I am accountable for a portfolio of contracts which provide back-to-work support to people who are unemployed. This support is provided through national programmes, for example the Work and Health Programme and services are typically delivered through a matrix of regional contracts with the private sector. I lead a team of approximately 50 performance managers based all across the country who drive performance and manage the delivery of the contracts.
Top 3 activities:
1. Addressing underperformance with contractors
I act as an escalation point where contractor performance is unsatisfactory and regional performance management action has not yet led to the required improvement. I hold senior performance reviews with the contractor, typically at CEO or COO level, to increase the pressure on the organisation to meet the department's requirements.
2. Setting contract management strategy and building capability across the division
I am responsible for setting the overall strategy for contract management across the portfolio, making prioritisation decisions, and ensuring the team has the skills and capability to manage the contracts. This includes considering how we might roll out contract management training across our teams!
3. Influencing future commissioning
An important part of my role is ensuring lessons learned through contract management are taken into account in designing, commissioning, and procuring future programmes. I represent Contract Management on Programme and Commercial Boards for programmes in development and work with colleagues across Strategy, Policy and Commercial to influence design and procurement.