NAO audit framework

Commercial capability

2. Does the department have the capability needed to manage the contract and is it developing capability for the future?

2.1  Does the department have the necessary capability, skills and systems?

2.2  Does the department understand its future needs and is it working towards meeting them?

2.3  Has the department deployed its capability in a balanced way across the lifecycle and is commercial capability effectively integrated with the business?

Examples of relevant guidance

NAO good practice contract management framework

1.2  Contract ownership is clear, with the budget holder, senior responsible owner (SRO), and contract manager clearly defined; there is continuity of governance as far as possible.

1.3  There are well defined processes and a clear contract management plan, with a focus on outputs and a 'whole life' approach to performance.

1.5  Contract management processes are aligned with, among others, wider organisational governance processes, operational boards, and risk structures.

1.6  Contract management issues and performance are reported through the governance structure with senior level engagement.

2.9  Organisation has a contract management 'community' allowing contract managers to share good practice. The community also plays a role in the wider government contract management/procurement community.

Government Commercial Function - Government Commercial Operating Standards Iteration ii

2.3  Using management information to support effective demand and category management.