stage |
|
|
|
|
|
|
|
|
|
|
|
|
|
Develop probity plan and requirements |
|
|
|
|
|
|
|
|
|
|
|
|
|
Brief senior management and obtain support |
|
|
|
|
|
|
|
|
|
|
|
|
|
Identify key stakeholders and open communication |
|
|
|
|
|
|
|
|
|
|
|
|
|
Identify and obtain necessary resources (including funding, people, specialist advice) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Develop plan or check list for contracting process |
|
|
|
|
|
|
|
|
|
|
|
|
|
Agree roles and responsibilities among parties |
|
|
|
|
|
|
|
|
|
|
|
|
|
Arrange appropriate delegations and approvals |
|
|
|
|
|
|
|
|
|
|
|
|
|
Set up recordkeeping system |
|
|
|
|
|
|
|
|
|
|
|
|
|
Identify all legal and policy requirements to be included in the contract |
|
|
|
|
|
|
|
|
|
|
|
|
|
Identify and review contract approaches and sample contracts |
|
|
|
|
|
|
|
|
|
|
|
|
|
Decide contract approach |
|
|
|
|
|
|
|
|
|
|
|
|
|
Review standard contract provisions for suitability |
|
|
|
|
|
|
|
|
|
|
|
|
|
Draft contract definition of deliverables |
|
|
|
|
|
|
|
|
|
|
|
|
|
Draft contract performance and payment clauses |
|
|
|
|
|
|
|
|
|
|
|
|
|
MEASURING PERFORMANCE CHECKLIST Can the measure(s) be objectively assessed? Are the measures understood by all parties? Do the measures assess all the important aspects of performance, rather than what is easy to measure? Do the measures include facets or bases for comparison; are the performance measures allowing judgements to be made about contractor performance? Is the performance regime cost effective to administer for both parties? Are the skills available to assess whether or not contractor performance is satisfactory? Do the measures focus contractor performance on the outcomes to be achieved? Do the measures encourage performance improvement over the life of the contract? Does contractor performance against the measures provide the basis for making payments? Has a process been established to review the performance regime periodically to ensure its ongoing relevance? Has consideration been given to the collection and analysis of performance data? For example, is it better to use an independent third party or technical expert? |