Developing and-managing-contracts

Developing and Managing Contracts
Getting the right outcome, paying the right price
Better Practice Guide February 2007
BetterPracticeGuideJanuary2006DevelopingandManagingContracts
www.anao.gov.au
www.finance.gov.au
Z0026635
ISBNNo.0642808961
©CommonwealthofAustralia2006
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Foreword
Contracting is an integral part of doing business in the public sector. The delivery of many, if not
most, government programmes now involves some contracting with private sector providers. As
a result developing and managing contracts is a skill required by public sector entities
in the
management of the majority, if not all, programmes. However, contract management is not an end
in itself and it is important that all contracting decisions and actions focus on the outcomes that
entities are seeking to achieve.
The Australian National Audit Office (ANAO) and the Department of Finance and Administration
(Finance) have a strong interest in efficient contract management, and have provided a range
of publications to assist agencies to understand contract and procurement issues. In 2001, the
ANAO published a Better Practice Guide on Contract Management. This new Guide, produced by
the ANAO in partnership with Finance, reflects the continued interest in, and need for, guidance in
this area.
The Guide includes a discussion on developing a contract, commencing from the point where a
decision is made on the engagement of a contractor as a result of a tender or other procurement
process. The broader focus of this Guide recognises that the foundations for the effective
management of a contract are laid at the time the contract is being developed.
The public sector enters into a large variety of contracts. Contracts can range significantly in value,
in duration, and in complexity. As a consequence, the nature and extent of contract management
practices will vary depending on the size, nature, complexity and risk profile of each contract.
Entities and others involved in managing contracts therefore need to apply judgement about the
contract development and management practices that are appropriate to their particular situation.
The Guide does not attempt to address all issues that may need to be considered in a particular
circumstance. It identifies the key issues and considerations that entities should be aware of in
developing and managing contracts. As such, the Guide is intended to be a general reference
document for senior managers, contract managers and stakeholders who are involved in the
development and management of contracts. The Guide does not address specific issues that
relate to high value, complex contracts such as those involving equipment acquisitions. The Guide
also does not address the development and management of projects although a number of the
issues and considerations are similar.
Recognising that users of the Guide will have different information needs, the Guide is divided into
six parts to allow easy reference to each aspect of contracting activity.
Ian McPhee
Auditor-General
Ian Watt
Secretary
Department of Finance and Administration
In this Guide, the term entities applies to all organisations subject to the Financial Management and Accountability Act
1997 (FMA Act) and the Commonwealth Authorities and Companies Act 1997 (CAC Act).

ii Developing and Managing Contracts Better Practice Guide
Contents
Introduction��iv
1. Contracting in the public sector��2
1.1. Introduction.............................................................................................................. 2
1.2. Legal and policy framework...................................................................................... 4
1.3. Legislation................................................................................................................ 4
1.4. Common issues in contracting................................................................................. 5
Appendix 1.1 Summary of relevant legislation and policies.................................................. 8
2. Developing the contract......................................................................................... 16
2.1. Introduction............................................................................................................ 16
2.2. Identify and manage risks....................................................................................... 18
2.3. Obtain senior management commitment and involvement..................................... 20
2.4. Identify resource needs.......................................................................................... 20
2.5. Identify and assign responsibilities.......................................................................... 21
2.6. Obtain stakeholder input........................................................................................ 21
2.7. Behave ethically..................................................................................................... 21
2.8. Determine the form of the contract......................................................................... 22
2.9. Define contract deliverables................................................................................... 26
2.10. Establish a performance management regime........................................................ 28
2.11. Keep records......................................................................................................... 34
Appendix 2.1 Common contract provisions....................................................................... 35
Example contract assessment........................................................................................... 44
Example risk assessment and treatment plan: contract development................................ 45
Actions and responsibilities matrix..................................................................................... 46
Key actions and responsibilities matrix: contract development........................................... 47
Measuring performance checklist...................................................................................... 48
3. Formalising the contract........................................................................................ 50
3.1. Introduction............................................................................................................ 50
3.4. Conduct contract negotiations............................................................................... 52
3.5. Cancelling a procurement....................................................................................... 56
3.6. Awarding the contract............................................................................................ 57
3.7. Debrief tenderers.................................................................................................... 59
3.9. Address any complaints......................................................................................... 62
3.10. Keep records......................................................................................................... 63
Key actions and responsibilities matrix: contract formalisation........................................... 64

iii
4. Entity arrangements for managing contracts................................................ 66
4.1. Introduction............................................................................................................ 66
4.3. Communicate with stakeholders............................................................................ 67
4.4. Establish and sustain contract capability................................................................ 67
4.5. Establish systems and procedures......................................................................... 68
4.6. Using the Internet and electronic systems.............................................................. 69
4.7. Management reporting on contracting activity........................................................ 70
4.8. Quality assurance of contracting activities.............................................................. 70
5. Managing individual contracts............................................................................ 72
5.1. Introduction............................................................................................................ 72
5.4. Identify and access the skills and experience required............................................ 74
5.5. Identify and involve stakeholders............................................................................ 76
5.6. Manage relationships............................................................................................. 76
5.7. Manage contract start up....................................................................................... 78
5.8. Administer the contract.......................................................................................... 80
5.9. Manage contractor performance............................................................................ 82
5.10. Negotiate contract variations.................................................................................. 86
5.11. Manage contract disputes...................................................................................... 87
5.13. Keep records......................................................................................................... 91
Example risks and risk treatments: contract management................................................. 92
Contract management skills matrix.................................................................................... 94
Key actions and responsibilities matrix: contract management.......................................... 95
Understanding the contract action list................................................................................ 97
6. Ending the contract................................................................................................100
6.1. Introduction.......................................................................................................... 100
6.2. Identify and manage risks..................................................................................... 101
6.3. Finalise administrative requirements..................................................................... 101
6.4. Manage transition arrangements.......................................................................... 103
6.5. Evaluate contract performance............................................................................. 104
6.6. Keep records....................................................................................................... 107
Appendix 6.1 Ways contracts can be ended................................................................... 108
Key actions and responsibilities matrix: ending the contract............................................. 110
Contract management checklist................................................................................111
Abbreviations....................................................................................................................113
References.........................................................................................................................114
Index.....................................................................................................................................116

iv Developing and Managing Contracts Better Practice Guide
Introduction
Coverage and terminology
This Guide covers the phases of the procurement cycle commencing from the selection of
a preferred tenderer or contractor through to managing and ending the contract. The Guide is
intended to complement other procurement publications which focus on the early stages of the
procurement cycle, such as the preparation, issue and evaluation of tenders.
A range of principles, key issues and considerations relevant to the development and management
of contracts generally, is outlined in the Guide. They are intended to complement, rather than
replace, specific guidance and advice developed by individual entities. For very large, complex
contracts such as equipment acquisitions, detailed and tailored guidance will be required.
A number of specific issues associated with the legal processes of contract development or detailed
contract clauses needed to avoid or mitigate a range of common risks are mentioned in the Guide
but not discussed in detail. This is due to the number of potential issues involved and because of
the evolving nature of legal precedent. Contract managers are encouraged to seek professional
advice on these issues, as necessary.
The Guide also does not address project management although many of the issues canvassed in
the Guide will also apply to the management of projects.
For ease of reference and presentation, the following terms are used in this Guide:
• Acquiring entity: the party that enters into the contract and is responsible for its management
• Contractor: the party engaged to provide the specified goods or services
• Contract deliverables: the goods or services to be delivered by the contractor
• Public sector entities: all organisations subject to the Financial Management and Accountability
Act 1997 and the Commonwealth Authorities and Companies Acts 1997, and
• Stakeholders: the parties that have a legitimate interest in the procurement process. These can
include Ministers, senior management of the acquiring entity and of other entities affected by a
contract, and end-users of the goods or services to be provided.

Structure of the Guide
The Guide is divided into six parts as indicated in Figure 1:
Figure 1: Structure of the Guide
Part 1 – Contracting in the
public sector
Summarises the legislation and related policies relevant
to public sector contracting. This part also introduces
a number of key issues that are relevant throughout the
procurement process.
Part 2 – Developing the contract Outlines issues and considerations involved in the
development of a contract.
Part 3 – Formalising the contract Outlines the issues and considerations that should be
addressed in finalising a contract.
Part 4 – Entity arrangements for
managing contracts
Discusses issues and considerations relating to the general
management of contracts by entities.
Part 5 – Managing individual
contracts
Discusses a range of issues and considerations relating to
the effective management of individual contracts.
Part 6 – Ending the contract Outlines issues and options available for bringing a contract
to a close.
Each part of the Guide includes a discussion of key issues and considerations relevant to each
contracting phase. These are in some instances complemented by case studies or examples
illustrating key points, drawn from actual Australian Public Sector experiences. In some cases
these have been simplified to better illustrate the point. In other cases a composite case study
is presented, to illustrate several points at once. A number of contract management check lists
and similar aids are also included throughout the Guide. These should be tailored to the particular
circumstances of each entity and the nature and complexity of its contracting activities.
Each part of the Guide is presented, to the extent possible, as a stand alone discussion with cross-
references to other parts where appropriate. The Guide also incorporates a comprehensive Index.
This should allow readers with particular responsibilities and interests to navigate easily through
the Guide.
The ANAO and Finance wish to acknowledge the assistance provided by Strategic Legal Services
and Consulting Pty Ltd and Ms Ann Thurley in developing this Guide. A number of entities also
provided valuable material and input including the Departments of Defence, Employment and
Workplace Relations, Families, Community Services and Indigenous Affairs, Veterans’ Affairs,
Foreign Affairs and Trade, Family Court of Australia, Centrelink and the Australian National Gallery.

vi Developing and Managing Contracts Better Practice Guide

PART 1
Contracting in
the public sector
PART1
Contractinginthepublicsector


PART 1
Contracting in the public sector
CONTENTS
1. Contracting in the public sector.............................................................................2
1.1. Introduction.............................................................................................................. 2
1.2. Legal and policy framework...................................................................................... 4
1.3. Legislation................................................................................................................ 4
1.4. Common issues in contracting................................................................................. 5
Appendix 1.1 Summary of relevant legislation and policies.................................................. 8

Contracting is an integral
part of the way the
Australian Government
conducts business.
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1. Contracting in the public sector
1.1. Introduction
Contracting is an integral part of the way the Australian Government conducts business.
Contracting activity ranges from straightforward procurements that can be made, for example,
using a government credit card or purchase order through to highly complex, innovative long term
projects that may involve a number of inter-connected contracting arrangements. The Australian
Government is a significant purchaser of goods and services. These purchases comprise thousands
of transactions and involve billions of dollars annually.
The Australian Government has in place a range of legislation and related policies that set out the
framework for contracting. This Part of the Guide provides a summary of, or a reference to, the
legislation and policy that can impact on contracting activities.
In addition to the legislative and policy framework, there are a number of factors that are important
at all stages of the contracting process. These are:
• managing risks
• managing relationships
• managing resources
• specifying responsibilities
• behaving ethically, and
• keeping records.
Each of these issues is introduced in this Part and discussed in more detail where relevant in Parts
2 to 6 of the Guide. These factors, together with the phases of the procurement cycle addressed
by this Guide, are illustrated in Figure 2 below.

Figure 2: Key elements of this Guide
FORMALISING
THE CONTRACT
ENTITY
ARRANGEMENTS
FOR MANAGING
CONTRACTS
MANAGING
INDIVIDUAL CONTRACTS
ENDING THE
CONTRACT
DEVELOPING
THE CONTRACT
Managingrelationships
SpecifyingresponsibilitiesKeepingrecords
Managingresources
Behaving ethically
Managing risks

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1.2. Legal and policy framework
There is a range of legislation and government policy that can be relevant to public sector contracting
activities. Those staff involved in contracting should have, at a minimum, a broad understanding of
the legal and policy framework, as well as a practical working knowledge of contracting practices
that apply to the particular contracting activity in which they are engaged. Depending on the
extent and complexity of a person’s contracting responsibilities, staff may need a more detailed
knowledge of particular legislative and policy requirements, and may require specialist advice on
particular issues.
1.3. Legislation
The main legislation directly affecting procurement for a wide range of acquiring entities is the
Financial Management and Accountability Act 1997 (FMA Act) and the Commonwealth Authorities
and Companies Act 1997 (CAC Act).
FMA Act
A key provision of the FMA Act is section 44 which requires Chief Executives to promote the
efficient, effective and ethical use of the resources for which they are responsible. The FMA Act also
authorises the making of FMA Regulations. The Commonwealth Procurement Guidelines (CPGs)
are issued by the Finance Minister under the FMA Regulation 7.
CAC Act
Section 47A of the CAC Act enables the Finance Minister to issue directions to the directors of
CAC Act entities on matters related to procurement. The CAC Act also authorises the making
of regulations for entities governed by the CAC Act. CAC Regulation 9 lists those CAC entitles
(relevant CAC Act bodies) that are subject to directions issued by the Finance Minister under the
CAC Act. The Finance Minister’s (CAC Act Procurement) Directions 2004 (The Directions) requires
directors of a relevant CAC Act body to ensure that its officials apply Divisions 1 and 2 of the
Commonwealth Procurement Guidelines (CPGs) for a covered procurement.
The Directions also
advise CAC Act entities on how to interpret the CPGs in the context of the CAC Act.
A summary of relevant legislation, policy requirements and guidance is outlined at Appendix 1.1.
Procurement policy
There is a range of policy requirements and supporting guidance that addresses various aspects of
procurement. Those involved in contracting should be aware of this information and apply it to the
particular circumstances. This material comprises:
• the Commonwealth Procurement Guidelines (CPGs),
issued by the Finance Minister, that
establish the procurement policy framework within which agencies subject to the FMA Act and
certain CAC Act bodies determine their specific procurement practices
• policies on particular matters, for example Privacy, Occupational Health and Safety
and Security
• Finance Circulars issued by the Department of Finance and Administration (Finance) which
provide advice on key changes and developments in the procurement policy framework, and
A covered procurement for relevant CAC Act bodies is a procurement of property or services that is above $400 000 (or
$6M for construction services) and is not specifically exempted under Appendix B of the Commonwealth Procurement
Guidelines (CPGs).
Department of Finance and Administration, Financial Management Guidance No.1, January 2005.
… staff may need a
more detailed knowledge
of particular legislative
and policy requirements,
and may require
specialist advice on
particular issues.
A key provision of the
FMA Act is section 44
which requires Chief
Executives to promote
the efficient, effective
and ethical use of the
resources for which they
are responsible.
There is a range of policy
requirements and
supporting guidance that
addresses various
aspects of procurement.

• a range of web based and printed material issued by Finance and other entities that provides
guidance to agencies and officials in implementing procurement policy.
The procurement policies of CAC entities not subject to the CPGs are the responsibility of each
individual entity in the context of their enabling legislation. These entities are encouraged to adopt
some or all of the requirements of the CPGs, recognising that they represent good practice.
Entity policies and instructions
The Chief Executives of FMA agencies have the authority to issue legally binding instructions
relating to the financial administration of their agency.
These Chief Executive Instructions (CEIs) can
be expected to include details of the agency’s procurement policies, including contracting policies.
It is also generally appropriate for the CEIs to be supplemented by more detailed procurement
procedures and practices that cover all phases of the procurement cycle in the context of the
agency’s particular business environment.
While there is no legislative requirement to do so, it would be expected that the Chief Executive
of a CAC entity would also issue policies, procedures and practices that address the entity’s
procurement responsibilities.
1.4. Common issues in contracting
In addition to the legislative and policy requirements, the following issues are ones that are
relevant throughout the procurement cycle. They are discussed here in a generic or introductory
manner and are dealt with in more specific terms in the remainder of the Guide. The approach
adopted, the resources devoted and the effort required in relation to each of these issues should
be determined by the size, complexity, nature and risks of the entity’s contracting environment and
each individual contract.
Managing risk
Managing risk is an integral part of good management. It is a process that is best embedded into
existing practices or business processes.
The management of risks should therefore be an integral part of all aspects of procurement,
including the development and management of contracts. This requires the identification of risks
and, where appropriate, the implementation of risk treatments
at key points in the procurement
cycle. This in turn involves identifying the stages or events where risks are likely to be the highest
and/or the adverse effect of an event or occurrence is likely to be the greatest. Wherever possible,
the approach to managing risks for individual contracts should be consistent with the entity’s
broader risk management framework. It should also involve the periodic revision of risk assessments
undertaken and the enhancement or modification of risk treatments where required.
Further information about risk management is available in the AS NZS 4360 and the companion
Risk Management Guidelines issued by Standards Australia.
Details of this material are included in the References List at the end of this Guide.
FMA Agency Chief Executives are authorised to issue CEIs under Section 52 of the FMA Act and Regulation 6 of the
FMA Regulations.
AS NZS 4360: 2004. Risk Management Standard, Standards Australia/Standards New Zealand.
AS NZS 4360: 2004 defines risk treatments as the process of selection and implementation of measures to
modify risk.
HB 436: 2004, Risk Management Guidelines, Companion to AS NZS 4360: 2004.
CAC entities are
encouraged to adopt
some or all of the
requirements of the
CPGs, recognising that
they represent
good practice.
The management of risk
should be an integral
part of all aspects of
procurement.

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Managing relationships
An important element in the formation and management of any contract is the relationship that
exists between the parties. Having a professional, constructive relationship with the contractor is a
key ingredient in the successful delivery of the outcomes sought by the contract.
The aim of relationship management is to keep the communications between the parties open and
constructive, non adversarial and based on mutual understanding. This should assist in preventing
problems arising and also with resolving them in a timely manner should they arise. Having a
professional, constructive relationship should assist the effective management of performance,
particularly under-performance, should it occur. Maintaining a good relationship does not mean
that issues of non-compliance or under-performance cannot be discussed and acted upon. It
means that there is a greater likelihood that such issues can be discussed and resolved in a
cooperative manner.
Relationships will begin to form at the early stages of the procurement cycle. In circumstances
where the contract manager is appointed following contract award, the contract manager should
seek to build on existing relationships.
Managing resources
To effectively meet an acquiring entity’s contracting responsibilities requires an appropriate level of
investment. This requires the contracting function to have senior management support, the ability
to access expert advice as necessary and personnel that have relevant skills or the opportunity to
obtain them when considered necessary. One of the keys to successful contracting is the availability
of personnel with interpersonal, subject matter and project management skills. In addition, the
contract manager should be aware of the contractor’s capabilities so that the acquiring entity is
able to act as an informed client – that is, a client that understands the goods or services being
provided and is able to judge whether agreed performance standards are being met.
Specifying responsibilities
Establishing clear lines of responsibility and accountability for all decision-making is another
important aspect of successful contracting. Ensuring the necessary authorisations and delegations
are in place at the beginning of the contracting cycle is an important prerequisite to ensuring that
all contracting decisions and payments are valid and legally appropriate. These instruments should
be periodically reviewed and kept up-to-date.
Behaving ethically
All those involved in procurement activities have a responsibility to behave ethically at all times.
Ethical behaviour supports openness and accountability in a procurement process and gives
suppliers confidence to participate in the Government market place. Ethical behaviour can also
reduce the cost of managing risks associated with fraud, theft, corruption, and other improper
behaviour, and enhance confidence in public administration.
For those staff employed in entities subject to the Public Service Act 1999, the standards of
conduct required are contained in the APS Values and the APS Code of Conduct.10
While formal
arrangements, including the engagement of probity advisors and/or auditors, to assist in managing
ethical issues can be expected to be put in place at the commencement of the procurement
cycle, contract managers and those with broader management responsibilities for contracting
activities should be alert to issues and situations that involve judgements about ethical behaviour
and practices.
Department of Finance and Administration, Financial Management Guidance No.14, Guidance on Ethics and Probity in
Government Procurement, January 2005, p. 4.
10 Public Service Act 1999, sections 10 and 13.
Establishing clear lines
of responsibility and
accountability for all
decision-making is
another important
aspect of successful
contracting.
All those involved in
procurement activities
have a responsibility
to behave ethically
at all times.

Keeping records
All records that are created and received in conducting procurement activity, whether paper based
or electronic, should be captured in an entity’s recordkeeping system(s) in accordance with the
entity’s general recordkeeping policies and procedures. A systematic approach to recordkeeping
at the beginning of a procurement process and throughout the contracting cycle will assist an
entity to:
• provide evidence of business conducted and decisions made
• manage legal and other risks, and
• meet its accountability obligations.
As such, keeping good records should be seen as an integral part of, rather than incidental to,
contracting activity.
All records that are
created and received in
conducting procurement
activity, whether paper
based or electronic,
should be captured in an
entity’s recordkeeping
system(s).

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Appendix 1.1 Summary of relevant legislation
and policies
This Appendix provides a summary of relevant legislation and policies that are applicable to
contracting activities in the public sector.
Legislation
The Financial Management and Accountability Act 1997 (FMA Act) and its associated Regulations,
the Financial Management and Accountability Regulations (FMAR) apply to Departments of State,
Departments of the Parliament and agencies prescribed by the FMA Regulations.
Section 44 of the FMA Act requires Chief Executives to promote the efficient, effective and ethical
use of the Commonwealth resources for which they are responsible.
Regulation 7 of the FMAR11
provides for the Minister for Finance and Administration to issue
Commonwealth Procurement Guidelines (CPGs). The CPGs establish the core procurement
policy framework. Regulation 8(1) of the FMAR requires officials to have regard to the CPGs when
performing duties related to procurement. Other applicable Regulations are:
• FMA Regulation 6 allows Chief Executives to issue instructions (CEIs) on purchasing that focus
on the entity’s needs. CEIs provide primary operational instructions to acquiring entity officials
and are aimed at assisting the officials in carrying out their duties in accordance with legislation
and policies in the context of the entity’s circumstances and needs
• FMA Regulation 7(3) provides that the CPGs can stipulate requirements relating to the publishing
of procurement related information
• FMA Regulation 8(2) requires officials to document their reasons where they do not act in
accordance with the CPGs
• FMA Regulation 9(1) requires any persons approving proposals to spend public money to ensure
the expenditure is in accordance with the policies of the Commonwealth and will make efficient
and effective use of the money and, if the proposal is one to spend special public money12
, is
consistent with the terms under which the money is held
• FMA Regulation 10 requires written authorisation from the Finance Minister before approving
a proposal to spend public money where there is not sufficient available funds in the
current appropriation
• FMA Regulation 12 requires approval for expenditure to be documented as soon as possible
after the approval is given, and
• FMARegulation13requiresthatapersonmustnotenterintoacontract,agreementorarrangement
involving public money unless a spending proposal has been approved in accordance with
Regulations 9 and 10.
The Commonwealth Authorities and Companies Act 1997 (CAC Act) and associated regulations
and Ministerial Orders establish the financial framework for the corporate governance, financial
management, reporting, accountability and audit operations of the Australian Government statutory
authorities and corporate entities, incorporated under the Corporations Act 2001, in which the
Australian Government has a controlling interest. These CAC Act obligations are in addition to
the requirements of the Corporations Law. Many CAC Act bodies are established under specific
Commonwealth legislation and their operational activities are regulated by that legislation in
conjunction with other relevant Commonwealth statutes.
11 The FMARs contain a section, Part Three, that relates to commitments to spend public money.
12 Section 16 of the FMA Act defines special public money as public money that is not held on account of the Commonwealth
or for the use and benefit of the Commonwealth.

The CAC Act applies to those Australian Government entities that are legal entities (such as bodies
corporate) that:
• are separate from the legal personality of the Commonwealth
• are established for a public purpose by legislation, and
• hold money on their own account.
In the context of procurement and contracting, CAC Act bodies are generally not subject to the
CPGs. However, CAC Act bodies listed in the CAC Regulations as subject to section 47A of the
CAC Act (relevant CAC Act bodies) can be directed by the Finance Minister to apply the CPGs and
the Minister has done so through the Finance Minister’s (CAC Act Procurement) Directions 2004.
In circumstances where the CPGs are not a requirement, these and other policies provide useful
guidance to all CAC bodies on conducting procurement activities.
Other relevant legislation
The actions of officials, including those involved in the contracting process and decisions are
governed by a variety of legislation. A brief synopsis of the Acts that are particularly relevant to
procurement activities is provided below.
Archives Act 1983
The Archives Act 1983 provides for the management of Commonwealth records. In brief, the
Archives Act:
• regulates the disposal of Commonwealth records
• requires agencies to transfer their records to the National Archives of Australia when they are no
longer required by the agency or they are more than 25 years old, and
• establishes a general right of public access (from the Archives) to records that are more than
30 years old.
The National Archives of Australia has issued a number of advices including guidance relating to
recordkeeping responsibilities when the delivery of services is outsourced.
Crimes Act 1914 and the Criminal Code Act 1995
The Crimes Act 1914 provides the framework for a range of offences and criminal procedures,
several of which can potentially apply to activities carried out by Commonwealth employees or
agents, in relation to public sector administration. For example, disclosure of official information
may breach section 70 of the Crimes Act, which makes it an offence for a Commonwealth officer
to publish or communicate any fact, or document (except where authorised to do so) which comes
into his or her knowledge or possession, and which it is his or her duty not to disclose. Section 79
of the Act places restrictions on activities relating to official secrets.
Criminal law at the Federal level is now codified in the Commonwealth Criminal Code. The Criminal
Code Act 1995 (which incorporates the Criminal Code) contains the major offences against
Commonwealth law, which includes fraud (see the Commonwealth Fraud Control Guidelines),
theft, abuse of public office, bribery and unauthorised access to, or modification of, restricted data
held in a Commonwealth computer to which access is restricted by an access control system.
A Commonwealth employee or agent (including a contractor) may be liable for prosecution under the
criminal law if they conduct themselves improperly in the performance of their official functions.
Freedom of Information Act 1982
The Freedom of Information Act 1982 (FOI Act) provides the public with a legal right of access and
appeal rights concerning Commonwealth records and exposes the decision-making process of
the Government and its agencies to public scrutiny. Chief Executive Officers are responsible for the
proper application of the Act in their organisations.

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The FOI Act gives the public a right to:
• access documents (including access by individuals to personal information held about themselves)
held by Commonwealth Ministers, their Departments, statutory authorities and other agencies
• ask for personal information to be changed or annotated, and
• appeal against a decision not to grant access to a document, amend or annotate a
personal record.
While there may be occasions where information is not disclosed as the result of an FOI request,
the general presumption should be that most documents produced can and will be disclosed.
Privacy Act 1988
The Privacy Act 1988 provides a framework for the protection of personal information that may
have been collected by a Commonwealth entity and specifies the minimum legal requirements for
collecting, using and protecting a record of such information.
TheActestablishestheOfficeoftheFederalPrivacyCommissioner,andistheprimaryCommonwealth
legislation providing protection of personal information in the Commonwealth public sector and in
the private sector, and regulates the handling of personal information.
Section 14 of the Act contains eleven Information Privacy Principles (IPPs) applicable to the public
sector which require that any personal information held in a record or file is:
• accurate, up-to-date, complete and not misleading (IPP7)
• used only for a purpose to which the information is relevant (IPP9) and only for the purpose for
which it was obtained, unless an exception is applicable (IPP10), and
• not disclosed to another person, body or agency, unless an exception is applicable (IPP11).
The IPPs also impose on Australian Government entities the obligation to keep personal information
secure, maintain its accuracy, and ensure that it is used only if it is complete, and relevant to the
issue in relation to which it is used.
Amendments to the Privacy Act 1988, which came into effect in December 2001, extended
coverage of the Act to the private sector. Under those amendments, Australian Government entities
have obligations in relation to the personal information handling activities of their contractors.
Schedule 3 to the Act contains 10 National Privacy Principles (NPPs) applicable to private sector
organisations.
The IPPs and NPPs deal with all stages of the processing of personal information, and establish
standards for the collection, use, disclosure, quality and security of personal information. They also
establish rights of access to, and correction of, the information by the individuals concerned.13
Public Service Act 1999
The Public Service Act 1999 provides for the establishment and management of the modern
Australian Public Service (APS). The Public Service Act:
• establishes an apolitical public service that is efficient and effective in serving the Government,
the Parliament and the Australian public
• provides a legal framework for the fair and effective employment, management and leadership of
APS employees
• defines the powers, functions and responsibilities of agency heads, the Australian Public Service
Commissioner and the Merit Protection Commissioner, and
• establishes rights and obligations of APS employees.
The Public Service Act sets out the APS Values and the APS Code of Conduct which govern the
manner in which APS employees conduct themselves in performing their official duties.
13 Office of the Privacy Commissioner: Information Sheet 12 – 2001 Coverage of and Exemptions from the Private Sector
Provisions, http://www.privacy.gov.au/; Office of the Privacy Commissioner: Guidelines to the National Privacy
Principles, http://www.privacy.gov.au/publications/nppgl_01.html; Office of the Privacy Commissioner: Information
Sheet 14–2001 – Privacy Obligations for Commonwealth Contacts.

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Other legislation
Legislation that can also impact on contracting activities includes:
• Administrative Decisions (Judicial Review) Act 1977
• Copyright Act 1968
• Disability Discrimination Act 1992
• Electronic Transactions Act 1999
• Environment Protection and Biodiversity Conservation Act 1999
• Equal Opportunity for Women in the Workplace Act 1999
• Human Rights and Equal Opportunity Act 1986
• Judiciary Act 1903
• Lands Acquisition Act 1989, and
• Occupational Health and Safety (Commonwealth Employment) Act 1991
Procurement policies
The Department of Finance and Administration publishes guidelines called Financial Management
Guidance (FMG) on how to comply with relevant legislation and policy requirements. The most
important of these guidelines for contract managers are:
• The Commonwealth Procurement Guidelines (FMG No.1)
• Guidance on Confidentiality of Contractors’ Commercial Information (FMG No.3)
• Guidelines for Issuing and Managing Indemnities, Guarantees, Warranties and Letters of Comfort
(FMG No.6)
• Guidance on the Listing of Contract Details on the Internet (Meeting the Senate Order on
Departmental and Agency Contracts) (FMG No.8)
• Guidance on Complying with Legislation and Government Policy in Procurement (FMG No.10)
summarises policies and legislation that may interact with contracting processes. A particularly
useful source of information is the Interactive Policy Table, contained in this Guidance
• Guidance on Identifying Consultancies for Annual Reporting Purposes (FMG No.12)
• Guidance on the Mandatory Procurement Procedures (FMG No.13)
• Guidance on Ethics and Probity in Government Procurement (FMG No.14), and
• Guidance on Procurement Publishing Obligations (FMG No.15).
Legal Services Directions
The Attorney-General issues Legal Services Directions (the Directions) under the Judiciary Act 1903
and the Judiciary Amendment Act 1999. The Directions are intended to ensure that the quality of
the Government’s legal work is maintained and the public interest protected. The Directions are
also designed to enable the Attorney-General to manage and reduce risks inherent in the provision
of legal services to the Australian Government, and to ensure that these services are of a high
standard and consistent with the public interest.
The Directions are made as a statutory instrument by the Attorney-General and have the force
of law. Failure to comply with them will result in an agency, and the Commonwealth employees
responsible, being in breach of the law.
The Directions also:
• promote and preserve the Commonwealth’s responsibility to act as a model litigant
• ensure sensitive work involving machinery of government is not outsourced inappropriately
• set threshold limits for counsel fees, and
• provide guidelines for assisting government officials who are involved in legal proceedings.

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Protective security
The Australian Government’s Protective Security Manual14
(PSM) is issued by the Attorney-General.
The Manual outlines policies and associated guidance, and minimum standards on protective
security matters that are applicable to Australian Government agencies.
The PSM provides minimum common standards in protective security for all Australian Government
agencies and contractors and their employees performing services for and on behalf of the
Australian Government. These minimum standards ensure that there is a consistent approach to
protective security within and between agencies.
Part F of the PSM provides agency management with detailed policies, guidance and minimum
standards relating to procurements involving protective security functions or considerations.
Reporting requirements
There are a range of reporting requirements and obligations applicable to Australian Government
entities undertaking contracting activities. These requirements are generally more detailed for FMA
Act bodies than for CAC Act bodies. It is important that entities involved in contracting are aware of,
and comply with, these reporting requirements. The main requirements are outlined below.
AusTender
AusTender15
reporting requirements for FMA agencies and relevant CAC Act bodies are
as follows:
• publishing an Annual Procurement Plan containing forthcoming procurements on AusTender
• publishing details of all open approaches to the market, including requests for tender, requests
for expressions of interest and requests for inclusion on a multiuse list on AusTender, and
• publishing details of contracts and agency agreements, including panel and standing offer
arrangements valued at or over the reporting threshold ($10 000 for FMA Agencies and $400 000
for relevant CAC Act bodies) on AusTender.
Senate Order
The Senate Order for Departmental and Agency Contracts (the Senate Order) requires Ministers
to table letters in the Parliament advising that each of the agencies which they administer had
placed a list of contracts on the Internet with access through their web page, by not later than
two calendar months after the last day of the financial and calendar year. The list of contracts is
to include a list of all contracts entered into by an agency which had not been fully performed, or
which had been entered into in the last twelve months and which provided for consideration to the
value of $100 000 or more. In addition, the list of contracts is required to indicate, amongst other
things, whether any of the contracts listed contained confidentiality provisions.
Annual Report requirements
The Annual Report requirements16
state that an agency’s Annual Report to Parliament
must include:
• a list of each consultancy contract let to the value of $10 000 or more and the total value of each
of these contracts over the life of the contract, and
• a summary statement of competitive tendering and contracting undertaken during the reporting
period, or during a previous reporting period for which a contract is still current.
14 Attorney-General’s Department, Protective Security Manual, August 2005.
15 AusTender (http://www.tenders.gov.au) is the Australian Government Electronic Tender System managed by the
Department of Finance and Administration.
16 Requirements for Annual Reports for Departments, Executive Agencies and FMA Act Bodies, is published annually by
the Department of the Prime Minister and Cabinet and is available at http://www.pmc.gov.au.

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Gateway Review Process
The Australian Government has introduced the Gateway Review Process (Gateway) to improve
the delivery of major projects. Gateway applies to new projects undertaken by FMA Act agencies,
which require Cabinet approval and which satisfy certain financial and risk thresholds.17
Gateway is a project assurance methodology which involves a series of brief, independent reviews
at critical stages in the development and implementation of a project. At key decision points
(referred to as Gates) a Gateway Review focuses on the issues that are important to the project at
that stage of the project’s life. Each review provides high level, action-oriented recommendations.
The development and management of contracts within projects may be subject to review under
this process. For example, Gate 5 reviews whether the project delivers value for money identified
in the business case. Elements of this review may include consideration of the management of any
contracts entered into as part of the project.
17 Further details are contained in Financial Management Guidance No.20, Guidance on the Gateway Review Process – A
Project Assurance Methodology for the Australian Government, and Financial Management Reference No.7, Gateway
Review Process – A Handbook for Conducting Gateway Reviews.

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PART 2
Developing the contract
PART2
Developingthecontract

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PART 2
CONTENTS
2. Developing the contract......................................................................................... 16
2.1. Introduction............................................................................................................ 16
2.3. Obtain senior management commitment and involvement..................................... 20
2.4. Identify resource needs.......................................................................................... 20
2.6. Obtain stakeholder input........................................................................................ 21
2.8. Determine the form of the contract......................................................................... 22
–  Need for a written contract................................................................................. 22
–  Alternative contracting approaches.................................................................... 23
–  Standard form contracts..................................................................................... 23
–  Panels and standing offers................................................................................. 23
–  Multi-use lists..................................................................................................... 24
–  Memoranda of Understanding............................................................................ 24
2.9. Define contract deliverables................................................................................... 26
2.10. Establish a performance management regime........................................................ 28
2.11. Keep records......................................................................................................... 34
Appendix 2.1 Common contract provisions....................................................................... 35
Example contract assessment........................................................................................... 44
Example risk assessment and treatment plan: contract development................................ 45
Actions and responsibilities matrix..................................................................................... 46
Key actions and responsibilities matrix: contract development........................................... 47
Measuring performance checklist...................................................................................... 48

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2. Developing the contract
2.1. Introduction
This part of the Guide discusses the issues involved in developing the key elements of a contract.
The contract development phase is critical to achieving the outcomes sought by the acquiring
entity. It also facilitates the effective management of the contract.
Contract development can start at various points in the procurement and contracting cycle. In
many cases, a draft contract will be part of the request for tender, while in other cases, contract
development may only commence later in the cycle, for example, when the actual contractor has
been chosen. Most acquiring entities will have a set of standard contracts that can be drawn on in
the contract development process. These standard contracts will need to be reviewed and tailored
to suit the individual procurement.
Irrespective of when in the procurement cycle that contract development is undertaken, it is
better practice to consider risks, resource requirements, the style of the contract and the contract
provisions, to ensure the contract meets all legal and policy requirements. It is also important
to establish a clear statement of contract deliverables and an effective performance
management regime.
Developing the contract will require some level of planning to ensure that all elements of the contract
are appropriately considered. This need not be a time consuming task requiring extensive effort.
The extent of planning required will depend on the risks involved for the particular contract, its
complexity, size, sensitivity and duration. The degree of effort and the costs incurred in developing
the contract should be directly commensurate with the benefit that will be obtained through, for
example, a reduction in risk and the clearer identification of contract requirements.
Some elements of the contract will be inter-related and these need to be linked when the contract
is being developed, for example, payment provisions should be linked to the provisions dealing with
contract performance.
Key tasks
The key tasks involved in developing a contract are:
Identify and manage risks.
Obtain senior management commitment and involvement.
Identify resource needs.
Identify and assign responsibilities.
Obtain stakeholder input.
Behave ethically.
Determine the form of the contract, including:
• determining the need for a written contract
• the use of standard form contracts
• determining the contract approach
• define contract deliverables, and
• establish a performance management regime.
Keep records.
The contract
development phase
is critical to achieving
the outcomes sought
by the acquiring entity.
It also facilitates the
effective management
of the contract.
will require some level
of planning to ensure
that all elements of
the contract are
appropriately considered.

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Depending at what stage of the overall procurement cycle contract development is being
undertaken, it may be possible to draw on relevant material developed earlier in the cycle. For
example, useful information may be contained in policy documents on the decision to outsource
the provision of goods or services, in tender documentation or other plans in place in the acquiring
entity. Such material should be reviewed to ensure it is applicable to the current circumstances
before it is used as a basis for contract development.
The following case study demonstrates the benefits of focusing at an early stage on planning
the contract.
Case Study: Early planning for contract development
A group of agencies all received business critical services from a contractor under a shared
service arrangement. One agency had a lead role in managing the contract. The contract
was for a period of five years. Eighteen months before the contract was due to expire, all
the agencies considered how best to manage the development of a replacement contract.
They were aware that although they shared the same basic needs, there were still many
variations in their requirements that would need to be factored into the service specification,
and perhaps some conflicting requirements to be resolved. All the in-house expertise
associated with the original contract process had since left the agencies.
Services being provided under the existing contract were regularly considered by a cross
agency steering committee. The agencies decided to have this steering committee also take
responsibility for developing a new services contract, as the steering committee members
had practical experience in the services and had specific ideas on some short comings in
current service arrangements they wanted addressed in the new contract.
Early planning by the steering committee agreed key project steps and the timetable,
arrangements for funding the project, and that staff in the lead agency would undertake
the work. Initial discussions by the steering committee also highlighted some of the differing
priorities, such as differing views on quality and price.
Practical progress was slow in the next few months, partly due to lack of availability of enough
in-house staff time. With 12 months to go, the committee decided to engage external
professional assistance to develop the request for tender documentation and manage the
tender evaluation. They considered the advantages of this approach to include assurance
of resourcing of the project, access to specialist knowledge and experience, and the
availability of a neutral adviser to assist in resolution of the varying agency requirements.
This more formal approach encouraged the parties to focus on prompt resolution of issues.
It also resulted in key issues and decisions being fully documented (since, for example, the
adviser presented options as papers to the steering committee, with decisions recorded
in steering committee minutes). The remainder of the project proceeded on schedule. The
steering committee met regularly, and members were focused on meeting the agreed project
milestones. One last minute difficulty was formal signing of the agreement by each agency.
In some cases the correct delegate for an agency had not been identified by the relevant
steering committee representative, or had not been kept fully informed of the project. This
delayed the final signing while the relevant delegates were briefed and issues they raised
were resolved.
Comment: By planning early, developing an overall plan, obtaining the right resources and
actively involving the key people, the follow-on contractor was selected and engaged on
time, with the desired service quality and at a competitive price.
It may be possible to
draw on relevant
material developed
earlier in the
procurement cycle.

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2.2. Identify and manage risks
A number of risks that are relevant at the contract development stage may have already been
considered earlier in the procurement cycle. These risks or any risk treatments should be reviewed
to determine if they remain relevant. For example, there may be particular risks relating to
understanding the market that will have bearing on the specification of contract deliverables and
related performance management regime.
Risks to successful contract development can arise from a number of sources. These include:
Sources of risk Examples of risks
Resourcing • Inability to obtain and retain necessary level of resources, including
specialist advice
• Failure to obtain senior management support and involvement
• Insufficient time to develop the contract
Contract deliverables • Contract deliverables described in ambiguous or unclear terms
• Inability to obtain stakeholder and/or end-user input and sign-off of
contract deliverables
Contract performance
measurement
• Failure to specify performance indicators that can be cost-effectively
measured
• Failure to link contract payment to satisfactory performance
• Failure to establish cost-effective performance monitoring and
assessment arrangements
Contract payments • Having a payment regime that is a disincentive to good performance
and/or that is inappropriate to the nature of the contract deliverables
• Failure to cap contract expenditure
• Failure to establish payment milestones that are linked to
contract performance
Other contract
provisions
• Failure to include relevant legislative and policy requirements in the
contract for example, privacy, security, recordkeeping
• Failure to include all relevant contract provisions such as
contract variations, disputes, termination, including termination
for convenience
Conflicts of interest • Failure to identify and address actual or potential conflicts of interest
Other risks relevant to the particular circumstances will need to be considered. Risks are not static
and need to be kept under review throughout the contract development phase. Consideration also
needs to be given at the contract development stage to any risks that the style and provisions
of the contract may pose to its later implementation and management as well as the impact on
other inter-related acquiring entity contracts or activities. For example, the contract may have an
impact on other aspects of the acquiring entity’s business, or training may be needed in order
to effectively use goods or services being delivered under the contract. Without attention being
directed towards how the contract will work in practice, it may not meet the needs of either party
or become unworkable over time.
All risks identified will need to be addressed and responsibility allocated for risk mitigation or
treatments as required. As with all aspects of the contracting cycle, judgement will need to be used
in deciding on the level of risk assessment undertaken. The level and type of risk involved will generally
inform or govern the contract relationship, the style of contract and its later management.
A number of risks that
are relevant at the
contract development
stage may have already
been considered earlier
in the procurement cycle.
Risks are not static and
need to be kept under
review throughout
the contract
development phase.
All risks identified will
need to be addressed
and responsibility
allocated for risk
mitigation or treatments
as required.

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Good Practice Tip: Identifying risks
Identify all potential risks and then assess their likelihood and consequences. Identify risk
treatments for those risks where existing controls needs to be supplemented.
Involve or consult people who have developed a similar contract.
Involve people from different areas of interest, for example, end-users, the contract
management team, administrative staff and subject matter experts.
The following case study discusses a useful approach to assessing contracting risks.
Case Study: Standardised pre-contracting risk assessment
An entity used a wide range of contractors on a regular basis, for example, for IT support,
corporate services, professional advice, publicity and promotion, building fit out and
alterations. The role of the entity involved significant public access to their facilities. The
agency needed to be able to effectively manage high levels of risk without assigning
unnecessary resources.
The entity revised its business processes to require a risk assessment before entering into
any contracts. The level of risk was determined by a standard risk survey template. For
example, the template assessed whether the work of the contractor might pose a risk to
the safety of members of the public, the degree of financial risk and so on. The level of risk
then informed decisions on:
• which contract form to use, from a set of standard contracts maintained by the entity
• how the contract would be managed and by whom
• the transition in measures necessary, for example, determining the type of briefing
incoming contractors should receive on the task, the entity’s environment and on issues
such as Occupational Health and Safety
• the monitoring and management processes necessary, and
• how the contract was to be evaluated and the process completed.
Determining these issues at the planning stage also allowed the entity to plan their resource
requirements for managing the contract.
An Example Contract Assessment at the end of this part can be used to make an assessment
of potential areas of risk and complexity for a contract.
An Example Risk Assessment and Treatment Plan is included at the end of this part.

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2.3. Obtain senior management commitment
and involvement
Senior management commitment and involvement in contracting activities is critical in ensuring
contracting activities are afforded sufficient priority and recognised as an important business
activity. Senior management also has an important role to play in individual contract development in
providing advice on business, technical or other matters when the contract is being drafted.
The level of commitment and involvement should be commensurate with the importance of
contracting activity in meeting business objectives. For individual contracts, the extent of senior
management involvement will depend on the complexity and sensitivity of the contract, although
all contracts will involve management approvals and sign-off. Senior management may also be
involved in approving expenditure, conducting consultations with internal and external stakeholders,
agreeing to recruit additional staff, or in seeking professional advice.
Good Practice Tip: Gaining management involvement
Invite key managers to a behind the scenes tour, to highlight the importance of the services
being contracted and how they will be delivered. For example, for an office fit out contract,
this might involve a visit to the area needing fit out, and an example of an office with the
type of fit out planned for the area (while being careful to avoid any probity concerns by
appearing to favour a particular supplier). These types of activities provide a chance for key
stakeholders to gain an understanding of the importance of getting the contract right as well
as the practicalities involved in managing the contract.
2.4. Identify resource needs
The foundation for contract management is set before the contract is awarded. This means it is
important to have the appropriate resources available for contract development. Whatever the size
and nature of the contract, having the appropriate skills, knowledge and experience available at
the correct time underpins sound contract development. For more complex contracts professional
advice may be required at appropriate stages on matters such as, defining the contract deliverables,
developing technical performance measures and the inclusion of particular contract provisions.
The person or team developing the contract will need a range of skills, or need to have access to
them, including interpersonal, project management, financial, human resource skills and knowledge
of the industry relevant to the particular contract. Knowledge of Australian Government requirements
is also an important attribute. As well as seeking extra skilled staff or professional advice, it may
be necessary to provide training where skill gaps are identified. The types of skills needed over the
contracting cycle are discussed in more detail in Part Four of the Guide.
Good contract development requires having sufficient time to carry out all the necessary activities
such as contract drafting, checking and finalisation. Having time for review at critical steps in the
process will also assist in establishing a contract that is workable over its life.
Senior management
commitment and
involvement in
contracting activities
is critical in ensuring
contracting activities
are afforded sufficient
priority and recognised
as an important
business activity.
The foundation for
contract management is
set before the contract
is awarded.

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2.5. Identify and assign responsibilities
Responsibility for developing the contract should be clearly assigned and understood by all parties.
This may involve assigning different aspects of contract development, such as defining contract
deliverables, obtaining stakeholder input and establishing the performance regime.
A Key Actions and Responsibilities Matrix at the end of this part will assist in identifying
important requirements in developing a contract.
2.6. Obtain stakeholder input
There may be a number of stakeholders, or stakeholder groups, that have a role to play in contract
development. External stakeholders may include other levels of government, industry bodies, grant
recipient organisations, clients who will receive services through the contract and relevant ministers.
Internal stakeholders are likely to include end-users and senior management.
Stakeholders may need to be consulted about the specification of deliverables and other matters
as the contract is being drafted. To ensure that the specification of deliverables and related
performance measures meet stakeholder needs, it is better practice to obtain agreement to the
deliverables in the final contract from those stakeholders, particularly end-users. Stakeholder input
should be documented and reflected in the final contract where appropriate.
2.7. Behave ethically
In any dealings with the preferred tenderer or potential contractors and stakeholders during the
development of the contract, entity staff should not act in any way that calls into question standards
of ethical behaviour.
Following the selection of a preferred tenderer(s) and/or when different staff members are involved
in developing the contract, an acquiring entity’s procedures should require relevant staff to review
their conflict of interest declarations and for any new staff involved in the procurement cycle to sign
conflict of interest declarations.
Issues that are most likely to arise during contract development involve actual or potential conflicts
of interest. Three common scenarios where a conflict can arise are:
• the offer of gifts or benefits: as a general principle gifts or benefits should not be accepted during
this phase as this could be seen as undermining the integrity of the procurement process
• employment by the preferred tenderer: an actual or perceived conflict can arise where the
spouse or close family member of the person responsible for developing the contract (contract
developer) is employed by the preferred tenderer. As soon as this situation is known, the facts
should be advised to the contract developer’s supervisor or other appropriate manager so that a
decision can be made about the potential implications, and
• offer or acceptance of employment: a related situation is when the contract developer is offered
or accepts employment from the preferred tenderer. Such situations would generally require
the person concerned to cease to have responsibility for contract development or additional
arrangements to be put in place to compensate for the conflict of interest that has arisen.
As a general rule, entities’ approach to potential and actual conflicts of interest should be based on
the principles of transparency and disclosure.
Responsibility for
developing the contract
should be clearly
assigned and understood
by all parties.
There may be a number
of stakeholders, or
stakeholder groups, that
have a role to play in
contract development.
Entity staff should not
act in any way that calls
into question standards
of ethical behaviour.

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2.8. DETERMINE The form of the contract
The actual task of drafting the contract is critical to obtaining the outcomes sought and involves a
number of inter-related tasks and activities. The main considerations are discussed below.
Need for a written contract
Before drafting a contract consider whether or not a separate written contract is required or
whether some other arrangement will be suitable for the particular circumstances. Instances where
a separate written contract may not be required include:
• where the acquiring entity’s standard purchase order includes suitable terms and conditions
• simple low value purchases or off the shelf purchases, where, for example, a purchase order
could be used
• the purchase of commercially available software which comes with a standard
licensing agreement
• using a credit card to purchase goods, and
• low value, low risk short term services, for example, after dinner speakers, or delivery of standard
short training modules or awareness sessions. In these situations an exchange of letters
may suffice.
Although a separate formal written contract may not be required in some cases, written evidence
of the arrangement that has been agreed should be documented. There may also be steps that
can be taken to manage the risk that faulty goods or below standard services are provided. For
example, if training modules are being provided then supporting written material could be requested
beforehand to check quality and suitability.
It may be appropriate to seek professional advice where it is not clear whether or not a written
contract is appropriate to the circumstances.
In most circumstances, it is better practice in the Australian Government context to have a
written contract. A written contract is generally accepted as the appropriate means of managing
procurement risk particularly to specify requirements such as price, performance, duration,
termination, confidentiality, risk management and intellectual property. Contracts do not need to
be lengthy or complex documents. They do, nevertheless, need to be sufficiently comprehensive
to facilitate timely delivery of goods or services that meet specified performance measures and
provide value for money.
The need to specify in contractual arrangements the matters listed below, demonstrates the
importance of contracts being evidenced in writing:
• significant expenditure is involved requiring formal protection of the interests of the parties by
documenting the deliverables and basis for payment
• the specific outcomes and performance measurement being sought require explanation and
the contractor’s performance needs to be monitored and managed over time
• specified, nominated or key personnel are required by the acquiring entity to undertake the
contract obligations
• termination for convenience is necessary to enable contracts to be terminated by the acquiring
entity at its discretion
• intellectual property rights exist in material being provided by either party to the contract and
both parties need to agree ownership and rights to use the property
• confidential information provided by either party needs to have protection for its use and
disclosure in a contract
• privacy of personal information collected or disclosed in the course of contracting must be
protected in line with the requirements of the Commonwealth Privacy Act 1988
The actual task of
drafting the contract is
critical to obtaining the
outcomes sought and
involves a number of
inter-related tasks and
activities.
In most circumstances,
it is better practice in the
context to have a
written contract.

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• security matters such as the need for security clearances for personnel exists or where sensitive
information provided under the contract is to be transmitted electronically
• Commonwealth policy requires the contractor to comply with particular Commonwealth
requirements, for example, recordkeeping in line with the Archives Act 1983, audit requirements
or compliance with the Protective Security Manual, and
• the law requires a written contract, for example, in relation to acquisitions or dispositions of
interests in land, dispositions of equitable trusts and assignment of copyright. In this case the
requirements of State, Territory and Commonwealth law need to be considered.
Alternative contracting approaches
The contract should provide the basis for a constructive and cooperative relationship between the
acquiring entity and the contractor. The type of relationship that the acquiring entity considers will
best suit the contracting arrangement will influence the style of contract chosen.18
Entities generally see benefit in adopting a common approach to their contracting activities that
are similar in nature so that prospective contractors and entity staff become familiar with the
approach(es) used.
Standard form contracts
Where the need for a written contract has been identified, acquiring entities may already have
developed standard form contracts in long and short forms, and/or for particular types of contracts
regularly used, for example, consultancy services. Standard form contracts are useful for the
consistency, predictability and efficiency of contract development and other aspects of contracting,
such as finalising the contract and its later management. There are benefits for staff who, in using
standard form contracts over time, become familiar with their content and the ways they operate
and/or can undertake training in regard to the use of the standard form.
It is good practice to have standard form contracts when the entity has common, ongoing contracting
requirements. Before making changes or additions to a standard form contract, it may be useful
to review information from earlier in the contracting cycle. For example, information contained in
the approach to the market, relevant proposal and response documentation together with any
information contained in the tender evaluation process to assist with drafting the contract.
These standard form contracts may need modification or additions to suit the circumstances,
particularly to describe what is being delivered under the contract. When significant variations to
standard form contracts are proposed, it is important that the revised contract still meets legal
and policy requirements, and does not inadvertently increase the risks to the acquiring entity.
Approval to vary standard contracts should be obtained and consideration given to the need for
professional advice.
The use of standard form contracts may not be appropriate in circumstances involving complex,
one-off and/or innovative requirements. These situations may require considerable research and
original drafting of specific contractual terms and conditions, clauses and schedules.
Panels and standing offers
Many acquiring entities have standing offers or panels with contractors for the provision of goods or
services required on a regular basis, but where the timing and quantities cannot be pre-determined.
A standing offer can be held with a single contractor or a panel of contractors. These standing
offers ensure the entity has quick and easy access to these goods and services without having to
go through the requirements of a tender process for every acquisition. The contractor must provide
specified goods or services for a pre-determined length of time, at pre-determined rates on the
terms and conditions agreed in the standing offer documents. Legally, these contractors may not
18 Common contract types include Traditional, Alliance and Partnering.
The contract should
provide the basis for a
constructive and
cooperative relationship
between the acquiring
entity and the contractor.
Standard form
contracts are useful
for the consistency,
predictability and
efficiency of contract
development and other
aspects of contracting,
such as finalising
the contract and its
later management.

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be under a contract with the acquiring entity, unless the standing offer arrangement is made by way
of a deed. Rather the contractor is simply on notice that they may be called upon to provide goods
or services during the duration of the panel period. A contract for the supply of particular goods or
services required is only formed with the contractor when an order is placed by the acquiring entity
for a specific amount of goods, or requirement for service. Some common examples of goods
and services under a standing offer include: stationery, office and printing supplies or services,
recruitment services, professional services, and building maintenance.
Many acquiring entities have specific policies on how to establish and manage standing offers and
panels. The Commonwealth Procurement Guidelines (CPGs) require, amongst other things, that
panel arrangements must contain details of the minimum requirements of the services or goods
including an indicative or set price for the goods or services.
Multi-use lists
In circumstances where the acquiring entity requires goods or services on a recurring basis, multi-
use lists can be a useful vehicle. A multi-use list is a list of pre-qualified suppliers who have satisfied
specified conditions for inclusion on the list, intended for use in more than one procurement
process. Inclusion on a multi-use list may be used either as an essential criterion, as a condition
for participation in an open tender or as the basis for selecting participants in a restricted tender
process. All contractors that satisfy the conditions for participation for inclusion on a multi-use
list must be included on the list as soon as practicable. Inclusion on a multi-use list represents
a prequalification for participation in a procurement selection process but is not a procurement
selection process in itself.
If there is no multi-use list for the required goods or services, it may be useful for an entity to establish
one to save time and costs in the future. Under the CPGs, to establish a multi-use list, the acquiring
entity must publish a request for application for inclusion on a multi-use list on AusTender.
Memoranda of Understanding
It is legally not possible for an entity that is part of the Commonwealth of Australia to enter into a
contract with another entity that is not a separate legal entity.19
In recognition of this, it is now a
common practice for many entities to enter into Memoranda of Understanding (MOUs) as a useful
mechanism to:
• set out the services to be provided by both parties and the responsibilities of each entity for the
delivery/receipt of the specified services
• set performance indicators or standards for the specified delivery of services
• formalise arrangements for the custody (as distinct from ownership) of information and materials
generated as a result of services provided, and
• formalise arrangements and processes to resolve any disputes between the parties.
Even though MOUs do not have the same legal status as contracts, entities should manage
MOUs with the same degree of rigour as they manage contracts. As MOUs between agencies
are administrative and distinct from legal instruments, they should not include provisions such as
indemnities, liabilities and warranties that purport to have legal effect.
MOUs can also be a useful mechanism for formalising preliminary agreements between two parties
prior to entering into a full contractual relationship. Where the parties are separate legal entities,
MOUs are a form of contract. To avoid doubt the MOU should specify which of the provisions of
the MOUs are binding or non-binding.
19 This is based on the common law principle that it is not possible for a legal person to contract with himself or herself.
In circumstances where
the acquiring entity
requires goods or
services on a recurring
basis, multi-use lists can
be a useful vehicle.
Entities should manage
MOUs with the same
degree of rigour as they
manage contracts.

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Good Practice Tip: Don’t re-invent the wheel
The Australian Government as a whole has a vast amount of experience in all aspects of
contracting and it is very likely that a contract for a similar requirement has already been
developed elsewhere in the APS. So ask around, and use existing networks to obtain a
copy of another contract and speak to the people involved as a useful source of information
for developing a new contract. In doing this, care needs to be exercised to avoid the
inappropriate disclosure of commercial-in-confidence information and an agreement
should be reached with the ‘giving’ entity of the basis on which any material can be re-used
or adapted.
It can also be useful to obtain relevant contracts from several entities so that similarities and
differences can be assessed.
The following case studies provide examples of varying contract styles, and the factors behind the
entities’ decisions on the pricing arrangement to use.
Case Study: Small value consultancy – fixed price or time
and materials
An entity decided to prepare user documentation for their financial and human resource
management IT systems. All staff were required to use these systems, but many did so
infrequently and had difficulty in recalling the steps to follow. The documentation provided
when the system was installed was considered to be too generic, and staff found it hard to
locate the transactions they required in the full set of documentation.
A specification of the documentation desired and a set of acceptance criteria was developed.
Quotes for the work were sought from four possible providers, identified by a review of the
market. A tender was not required as the value of the contract was expected to be less
than $30 000.
There was a very wide variation in the quotes given. Feedback from the potential providers
indicated this variation arose from different weightings given to the difficulty and risks
involved in preparing the documentation to a relatively subjective quality standard.
Given the relatively small size of the contract, the agency decided the cost of developing
and using more objective quality standards was not justified. Instead, the agency sought
quotes again, this time for rates on a time and materials basis of work. The lower risks to be
carried by the potential providers reduced the unit costs quoted, and made comparisons
between providers more consistent. The provider was then chosen based on judgement
of costs and references on the total cost and quality of similar projects undertaken by
the providers.
An entity standard consultancy contract was used, specifying the general nature of the
project, arrangements for agreeing nominated specific tasks, and hourly rates. Once the
project was under way and various approaches tested with staff, it turned out that a set of
quick reference cards would be sufficient to meet the business objectives of the project.
Comment: Using a time and materials contract made it easier to reduce the overall scope of
work than if a fixed price contract had been used. On the other hand, this meant the entity
carried the risk of poor performance by the contractor. In other cases it may be preferable
to allocate more effort to clarifying the scope, and then use a fixed price contract.

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The following case study discusses the use of a collaborative approach in developing a contract
for a construction contract.
Case Study: Evolving client requirements – collaborative
style contract
An entity was entering into a contract for the construction of a new national office, which
it planned to occupy in three years time. It was aware that some of its needs were likely to
change in that time. Factors with reasonable uncertainty included overall staff numbers, and
the inclusion or not in the building of functions with special requirements for air conditioning
and security. In addition, the agency was interested in the building having a low environmental
impact during construction and operation. It was aware that design options of interest for
reduced environmental impact were not yet fully tested, and hence the entity preferred to
defer some design decisions if practical.
The entity decided that an effective way to meet these circumstances was to have the
opportunity to change the design as the project was under way. The contract specified a
base design (which had been used as an important element of the tender selection decision).
The contract also specified a collaborative approach to the project between the client, the
building designer, the project manager and the building contractors. At a series of check
points during the project, the project goals and requirements, and technical options were
reassessed. Workshops were held between the parties to ensure the designers and builders
were aware of the underlying requirements of the client, and that the client was aware of the
technical options and the possible trade-offs. For example, some air conditioning/heating
options with lower operating costs would have higher initial capital costs.
By adopting a collaborative approach, the project coped with evolving client requirements
and with minimal unproductive debate due to misunderstandings of roles or technical
options. There was a shared commitment to cost reduction wherever possible, while still
meeting the underlying business needs of the client.
[Note: the contract did not need to deal with issues such as benefit sharing, as the savings
flowed directly to the client through, for example, lower cost equipment and materials, or in
long term operating costs. In fact, some of the professional fees were slightly higher than
otherwise to allow for the collaborative approach. However these fees were only a small part
of the total project cost].
Comment: The use of a collaborative approach, with a well defined framework for revising
the design, gave the entity useful flexibility in their detailed requirements, without adding to
project risks.
2.9. DEFINE Contract deliverables
One of the most critical aspects of any contract is the definition of contract deliverables. Deliverables
are often called a statement of work, a statement of requirement, specifications or other similar
terms and should explain the goods or services to be provided under the contract.
A common approach is for contract deliverables to be described in terms of the results or outcomes
required, particularly in relation to services. The emphasis on results and outcomes rather than on
inputs and processes used by the contractor can allow the opportunity for operational flexibility and
innovation. This can increase the possibility of achieving the same results at lower cost than if the
acquiring entity specified the detailed processes to be used or followed.
One of the most critical
aspects of any contract
is the definition of
contract deliverables.
A common approach is
for contract deliverables
to be described in terms
of the results or
outcomes required …

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Nevertheless, in some situations, a more prescriptive description of the contract deliverables may
be appropriate particularly where there is little scope for flexibility in how services will be provided.
The following case study provides two examples of contract deliverables.
Case Study: Specifying contact deliverables
Example 1
Provide office cleaning services at the entity’s premises in all capital cities for three years that
meet specified performance standards.
Example 2
Conduct a review of the operation of the […] Scheme over the past three years. Provide
a report on (a) the views of key stakeholders on the effectiveness of the scheme and
suggestions for any changes, (b) the results of a quantitative analysis of the impact of
the scheme in relation to its published three-year objectives, and (c) options for changes
to the scheme to reduce administrative costs, together with costs, benefits and possible
problems for each option. The report is to be provided within three months and should be
of a presentation quality suitable for internal use, and of an accuracy and reliability suited to
be used as a basis for policy and budgeting decisions.
Depending on the complexity and nature of the goods or services there may be a short version of
the deliverables, followed by more detailed description in schedules to the contract.
The specification of deliverables in most contracts is likely to draw on a number of sources of
information to assist with the definition of the results being sought. These include the request
for tender, the contractor’s proposed and published specifications and other discussions
and negotiations.
The statement of deliverables should set out: what needs to be delivered, to what standard and in
what timeframe(s). It should be:
• as concise as possible, while at the same time fully describing the requirement
• clear, consistent, unambiguous and not conflict with itself or other contract terms and
conditions
• complete, accurate and correct
• feasible and achievable, and
• measurable and verifiable.
Depending on the type of contract requirement it should be written in functional and performance
terms rather than technical terms. It should also indicate the relative importance of each contract
deliverable or each part of the deliverable where appropriate.
In defining contract deliverables, it can often be important for the contract to reflect the fact that
the deliverables may need to be amended over the life of the contract to take account of changing
circumstances or requirements. This is particularly the case for many service contracts such as
IT services.
In defining service deliverables care needs to be exercised to ensure that contractors do not provide
services at a higher level than what is actually required in order to attract a higher level of payment.
For example, failing to resolve a client inquiry by telephone because this attracts a lower payment
and requiring the client to attend a face to face interview which attracts a higher payment.
The statement of
deliverables should set
out: what needs to be
delivered, to what
standard and in what
timeframe(s).
Care needs to be
exercised to ensure that
contractors do not
provide services at a
higher level than what is
actually required.

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2.10. ESTABLISH A Performance management regime
Establishing an effective performance management regime is often not an easy task. Particular
issues and possible ways of addressing them are outlined below.
Performance management regime
Issue Comment
Developing a suite of
balanced performance
measures.
Generally, a balanced suite of performance measures will consist of
measures that can be measured objectively and those that require
some level of subjective judgement; the latter will often be related to
the quality of contract deliverables.
Subjectivemeasures,inparticular,shouldbeexpressedinunambiguous
language to reduce the risk of misinterpretation and disputation.
Setting and refining
performance measures.
In many situations the initial performance indicators and standards will
be indicative in nature based on the best available information at the
time. Contracts should generally include a process for reviewing and
revising indicators and standards of performance during the life of the
contract as both parties gain experience about measures that work
in practice.
Setting incremental
Consider setting a core group of performance measures that will be
regularly reported, and then specify additional measures that will be
provided on request, for example, when the core indicators suggest
problems in performance. This approach reduces the day-to-day work
load, while preserving the acquiring entity’s access to more detailed
performance measures, if needed.
Performance measures
The statement of deliverables should generally be accompanied by performance measures.
Performance measures include indicators with related targets, and performance standards. The aim
of establishing performance measures is to provide evidence about performance that is collected
and used systematically to maintain and assess performance over the life of the contract.
Performance measures need to be sufficiently comprehensive and specific to allow the contract
manager to certify that the work meets contractual requirements. They also provide the basis for
authorising payments.
The contract should also include performance measures that will alert the contract manager to
potential problems, so that remedial action can be taken if needed. In developing the performance
regime, the issues discussed in this section need to be considered in order to provide a balanced
set of measures that address all aspects of expected performance.
Establishing performance measures requires decisions about:
• what and how often to measure, and
• what indicators and targets, and/or standards will be used.
Selecting performance indicators
Performance indicators need to be selected on the basis that they measure something that is
important in achieving contract deliverables and not necessarily those activities or processes
that are easy to measure. The performance regime should be reviewed periodically to ensure its
ongoing relevance.
Performance measures
need to be sufficiently
comprehensive and
specific to allow the
contract manager to
certify that the work
meets contractual
requirements.
Performance indicators
need to be selected on
the basis that they
measure something that
is important.

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The following two case studies discuss the development of performance indicators.
Case Study: Specifying appropriate performance indicators
For the supply of cleaning services, it may be easy to measure hours worked but the
important measure is whether the cleaning undertaken meets agreed hygiene standards.
For the provision of professional advice, it is easy to measure that the advice has actually
been received and the time taken to produce it, but it is important to measure whether the
advice provided is useful. To do this the acquiring entity will need to set measures that will
assess the usefulness of the advice. These could include:
• Does the advice address the issues or questions posed?
• Was the advice timely?
• Did it take account of all the relevant facts?
• Was adequate consultation undertaken?
• Is there evidence of research conducted and analysis of findings? Does it include realistic,
achievable recommendations?
It can also be important for performance indicators to be established that provide information on
future performance – these are generally called lead indicators. Lead indicators should demonstrate
whether the desired results will be achieved within the agreed timeframe and also provide early
warning of any possible problems.
Case Study: Specifying lead indicators
The acquiring entity could measure the number of clients participating in information
sessions as this gives an early indication of the number of clients who might then attend
courses to improve their employability.
The acquiring entity could use an indicator to measure changes in complaint levels which
may be an early warning that the level of services to clients has declined.
The acquiring entity could require information on spare capacity (for example, computer
disk space, number of trained call centre operators available for casual rostering) as a lead
indicator of the ability to meet peak service loads.
Setting targets
For performance indicators to be useful a target, or other basis for comparison, needs to be
provided to allow a judgement to be made as to whether performance is satisfactory or not.
Targets express quantifiable performance levels or changes of level to be attained. They can focus
on overall performance or the factors which contribute to success.
There are many different ways of expressing targets or providing a basis for comparison to assess
whether performance is satisfactory or not. In some cases, targets will be expressed as a number
or a percentage. In other cases targets will be set to measure the quality rather than the quantity
of services provided. Targets can also be set to encourage improved performance, that is, they are
challenging or stretching targets.
Lead indicators should
demonstrate whether
the desired results
will be achieved within
the agreed timeframe
and also provide
early warning of any
possible problems.
For performance
indicators to be useful
a target, or other basis
for comparison, needs
to be provided.

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Targets can be established with reference to past performance, performance achieved by other
entities providing similar services or based on research of similar circumstances.
It is not always possible to set targets when a performance regime is being established. In this case
the process to establish targets during the life of the contract should be included in the contract
itself when data and/or experience are available to allow them to be set in a realistic way.
Targets may need to be reviewed and adjusted during the life of the contract to make them
more relevant and useful. This should not be done to mask poor performance. Targets could be
expressed as:
• a specific number of clients assisted
• the percentage of clients satisfied with the service provided
• the number of interviews conducted with clients that met certain time and content requirements
and resulted in an agreed percentage of clients moving to the next step in the process
• resolution of client enquiries being above an agreed percentage of all callers on a daily basis,
and
• response time for IT services being between an agreed time span.
When establishing targets, care needs to be taken to ensure that a focus on achieving individual
targets does not occur to the detriment of overall performance. For example, client inquiries can
be answered within a two minute response target by not properly determining the full extent of the
client’s problem or by not resolving it. The use of a balanced set of targets can assist in measuring
all aspects of performance. As well as measuring response times the acquiring entity could measure
increases in complaints or the level of client satisfaction with the advice received.
Establishing standards
Performance standards relate to predefined levels of excellence or performance specifications.
They can relate to technical aspects of goods or the quality of services to be provided. Standards
can be set by external bodies such as specific standard setting bodies, accreditation agencies or
professional bodies. As a first step, acquiring entities should determine whether relevant standards
have been developed by an external, standard setting body. Using existing standards can save
both time and money and can reduce the risk of disputation with the contractor.
Two examples of how standards of performance can be expressed are provided in the following
case study.
Case Study: Specifying standards of performance
Example 1
All physical hazards are to be marked in accordance with Australian Standard
AS 1318-1985, known as the SAA Industrial Safety Colour Code.
Example 2
All audit services are to be undertaken in accordance with auditing standards issued by the
Auditing and Assurance Standards Board.
To be clear about which standards are to be met, acquiring entities should specify in the contract
the particular standard(s) that is to be used. A general statement regarding compliance with industry
standards should be avoided. The acquiring entity should also specify whether the standards to
be applied were set at a particular date or whether it is the standard that is applicable at the date
of assessment.
Targets may need to be
reviewed and adjusted
during the life of the
contract to make them
more relevant and useful.
The use of a balanced
set of targets can assist
in measuring all aspects
of performance.

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In some cases, the assessment of whether standards have been met could be undertaken by an
independent third party or an accreditation body. This should be specified in the contract. Such
an approach has the advantage that those making the assessment are likely to have the requisite
technical knowledge and will bring a level of objectivity and independence to the assessment. In
such cases the contract should also specify which party will bear the costs involved.
Costs, data collection and analysis
As measuring performance can be both time consuming and costly, measures should be considered
carefully taking into account the costs and benefits involved. Not all aspects of performance will
need to be measured or assessed with the same frequency. There may be some measures that
will require daily measurement while others may only require assessment at longer intervals, such
as quarterly or yearly. Other factors to consider when establishing performance measures include
how the data to allow measurement will be collected and the potential burden on clients of that
collection, the costs of collecting and analysing it and what assurance the acquiring entity has in
regard to its accuracy.
In establishing a performance regime it is important that the potential impact on the price of the
goods or services be considered. An overly complex set of measures can result in an increase in
the contract price that outweighs the potential benefits.
In addition to the costs of collecting performance data, consideration also needs to be given to the
level and type of resources that will be needed to analyse data to determine whether performance
is satisfactory or not.
Where the contract deliverables are of a technical nature, relevant technical knowledge may be
required to assess whether the deliverables meet the required standard. Where the required
expertise does not exist within the acquiring entity, external expert advice may need to be engaged
to obtain the necessary level of assurance that performance standards have been met.
The periodic independent testing or certification of performance reports provided by contractors
can also be a useful means of obtaining additional assurance to test the accuracy of performance
reports submitted by the contractor.
The following case studies discuss the development of performance indicators.
Case Study: Specifying cost-effective performance indicators
Frequency: IT services may be assessed daily through the measurement of the time when
the system is not available, or the responsiveness of the helpdesk. On the other hand, client
satisfaction with IT services, which is more difficult and costly to measure would generally
be assessed on an annual basis.
Where a product is being developed, the acquiring entity may wish to test components
critical to success at key points rather than waiting until a final product is delivered.
Cost: A client satisfaction survey may be useful in determining whether services being
provided are appropriate, but conducting surveys can be costly and impose a burden on
the end-user or client.
Measures should be
considered carefully
taking into account
the costs and
benefits involved.
An overly complex
set of measures can
result in an increase
in the contract price
that outweighs the
potential benefits.

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Case Study: Standards for helpdesk services
For ongoing, complex services there can be pages of detailed descriptions of service
standards, specifying minimum standards. For example, for a telephone help desk, a
simplified set of performance standards might include:
Call answering
All calls will have records kept of call time, and elapsed time till the call is answered or
terminated. A monthly analysis is to be provided to the contract manager.
For all answered calls a job number will be recorded.
Calls will be categorised by priority according to the protocols specified in Schedule X.
80% of calls to be answered within 60 seconds, and 95% within 180 seconds, on working
days 8:00 AM to 6:00 PM.
Any day where this service level is not met is a service shortfall day.
Call resolution
90% of Priority 1 calls should be resolved within 1 hour. Any Priority 1 calls not resolved in
2 hours time shall be escalated to the contract manager.
90% of Priority 2 calls should be resolved within 4 hours. Any Priority 2 calls not resolved in
1 working day shall be escalated to the contract manager.
90% of Priority 3 calls should be resolved within 2 working days. Any Priority 3 calls not
resolved in 5 working days shall be escalated to the contract manager.
Service Credits
If in any calendar month there are more than 4 service shortfall days, service credits will
apply as specified in Schedule Y.
Comment: This example illustrates a few simple performance measures, such as speed
of call answering and speed of call resolution. Each measure can then have several
performance standards. For example, the timeliness of call answering has one standard
to be met for 80 per cent of calls, and another lower standard to be met for 95 per cent
of calls. Having a graduated set of performance standards allows a practical approach
to performance management, recognising that perfect service may not be practically
achievable or cost-effective.

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Good Practice Tip: You get what you measure – so measure the things
that are important.
In one (perhaps legendary) case, a key performance measure was the time taken to answer
phone calls. The target was met by the contractor simply picking up the phone and hanging
up again. What was really wanted was an indicator of how long it took to have a client’s
actual enquiry answered.
Ensure performance indicators are designed to motivate the contractor to focus on your
true requirements.
The Measuring Performance Checklist at the end of this part can help in developing
Monitoring and assessment of performance
Contracts requiring ongoing assessment of the performance of the contractor should generally
contain provisions for monitoring progress and assessing performance. It will generally be
appropriate for such contracts to include provisions that cover: who will undertake performance
monitoring, including responsibility for collecting and analysing data; how frequently monitoring will
take place; the reporting arrangements and any processes to review the arrangements. However,
generally not all aspects of monitoring and assessment will be covered in the contract itself. These
may be developed by the acquiring entity as part of a contract management plan or checklist, and
are discussed further in Part 4.
Monitoring can be undertaken directly by the acquiring entity, by the contractor or by a third party.
Where monitoring is undertaken by the contractor or by a third party, accountability for achieving
contract outcomes remains with the acquiring entity.
Direct monitoring by the acquiring entity ensures that the entity has control of the process, and can
obtain assurance that is independent of the contractor. Direct monitoring can be used when the
necessary data is available and sufficient resources are available in the acquiring entity to undertake
monitoring in a timely and effective way.
Monitoring by the contractor is appropriate where the data is embedded in its operating systems
and the need for independent assurance is low. However, it can be better practice to obtain some
independent assurance regarding contractor performance at regular intervals, through for example,
end-user surveys or audits of the data.
If monitoring is undertaken by a third party, the acquiring entity needs to be assured that information
used for monitoring purposes is accurate and reliable. Reports from third parties about progress
and performance should also be periodically tested through, for example, end-user follow-up.
Monitoring by a third party is more appropriate where particular technical knowledge is needed
to assess the data and provide independent assurance for both the contractor and the
acquiring entity.
Different approaches to monitoring may be used at different phases in contract delivery or for
particular aspects of performance. Whatever monitoring arrangements are determined, they should
be cost-effective to implement and manage, and the necessary skills should be available.
Where monitoring is
undertaken by the
contractor or by a third
party, accountability for
achieving contract
outcomes remains with
the acquiring entity.
Monitoring by the
contractor is appropriate
where the data is
embedded in its
operating systems and
the need for independent
assurance is low.

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The following case study discusses an approach to monitoring contractor performance.
Case Study: Monitoring call centre performance
In a contract involving services by a call centre, much of the key performance data (such
as queuing times, number of calls) will be held within the systems of the contractor. These
systems usually have sophisticated analysis and reporting capabilities. So it is most practical
in this case to have the data collection and analysis for measures such as call waiting time
undertaken by the contractor in accordance with the needs of the acquiring entity. However,
assessment of the satisfaction of callers with the politeness of operators might be best
undertaken by a third party survey firm. In this case the contract should provide for the
contractor to facilitate such a survey (for example by assisting the third party to contact
callers). The accuracy of advice given might only be able to be assessed by staff of the
acquiring entity, based on recordings of a sample of actual calls. Accordingly the contract
would need to make provision for such recordings and associated protection of privacy.
In addition, given that the acquiring entity is relying on the contractor’s internal systems, it
would also be important to ensure the contract allowed for appropriate audit access to those
systems to provide confidence that the information provided by the systems was reliable.
Legitimate reasons for non-performance
In some circumstances it may also be appropriate to include arrangements in the contract to deal
with causes of contractor non-performance that are legitimately difficult to control, such as illness,
infrastructure and other failures outside the control of the contractor. Such issues can also include
supply chain or power failures and loss of key personnel through illness or resignation.
2.11. Keep records
The following key documents would normally have been developed earlier in the procurement
process, and may need to be referred to during the contract development stage:
• business case
• overall procurement risk assessment
• procurement plan including the decision on the procurement method and timetable
• probity plan
• tender request documentation, including a draft contract
• tender evaluation plan, including selection criteria
• tender evaluation report
• delegate’s decision of preferred contractor
Following is a list of documents that may be created (or refined) and retained as part of the contract
development phase.
• risk assessments
• resource plans
• Steering Committee papers and minutes of meetings
• management approvals
• records of meetings and discussions with stakeholders
• professional advice received
• drafts of the contract
In some circumstances
it may be appropriate to
include arrangements in
the contract to deal with
causes of contractor
non-performance
that are legitimately
difficult to control.

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Appendix 2.1 Common contract provisions
When drafting a contract it is important to include clauses that protect the interests of the Australian
Government. These same clauses frequently also offer protection to the contractor.
The more common provisions (in alphabetical order) generally included in public sector contracts
relate to:
• Access and disclosure • Key personnel
• Assistance provided to the contractor • Liabilities and indemnities
• Commonwealth specific clauses • Payments
• Confidential information • Penalties and incentives
• Conflict of interest • Securities and guarantees
• Contract variations • Sub-contracting
• Disclosure of information (confidentiality) • Termination and contract end dates
• Disputes • Transition arrangements
• Insurance • Warranties and fitness for purpose
• Intellectual property rights
Each of these matters is discussed below. The list of common provisions is not definitive and other
provisions will need to be drafted to suit the particular contractual arrangement. Where necessary,
professional advice should be sought to assist with drafting specific contract provisions.
Access and disclosure
Parliamentary and Ministerial disclosure
To meet its accountability obligations, acquiring entities are expected to disclose information,
regardless of any contractual obligations to maintain confidentiality, to the Parliament or its
Committees, and to meet its legal responsibilities in relation to Court proceedings.20
FMA agencies also have responsibilities to the responsible Minister that include the provision of
information and advice in relation to contracts. The responsibilities and obligations of CAC entities
to the responsible Minister will be governed by the entities’ enabling legislation.
Contractor access to premises and records
Where a contractor is to be provided with access to the acquiring entity’s premises and/or records,
the contract should clearly detail the scope of the access rights and the obligations of the parties
in relation to such access. The occupational health and safety and security requirements for those
people granted access should be covered in the contract. The acquiring entity may retain the
right under the contract to withdraw access rights to its premises. The contract should also place
obligations on the contractor to ensure that its personnel comply with relevant policies, safety and
security requirements. In certain circumstances, entry to the acquiring entity’s premises may require
personnel to hold either an access pass, or be subject to certain security requirements.
Government contracts generally provide for the acquiring entity and those authorised by it to
be permitted to have access to the contractor’s and, where relevant, subcontractor’s premises
and records associated with the contract. Purposes for which the acquiring entity may require
access include:
• performance and quality monitoring, including in relation to compliance with Government
policies
• as part of the payment, accountability and transparency requirements
• the investigation of whether contract change proposals, particularly costings, are reasonable
20 Further guidance, model tender and contract clauses are contained in Financial Management Guidance No.3,
February 2003.
To meet its accountability
obligations, acquiring
entities are expected
to disclose information,
regardless of any
contractual obligations to
maintain confidentiality,
to the Parliament or
its Committees.
The occupational health
and safety and security
requirements for those
people granted access
should be covered in
the contract.

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• to protect, register, manage, use or commercialise intellectual property rights, including moral
rights, and
• reviewing sub contractor’s conditions of engagement and compliance with policies.
Acquiring entity and ANAO access
Tender documentation and contracts should also include clauses to provide access by the acquiring
entity and the ANAO to relevant records and information of the contractor and any subcontractors
for the purpose of conducting audits.21
Assistance provided to the contractor
Contractors are often provided with assistance to facilitate the delivery of goods or services.
There are a number of clauses dealing with assistance provided by the acquiring entity to the
contractor. These have a variety of names, including Government assistance and Government
Furnished Material (GFM). Assistance provided to the contractor can affect the final price of
the contract.
Government assistance includes any equipment, information or data provided to a contractor by
the acquiring entity to assist in the performance of the contract. Generally it is better practice to
minimise the provision of assistance to contractors. However, in some circumstances it is not
possible for a contractor to perform the work required without GFM.
In all cases GFM remains the property of the acquiring entity. The contract should require the
contractor to preserve any identification marks on GFM, and to obtain the prior written consent of
the acquiring entity before using it for purposes other than the contract, modifying it in any way,
transferring possession or control of it, moving it from the original delivery location, or communicating
it to any other party.
Where GFM includes intellectual property rights not owned by the acquiring entity, it is important
for the contract manager to ensure that the acquiring entity has sufficient rights to the intellectual
property to allow the contractor access to them. This should be considered prior to including
intellectual property as part of the GFM in the contract.
Acquiring entities should have their own policies and guidelines for the management of government
assistance. Where assistance is provided to a contractor, the contract should specify:
• the GFM to be provided
• the place and times for delivery of GFM
• the inspection and testing requirements to be met by the contractor following receipt of GFM
• the party responsible for loss, damage, defective or deficient GFM, and
• clauses detailing the management requirements for the GFM.
Commonwealth specific clauses
Commonwealth specific clauses relate to:
• privacy22
• occupational health and safety23
• security24
21 Standard audit and access clauses are available on the Finance website at http://www.finance.gov.au.
22 The Australian Government Solicitor’s Legal Briefing No.63 of 30 April 2002 contains a model clause to assist entities in
discharging their responsibilities under the Privacy Act 1998.
23 Comcare OHS Fact Sheet, Employers and Contractors, provides guidance to entities when engaging contractors
including matters that should be considered for inclusion in contracts relating to a contractor’s compliance with relevant
Commonwealth Occupational Health and Safety Acts or regulations.
24 The Protective Security Manual, Part F provides an outline of an entity’s security responsibilities when contracting
specific entity functions and provides guidance on the handling of official information and performing government
functions. This guidance is only relevant to contracts involving protective security functions.
Tender documentation
and contracts should
also include clauses
to provide access by
the acquiring entity and
the ANAO to relevant
records and information
of the contractor and
any subcontractors.
Acquiring entities should
have their own policies
and guidelines for
the management of
government assistance.

37
• equal opportunity
• legal services25
• environmental considerations, and
• compliance with specified mandatory requirements or policies relevant to the nature of
the contract.
The above clauses in an Australian Government contract should require the contractor to ensure
their actions do not breach any Commonwealth, State or Territory law and that they comply with
Australian Government policy in these areas.26
Confidential information
Contracts will generally contain clauses relating to how confidential information is to be identified,
dealt with, and returned on completion of the contract. In situations that require contractors
to protect the confidentiality of information obtained or accessed in meeting their contractual
obligations, it is common practice to require the contractor to sign a Deed of Confidentiality.
Conflict of interest
Potential or actual conflicts of interest is an issue that can arise in many contractual situations.
As a result, a conflict of interest clause will be included in the contract. In many cases it may be
necessary to obtain a separate deed, or undertake investigations to ensure that the contractor
(including its employees, subcontractors or agents) is not in a position where their business, or
personal interests, could conflict with those of the acquiring entity or other parties assisting the
acquiring entity. These clauses typically require all personnel involved in providing services to sign
conflict of interest declarations.
Contract variations
The contract should contain formal procedures, specifying the mechanisms to be used if the
contract needs to be varied. The procedures and the degree of detail will depend on the complexity,
size and duration of the contract. Problems can arise when these procedures are not followed.
Contract variations may occur quite often in contract management and are discussed more fully
in Part Four.
Disclosure of information (confidentiality)
Contracting information should not be confidential unless there is a sound reason, informed by legal
principle, for maintenance of the confidentiality of that information.
Contract managers should ensure that the contract contains clauses providing for the protection
and handling of confidential information. Where information is identified in the contract as being
confidential, contract managers should ensure that it is appropriately handled and protected.
For entities subject to the Commonwealth Procurement Guidelines, certain criteria must be met in
order for information to be treated as confidential.27
As a general principle, contracts should provide
for access to contract-related information by the Parliament and its committees.
25 Guidance Note No.2 of 2005 issued by the Office of Legal Services Coordination contains model clauses for inclusion
in contracts for legal services.
26 Refer to Financial Management Guidance No.10: Guidance on complying with legislation and Government Policy in
Procurement, January 2005.
27 These tests and guidance on the confidentiality of contractors’ commercial information are set out in Financial
Management Guidance No.3, February 2003. Contract listings placed on agency websites in accordance with the
Senate Order for Departmental and Agency Contracts requires, amongst other things, the identification of contracts that
contain confidential information.
Contracts will generally
contain clauses relating
to how confidential
information is to be
identified, dealt with, and
returned on completion
of the contract.
Potential or actual
conflicts of interest is
an issue that can arise
in many contractual
situations.

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Disputes
The contract should include provisions clearly specifying the requirements on both parties if a
dispute arises during the performance of the contract. Time frames and methods of escalation
should be addressed. Alternative dispute resolution techniques should also be considered as
a means of reducing the need for formal proceedings. Contract provisions that can be used to
manage a dispute include:
• setting effective, appropriate, stepped negotiation and resolution procedures that provide for the
phased escalation of disputes
• being prepared to negotiate directly and put effective alternative dispute resolution principles into
practice, and
• considering the costs and benefits of mediation, expert appraisal or determination and other
possible mechanisms.
Insurance
Insurance provisions should generally be drafted in to the contract that:
• takes into account the types and levels of insurance relevant to the nature, value and risks
associated with the contract, including those required to adequately implement the contract
indemnity provisions, and
• allows the acquiring entity to review relevant evidence to be satisfied that the insurance policies
are correct and up-to-date at regular intervals.
Intellectual property rights
Intellectual property rights include various classes of rights protected by legislation including
copyright, patents, registered designs and trademarks, together with confidential information and
trade secrets protected under common law or by contract. Provisions should be included in the
contract to deal with the ownership and rights to use intellectual property rights created within the
scope of the contract and outside the contract.
Intellectual property rights can give rise to complex issues and legal advice should be sought where
necessary. Some contracts include a provision requiring the contractor to arrange for a deed to
be executed between the acquiring entity, the contractor and certain employees and/or certain
approved subcontractors to ensure intellectual property rights ownership and licensing rights. This
may be necessary where people have access to particularly sensitive information and where they
are developing critical intellectual property rights under the contract. Those involved in contract
management should have an understanding of the nature of the intellectual property rights that the
acquiring entity may hold or will receive under the contract.
Moral rights are created by the Copyright Act 1968, and protect the authors of literary, cinematic
and creative works by granting enforceable rights of attribution and integrity of authorship.
Attribution means that the author is entitled to be acknowledged as the creator of the work. Integrity
means that the author is entitled to protect their work from derogatory treatment that is, damage,
destruction, distortion or anything that may compromise the reputation of the creator. Moral rights
exist in addition to any other intellectual property rights. Accordingly it is prudent to seek a warranty
from the contractor that they have obtained valid written consents from all authors (including
subcontractors) involved in creating contract material so that the entity’s use of the material will not
infringe on the authors’ moral rights.
The contract should
include provisions
clearly specifying the
requirements on both
parties if a dispute arises
during the performance
of the contract.
Provisions should be
included in the contract
to deal with the
ownership and rights
to use intellectual
property rights.

39
Key personnel
In many contracts, for example those dealing with the provision of consultancy services, the skills,
qualifications or experience of particular personnel is likely to be critical to the provision of the
contract deliverables. In such cases, the names of the specified personnel should be included in
the contract. Arrangements to replace them if necessary should also be agreed. This can include
the acquiring entity approving replacement personnel. If certain minimum skills, qualifications or
experience are required to be held by these key personnel, these should also be stated in the
contract. These key personnel provisions will sometimes be linked to the delivery of particular
services under the contract, with some flexibility in staffing for other services.
Liabilities and indemnities
Contract provisions that address liabilities28
and indemnities29
are common in many Australian
Government contracts and are designed to assign to one or more parties the liability for damage
in the event that a specified risk occurs.30
An indemnity is a contract provision that allocates liability
between the parties and is generally expressed in the form of one party indemnifying the other for
a particular type of liability.31
Indemnity provisions that provide for the acquiring entity, on behalf of the Commonwealth, to accept
the risk of specified losses or damage the contractor may incur or suffer, can have significant legal,
policy and financial implications including the need in many situations to obtain approval from a
relevant delegate for providing an indemnity.32
Many Australian Government contracts contain an indemnity from the contractor to the acquiring
entity that provide for the contractor to be liable for loss, damage or expenses incurred or suffered
by the acquiring entity as a result of actions of the contractor. The most significant issue is whether
the contractor’s liability should be capped or limited. Any decision to cap or limit a contractor’s
liability should be based on a formal risk assessment. This assessment should be based on the
general principle that risks should be borne by the party best placed to manage them, and have
regard to the nature and extent of the risks involved.33
A related area is that of consequential loss.34
The advice of a commercial lawyer with experience
in Government contracts should be obtained if there are any issues relating to consequential loss.
The starting point under Australian law is that contractors can only ever be liable for losses or
damages that are actually proven and which flow from reasonably foreseeable consequences of
their actions. If consequential damages are to be limited or excluded a proper risk assessment
needs to be conducted and a commensurate benefit obtained from the contractor as a result of
the limitation of liability.
28 A liability is a legal obligation to pay or compensate another party. Liabilities can arise from specific clauses in a contract,
or as a result of some other action.
29 An indemnity is a legally binding promise by which one party undertakes to accept the risk of loss or damage another
party may suffer. For example, to protect the acquiring entity against claims arising from actions of the contractor.
30 Risk management principles and the policy for FMA agencies on the limitation of liability are contained in the
Commonwealth Procurement Guidelines.
31 See Australian Government Solicitor Legal Briefing Number 19 of 26, July 2006 for a discussion of Indemnities in
Commonwealth contracting.
32 Finance Circular 2003-02 of September 2003 and Financial Management Guidance No.6 Guidelines for Issuing and
Managing Indemnities, Guarantees, Warranties and Letter of Comfort outline the Australian Government’s policy
applicable to FMA agencies on issuing these instruments including approval, recording and reporting obligations.
33 It is Australian Government policy that the liability of Information and Communications Technology suppliers contracting
with FMA Agencies should, in most cases, be capped at appropriate levels with unlimited liability clauses only required
when there is a compelling reason. See Finance Circular 2006‑03 dated 15 August 2006 and A Guide to Limiting
Supplier Liability in ICT Contracts with Australian Government Agencies, issued by the Department of Communications,
Information Technology and the Arts, August 2006.
34 Consequential loss is loss subsequent to and related to an immediate loss incurred as a result of some injurious act.
In many contracts, for
example those dealing
with the provision of
consultancy services,
the skills, qualifications
or experience of
particular personnel
is likely to be critical
to the provision of the
contract deliverables.
A significant issue is
whether the contractor’s
liability should be
capped or limited.

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Payments
Payment clauses specify the quantum and timing of payments as well as any conditions that
must be met before the acquiring entity is liable for payments under the contract. Generally strict
compliance with all obligations under the contract is required before the contractor is entitled to
payment. If it is agreed that entitlements to payment arise prior to full completion of all work under
the contract this needs to be clearly specified in the contract.
Straightforward contracts for the acquisition of standard goods and services are suited to one off
lump sum payments made on acceptance of the deliverables. Most common consumer contracts,
such as the sale and purchase of goods, are concluded in this way.
In more complex contracts, flexible payment mechanisms may provide a better outcome for both
the acquiring entity and the contractor, and may justify the cost of putting them in place and
administering them. In long, large or complex contracts there can be many more unexpected,
or variable elements which may impact on delivery schedules and costs. Having a fixed price
contract, payable only on completion of the contract, may not be appropriate for contracts that
span several years or phases. The contractor’s business requirements need to be balanced with
the requirements of the contract and the acquiring entity.
The contract should ensure that there is a legal right not to pay the contractor or to vary payments
in circumstances where the contractor has not met their obligations under the contract. This
particularly applies where contract deliverables are late, the required quality of work has not been
achieved or other specified requirements have not been met.
When drafting payment clauses, all elements relating to how payments will be made should be
specified including:
• when
• at what milestones and how much at each milestone
• conditions to be met prior to payment
• what type of invoice will be required, and
• how long, after receiving a correctly rendered invoice, will the payment be made.
There are often standard clauses that cover these issues; however they will need to be tailored to
each particular contract.
Payments regimes
Some common types of payment regimes are:
• Fixed price: These are typically used for straightforward contracts where the price for the delivery
of the goods or services can be accurately determined. These payment regimes specify the
exact amount(s) to be paid to the contractor for the successful performance of the contract.
• Variable price: These arrangements allow for certain agreed contract costs to be varied over the
life of the contract depending on agreed formula or indices. They are often used where contract
costs are likely to vary due to factors beyond the contractor’s control. This approach might be
used in longer duration contracts where there are expected to be changes in the cost of labour
or materials, or fluctuations in the exchange rate.
• Cost or cost reimbursement: These arrangements allow the contractor to recover identifiable
costs incurred during the performance of the contract, provided they do not exceed a pre-
determined ceiling. This type of payment regime can be useful when the maximum scope of the
work can be estimated but the actual work involved cannot be accurately estimated. It is often
used when there is high risk and uncertainty associated with the deliverables, such as when there
are significant developmental aspects involved.
Generally strict
compliance with all
obligations under the
contract is required
before the contractor is
entitled to payment.
The contract should
ensure that there is a
legal right not to pay
the contractor or to
vary payments in
circumstances where
the contractor has not
met their obligations.

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• Variable quantity: These regimes allow for a maximum contract price to be agreed with such
factors as labour rates, overheads and quantities also being agreed by the parties. These agreed
rates may be firm or variable. These payment regimes are generally used where the level of labour
effort required under the contract cannot be estimated with any degree of certainty.
• Performance based: These involve the use of milestones and performance reviews to determine
whether the contractor should receive the next portion of the total payment. If properly managed
performance based payment regimes ensure that the contractor is providing the required
quality on schedule and also help the acquiring entity to detect any potential problems with the
contractor’s performance prior to completion and final payment.
• Incentive payments: These arrangements are intended to promote efficiency and productivity
by offering the contractor a financial incentive for performance above that which can usually be
achieved by the application of normal effort and skills in circumstances where this will add value
to the outcome sought by the acquiring entity. Incentive payment regimes are generally used with
milestone or cost reimbursement payment regimes. These payments arrangements are usually
determined by reference to formulae contained within the contract, such as key performance
indicators. If the specified performance targets are not reached the contractor forgoes any
additional payment. Incentive payments may be used in difficult or high risk contracts or to direct
effort to particular desired outcomes.
Timing of contract payments
The timing of contract payments and the conditions under which payments will be made also need
to be specified in the contract. Common payment arrangements are:
• Full payment on contract completion: This is the most common method of payment and
involves payment of the agreed contract price on the successful delivery of all contract deliverables
by the contractor.
• Progress payments: These are periodic payments to a contractor for work completed, usually
tied to time. They are a means of financing the contractor until the final delivery under the contract.
They are often used in fixed price contracts when the contract extends over a reasonable period
of time. Progress payments should be based on the worth of the work to the acquiring entity. If
this cannot be determined, they are usually based on an estimate of the costs incurred by the
contractor.
• Milestone payments: These are typically progress payments based on certain events
being achieved.
• Advance payments: These are payments made prior to work being completed on a contract.
These payments are usually made when there is a significant capital requirement needed in
order to obtain facilities and other resources necessary to commence the work. Payments
made in advance, before the supply of any deliverable, should be treated with caution and
avoided whenever possible. If unavoidable, these types of arrangements should be protected
by enforceable financial securities provided by reputable third parties. The inherent risk posed by
advance payments may be mitigated by offering only a partial up-front payment, with the majority
of payment to be made upon the successful completion of the contract.
Penalties and incentives
In developing a contract it is important to understand how the payment and performance regimes
will interact. This can involve including incentives to encourage the contractor to perform/deliver
the services or goods early or to a higher standard. Alternatively the contract can include penalties
for contractor under-performance. There are many ways of approaching incentives and penalties,
including liquidated damages regimes, service credits and rebates, and incentive payments.
Liquidated damages regimes are useful in situations where it is reasonably easy to calculate what
the loss will be for the delay, or other failure to perform the contract obligation.
The timing of contract
payments and the
conditions under which
payments will be made
need to be specified in
the contract.
Payments made in
advance, before the
supply of any
deliverable, should
be treated with
caution and avoided
whenever possible.

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Retention arrangements are useful where the contractor needs a significant cash flow in order to
be able to do the work, but the overall quality of the work is not easily judged until the deliverables
have been provided by the contractor.
Any mechanisms that link payment with performance (either by penalty or incentive) should always
be clearly specified in the contract.
Securities and guarantees
Securities and guarantees are useful where significant amounts of money are involved or where a
substantial payment is to be made to the contractor prior to the acceptance of the goods or services.
In some contractual situations, it may be necessary to obtain separate deeds of guarantee or
security. These are commonly in the form of financial securities in which the acquiring entity is entitled
under the deed, to obtain financial recompense directly from a third party should the contractor fail
to perform its contractual obligations. Another common form of security is performance securities
in which another party agrees under a deed that, when required to do so by the acquiring entity,
they will complete the performance of the contract on behalf of a defaulting contractor.
Subcontracting
In relation to subcontracting, contract clauses should provide that the contractor retains responsibility
for ensuring that subcontractors perform their obligations. In larger, more complex contracts and
contracts of longer duration it is important to include provisions that clearly stipulate that the:
• subcontracted work under the contract does not relieve the prime contractor of its contractual
liabilities or obligations
• prime contractor is responsible for ensuring that subcontractors comply with mandatory
Government policies, and
• contractor is prohibited from subcontracting all work required under the contract.
The contract provisions may also stipulate that the acquiring entity shall approve any proposed
subcontractor, prior to final engagement by the contractor.
Termination and contract end dates
All contracts should include a provision that allows the acquiring entity to terminate a contract for
convenience. Such a clause incorporates into the contract the doctrine of executive necessity
that recognises governments may need to break contracts because of a change of policy or other
similar circumstances.
This means that the terminating party does not need to give a reason for the termination and there
does not need to have been a default by other party. These clauses usually specify the type and
amount of damages that will be payable by the party terminating the contract to the other party.
To assist in giving effect to the need for all procurements to achieve value for money, it is good
practice for all contracts to specify an end date. In contracts with contract extension options, the
end date will generally be a date beyond which any contract extension options can no longer
be exercised.
Transition arrangements
In many service delivery contracts it will be necessary for the contract to include transition in and
transition out arrangements. These provisions are designed to ensure that there is an orderly
introduction of services by the contractor at the commencement of the contract and for effective
contract succession at the termination of the contract.
Any mechanisms that
link payment with
performance (either by
penalty or incentive)
should always be clearly
specified in the contract.
Contract clauses
should provide that
the contractor
retains responsibility
for ensuring that
subcontractors perform
their obligations.
All contracts should
include a provision that
allows the acquiring
entity to terminate a
contract for convenience.

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In circumstances where a transition in phase is required, the contract should:
• specify the period of the transition. This may be after a specified period of time or at the date of
the achievement of agreed milestones or service levels, and
• detail the contractor’s responsibilities during this period. This will often involve the contractor
preparing a detailed transition in strategy or plan that requires the approval of the acquiring entity.
This document should provide for a formal evaluation or review at the conclusion of the transition
in period.
It is also important that the contract specify the contractor’s responsibilities at the end of the
contract. This may entail the contractor preparing a transition out strategy or plan at a specified
time. The date set for its preparation should allow sufficient time for all required actions to be
addressed by both the contractor and the acquiring entity before the contract ends. Where the
strategy or plan is prepared at the commencement of the contract, provisions should be made for
it to be reviewed and updated as necessary before the contract expires.
Warranties and fitness for purpose
Warranty clauses govern the rights and obligations of the contractor and the acquiring entity in
relation to defective goods and services. They serve to promote a minimum standard of performance.
Warranties may provide contractual rights to reject goods and be paid compensation, or to have
defects corrected if the goods and services are to be retained. Generally, contracts should stipulate
the time period after the acceptance of goods or services within which the acquiring entity has a
contractual right to require the correction or repair of any defects.
Warranty clauses should cover:
• the exact nature of the goods and services under warranty
• the level of warranty that the contractor is required to provide
• the precise remedies available to the acquiring entity, and
• the scope and duration of the warranty.
Some level of warranty is normal for many goods. In many cases there is a typical level of warranty
for a category of goods. For example, motor vehicles typically have a three year warranty, and a
major building air conditioning plant may have a 10 year warranty.
Consideration should be given as to whether to specify the typical level of warranty for the
procurement or whether entity business needs suggest a different level of warranty. Requiring a
warranty level more than the current typical level may involve additional costs. Specifying lower
levels of warranty may expose the acquiring entity to additional risks and should only be agreed to
after consideration of the benefits involved.
Warranty clauses can be either express or implied. Express warranties involve a warranty clause
that provides certain remedies for defects and require a contractor to either repair or replace the
goods. If goods were retained, the contractor is required to pay a sum of money that is equitable in
the circumstances. Implied warranties include the requirement that the product is of merchantable
quality and is fit for purpose.
Generally, contracts
should stipulate the time
period after the
acceptance of goods or
services within which
the acquiring entity has
a contractual right to
require the correction or
repair of any defects.
Warranty clauses can be
either express or implied.

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Examplecontractassessment
Onceacontractisenteredinto,itcanbeusefultohaveanindicationoftherelativesizeandcomplexityofthecontract.Thisassessmentcanhelpinformdecisionsonthe
appropriatelevelofplanningandresourcesneededtoeffectivelymanagethecontract.
Thiscontractassessmentisanexampleofhowthisassessmentcanbemadeinastructuredmannerusingalow,mediumorhighscaleforarangeoffactorsrelevanttothe
particularcontract.
Sizeandcomplexityratings
FactorsLowMediumHigh
1. Strategicimportancetocontractingentity□LowMedium□High
2. PoliticalimportanceInternal□Federal□Federal+States
3. BreadthofimpactonAustralianGovernmententityInternal□Federal□Federal+States
4. ExtentofImpact(forexampleonstakeholders,clients,users)□LowMedium□High
5. Natureofcontractdeliverable(s)□Straightforward□AverageComplex
6. Certaintyandclarityofcontractrequirements/specificationsCertain□Average□Uncertain
7. DegreeofInnovationneeded□LowMedium□High
8. Duration□0–6Months□6–12Months12months
9. FlexibilityofImplementationdates□OpenFirm□Immovable
10. Value□$2m$2m—$5m□$5m
11. Securityrequirements□LowMedium□High
12. ContractSponsor:commitment/priorityforthiscontract□HighMedium□Low
13. Numberofuserareas/keydecision-makers□55–10□10
14. Geographiclocationsforcontributorsanddeployment1□2–5□5
15. OverlapwithotherinitiativesLow□Medium□High
16. Numberofcontractingstaff1–5□5–10□Morethan10
17. Contractingstaff:experience/skillsinthistypeofcontract□HighMedium□Low
18. Client/users:degreeofsupportandenthusiasmforthiscontractHigh□Medium□Low
19. Client/users:availabilitytoassistincontractawardandmanagement□High□MediumLow
20. Easeofchangingsuppliersafterthecontractislet□EasyModerate□Difficult
21. DependencebycontractoronsubcontractorsLow□Medium□High
22. Other(specify)□□□
23. Other(specify)□□□
OVERALLsize/complexityassessment(basedonindividualratingsandtherelative
weightgiventoeachfactor)
MEDIUM

45
Exampleriskassessmentandtreatmentplan:contractdevelopmentstage
Thetablebelowshowsapartialsampleofariskassessmentandtreatmentplanforthecontractdevelopmentstage.Sofar,onlysomeoftheriskshavebeenentered;thenext
stepsaretoassessthelikelihoodandimpact,possibletreatmentsanddecidewhichtreatmentstoimplement.Rememberthattreatmentsmayhavecosts,thatneedtobe
factoredintotheprojectbudget,andpossiblymayaffectthechoicebetweensuppliers.
Whatcouldgowrongor
changeduringcontract
development?
Likelihood(1)Impactifit
happens(1)
Overall
Rating(2)
PreventativeSteps(3)
Whatcanyoudotostopit
happening?
ContingencySteps(3)
Whatwillyoudoifithappens
anyway?
Decision(4)
Inadequateresourcingof
contractdevelopmentteam
Insufficientaccesstoend
userstodefinetheirservice
levelpreferences
Suggestedperformance
indicatorsmightbe
impracticaltocollect
Requiredfinancialguarantees
maynotbeforthcoming
…otherrisksasrequired…
(1)ForexampleHigh,mediumorlow(2)Judgementbasedoncombinationofimpactandlikelihood.(3)Generalresponsesincludetransferringtherisk(forexample,insurance),
monitorandrespondtotheriskasneeded,avoidtherisk(forexamplebytakingextrastepstoavoidtheriskhappening).(4) Havingidentifiedrisksandpossibleresponses,whatis
theentity’sdecision(forexamplewhatpreventativestepstotake,whatfundingtoallowforcontingencies;oraconsidereddecisiontotakenoaction.)

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Actions and Responsibilities matrix
The actions and responsibilities matrixes in this Guide bring together information on:
• key actions and decisions
• the main stakeholders
• the key documents, and
• key responsibilities.
The matrix on the following page relates to the contract development stage; there are similar
matrixes in the next three parts of this guide for the subsequent stages of contracting.
The matrixes provide an overview of process steps, the role of each stakeholder group in these
process steps, and the creation, use and amendment of key records.
The matrixes provide a guide for a generic contracting process. Contract managers are encouraged
to prepare a tailored version suited to their particular contract and their entity’s accountability
framework. These matrixes can assist in ensuring stakeholders have a common understanding of
the contracting process as well as their respective responsibilities.
The matrix is organised as follows:
• Key activities are listed in the left most column, in approximate sequential order. In some cases
there may be some iteration of steps to achieve the required quality
• Key stakeholders are listed as column headings above the next set of columns. These vary
slightly in the four matrixes, as different stakeholders are involved at different stages. In the
following matrix, the term “senior manager” refers to the manager who has direct responsibility
for the contract, and whose staff will undertake the necessary work. The term “negotiation team”
refers to the person or people who develop the contract and negotiate the contract through to
contract signing. The term “contract management team” refers to those responsible for managing
the contract after signing. In some cases these roles may be done by the same person; in some
cases there may be two teams, with some overlapping membership; and in other cases there
may be a complete change over, and
• Key documents are identified in the final set of columns (shaded) list used in the contracting
process. Again there are some minor variations at the different stages.
For each row of action steps, a symbol is shown in the column for relevant stakeholders and
documents indicating who has responsibility for the step, who is involved, and what documentation
is used or updated. For example, in the following matrix, the second action (update risk plan) shows
that this is the responsibility of the negotiating team, who update the risk plan, which is approved
by the senior manager).
Looking down each column (one each for key stakeholders and documents) identifies the steps in
which they have a particular role or responsibility. For example, in the following matrix, looking at
the column for the risk plan shows it is updated early by the negotiating team, and then used on a
number occasions to guide decisions (for example, choosing which stakeholders to involve will be
guided by the risk analysis).

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Keyactionsandresponsibilitiesmatrix:contractdevelopment
Thismatrixshowsthetypicalsequenceofstepsfor
contractdevelopment,andthekeystakeholdergroupsand
documents involved:
! hasresponsibilityforthisstep
Q involvedinthisstep(forexample,givingadvice,being informed)
C givesformalapproval
2 Documentisused
7 Documentsarecreatedorupdated
Actionorstep:
SeniorManagement/
Minister
Seniormanager
Usergroups
Negotiationteam
Contractmanagementteam
Specialistadvisers
Requirements,plansand
proceduresfor process
Riskplan
Probityplan
Budgetandresourceplan
Contract–standard
provisions
Contract–deliverable
specification.
Contract–performanceand
paymentsarrangements
Appointofficertocarrythecontractingprocess!Q
ReviewandupdaterisksforthisstageC!7
DevelopprobityplanandrequirementsC!7
BriefseniormanagementandobtainsupportQ!Q
IdentifykeystakeholdersandopencommunicationCQ!QQ72
Identifyandobtainnecessaryresources(includingfunding,people,
specialistadvice)CQ!QQ227
DevelopplanorchecklistforcontractingprocessCQ!Q72
AgreerolesandresponsibilitiesamongpartiesCQ!QQ7
ArrangeappropriatedelegationsandapprovalsQCQ!22
Setuprecordkeepingsystem!7
Identifyalllegalandpolicyrequirementstobeincludedin the contractQCQ!Q22
Identifyandreviewcontractapproachesandsample contractsQQ!QQ
DecidecontractapproachC!2222
ReviewstandardcontractprovisionsforsuitabilityCQQQQ7
DraftcontractdefinitionofdeliverablesCQ!QQ22227
DraftcontractperformanceandpaymentclausesCQ!QQ2222227

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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?

PART 3
Formalising the contract
PART3
Formalisingthecontract

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PART 3
CONTENTS
3. Formalising the contract........................................................................................ 50
3.1. Introduction............................................................................................................ 50
3.4. Conduct contract negotiations............................................................................... 52
3.5. Cancelling a procurement....................................................................................... 56
3.6. Awarding the contract............................................................................................ 57
3.7. Debrief tenderers.................................................................................................... 59
3.9. Address any complaints......................................................................................... 62
3.10. Keep records......................................................................................................... 63
Key actions and responsibilities matrix: formalising the contract........................................ 64

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3. Formalising the contract
3.1. Introduction
This part of the Guide discusses formalising the contract between the acquiring entity and
the contractor.
The purpose of this phase is to ensure that the signed contract represents a value for money
outcome and is a legally enforceable document between the acquiring entity and the contractor.
For straightforward contracts, formalising the contract is likely to require minimal effort. For more
complex contracts, this phase may require considerable planning and effort over a longer period
of time.
Negotiation is a common feature of contract formalisation for both straightforward and complex
contracts. Negotiations are not required in all cases but can assist in obtaining overall value for
money and in finalising contract terms and conditions such as contract deliverables, developing
and agreeing the performance regime and payment arrangements.
In formalising the contract, it is important that the signed contract accurately reflects all discussions
and agreements between the parties; and is approved and signed by those with the relevant
authority. Once the contract is awarded there may need to be a public announcement, unsuccessful
tenderers will need to be advised and debriefed where required, and any complaints addressed.
Key tasks
The key tasks involved in formalising the contract are:
Plan and conduct contract negotiations.
Approve and sign the contract.
Announce contract award.
Meet reporting requirements.
Debrief tenderers.
Behave ethically.
Address any complaints.
Keep records.
Negotiation is a common
feature of contract
finalisation for both
straightforward and
complex contracts.
It is important that
the signed contract
accurately reflects
all discussions and
agreements between
the parties.

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As with other phases of the contracting cycle, there are risks to successfully formalising a contract.
Risks assessments conducted at earlier points of the cycle should be reviewed at this stage
for relevance.
Risks to successfully formalising the contract can arise from a number of sources. These include:
Actions of the acquiring entity • Unknowingly entering into a contract
• Work commencing before the contract is signed
Contract negotiations • Failure to focus negotiations on key outcomes
• Failure of negotiating team to understand the extent of their
authority
• Negotiating team not having sufficient skills and experience
and/or having required access to specialist advice
• Final negotiated position adversely impacts on the value for
money outcome
• Agreeing to unnecessary or undesirable outcomes during
negotiations
• Failure to behave fairly and ethically
Final contract drafting • Agreed outcomes not reflected in the final contract
• Failure to obtain all necessary approvals by those delegated to
give them
• Failure to include all necessary contract clauses or including
inappropriate clauses
• Failure to establish the legal status of the contractor
Unknowingly entering into a contract
Care needs to be exercised not to create a contract orally or by the exchange of non contract
documents or letters. Care also needs to be exercised so that contracts are not formed or amended
by informal means.
Unknowingly entering into a contract can occur, for example, where an acquiring entity instructs
a contractor to proceed with work or delivery before a contract is signed. Subsequent attempts
to negotiate contract conditions often fail because a contract already exists and both parties are
bound by its conditions. This places the acquiring entity at a potential disadvantage because
the contractual terms may not have been fully developed or formally recorded and it poses risks
to getting the goods and services required. Such oral contracts are uncertain in terms of their
operation and precise obligations of the parties are difficult to prove in the event of a dispute.
Even if a contract is not formed because not all the formal requirements are present, the contractor
may be entitled to be paid a reasonable price for the work undertaken on the basis of the acquiring
entity’s instructions to proceed.
When finalising
contracts, care needs
to be exercised not to
create a contract orally
or by the exchange of
non contract documents
or letters.
Unknowingly entering
into a contract can
occur before a contract
is signed.

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The following case study highlights how the actions of an entity can result in an obligation to pay
a contractor.
Case Study: Entitlement to payment where there is no
contractual obligation
The acquiring entity advertised for tenders to construct a building. A contractor was selected
and extensive negotiations were undertaken – but no contract signed. The contractor was
asked to provide and submit three detailed plans. The entity then decided not to go ahead
with the project and consequently did not pay the contractor’s bill for the plans. The case
went to court.
The entity argued it did not need to pay the contractor, as there was no contract between
them. The court found the contractor was entitled to payment because there was no basis
to suggest that the work was undertaken gratuitously and the decision not to proceed was
not attributed to any conduct of the contractor.
Comment: When negotiating a contract, requesting a contractor to provide services prior
to the commencement of the contract should be done with caution and in exceptional
circumstances. If it is necessary to do so, then an additional contract should be drafted
outlining the details of the task and remuneration of the contractor.
In some circumstances, (for example, responding to a natural disaster or similar emergency) it
may be necessary for a contractor to be engaged and for work to commence urgently prior to
having signed a contract. In such cases it is important to document key terms in writing and have
these acknowledged by both parties prior to actual work or delivery commencing. An alternative
to documenting key terms is to have the contractor commence work at their own risk. In both
cases, the terms on which it was agreed to proceed should be settled and formalised as soon
as possible.
Responsibility for the various tasks required to formalise the contract should be assigned and
understood by all parties.
The Actions and Responsibilities Matrix at the end of this part outlines a typical sequence
of steps, the key stakeholders involved and documents produced in formalising a contract.
3.4. Conduct contract negotiations
This section canvasses a number of general negotiation issues and matters specific to finalising
the contract.
Negotiation is a common
feature of the
contracting cycle.
The approach used
should aim to engender
mutual understanding
and commitment .

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Negotiation issues
Negotiation is a common feature of the contracting cycle. There are a variety of negotiating styles that
can be used and there is no one right approach. The approach used will depend on the resources
available, the skills and experience of the personnel involved, what issues are to be negotiated and
the timeframe involved. The approach used should aim to engender mutual understanding and
commitment to resolve issues in a co-operative manner that leads to a constructive relationship,
and to support the achievement of value for money.
Successful negotiations require the personnel involved to have relevant skills and experience. It is
better practice to learn the necessary skills through formal training, and further develop them by
experience obtained on the job. Managers and staff who are involved in contract negotiations as
an integral part of their responsibilities should identify any skills’ gaps and address them through
professional development activities.
The person or team selected to conduct the negotiations may need to have, for example,
communication, problem-solving, technical and financial skills and an understanding of the relevant
industry. Professional advisers may also need to be included in the team where the negotiations
are likely to be complex, where there may be difficulties in reaching agreement or there is a need
for specific expert advice.
Negotiations are more likely to be successful when planning for the negotiations include:
• setting out and agreeing the contract terms and conditions that will be subject to negotiation
• committing the necessary resources in terms of time and funding, including obtaining professional
advice where required
• establishing roles and responsibilities of the negotiating team
• ensuring that those involved have the legal authority to act on behalf of the party they represent
• identifying any problems or barriers as well as opportunities, and developing an approach to
address these
• defining the objectives and constraints of the negotiation, and
• involving senior management in setting the policy parameters and communicating progress and/
or changes in circumstances to them.
It is important that contract negotiations are conducted in a professional and structured manner.
Addressing the following issues will assist in achieving this objective:
• agreeing on the make-up of the negotiating team of both parties; for example, will professional
advisors be on the negotiating team or be available for advice as and when required
• agreeing the location and agenda for each negotiating session
• where a probity advisor has been appointed, obtaining sign-off on the negotiation arrangements
• establishing timeframes in which negotiations of individual issues, as well as negotiations overall,
will be conducted
• establishing any interrelationships between individual issues/provisions that are subject to
negotiation to ensure these are taken into account during negotiations. For example, there will
generally be a relationship between service levels and contract price
• focusing on achieving the objective sought over the life of the contract, rather than on short-
term gains
• keeping issues that are not negotiable to a minimum and being prepared to trade-off less
important requirements to achieve outcomes that are central to the entity’s objectives
• keeping unresolved issues to a minimum and agreeing arrangements for their later resolution,
and
• assigning responsibility for taking formal minutes of the negotiations and ensuring minutes are
circulated and agreed within specified timeframes.
The person or team
selected to conduct the
negotiations may need
to have communication,
problem-solving,
technical and financial
skills and an
understanding of the
relevant industry.
contract negotiations
are conducted in a
professional and
structured manner.

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Behave ethically
All negotiations should be conducted in a fair and ethical manner and in such a way that all parties
are treated fairly. It is important that no one party is put at a disadvantage and that there should be
no suggestion of bias or distrust.
Negotiators should have particular regard to the APS Code of Conduct and Values as well as
any agency specific guidelines on behaving ethically. In particular, it is generally accepted that
the acceptance of gifts or other benefits during a tender process is not appropriate; this should
be made clear at the start of the procurement process and confirmed at the commencement
of negotiations.
Specific negotiations for contract formalisation
At the contract formalisation stage, the first consideration must be whether negotiations are required
for the particular contract. In straightforward contracts, with easily defined goods and services and
straightforward payment arrangements, there may be little or no value in using time and resources
to negotiate.
In the majority of contracts there will be mandatory provisions that relate to legislative or government
policy requirements that are not able to be negotiated. However, there are many areas where
negotiation is possible. The major reasons for negotiating at the contract development phase
include:
• to confirm or to obtain better value for money
• to achieve a full understanding between the parties
• to establish or refine the statement of requirements and/or the performance regime
• to clarify issues or objections to contract provisions, and
• to explore any complex or one-off issues.
In deciding who will conduct negotiations, it is useful to include the person or team who will later
manage the contract if possible. Irrespective of its composition, the negotiating team should have
an understanding of:
• the contract deliverables
• the basis on which the preferred tender(s) have been selected
• the background to why certain contract conditions are subject to negotiation (often these are as
a result of the evaluation of tenders), and
• the context of the requirement in the market place.
Negotiations should aim to achieve the best possible result for the acquiring entity in the
circumstances, while recognising that the contractor also needs to be satisfied with the result. If a
contractor considers they have been unfairly treated during contract negotiations, this may impact
on their contract performance during the life of the contract.
During negotiations acquiring entities should, as far as possible, avoid any suggestion that the
preferred contractor is certain to be awarded the contract because this can undermine the
effectiveness of the negotiations. It is equally important to maintain confidentiality of issues,
responses and the direction of the negotiations, especially where parallel or simultaneous
negotiations (discussed below) are being undertaken.
All negotiations should
be conducted in a fair
and ethical manner and
in such a way that all
parties are treated fairly.
During negotiations
acquiring entities should,
as far as possible, avoid
any suggestion that the
preferred contractor is
certain to be awarded
the contract.

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The following case study discusses an example of how contract negotiations were conducted.
Case Study: Final negotiations on a large contract
An entity was nearing the end of the evaluation of tenders for a five year services contract.
Of the tenders being evaluated, one was well ahead of the others in terms of overall value
for money (including such factors as price, service, and risk factors). However, it was higher
priced, with higher service levels.
The tender evaluation team briefed the procurement steering committee, and sought
approval to obtain a best and final offer from the most highly ranked tenderer. (The possibility
of seeking best and final offers had been explicitly mentioned as an option in the request for
tender documentation). An indication was provided to this tenderer of the preferred service
level. To encourage the provision of a genuine best and final offer, the tenderer was not
advised of their current ranking in the process.
Following final analysis of the offers the tender evaluation team recommended to the
steering committee the preferred tenderer, and a list of issues for negotiation. The types of
issues being explored in the negotiations included some costs in later years of the contract
(which the entity considered should reduce as experience was gained) and a number of
partial compliance issues on contract clauses (for example, the RFT had specified that
the Commonwealth wished to be able to sub-licence some intellectual property of the
contractor, but the contractor did not want to permit sub-licensing).
A list of issues was sent to the contractor so that as many issues as possible could be
resolved by correspondence. The remaining substantive issues were then addressed in a
one day negotiation session. The result of this was a negotiated form of the offer that could
be formally considered for acceptance by the entity.
Comment: Better practice features of this study include carefully following processes set
out in the RFT documentation, timely briefing of the steering committee, and obtaining of
proper authority for key steps during negotiations. Probity issues can arise when seeking
best and final offers and in conducting other aspects of final negotiations. On the one hand,
it is important to not give an improper advantage to a tenderer to improve their offer; on the
other hand it may be inappropriate to put all tenderers to the effort and expense of revising
offers when some are clearly unlikely to be successful. The key principles to follow are to
ensure even handed treatment of all involved and careful documentation of decisions.
In the course of any negotiation, it is important that legislative requirements are complied with and
there are particular legal issues to be aware of at the contract finalisation stage.
Tenderers should be advised that the negotiations are subject to a formal written contract properly
signed and authorised by the appropriate delegate. They should not be advised or otherwise given
the impression that they have been awarded the contract until the contract negotiations have been
concluded and the final contract is agreed by both parties. While the documentation used to define
the requirement or to approach the market should contain clauses making this clear, it should be
reaffirmed early in negotiations. Failure to do this could, in some circumstances give rise to legal
claims for damages if a contractor is led to believe they will be awarded the contract.
If the negotiations are likely to result in a major change to the original requirements, it may be
necessary to give all tender respondents the opportunity to revise their responses. The need for this
depends on the circumstances but will generally involve a consideration of the extent and nature of
the change to the original requirement. If there is any doubt, specialist advice should be obtained
to assist with making the decision.
Tenderers should be
advised that the
negotiations are subject
to a formal written
contract properly signed
and authorised by the
appropriate delegate.
If the negotiations are
likely to result in a major
change to the original
requirements, it may be
necessary to give all
tender respondents the
opportunity to revise
their responses.

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In negotiations it is important to bear in mind the principles of contract law. A contract requires
agreement in law and that agreement is shown by an offer by one party and an acceptance by
the other. It is possible that announcing the successful contractor (before the contract is actually
agreed and signed) will amount to an acceptance and the formation of a binding contract. This
provides no further incentive on the part of the contractor to agree to modify terms or conditions. A
party wishing to modify terms may even have lost the ability to do so, or the ability to withdraw from
the transaction, even where the contract was formed prematurely or inadvertently.
Care needs to be exercised when considering whether to defer finalising or clarifying particular
issues until after the contract has been signed. Generally the acquiring entities bargaining position
will be reduced once a contract is signed. Every effort should therefore be made to settle outstanding
issues prior to contract signing. Agreement should be reached on how any matters not settled will
be finalised.
Parallel negotiations
Parallel negotiations involve undertaking negotiations with two or more tenderers at the same
time. Generally such an approach should only be used in significant matters and after obtaining
specialist advice. If commenced or conducted inappropriately, parallel negotiations can have
serious consequences such as: legal action by the tenderer(s); the need to re-tender and damage
to the acquiring entity’s reputation.
In view of the risks involved and the time and resources that may be required by the tenderers and
the acquiring entity, parallel negotiations should generally only be considered as an option in cases
of highly competitive tender responses where it is not possible to determine which tenderer will
provide the best value for money, without undertaking parallel negotiations. All participants should
have a good chance of becoming the preferred contractor and parallel negotiations should not be
used as a means to obtain better conditions from one of the tenderers.
The possibility of parallel negotiations should have been included in the documentation used to
approach the market. If such notification has not been given at that time, it would be prudent to
obtain specialist advice prior to taking this course of action.
As is the case for other negotiations, parallel negotiations require confidentiality and ethical
standards to be maintained. Each tenderer should be treated fairly and if additional information is
provided by the acquiring entity, it should be provided to all tenderers.
3.5. Cancelling a procurement
Entities may decide not to award a contract and to cancel the procurement process.35
Taking such
a decision, particularly when the procurement has involved a tender process, is a serious step with
potential legal and management risks that should be considered before any decision is made. For
example, cancelling a major procurement may impact on the entity’s credibility and discourage
participation in future procurements.
Cancellation may, nevertheless, be necessary to protect the integrity of procurement processes
and avoid the awarding of a contract where, for example, no tenderer has submitted a tender that
meets the specified evaluation criteria.
35 Entities subject to the CPGs can only cancel a procurement when it is determined that awarding a contract is not in the
public interest. Examples of situations where this may be the case and a brief discussion about other relevant factors
are outlined in Financial Management Guidance No.13, Guidance on the Mandatory Procurement Procedures,
paragraph 9.3, p. 51.
should only be used in
significant matters
and after obtaining
specialist advice.
require each tenderer to
be treated fairly.

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3.6. awarding the contract
While the actual process of awarding the contract will be straightforward in many situations, for
larger value and/or sensitive contracts, a considerable amount of time and effort may be involved.
Irrespective of the particular circumstances, it is important that in finalising each contract all required
approvals are obtained and protocols followed. This involves making sure that all necessary matters
are covered in the final contract, completing the drafting of the contract, briefing stakeholders as
required, obtaining the required approval(s) and arranging for contract signing. Each of these steps
is discussed below.
The contract constitutes the record, usually the full record, of an agreement between the two parties
that is enforceable by law. In the majority of cases, a contract will represent the entire agreement.
In this way the contract effectively supersedes all prior offers, representations, agreements and
understandings, whether oral or in writing, relating to the contract. It is better practice for this to
be stipulated in the contract itself, particularly, in major contracts that are awarded as a result of a
formal tender process.
In finalising a contract, the following documents, where available, should be used as a basis to
accurately reflect the parties’ agreement:
• any records of agreements made during post tender discussions or negotiations
• the documentation containing the acquiring entity’s requirements as contained in its request
documentation, including the draft contract terms and conditions, and
• the tenderer’s submission (response) which may include the tenderer’s preferred terms
and conditions.
Good Practice Tips: Contract drafting
It is generally not appropriate for the contract to include the successful tenderer’s response
in its entirety, particularly as such responses can often include a range of promotional and
other material that is not directly relevant to the contract deliverables. It is important however,
that all elements of the response that have been used in arriving at the value for money
procurement decision are included in the final contract. This will include key deliverables
and any other offers made in the tender response.
To avoid any misunderstandings it can be useful to include a precedence of documents
clause in a contract that outlines the relative status of the contract and any additional
documents that may be incorporated by virtue of them being expressly referenced in the
contract. Where this approach is adopted it is also important that the language used in the
various documents is consistent.
In circumstances where a contract is the confirmation of detailed and complex negotiations
and exchanges of correspondence, it can be of benefit to both parties if the contract explicitly
states that the contract provisions supersede and replace any previous agreements,
understandings and commitments.
Completing the contract drafting
The steps that generally need to be followed to complete the contract documentation are:
• obtaining all necessary approvals required to comply with legislative and policy requirements36
• carefully reviewing the final document and ensuring all aspects of the contract are completed,
including schedules and plans
36 For FMA agencies important approval requirements are contained in FMA Regulations 10 and 13.
It is important that in
finalising each contract
all required approvals
are obtained and
protocols followed.
The contract constitutes
the record of an
agreement between
the two parties that
is enforceable.

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• having the final contract checked by legal advisers or other advisers, where appropriate
• notifying the successful contractor and making sure they understand contract signing formally
constitutes acceptance of the contract terms and conditions
• arranging physical signing of the document which can involve a formal signing ceremony in some
cases, and
• notifying unsuccessful tenderers.
It is likely that such things as insurances, indemnities, and Intellectual Property Rights or deeds
have been checked prior to deciding to negotiate with particular tenderers. However, a final check
to ensure that all necessary contract provisions have been met and any relevant documentation
has been provided should be undertaken before the contract is approved.
Briefing of stakeholders
It is important that stakeholders are briefed on progress and/or the outcome of tender evaluations37
and/or contract negotiations. The purpose of these briefings is two-fold. Briefings provide the
opportunity for input from stakeholders on their requirements and expectations. They also provide
the contract manager with the opportunity to update stakeholders on any issues or concerns that
may impact them.
It is essential that any stakeholder briefing is conducted in a way that is fair and impartial38
.
Adopting an ethical transparent approach enables business to be conducted fairly, reasonably and
with integrity.
Contract approval and signing
Reminder: Appropriate approval should have been obtained prior to undertaking a
procurement process. It is better practice for this to be given by the delegate most likely to
sign the contract at the conclusion of the process.
The contract signatory is responsible for entering into a contract agreement or arrangement
under which public money will become payable in accordance with the terms of the contract. It
is important that the person who signs a contract has the appropriate authority to do so, is fully
aware of their responsibilities and is satisfied that all necessary approvals had been obtained and
relevant policies have been complied with.39
Identification of the officers who have the necessary
authority to enter into contracts to certain financial limits will generally be contained in the acquiring
entity’s Chief Executive Instructions (or equivalent) or procurement procedures. It is essential that
the contract is approved by a person who has the appropriate authority.
It is better practice for the delegate responsible for the contracting process to also actually sign
the contract, whenever possible. In some circumstances this may not be possible and in such
situations the signatory to the contract needs to make sufficient enquiries, of those that have been
involved in earlier stages of finalising the contract to be satisfied that all necessary matters have
been appropriately dealt with.
The order in which parties sign the contract has no bearing on the legal status of the document. It
is, nevertheless, better practice for the acquiring entity to request a contractor to sign the contract
first as this allows the entity to ensure that the final contract has not been varied in any way from
that which was agreed between the parties.
37 The need to provide briefings to stakeholders and the probity protocols to be followed should have been included in the
tender evaluation plan.
38 Guidance on fairness and impartiality can be found in Paragraph 6.1 of Guidance on Ethics and Probity in Government
Procurement (FMG 14).
39 For example, those relating to the expenditure of public moneys (FMA Regulations 9, 10 and 13), limiting the contractors’
liability and/or entering into indemnity arrangements with the contractor.
stakeholders are briefed
on progress and/or the
outcome of tender
evaluations and/or
contract negotiations.
The person who signs
a contract must have the
appropriate authority
to do so.
It is better practice for
the delegate responsible
for the contracting
process to also actually
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A practice that is sometimes adopted at this stage is for the contract signatories to initial each
page of the contract, including all annexures and attachments. There is no legal requirement for
this to be done. However, it is important that the final contract is checked carefully for accuracy
and consistency and the contract signatories may consider it appropriate to initial each page of the
contract as evidence of the contract’s completeness. Another practice that is commonly adopted
is to bind the contract, thus reducing the risk of inadvertent or deliberate replacement pages
being inserted.
Notifying tenderers of contract award
Following the award of a contract, the acquiring entity should promptly inform all tenderers of
the decision. On request, the acquiring entity must provide each unsuccessful tenderer with an
explanation why its submission was not successful.40
The successful tenderer(s) may also request
a debriefing. In the case of an expression of interest process or an application for inclusion on a
multi-use list, unsuccessful tenderers may request written reasons for rejection. It is better practice
for acquiring entities to provide feedback as a matter of course. Some entities schedule debriefing
sessions and invite tenderers to attend, leaving it to them to participate if they wish.
Public announcement
Details of the successful contractor are generally made public according to public sector
requirements and organisational protocols.41
In some circumstances, for example, following a high profile procurement process, the Government
may wish to publicly announce the award of a contract. Any public announcement of contract
award should not be made until the successful completion of all contract negotiations, a contract
has been signed by both parties and all unsuccessful tenderers have been notified.
The public announcement of the award of a contract prior to at least these steps being completed
has the potential to undermine the acquiring entity’s negotiation position and its legal rights. In
exceptional circumstances, where a decision is made that an announcement prior to contract
signature is necessary, the announcement should indicate that the award of the contract remains
subject to the negotiation of final terms and conditions satisfactory to the acquiring entity.
3.7. Debrief tenderers
Debriefing tenderers is an important part of the procurement process and, when done well, benefits
both parties. A successful debrief is one that provides feedback to tenderers about the areas
where they were more or less competitive. This information can assist the contractor in making
submissions for future procurements and government entities by providing potential suppliers with
a better understanding of the government’s procurement processes.
Constructive feedback also contributes to transparency in the procurement process and provides
the market with greater confidence in the fairness of that process.
40 The Commonwealth Procurement Guidelines, section 7.25, require relevant entities to follow this practice.
41 All FMA agencies are required to publicise details of contracts or amendments awarded worth $10 000 or more in the
Australian Government website, AusTender, within six weeks of entering into the agreement, in accordance with the
requirements of Finance Management Guidance No. 15, Guidance on Procurement Publishing Obligations, January
2005. Some entities are also required to include details of certain types of contracts awarded in their Annual Reports.
The most important requirement in this regard is the requirement for FMA agencies to report the contract price of each
consultancy in their Annual Reports as required by the Requirements for Departmental Annual Reports, Department of
the Prime Minister and Cabinet.
Following the award of
a contract, the acquiring
entity should promptly
inform all tenderers of
the decision.
Details of the successful
contractor are generally
made public according
to public sector
requirements and
organisational protocols.
Debriefing tenderers is
an important part of the
procurement process.

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This section covers:
• advice to tenderers regarding debriefing
• approaches to debriefing
• areas for discussion, and
• providing the debrief.
Advice to tenderers
It is better practice that tender documentation include advice that tenderers may seek a debriefing.42
It may also be appropriate for tender documentation or separate advice to tenderers to include the
following information:
• the point in the procurement cycle when a debriefing will be available. In most circumstances this
will be after contract signature
• in general terms, the issues that the debriefing may be expected to cover, and
• a contact point for tenderers to make arrangements for a debriefing.
Approaches to debriefing
Debriefing should be tailored to the particular procurement and for each tenderer. The amount
of detail covered will vary according to the nature of the procurement and the experience the
particular tenderer has with the acquiring entity and in government procurement generally. For
example, a tenderer that is not familiar with the entity’s procurement practices may benefit from
being informed about an entity’s general procurement arrangements, in addition to details about
the particular procurement process that is the main subject of the debriefing.
Debriefing should take place at a mutually convenient time within a reasonable period after the
contract is awarded and signed.
In the case of a two-stage procurement process, debriefing can be undertaken for those tenderers
not included in a short list of tenderers to be considered in the second stage of the evaluation.
Requests for debriefing will usually arise when unsuccessful tenderers are informed of their
elimination from the selection process. It is generally most effective and efficient to debrief all
tenderers as quickly as possible at short list or contract award stage.
Unsuccessful tenderers should be debriefed individually in a professional manner. When debriefing
unsuccessfultendererstheirperformanceagainsttheevaluationcriteriaintherequestdocumentation
or the areas where their tender response was deficient or not preferred should be addressed.
Debriefing topics
The debriefing should focus on matters listed in the approach to the market and should not address
any matters not covered by the evaluation criteria. It may be possible in certain circumstances for
legal action to be taken by unsuccessful tenderers if this occurs.
Topics covered in debriefings can include:
• project methodology and/or design issues
• organisation, management and administration
• price
• nominated personnel including the experience and quality of operational, management and
other personnel
• experience of the tenderer generally
42 The CPGs require FMA agencies and prescribed CAC entities to provide, on request, an unsuccessful tenderer with the
reasons why its submission was not successful. On request a debriefing should also be provided to successful
tenderers.
Debriefing should be
tailored to the particular
procurement and for
each tenderer.
The debriefing should
focus on matters listed
in the approach to the
market and should not
address any matters
not covered by the
evaluation criteria.

61
• work schedule issues; the acquiring entity’s expectations and what it has found achievable in the
market, without identifying individual contractors
• vagueness or unacceptability on delivery dates if important to the decision
• facilities and equipment if inappropriate, inefficient or outdated, or if they would increase costs or
affect timeframes
• subcontracting the arrangements where inappropriate or inefficient, including where the
proposed subcontractor lacked necessary qualifications or experience, or if a proper control
system was lacking
• industrial relations and/or occupational health and safety issues
• failure to comply with government policies or requirements
• quality management issues (such as inadequate quality assurance certification or other control
methods, or systems people and training), and
• support, warranty or after sales service issues.
Good Practice Tip: Approach to debriefing
The general sequence of events for debriefings is:
• approval of material and approach as necessary by senior management
• send formal advice to unsuccessful tenderers, including an offer to debrief
• await request for debriefing from one or more of the unsuccessful tenderers
• agree time(s), date(s) and venue for debriefing
• prepare debriefing material from tender evaluation report, and
• conduct briefing.
Conducting the debriefing
All debriefs should be carefully planned. In large, complex procurements it may be appropriate to
prepare a debriefing plan based on the tender evaluation report. The confidence of tenderers in
the procurement process is likely to increase if the debriefing demonstrates that the procurement
decision was the result of a fair and considered decision-making process.
Debriefing can be conducted face to face by telephone or video conference. Telephone or video
conferencing may be appropriate where long distances make the holding of a face to face meeting
uneconomic for the tenderers.
Debriefing meetings should generally be chaired by the most senior officer involved in the
procurement and should involve end‑user representation where appropriate. Debriefing should
not be delegated to staff who do not have the necessary authority, knowledge, experience or
sensitivity to conduct it in a professional manner. Inaccurate or inappropriate debriefings may lead
to complaints or litigation. It can be useful for at least two acquiring entity staff officers to be present
at a debriefing to assist in the debriefing itself and to reduce the risk of misunderstanding about
the discussion.
In all cases tenderers should be informed that only their submission, not those of other tenderers,
will be discussed. It is important that during debriefing the differences between the tender
submissions and how the particular tenderer might do better in the future are canvassed. In doing
this, care should be taken in comparing the tenderer’s submission with other submissions as
commercial‑in‑confidence information cannot be disclosed.43
However, non-confidential information
relating to the differences between the winning submission and the unsuccessful tenderers bid
43 See, in particular, Financial Management Guidance No 3: Guidance on Confidentiality of Contractor’s Commercial
Information.
Debriefing meetings
should generally be
chaired by the most
senior officer involved
in the procurement and
should involve end‑user
representation where
appropriate.
In all cases tenderers
should be informed that
only their submission,
not those of other
tenderers, will
be discussed.

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can be discussed. For instance, it is not appropriate to provide tenderers with any information
that is confidential to other tenderers, and while the acquiring agency may reveal to unsuccessful
tenderers the name of the successful tenderer and the total price of the successful tender, it should
not generally indicate any cost breakdown.
It is important that the procuring entity’s debriefing team present a fair and balanced view of the
tenderer’s submission. An effective way to do this is to provide tenderers with an assessment
against each of the evaluation criteria, noting the weaknesses and strengths of the tenderer’s
submission. The tenderer should be provided the opportunity to respond to and, where appropriate,
discuss issues.
It may also be useful to advise tenderers of the evaluation and management review arrangements
followed. This can assist in demonstrating that the final decision was a considered one, was subject
to appropriate review and was not the view of any one person.
On completion of the debriefing the tenderer should be provided the opportunity to comment on
the procurement process, including any comments they have on probity issues. These meetings
can also be useful opportunities to obtain information about a tenderer’s areas of interest that may
be of assistance in future procurements.
Written debriefs
Written debriefs should cover substantially the same information as would have been discussed in
an oral briefing. A copy of the debrief should be retained as part of the entity’s records.
Staff involved in finalising the contract need to maintain the highest ethical standards during and
after contract negotiations and during contract debriefings in particular. Section 3.4 above includes
a brief discussion on ethical conduct during contract negotiations.
The issues at section 2.7 relating to the contract development phase are equally applicable when
finalising the contract.
3.9. Address any complaints
An important element of the Commonwealth Procurement framework is the ability of tenderers to
pursue complaints they may have about an entity’s procurement processes.
Generally, where entities follow sound procurement practices there should be few or no complaints
from tenderers and entities should be in a position to respond to any that are made in an open
and transparent manner. It is better practice to have arrangements in place, including the steps a
tenderer is able to take if it wishes to lodge a complaint. These arrangements should detail to whom
and where the complaint should be addressed, as well as the entity’s procedures for responding
to any complaints received.44
It is important for entities to respond in a timely and constructive manner to any complaints received,
whether orally or in writing. In many instances where oral complaints are handled in such a manner,
the tenderer will be satisfied with the response provided and will not lodge a written complaint.
The entity’s response to a complaint should set out the nature of the complaint, outline in general
terms the issues that have been raised and address them in specific rather than general terms. The
44 Section 7.36 of the CPGs require FMA Act agencies to have in place a process for handling complaints.
It is important that the
procuring entity’s
debriefing team
present a fair and
balanced view of the
tenderer’s submission.
Staff involved in
finalising the contract
need to maintain the
highest ethical standards
during and after contract
negotiations and during
contract debriefings.
It is important for
entities to respond in a
timely and constructive
manner to any
complaints received.

63
entity’s response should also advise the complainant of their options should they wish to pursue
the complaint further.
Incircumstanceswhereatendererisnotsatisfiedwithanentity’sofficialresponse,itmaybeappropriate
for an internal independent review to be conducted. Any such reviews should be undertaken
promptly and by a person(s) who has experience with the entity’s procurement processes.
In the interest of fairness and open and effective competition, it is important that the existence of
a complaint does not prejudice a supplier’s participation in future procurement activities. Entities
should be mindful that contractors may be hesitant to lodge complaints because of concerns
about the impact this may have on future procurements.
In some cases tenderers may consider that the complaint has been pursued as far as possible with
the acquiring entity but remain dissatisfied with the result. When this occurs they have redress to a
number of external bodies.
Tenderers have recourse to the Commonwealth Ombudsman who has extensive powers to
investigate a range of administrative matters including procurement related complaints. The
Ombudsman has the authority to make recommendations regarding the procurement process and
related decisions, but cannot overturn an entity’s decision or specifically direct an agency to do so.
Contractors may also seek redress through the courts.
It is better practice, where a complaint is referred to an external body, that the entity concerned
co-operate fully with any external review or action that may arise as a result of such a referral.
3.10. Keep records
The following is a list of documentation that may need to be maintained for this phase of the
contracting cycle.
• Risk assessments
• Negotiation checklists or plans
• Professional advice received
• Conflict of interest declarations
• Records of agendas and minutes of negotiation team meetings
• Record of delegate’s agreements and approvals
• Copy of the final signed contract, including all schedules and attachments
• Copy of public announcement
• Record of all debriefings, oral or written
• Record of any complaints, oral or written, and decisions about action taken to address them
• Record of correspondence/meetings with complainants
The existence of a
complaint should not
prejudice a supplier’s
participation in future
procurement activities.
It is better practice that
the entity co-operate
fully with any external
review.

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Keyactionsandresponsibilitiesmatrix:fORMALIsingthecontract
Thismatrixshowsatypicalsequenceofstepsinfinalisingacontract,the
keystakeholdergroupsinvolvedanddocumentsproduced:
Q involvedinthisstep(forexample,givingadvice,being informed)
2 Documentisused
7 Documentsarecreatedorupdated(seeexplanationofthistable
attheendofPart2,p.46)
Actionorstep:
SeniorManagement/Minister
Seniormanager
Usergroups
Negotiationteam
Specialistadvisers
Preferredcontractor
Negotiatingstrategy
Riskplan
Probityplan
Financialplan
Contract
Announcementdocumentation
ReviewandupdaterisksforthisstageCQ!Q7
FinaliseprobityplanandrequirementsC!Q27
EnsureallpartiesareawareofprobityrequirementsQQQ!QQQ2
DevelopnegotiatingstrategyCQ!QQ722
Undertakenegotiations!QQ2277
ObtainfinalapprovaloftheagreedcontractCQQ!QQQ22
ObtainallnecessarymaterialapprovalsCQ
DevelopannouncementandsigningapproachQQ!Q7
ContractsigningQCQQ2
Enterdetailsinfinancialandcontractsystem(s);arrange
public reporting
!2
AdviseanddebriefunsuccessfultendersQ!2
Announcement!QQ2
HandoverofresponsibilitytocontactmanagementteamQ!QQ222
Completeandfileallcontracttendering,evaluationand
decision documentation
!!222222

PART 4
Entity arrangements for
managing contracts
PART4Entityarrangements
formanagingcontracts

65
Entityarrangementsfor
managingcontracts
PART 4
Entity arrangements for
managing contracts
CONTENTS
4. Entity arrangements for managing contracts................................................ 66
4.1. Introduction............................................................................................................ 66
4.3. Communicate with stakeholders............................................................................ 67
4.4. Establish and sustain contract capability................................................................ 67
4.5. Establish systems and procedures......................................................................... 68
4.6. Using the internet and electronic systems.............................................................. 69
4.7. Management reporting on contracting activity........................................................ 70
4.8. Quality assurance of contracting activities.............................................................. 70

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managementEntity arrangements for managing contracts
4. Entity arrangements for
managing contracts
4.1. Introduction
This part of the Guide discusses entity arrangements for managing contracts. Entities should have
in place management arrangements that are designed to maximise overall value for money of
contracting activities and enable them to have in place processes that meet all internal and external
management and reporting responsibilities in a cost-effective manner. These arrangements should
be an integral part of the entity’s governance and control environment within which individual
contracts are developed and managed.
Key tasks
The key tasks involved in the entity arrangements for managing contracts are:
Establish effective lines of communication with stakeholders.
Establish and sustain contracting capability.
Establish systems and procedures.
Risks to the effective entity arrangements for managing contracts are likely to arise from the
following sources:
Roles and responsibilities • Unclear and/or misunderstood roles and responsibilities for
aspects of contract management
• Absence of required contract delegations
Systems, procedures
and guidance
• Multiple systems that are not integrated and/or require multiple
entry of the same data
• Systems that are not supported by appropriate procedures and/
or guidance material
• Different systems containing incomplete and/or conflicting
contract data
Procurement knowledge
and capability
• A lack of understanding of government and/or entity procurement
policies and reporting requirements
• A lack of experience in the management of contracts
• A lack of targeted training of procurement activities
Entities should have in
place management
arrangements that are
designed to maximise
overall value for
money of contracting
activities.

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4.3. Communicate with stakeholders
The effective management of an entity’s contracting activities requires establishing and maintaining
open and constructive lines of communication with internal and external stakeholders.
Senior managers are important internal stakeholders who will require periodic assurance that the
entity’s policies are being adhered to and that its reporting and accountability responsibilities are
being met. In this regard, better practice entities will have:
• clearly articulated contract reporting and accountability responsibilities, including the individual
and/or work areas with primary responsibility for meeting these responsibilities
• incorporated reporting of its compliance with these requirements into its regular management
reporting regime, and
• included the oversight of compliance with contracting responsibilities as part of the broader
legislative compliance responsibilities of the entity’s Audit Committee.
External stakeholders may include the responsible Minister, the Department of Finance and
Administration and the entity’s portfolio Department. Arrangements should be agreed with all
relevant external stakeholders aimed at ensuring that their needs are met. Such arrangements
could be expected to include:
• relevant contact points
• the timing and content of briefings and other communications, and
• the preferred mode of communication, for example, face to face meetings, formal correspondence
or email.
4.4. Establish and sustain contract capability
As noted earlier in this Guide, contracting is now an integral part of doing business in the public
sector and many government programmes involve some level of contracting activity. Having an
effective contract management capability will assist entities to:
• obtain value for money from its expenditure on contractors
• meet its internal and external reporting and accountability needs and responsibilities (Part 1 of
the Guide details the reporting responsibilities for FMA agencies)
• manage contract liabilities and commitments, and
• manage contract resources as part of achieving its business objectives.
This contract management capability includes having:
• the necessary level of senior management commitment and support
• the capacity to develop and maintain an up-to-date contracting policy and procedural
framework
• staff who exercise procurement delegations with experience and knowledge commensurate with
the size, nature and complexity of the contracting activities on which they make decisions
• sufficient time and resources to properly manage the contract, including access to specialist
skills where needed, and
• individual contract managers with a level of knowledge, skills and experience commensurate with
their contracting responsibilities.
Senior managers are
important internal
stakeholders who will
require periodic
assurance that the
entity’s policies are
being adhered to.
Arrangements should be
agreed with all relevant
external stakeholders
aimed at ensuring that
their needs are met.
Having an effective
contract management
capability will assist
entities to obtain
value for money from
its expenditure
on contractors.

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4.5. Establish systems and procedures
The maintenance of a Contracts Register, establishing a procurement unit with broad procurement
responsibilities and using the Internet and electronic systems are initiatives that many entities have
put in place to better manage their contract responsibilities.
Contract registers
Entities generally have found it beneficial to maintain a contracts register that contains details of all
entity contracts. A contract register can be maintained centrally, with staff in work areas providing
details to the work areas responsible for maintaining the register of all contracts entered into.
Alternatively, details can be input remotely by individual work areas. The contract register could also
consist of a number of sub registers maintained by business or geographically-based work areas
that collectively represents the entity’s contract register.
As well as assisting in meeting reporting responsibilities, contract registers should be used to
monitor contract end dates, and opportunities to exercise contract extensions to assist entities to
commence new procurements in a timely manner.
Better practice contract registers will have the following characteristics:
• the register will contain all relevant contract details and be configured to be able to produce
reports that can be used to meet the entities’ management and reporting responsibilities45
• responsibility for maintaining the register will be clearly assigned to an individual(s) or
work area(s)
• formal procedures will be promulgated for maintaining the accuracy and completeness of the
register. These procedures will provide for a reconciliation or cross-check between the register,
the entity’s financial management information system and AusTender (where relevant). They
should also provide for a periodic quality assurance review of the register
• the automation, to the extent feasible, of the input of data that will limit, or eliminate the multiple
input of data into different systems, assist in improving consistency and reduce the incidence of
human error
• the provision of links to individual contracts, subject to security and confidentiality
considerations
• system access controls designed to ensure unauthorised staff do not have access to, and cannot
amend or alter, contract details, and
• the periodic review by internal audit or other review mechanism.
Procurement units
The way entities corporately manage their procurement responsibilities, including the management
of contracts, will naturally vary to suit their particular circumstances. Nevertheless, an increasingly
common approach is for entities to establish dedicated procurement work areas that have
responsibility for contracting activities such as:
• developing and maintaining the entity’s procurement policies and procedures and disseminating
these to those involved in procurement activities, including the management of contracts
• providing training and ongoing advice and assistance on procurement matters
• monitoring contract activity and encouraging better practices
• co-ordinating the preparation of the Senate Order listing, and
• complying with other reporting requirements.
As noted elsewhere in this Guide, there are an increasing number of legislative and policy
considerations that impact on an entity’s procurement responsibilities and entities should give
careful consideration to the role that procurement units have in assisting entities meet these
45 For FMA agencies these responsibilities are outlined in Section 1 of this Guide.
Entities generally have
found it beneficial to
maintain a contracts
register that contains
details of all contracts.
An increasingly common
approach is for entities
to establish dedicated
procurement work areas
that have responsibility
for contracting activities.

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responsibilities. It is likely that the role of these units will change and evolve over time, in line
with the entities’ procurement and contracting experiences. Some entities see benefit in providing
their procurement unit with the authority to review and approve various procurement processes
including the entering into contracts, while the procurement units of other entities have an advisory
role. The factors that will impact on an entity’s decision in this regard include:
• the nature, complexity and risk profile of entities’ procurement activity
• the organisational and geographical spread of the entity
• the level of procurement expertise amongst entity staff, and
• the entity’s general approach to the management of corporate activities.
4.6. Using the Internet and electronic systems
Electronic communications systems, including internet and intranet facilities can be used to assist
in the development and management of contracts.
There are advantages to using electronic contract management systems, for example consistency,
efficiency and timeliness. These systems are useful in managing the administrative aspects of
contracting and can be particularly useful in organisations that are geographically disparate. These
can range from reasonably simple systems holding data about key aspects of contracts entered
into including critical dates, to sophisticated proactive electronic contract management systems.
These may be off the shelf systems or systems that are specifically designed for the acquiring entity.
Developing and implementing these systems can be costly so it is important to understand the
level of functionality that may be necessary for a particular acquiring entity’s requirements and the
benefits likely to be realised through the use of them.
Electronic systems can assist in ensuring that contract managers also have access to the most
recent standard contracts and forms, policies, advices and contract management assistance. They
can also facilitate awareness of new and emerging issues, potential risks and how to manage
them. Electronic systems can also provide a contract management help desk for the provision
of information and advice. The easy availability of information encourages better decision-making
and improved contract management. It can also provide a forum for communication between
contract managers in the entity, enabling them to be aware of other contracts being managed
by the agency, to ask questions of other contract managers in the agency, and to share tips and
lessons learned.
An efficient way of communication with contractors can be through secure websites. This can
be particularly effective where there are multiple contractors who provide similar services, yet the
services and their delivery is geographically dispersed. Websites can also be useful for providing
general contracting information to contractors.
As an example, a website could have three levels of information, one open to the public, one
between all of the contractors and the acquiring entity, and the third between the acquiring entity
and individual contractors.
In circumstances where an entity is involved in extensive contracting activity, a cost-benefit analysis
should be undertaken to assist in deciding the nature and extent that the Internet can be used to
facilitate this activity.
Electronic systems can
assist in ensuring that
contract managers have
access to the most
recent standard
contracts and forms,
policies, advice and
contract management
assistance.
An efficient way of
communication with
contractors can be
through secure websites.

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4.7. Management reporting on contracting activity
Contracting activity in many entities represents an important business activity, often involving a
significant level of expenditure and the utilisation of substantial in-house resources. As a result,
inadequate contract management practices will have a direct adverse impact on an agency’s
capacity to meet its business objectives.
Better practice entities incorporate reporting on contracting activity into their regular management
reporting arrangements. This should involve the development of a number of contracting
performance measures and the periodic measurement and reporting against them as an integral
part of the entity’s management reporting regime. This will assist in reinforcing the importance of
good contracting practices and also provide assurance to senior management on the agency’s
performance in this area, including its compliance with policy and reporting requirements.
Examples of performance measures include:
• establishing benchmarks on targets for key steps in the procurement cycle such as the lead time
from the date of a procurement request to the signing of a contract
• the number and percentage of procurements in excess of the relevant threshold that have not
been undertaken through open tender
• instances where the agency has departed from the Commonwealth Procurement Guidelines,
and
• the number and percentage of procurements that have used panel arrangements or standing
offers. Such an analysis can highlight the benefit of establishing such arrangements and the
extent of use of existing arrangements.
4.8. Quality assurance of contracting activities
Better practice entities will also incorporate quality assurance reviews of contracting activities into
their control environments.
Periodic reviews of all or selected aspects of contracting can assist entities in assessing the extent
to which their performance represents better practice and are a useful mechanism for identifying
procedures and practices that warrant improvement.
Agencies should determine whether quality assurance activity is best undertaken in-house, including
by internal audit units, by external parties or by a combination of both approaches.
Better practice entities
incorporate reporting
on contracting activity
into their regular
management reporting
arrangements.
Better practice entities
will also incorporate
quality assurance
reviews of contracting
activities into their
control environments.

PART 5
Managing individual contracts
PART5
Managingindividualcontracts

71
PART 5
CONTENTS
5. Managing individual contracts............................................................................ 72
5.1. Introduction............................................................................................................ 72
5.4. Identify and access the skills and experience required............................................ 74
5.5. Identify and involve stakeholders............................................................................ 76
5.6. Manage relationships............................................................................................. 76
5.7. Manage contract start up....................................................................................... 78
5.8. Administer the contract.......................................................................................... 80
5.9. Manage contractor performance............................................................................ 82
5.10. Negotiate contract variations.................................................................................. 86
5.11. Manage contract disputes...................................................................................... 87
5.13. Keep records......................................................................................................... 91
Example risks and risk treatments: contract management................................................. 92
Contract management skills matrix.................................................................................... 94
Key actions and responsibilities matrix............................................................................... 95
Understanding the contract action list................................................................................ 97

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5. Managing individual contracts
5.1. Introduction
This part of the Guide discusses the management of individual contracts. The aim of individual
contract management is to ensure that deliverables are provided to the required standard, within the
agreed time frame and achieve value for money. The management of individual contracts is made
easier if the earlier contracting phases have been undertaken in accordance with better practice
and the entity has in place a sound contracting governance and control environment.
It is important that contracts are actively managed throughout their life to help ensure contractor
performance is satisfactory, stakeholders are well informed and all contract requirements are met.
Key tasks
The key tasks involved in managing individual contracts are:
Identify and access the skills needed.
Identify and involve stakeholders.
Manage relationships.
Manage contract start-up.
Administer the contract.
Manage contractor performance.
Negotiate contract variations.
Manage contract disputes.
Discharge the contract.
Behave ethically.
Keep records.
Contracts should be
actively managed
throughout their life to
help ensure contractor
performance is
satisfactory,
stakeholders are well
informed and all contract
requirements are met.

73
Risks identified previously may be relevant at this stage of the cycle and should be considered
along with any risk management plan that has been developed.
Risks to the management of individual contracts can include the following:
Contract management
capability
• Failure to have sufficiently skilled and experienced resources to
effectively manage the contract(s)
• Lack of recognition of the importance of contract management
• Failure to act on contractor under-performance
Contractor performance • Failure to provide contract deliverables on time, to agreed quality
standards
• Failure to adhere to agreed budget
• Failure to comply with all contract provisions, for example,
privacy, security, recordkeeping
• Fraud and/or unethical conduct by the contractor
Changes in circumstances
and/or requirements
• Contract changes not dealt with as contract variations
• Contractor not prepared to agree to contract variations to
accommodate changes in entity requirements
• Changes in circumstances not managed in a timely manner
Stakeholder relationships • Stakeholders not consulted and/or kept informed about contract
performance
• Changes in stakeholder expectations not communicated to
contract manager
• Differing and/or conflicting stakeholder expectations
Ensuring that any identified risks are dealt with appropriately may require a specific risk mitigation
plan to be developed. Such a plan need not be long and cumbersome; it may consist of a simple
checklist or it may be a detailed plan that requires periodic review and updating throughout the life
of the contract. Where a contract is to be managed by a team over a longer period of time, a plan
may assist with coordination among team members and stakeholders. Issues discussed below
should be addressed by any plan or checklist developed to guide contract management.
In addition, consideration should be given to the need to develop appropriate contingency plans
to address unplanned or unexpected events. Such plans may be required where the consequence
of contract failure is critical to a range of stakeholders such as members of the public. Depending
on the size, nature and duration of the contract, a contract management plan may be required to
assist in managing and administering the contract. Such a plan may be a checklist or a formal plan
that addressed in detail the issues discussed in this Part of the Guide.
The Example Risks and Risk Treatments at the end of this part can be used in developing a
risk plan for individual contracts.
Good Practice Tip: Flowchart/document key processes
A useful practice adopted by some entities is to flowchart or map key processes or steps
such as payment processes, steps involved in performance assessment and dispute
resolution processes.
Ensuring that any
identified risks are
dealt with appropriately
may require a specific
risk mitigation plan to
be developed.
Consider the need to
develop appropriate
contingency plans to
address unplanned or
unexpected events.

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Responsibility for the various tasks required to finalise the contract should be assigned and
The Actions and Responsibilities Matrix at the end of this part outlines a typical sequence of
steps, the key stakeholders involved and documents produced in managing a contract.
5.4. Identify and access the skills and
experience required
A range of skills are needed throughout the contracting cycle and the type of skills needed may vary
with the different stages of contracting and with the size and nature of the contract. Generally, one
person will not have all the contracting skills required over the entire procurement cycle. This means
that it is important to be able to second or recruit additional staff, and have access to training and/
or professional advice.
The successful management of contracts will generally require skills and experience in the areas
outlined below.
Contract management skills and experience
Skills and experience
Interpersonal and relationship: • Undertake tasks in a motivated and professional way
• Build strong relationships. Understand the parties’ culture and
ways of working
• Encourage cooperation and communicate orally and in writing
Subject matter/ industry
knowledge:
• Understand the contractual requirement and the market or able
to quickly gain relevant knowledge
• Objectively assess goods and services and whether
performance standards have been met
Project management: • Plan, schedule, organise work, manage tasks, and consult
with stakeholders
• Motivate and lead people who may not be under the direct
control of the contract manager
• Establish relationships to get tasks done in a timely way
• Use skills available to get the best possible result
Performance management: • Provide feedback both positive and negative
• Explain acquiring entity’s position and understand legal position
in addressing under-performance. Understand contractor’s
environment
Problem solving: • Have a positive approach to solving problems
• Encourage mutual cooperation to address issues
• Have the ability to make decisions in circumstances where
there may not be full knowledge of all relevant facts in the
available timeframe
Responsibility for the
various tasks required to
finalise the contract
should be assigned and
A range of skills are
needed throughout the
contracting cycle.

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Skills and experience
Negotiation: • Deal with evolving and changing circumstances
• Have subject matter knowledge and be able to bring about
mutually acceptable agreements
• Display professional behaviour
• Have relevant training or experience in planning for and
conducting negotiations
• Manage robust dialogue
Accountability/financial
management:
• Understand and apply relevant laws and accountability
requirements and financial arrangements
Human resource
management:
• Manage the team to maximise performance over the
long term
If a team is being used to undertake the tasks required at each stage of the contracting cycle, it
is important to build the team so that the range of skills required are available. Where a team has
already been formed, it is still useful for the team to review both the skills and experience needed
to do the work and those available within the team.
Some points to keep in mind when deciding on team members and the skills required are:
• recognise that not all skills are necessarily available in-house or reside in an individual staff
member, and
• review the skills needed and available periodically throughout the contracting cycle to ensure
they remain relevant. Changes may be needed due to changed circumstances of the contract or
as a result of staff turnover.
Assessing whether the required skills are available will involve:
• identifying the skills that are needed
• identifying the skills available and any gaps
• determining how these gaps will be addressed. For example: by using external experts, training
of current staff or by recruitment action, and
• taking action to obtain the skills needed.
The Contract Management Skills Matrix at the end of this part can be used in identifying any
skill gaps that may need to be addressed in managing the contract.
The following case study is an example of obtaining the skills necessary to assess contract
performance.
Case Study: Identifying skills needed
An entity was renewing its IT services contract. A significant issue on the previous contract
was the management of the growth in usage and consequent increases in capacity provided
and costs. Under the previous contract, the contractor was required to analyse usage and
provide capacity accordingly. The agency had no internal expertise in the complexities of
analysing IT usage data. The new contract had increased requirements for the provision
of detailed usage data, and of the contractor’s suggested capacity management actions.
The agency added a new person to its contract management team, whose responsibilities
included capacity planning, to enable the agency to make informed, independent judgements
on this aspect of the contract.
Comment: While in this case it was decided that in-house expertise was required, for many
contracts it will be cost-effective to have access to specialist knowledge on an as required
basis through a contract or on a retainer basis.
Recognise that not all
skills are necessarily
available in-house or
reside in an individual
staff member.
Review the skills needed
and available
periodically throughout
the contracting cycle to
ensure they remain
relevant.

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5.5. Identify and involve stakeholders
A critical role for the contract manager is to ensure that stakeholders are kept informed about
relevant matters and contract developments.
To manage complex contracts with multiple stakeholders it can be useful to establish committees
with membership that is representative of stakeholders and end-users. Using committees can
provide a structured approach for communicating with relevant parties. Such committees should
meet at key points in the contracting cycle and be provided with information and be able to
discuss issues, problems or future directions. It may also be appropriate to develop an agreed
communication plan or strategy.
Working or reference groups can also assist by providing advice and guidance on various aspects of
the contract. For example, an expert reference group could assist with various aspects of contract
management where relevant skills are not available in-house.
Where committees or working groups have been established they should be supported and
maintained for the agreed period of time, for example, for the life of the contract or for a particular
technical phase. Difficulties can arise where these mechanisms are established but then suspended
or discontinued without full consideration of the implications for the management of the contract.
Liaison and involvement of stakeholders can also benefit from establishing a communications
protocol if one has not already been included in the contract. A communications protocol can set
in place arrangements for:
• formal meetings at which minutes are taken and distributed to all parties for agreement
• regular written communications between the parties including letters and emails, and
• progress or performance reports.
Such a protocol can assist to ensure that those who need to know about particular matters are
informed in a timely fashion and that all communications flow to the appropriate person.
5.6. Manage relationships
Relationship management underpins overall successful contract management. A sound basis for
the relationship should have been established in the earlier contracting phases. If the manager is
new to the contractual arrangement, efforts will need to be made to understand the relationship
that exists between the contractor and the acquiring entity and to develop a specific relationship
for this phase as soon as possible. It is particularly important for the manager to understand the
background to the relationship and be aware of any problems or issues that have arisen at earlier
stages of the procurement process.
The type of contract, its size and duration as well as the culture of the parties and the personalities
of the people involved will influence the relationship between the parties. It is important to establish
and maintain a constructive relationship and regular communication. Providing positive and
constructive feedback will assist in maintaining such a relationship.
Payments, including those for performance, should also be made without unnecessary delays, in
line with acquiring entity procedures. It is also important to listen to the contractor, to identify any
problems, address them promptly and explain decisions in an impartial way.
It is better practice for entities to adopt a structured approach to managing their relationship with
the contractor. This particularly applies to contracts which involve ongoing service delivery or the
A critical role for the
contract manager is to
ensure stakeholders are
kept informed about
relevant matters and
contract developments.
Relationship
management underpins
overall successful
contract management.
It is better practice
for entities to adopt
a structured approach
to managing their
relationship with
the contractor.

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provision of consultancy services that extend over a reasonable period of time. In such contracts
the management of the relationship with the contractor could consist of:
• informal, day-to-day discussions and interactions between the contractor, the contract manager
and relevant entity staff, and
• formal meetings at pre-determined intervals with nominated personnel from both the acquiring
agency and the contractor.
A typical approach to managing relationships adopted in a long-term services contract is outlined
below.
Managing relationships
Overall responsibility Each party nominates one person with the appropriate skills
and experience as its representative to be responsible for the
co-ordination and management between the parties over the
life of the contract.
Weekly performance
review meetings
Nominated representatives, including the contractor’s service
delivery manager and the acquiring entity’s contract manager
meet formally at least once a week to review performance.
This meeting is aimed at discussing and resolving any minor
issues relating to the performance of the contract.
Contract management
committee
At least quarterly, or otherwise agreed, a formal meeting is
held of this committee. The committee comprises senior
people from the acquiring entity and the contractor as well
as the contractor’s service delivery manager and the contract
manager. The purpose of the meeting is to formally monitor
performance of the contract, consider any ways in which
services may be improved, consider any amendments to
service levels and resolve, where possible, any issues that
remain unresolved from the weekly contract meetings.
Bi-annual senior management
meetings
A meeting is held at six monthly intervals between senior
executives of both parties. These meetings review matters that
have been addressed at contract management committee
meetings, review the overall relationship between the parties
and consider opportunities for the contractor to contribute to
the acquiring entity’s business.
Maintaining a good relationship does not mean the terms of the contract are not enforced where
this is warranted. It is about enforcing the terms of the contract in a professional manner based on
evidence of contractual performance. Provided the acquiring entity has fulfilled its responsibilities,
has provided early warning of performance problems and has maintained a professional relationship,
enforcing the terms of the contract should be seen as a reasonable course of action and therefore
one that should not adversely affect the relationship between the parties. Acquiring entities must
enforce contract conditions as necessary to achieve Australian Government requirements.
Where performance is being discussed, the contractor should be given the opportunity to present
material on any factors that have caused performance difficulties and to discuss any proposed
remedial action.
Relationships should be managed in a professional manner and be based on cooperation and
mutual understanding taking into account the need for probity and ethical behaviour.
Maintaining a good
relationship does not
mean the terms of the
contract are not enforced
where this is warranted.
Relationships should
be managed in a
professional manner
and be based on
cooperation and mutual
understanding.

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5.7. Manage contract start up
After a contract has been awarded there are a number of matters that should be addressed to
provide the foundation for successful contract management. An early step is to ensure that sufficient
resources and senior management support are available to manage the contract.
It is equally important to understand both the contract provisions and contractual relationships at the
outset. In the case where the contract manager has been involved in earlier procurement phases,
the manager will already have knowledge of issues relevant to implementation. For example, if the
manager has been involved in drafting the contract they are likely to have an understanding of its
provisions.
A checklist to assist with Understanding the contract is at the end of this part.
Where the manager’s or team’s involvement is commencing at the contract start up phase there are
a number of activities that will need to be undertaken.
In order to implement the contract, and to manage it, the contract manager or team must ensure
that appropriate delegations and authorisations exist in line with legislative or agency requirements.
To determine whether authorisations and delegations are appropriate:
• identify the roles and responsibilities of contract management staff, particularly those actions that
are undertaken on behalf of the acquiring entity
• identify the source of the authority or delegation required in legislation or agency instructions
• determine the scope of the authority needed and whether existing arrangements are sufficient,
and
• establish arrangements to vary authorisations and delegations when circumstances change.
Management of unresolved issues
In many instances, not all issues are resolved at the time of contract signature. These need to
be addressed in a timely way during contract start up. These issues can create problems when
managing a contract if not properly dealt with at the correct time.
In situations where there are issues that have not been fully resolved at contract signature, the
contract manager should:
• identify and record any agreements or arrangements made by the parties relating to this when
the contract was negotiated
• identify and record aspects of the contract which have been potentially left for future development,
and
• identify and record aspects of the contract which will be subject to some other process, for
example, subject to conditions of licences or third party planning or approvals.
The detailed review of the contract at contract start up may also identify issues that require
clarification or elaboration in the contract. It is important to address any such issues promptly. This
may require a contract variation or exchange of correspondence. Contract variations are discussed
later in this part.
The contract manager or
team must ensure that
appropriate delegations
and authorisations exist
in line with legislative or
agency requirements.
Issues unresolved
at the time of contract
signature need to be
addressed in a timely
way during contract
start up.

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The following case study is an example of how an entity addressed the start of a new contract.
Case Study: Contract start up
An entity was about to commence operation of a national contract for the provision of
services to the public on behalf of the agency. The entity’s state offices would play a major
role in monitoring service delivery performance by the contractor’s branches in each state. A
nationally consistent approach to service delivery was an important government objective.
To help ensure a consistent, mutual understanding of the service standards laid down by
the contract, and the arrangements for monitoring performance, a contract commencement
event was held involving key staff from the National and State offices of the entity and
the contractor.
Contract start up checklist
Once a contract is signed, there are often a number of activities that need to be addressed
in order for the contract relationship to be properly established to assist in an effective
contract start up.
Aspects that may need to be addressed include:
¢ reviewing and understanding the conditions of the contract, any schedules and
protocols
¢ developing or reviewing any necessary risk plans
¢ establishing timelines for the completion of any tasks or actions required to enable the
contractor to commence work under the contract
¢ identifying and/or addressing any unresolved issues
¢ assessing resource requirements
¢ allocating responsibilities for key aspects of managing the contract
¢ developing or updating authorisations and delegations
¢ organising contractor access to premises and systems
¢ arranging contractor induction, including cultural, industrial, security and health and
safety issues, and
¢ establishing documentation and recordkeeping requirements and protocols.
Transition phase
For some contractual arrangements there will be a transition phase. The duration of this phase can
range from a few days to several months. The objectives of this phase are to:
• ensure a smooth transition to the new contractor by minimising the risk of a reduction or loss of
services and the impact on end-users and other stakeholders
• establish relationships and systems and procedures that will be used during the life of the
contract, and
• complete the transfer of information and/or assets to the contractor.
Once a contract is
signed, there are often a
number of activities that
need to be addressed for
the contract relationship
to be properly
established.

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For straightforward contracts there may be a number of one-off tasks that need to be appropriately
planned and resourced. In complex contractual arrangements the transition phase may require a
detailed plan or some other formal documentation to ensure all relevant matters are considered
and addressed. The way the acquiring entity manages the transition phase will generally be an
indication to the contractor about the way the whole contract will be managed. If, for example,
the entity adopts a lenient approach in respect of the non-achievement of transition targets, the
contractor may take this as a signal of how the entity will deal with under-performance generally.
Post transition review
At the end of the transition phase, it is important that a formal assessment be undertaken of overall
contract performance. The extent and method adopted will depend on the complexity of contract
deliverables and how important the results of the transition are to the success of the contract over
its life. For example, where the transition is being used to finalise details of contract deliverables
and performance measures, the outcome of the transition will dictate the final form of the contract
and how it will operate in practice.
This phase should also be used to review the acquiring entity’s contract management arrangements,
including resource requirements.
5.8. Administer the contract
Contract administration is an integral and important element of contract management and overlaps
with monitoring and performance assessment. It encompasses various activities that need to be
completed on a day-to-day basis, including:
• developing and maintaining contact details of key people involved in the contract
• scheduling meetings and other actions required by the contract
• delivery and acceptance of goods or services
• making payments
• maintaining complete records for the contract itself, and
• establishing and maintaining contract documentation.
Contact details
To assist the overall management of long-term contracts, there can be benefits in maintaining
up-to-date records of key personnel, stakeholders, end-users and/or experts and their contact
details. This can assist in facilitating communications between the parties particularly where there
are changes in personnel or where personnel are geographically dispersed.
Scheduling meetings
For most contracts, meetings and particular actions will need to occur at specific times throughout
the life of the contract. It is an important element of contract administration that a schedule of
meetings for parties to the contract, end-users and stakeholders be established in advance, giving
the time, place and purpose of the meeting. The schedule should also list any planned reviews or
other key actions.
Delivery and acceptance
Delivery refers to receipt of the contracted supplies into the acquiring entity’s possession as
specified under the contract. Particular care must be taken with phased delivery. If a contractor fails
to deliver supplies by the delivery dates or to the delivery point specified in the contract there may
be consequences for the contractor under the contract. The contract manager should ensure that
various requirements regarding risk of loss or damage to the goods or services are carried out in
In complex contractual
arrangements the
transition phase may
require a detailed plan
or some other formal
documentation to
ensure all relevant
matters are considered
and addressed.
Contract administration
is an integral and
important element of
contract management.
There can be benefits in
maintaining up-to-date
records of key personnel,
stakeholders, end-users
and/or experts and their
contact details.

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accordance with the contract provisions. Contract managers should ensure that, prior to goods or
services being delivered, appropriate risk management measures are put in place in relation to the
security and storage of goods or services. Where appropriate, the contract manager should also
ensure that appropriate insurance coverage for the goods or services has been arranged through
the ComCover Insurance or other appropriate scheme.
“Acceptance” is the term used to describe the procedure by which the acquiring entity determines
whether the goods or services meet contract requirements. In many contracts, acceptance of the
contract deliverables will occur periodically throughout the life of the contract. In services contracts,
services may be delivered on a continuing basis.
On delivery, goods or services need to be inspected or reviewed and, where necessary, tested
against the standards specified in the contract, before formal acceptance under the contract is
completed. In the case of goods the process of inspecting or testing the contract deliverables is
easier to apply than it is for services. In the case of services, performance measures such as service
levels and compliance with reporting requirements may be part of the acceptance process.
Generally, the contract should set out the process for acceptance. This will usually require the
contractor to provide the contract deliverables in the form specified by the contract. This may
include providing a formal document to the contract manager and supporting evidence, such as
the results of an acceptance testing, that the goods or services meet the contract requirements.
The contract will usually set out a period in which the acquiring entity is able to decide whether to
accept or reject the goods or services.
The acquiring entity may also be able to give conditional acceptance, and this should be regulated
by the terms of the contract. Where conditional acceptance is agreed by the acquiring entity, the
contractor will normally be required to remedy any defects identified in the acceptance process
within a specified period of time. If the contractor fails to do this, the acquiring entity may be entitled
to have remedial work performed at the contractor’s expense or be able to reduce the amount
payable to the contractor.
If goods or services are accepted and are subsequently found to be defective, the acquiring entity’s
remedies may be limited to relying on any warranties in the contract.
Payments
Contract payments should only be made in accordance with the provisions of the contract. They
should only be made where the contract manager is satisfied that the provisions have been fulfilled.
Before payments are made evidence is required that the delegate has certified that goods and
services have been received and have met the required standard of performance.
It is also important that payments for satisfactory performance are made in line with the timeframes
set out in the contract. Payments for satisfactory performance should not be delayed because this
can undermine the relationship with the contractor.
Payments should be made following receipt of a correctly rendered invoice or other statement of
expenditure. All necessary authorisations and approvals should have been obtained prior to making
payment.
Contract documentation
It is important that the most up-to-date version of the contract incorporating any variations is
formally evidenced in writing and appropriately stored. This provides the basis for making payments
and the ongoing management of the contract.
It is likely by the contract management phase that a system for maintaining documents for the
particular contract will already have been established. If this is not the case, a recordkeeping system
containing all appropriate documentation should be established in accordance with the entity’s
recordkeeping policy and practices. If a system already exists it should be reviewed to ensure that
Goods or services need
to be inspected on
delivery or reviewed and,
where necessary, tested
against the standards
specified in the contract.
Contract payments
should only be made
in accordance with
the provisions of
the contract.
The most up-to-date
version of the contract
incorporating any
variations should be
formally evidenced in
writing and appropriately
stored.

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it is appropriate to the contractual arrangement. Any additional recordkeeping requirements should
be identified and any gaps in documentation addressed.
The following case study highlights a situation where good recordkeeping paid off.
Case Study: The benefits of good recordkeeping
An entity was considering an extension of a major contract (in accordance with an option
under the contract). All staff associated with the original tender process and initial operation
of the contract had moved to other jobs. An external consultant was engaged to assist
in deciding whether the extension option should be exercised and then negotiating the
extension. The consultant reported that the meticulous recordkeeping of the original contract
manager had resulted in major savings in the updated contract. The records provided
evidence of the effectiveness (or otherwise) of previous contract clauses, of successful
approaches to managing services that could be included in the updated contract, and
evidence of early problems that strengthened the agency’s negotiating position in exercising
the option to extend the contract.
5.9. Manage contractor performance
Performance management involves:
• performance monitoring – collecting data on performance
• performance assessment – deciding whether performance meets the entity’s needs, and
• taking appropriate action – such as understanding and extending features of good performance,
correcting areas of under-performance; or amending contract requirements to meet
changing needs.
Performance management must be undertaken throughout the life of the contract and for all
contracts, whether straightforward or complex. Along with performance indicators and standards,
arrangements for monitoring and assessment should have been set out and agreed in the contract
along with action that would result for non performance.
Clear links should have been established in the contract between payments for performance and
the effect of non-compliance or under-performance on those payments and the intent to invoke
penalties contained in the contract if necessary.
The performance monitoring and assessment arrangements should also have been reviewed at the
contract start up stage and any necessary plans, tools or systems developed.
Systematic monitoring underpins performance assessment and they do not occur in isolation
from one another. In practice, performance will be assessed and feedback and reports provided
throughout the monitoring process.
Monitoring
Monitoring focuses on collecting and analysing information to provide assurance to the acquiring
entity that progress is being made in line with agreed timeframes and towards providing the contract
deliverables. As discussed in Part Two, monitoring can be undertaken directly by the acquiring
entity or through a third party arrangement.
Whether monitoring is undertaken directly by the acquiring entity or indirectly by another party, final
accountability for accepting contract deliverables remains with the acquiring entity. Information
provided by a third party or the contractor for monitoring purposes should be reviewed and audited,
as necessary, to ensure its accuracy and reliability. It can also often be tested through consulting
end-users regarding the goods and services they have received.
Performance
management must be
undertaken throughout
the life of the contract
and for all contracts,
whether straightforward
or complex.
Systematic monitoring
underpins performance
assessment and they do
not occur in isolation
from one another.

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While the broad arrangements for actual monitoring over the life of the contract should generally
have been set out in the contract itself, they may need further or more detailed explanation at
contract start up or during the transition in phase. The level and formality of any approach to
monitoring needs to be governed by the complexity of the contract and/or the degree of risk
involved. In some cases the approach to monitoring may be set out in a checklist, in others, a plan
setting out detailed monitoring arrangements may be needed.
It is important to focus monitoring activity on key deliverables; very detailed monitoring can be
costly and can unduly shift the focus away from achieving contract outcomes. This may mean
establishing priorities for what will be measured at specific time intervals. Collecting too much
information is also costly and the acquiring entity may not have the resources to analyse it to assess
performance adequately.
Having a systematic approach to monitoring which includes the sort of information required and
when it is required, can assist in identifying any potential problems and allow early remedial action
to be taken. It also allows timely reporting to senior management and other stakeholders. Obtaining
relevant information and data may need to be supported by management information systems or
data bases. Some information may be able to be provided electronically.
Good Practice Tip: Schedule key dates and milestones
It can be useful in the monitoring of contract performance to diarise or maintain a listing of
all key dates and milestones. This information should be made available to all staff involved
in managing the contract and to the contractor.
It is important to collect and analyse all relevant information needed to assess performance. After
analysing the information, feedback should be provided to the contractor in a professional and
constructive manner (and in line with any communications protocol that exists). This is discussed
further under the performance assessment section.
The following case study discusses a situation involving too many performance indicators.
Case Study: Too many performance measures
An entity had specified comprehensive performance information to be provided under the
contract. The contractor fully complied with the requirement. Each month the contract
manager received by email a report of nearly 100 pages of detailed statistics on all aspects
of the contract for the previous month. After the first few months, the report was only used
as the basis for authorising payments. It was not useful for a higher level assessment of
performance or of potential problems, as it contained so much information, with no analysis
or indication of whether corrective action had been taken on any service shortfalls. The
contract manager negotiated the addition of appropriate management summaries to give
an understanding of the overall performance and evidence of effective management by
the contractor.
Details of areas that need to be monitored include:
• specific goods or services provided on time to the required quality
• client or user satisfaction
• performance against contract requirements, and
• invoicing and payments.
Monitoring activity
should be focused on
key deliverables.
It is important to collect
and analyse all relevant
information needed to
assess performance.

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In addition to data collected for the purpose of measuring performance, assessment of a contractor’s
performance can also be assisted by other information sources such as records or minutes of
meetings and discussions, reports from third parties, stakeholder, end-user and client surveys, site
visits and observations, complaints, reported delays and the need for contract variations.
Performance assessment
Performance assessment is undertaken on the basis of information collected during the monitoring
process. It is important that during this process feedback is provided in relation to good and poor
performance, and that any performance problems are addressed promptly.
The basis for performance assessment, that is, indicators with related targets, and standards
should have been set out in the contract. Where performance information is difficult to establish
at the contract development stage, it may require further development over the life of the
contract. The contract provisions should have been framed to allow this. Developing indicators
further during contract management can draw on actual results achieved, research and feedback
from stakeholders.
For performance management to be most effective, responsibility needs to be shared between the
contractor and the acquiring entity. From the acquiring entity’s point of view, the primary responsibility
for performance rests with the contract manager or team. It is in their interest to work actively
and positively with the contractor to achieve outcomes in a value for money way. Performance
management should ensure that standards and targets are met on time and within budget. It
should also contribute to, not distract from, the contractor delivering contract outcomes.
Revisions will need to be made if data being collected is not providing adequate information to
assess performance, performance measures have not been fully developed or are found not to
be suitable for the particular contract. It is important not to change arrangements to mask poor
performance by the contractor or a lack of skill by the acquiring entity. Judgement will need to be
exercised to determine whether changes or reinterpretations are needed.
Contract managers need to have assurance that the information used to assess performance,
and to make or withhold contract payments, is accurate. This material will also be used to inform
senior management and other stakeholders regarding progress. Inaccurate information may mean
that an actual understanding of performance is not being obtained and/or poor performance is
being masked.
Once information is collected it should be analysed to allow an assessment of specific or related
matters.Forexample,under-performancemaytriggertheapplicationofservicecreditsorsomesimilar
action. Satisfactory performance may trigger payments of regular fees or milestone payments.
It is possible at this stage that technical advice may be needed to assess particular aspects of
performance, for example, compliance with specified standards for construction work, or whether
IT systems deliver the required functionality.
Good Practice Tip: Accessing professional advice
In managing the contract, if professional advice is likely to be required, consider pre-
arranging access to this advice through a retainer or other similar arrangement. This can
speed up access to advice when needed, and provide some continuity of understanding of
the context in which the advice is required.
The basis for
performance assessment
should have been set
out in the contract.
Contract managers need
to have assurance that
the information used to
assess performance,
and to make or withhold
contract payments,
is accurate.

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Reports provided to senior management and other stakeholders should be a balanced account of
performanceachievedandanyidentifiedshortcomings.Ifthereareidentifiedshortcomings,proposed
action and a timeframe to address them should be included in reports to senior management.
Honest and balanced feedback should be provided to the contractor. Where performance is
satisfactory or above standard, positive feedback to the contractor can be beneficial to maintaining
the relationship. It is also at this stage that any bonus or incentive payments linked to performance
should be made in line with contract provisions.
In cases where performance problems have been identified they should be dealt with promptly. This
means discussing the issues with the contractor in a professional manner as soon after they arise as
possible. When performance problems are addressed as a normal part of contract management, it
should not have an ongoing negative impact on the relationship between the acquiring entity and
the contractor.
In some cases, informal remedial action may need to be undertaken. In other cases, more formal
action for under-performance may need to be taken and this is discussed below.
Under-performance
In many cases contracts are completed without problems but contract managers need to be
prepared to address any problems promptly as they arise in accordance with agreed procedures.
Many contract performance problems can be avoided by managing the relationship well. Under-
performance can be minimised by having a performance regime that allows prompt and ongoing
feedback, particularly in relation to critical timeframes or deliverables. The contract manager needs
to be aware of any signs of potential under-performance and be able to address them, to the extent
possible, before they become serious. Addressing under-performance in this way can avoid the
problem worsening and/or the contractor being confronted by a problem that the acquiring entity
has known about for a period of time. Providing the contractor with early warning may mean that it
easier to address the issues at low cost and with minimal disruption.
At the early stages of under-performance, agreeing informal remedial action will often be the best
approach. Such action could include replacing or using additional personnel, reporting back more
frequently on progress, modifying processes or systems or clarifying the entity’s requirements.
Depending on the seriousness of the under-performance, the action taken may need to be more
formal and could include:
• withholding payments until performance returns to an acceptable level
• involving senior management from both parties in formal discussions or written communications
• developing strategies to address the problem and formally documenting them, and tracking
whether they are working in practice, and
• implementing other formal mechanisms included in the contract.
Formal approaches to end contracts, including for under-performance, are dealt with in the section
on discharging the contract in Part 6.
Reports provided to
senior management and
other stakeholders
should be a balanced
account of performance
achieved and any
identified shortcomings.
Many contract
performance problems
can be avoided by
managing the
relationship well.
At the early stages of
under-performance,
agreeing informal
remedial action
will often be the
best approach.

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The following case study discusses a situation involving ‘hidden’ under-performance.
Case Study: Hidden under-performance
An entity had contracted out a help desk function for services to staff. The contract specified
expected resolution times for calls logged with the help desk. The monthly performance
indicators showed satisfactory performance, but the biannual staff satisfaction survey
showed a marked drop in satisfaction with resolution times.
The contract manager investigated and found that the contractor was using the contractually
specified measure of resolution time, based on when the call was logged in a register by the
help desk. However, the contractor had been encouraging staff to log requests to an e-mail
address. When the help desk was busy, there could then be a long delay before the emails
were entered into the help desk register. The automated reporting system used the date
of entry to the register as the start time – not the time the email arrived. This meant delays
experienced by the help desk clients were not properly reflected in reports on performance.
Taking this into account showed significant under-performance.
The contract manager treated this as two areas of under-performance.
Firstly, the contractor was obliged to improve resolution times to those specified, which
meant some increase in staffing of the help desk.
Secondly, it appeared there was either deliberate or inadvertent manipulation of the
performance measure. This was a breach of a contract provision specifying a high level
of professional care and conduct. Given the ambiguities of the cause of the concern, and
otherwise satisfactory service the contract manager handled the problem with a personal
discussion with the contactor expressing the agency’s disappointment with the episode.
This was followed up with correspondence setting out the key facts and expectations for
the future.
Comment: Under-performance issues sometimes do have ambiguities about underlying
causes and intentions. It is still important to act to avoid a continuation of problems. Failing
to do so can be seen as de-facto agreement to a situation.
5.10. Negotiate contract variations
Provisions to allow and regulate contract variations46
should be a standard feature of all contracts.
The ability to vary the contract should be directed or controlled by the acquiring entity and should
only occur in defined circumstances. It is accepted practice for the variation mechanism to provide
for variations to be agreed between the acquiring entity and the contractor in writing through a
formal amendment of the contract. In some circumstances it is possible to inadvertently amend a
contract by oral agreement or conduct, even where there is a contract provision expressly requiring
a formal process to be followed. It is therefore important that those involved in managing and
administering the contract do not agree to informal contract amendments.
Any proposed variations should be assessed to ensure that they do not breach Australian
Government legislation or policy. Variations should be undertaken in line with the procedures set
out in the contract or specific entity procedures. These procedures may cover explicit authorisation
and reporting arrangements for contract variations, particularly for large, complex contracts of
long duration.
46 The terms contract variations and contract amendments are often used interchangeably.
Provisions to allow
and regulate contract
variations should be
a standard feature of
all contracts.
It is possible to
inadvertently amend a
contract by oral
agreement or conduct.

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The reasons for the variation should be clearly documented. Variations should not be used to mask
poor performance or serious underlying problems and the effect on original timeframes, deliverables
and value for money should be assessed. If the effects are significant, senior management and
other stakeholders may need to be consulted and/or advised.
Changes to contractual arrangements have the potential to affect the scope and viability of the
contract for either or both parties and making substantive variations to a contract will require some
of the actions and issues involved in developing the original contract. They should therefore be
planned accordingly. Acquiring entities should be alert to the risk that multiple changes made to a
contract over a period of time may shift the overall allocation of contract risk or transfer particular
risks to the acquiring entity. It is important to analyse all consequences of a proposed contract
amendment and make sure there are no unintended effects of the change.
Contract managers also need to ensure that the contract variations are not of such a level that they
significantly change the contract requirement and/or substantial parts of the original transaction.
If this is the case, it may be necessary to undertake another procurement process because the
revised arrangements are substantially different to those selected through the original procurement.
The determination of when the contract has been so substantially changed so that it becomes a
new contract can be a difficult matter of judgement. It is fundamentally a procurement decision that
may require specialist advice. To assist contract managers in making judgements on this matter
some entities set a dollar threshold, for example, 25 per cent of the original contract value, as a
guide in determining whether or not a new procurement must be undertaken.
Contract variations checklist
Key issues to consider in managing contract variations include:
¢ following the procedures required by the contract
¢ assessing the reasons for the proposed variation and whether these may indicate an
emerging or actual performance problem
¢ assessing the impact of the proposed variation on the contract deliverables, particularly
whether the variation or the work it represents is actually required and whether it was
part of the original contract deliverables
¢ determining the effect the proposed amendment will have on contract price
¢ considering the authority for making the variation
¢ properly documenting details of the variation and its impact, and
¢ meeting any reporting requirements such as updating the entity’s contract register and
including details in AusTender, where appropriate.
5.11. Manage contract disputes
While a sound understanding by both parties of their contractual responsibilities and professional
relationship management should reduce the potential for disagreements and disputes to arise over
the life of the contract, they can still occur.
As a general rule, a disagreement becomes a dispute when it is not possible for the parties to
resolve it without resort to a formal resolution mechanism. Generally, what a dispute is and when it
is deemed to have occurred is defined in the contract, often in a dispute resolution clause.
Changes to contractual
arrangements have the
potential to affect the
scope and viability of
the contract for either
or both parties
Contract managers need
to ensure that contract
variations are not of
such a level that they
significantly change the
contract requirement.
As a general rule, a
disagreement becomes
a dispute when it is not
possible for the parties
to resolve it without
resort to a formal
resolution mechanism.

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Many disagreements and disputes arise when the parties cannot agree on issues related to the
interpretation of contract provisions, the definition of deliverables, meeting performance standards
and/or the effect of unexpected events. These disagreements may be of a minor nature and can
be readily resolved. It is important that any possibility of dispute or an actual dispute be recognised
at an early stage and addressed as quickly as possible. Avoiding the escalation of disagreements
can impact on contract deliverables and reduce the costs to both parties.
However, where a dispute arises, the contract manager’s role is to protect the Australian
Government’s interests in all cases.
The forms of dispute resolution can include negotiation, mediation, arbitration, or litigation. These
are discussed under separate headings below.
Negotiation
As discussed in Part 3, the need to negotiate may arise throughout the procurement cycle. The
importance of negotiation skills was also discussed under the skills heading above.
Negotiating between the acquiring entity and the contractor is the most common approach to
resolving disagreements and disputes. At this stage of the contracting cycle, the intention of the
negotiations is to reach a mutually acceptable solution, where both sides consider they have gained
the best possible result in the circumstances. It is important that one party does not consider they
have been unduly pressured to agree to a particular solution as a result of the negotiation as this
can lead to an escalation or reappearance of the dispute at a later stage.
At the early stages of a potential dispute it is generally preferable to attempt to resolve the matter
by first discussing the issues with the contractor. These discussions may take place in the course
of regular meetings between the parties or as separate discussions. Such an approach may mean
that it is possible to resolve any disagreements and prevent a formal dispute arising.
When these informal arrangements do not result in a resolution of the issue, invoking the dispute
resolution provisions of the contract will need to be considered. When this step is taken, careful
preparation and planning needs to be taken, including determining the need to obtain specialist
advice and assistance.
Irrespective of the approach adopted, negotiations should be undertaken by a person(s) who has
the appropriate authority and skills and care needs to be exercised to ensure the outcome does not
contravene any legal or policy requirements. It is also important that details of all discussions and
negotiations are recorded and a record maintained of all agreements reached.
Mediation
Mediation involves the use of a neutral third party to assist in resolving the dispute. The mediator
does not impose a decision on the parties in the way a court or arbitrator does, but instead seeks
to help the parties resolve the dispute themselves. Mediation is usually regarded as a faster,
less formal and less costly process than court proceedings or arbitration. There are a number of
commercial organisations who maintain registers of mediators, and who can be approached to
appoint a mediator for a dispute.
Arbitration
The aim of arbitration is to obtain a final and enforceable result without the costs, delays and
formalities of litigation. Arbitration proceedings are private, can be held at a mutually convenient
time, the actual proceedings are less complex than litigation and the arbitrator can be a person who
is able to provide technical expertise relevant to the contract.
Negotiations should be
undertaken by a
person(s) who has the
appropriate authority
and skills.
Mediation involves the
use of a neutral third
party to assist in
resolving the dispute.

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It is, nevertheless, an adversarial procedure with the possibility that neither party will be satisfied
with the outcome and it may be costly. Other possible drawbacks that should be considered before
entering into arbitration include: the difficulty in selecting an agreed arbitrator; the expertise of the
arbitrator for the particular case; uncertain appeal rights; and the lack of legal precedence.
Litigation
Litigation is the act or process of contesting a lawsuit or seeking redress through the courts. It
can be an expensive and time consuming procedure and is generally taken when other avenues
of dispute resolution have not been successful or are not available. Other approaches to resolving
disputes or contractor defaults should therefore be considered prior to litigation. Appropriate legal
and other professional advice should be obtained prior to considering and commencing litigation.
The Legal Services Directions 2005 issued by the Attorney-General outline certain requirements
that apply to FMA and CAC entities when considering or conducting litigation. This includes the
Commonwealth and its agencies acting as model litigants.
Once a contract is signed, the risk of unethical behaviour still exists, although the circumstances
in which ethical issues may arise are likely to be different to the earlier stages of the procurement
cycle. The relationship with the contractor is a critical element of achieving the required outcomes
and issues associated with ethical behaviour are likely to arise in this context.
Judgements on ethical issues will often involve a number of potentially competing considerations
including:
• the need to uphold the APS Values and Code of Conduct
• the need to achieve the contract outcomes
• the need to maintain constructive working relationships with the contractor
• whether the appearance of an actual or potential conflict of interest exists, and
• whether reasonable and cost-effective mitigation arrangements can be put in place that address
any actual or potential conflicts of interest.
Judgements will also need to be made in the light of the particular circumstances that exist at
the time. For example, the periodic offer of lunch with the contract team could be seen as an
appropriate way to build relationships. However, it may not be appropriate at a time when the
acquiring entity is in negotiations about a significant variation to the contract or towards the end of
the contract when a new procurement process is under way.
Unethical behaviour may also be less visible, and therefore harder to detect and address, during
the life of a contract. For example, where the contract manager is accepting lower standards of
service delivery in exchange for personal benefit such as attendance at sporting events, it may be
difficult to detect.
One common approach is to require all offers of gifts or benefits, no matter how small or seemingly
harmless to be disclosed to the contract manager’s supervisor or other nominated senior
manager.
Issues involving offers or acceptance of employment briefly discussed at section 2.8 are also
relevant during the contract management phase.
Litigation can be an
expensive and time
consuming procedure
and is generally taken
when other avenues of
dispute resolution have
not been successful or
are not available.
Unethical behaviour
may also be less visible,
and therefore harder to
detect and address,
during the life of
a contract.

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The following case study outlines two scenarios involving employment-related conflicts of interest.
Case Study: Managing conflicts of interest
Scenario 1
At the mid point of a large, complex contract, David, the son of the contract manager
accepted long-standing employment with the contractor. The contractor was a large
company and David’s responsibilities did not involve any direct involvement in the provision
of services to the acquiring entity.
The acquiring entity decided that this situation could be effectively managed by taking the
following actions:
• requiring the contract manager to provide formal advice of his son’s employment
arrangement
• requiring the contractor to confirm in writing that David had no direct involvement in
providing services under the contract; and requiring the contractor to advise the acquiring
entity if this situation changed, and
• formally reminding the contract manager that information in relation to the contract should
only be conveyed to others on a strictly ‘need to know’ basis.
Scenario 2
At the mid point of a large, complex contract, Carol, the partner of the contract manager
was appointed by the contractor to a senior management position within the company. One
of Carol’s responsibilities was to oversight the contractor’s responsibilities for the provision
of services to the acquiring entity. The contract did not require the contractor to consult the
acquiring entity about such appointments.
The acquiring entity argued that the contractor had created a potential conflict of interest
situation and therefore should have been consulted before making the appointment. The
contractor countered that because Carol was involved in a management capacity and not
directly involved in providing the services the situation could be effectively managed and
were not prepared to change Carol’s responsibilities.
Despite the potential effect on the contract and consideration of various mitigation
strategies, including the greater involvement of another manager in managing the contract,
the acquiring entity decided that another contract manager should be appointed to manage
the contract.
The contractor accepted this experience could have an impact on future relationships and
agreed to a contract variation requiring the contractor to consult the acquiring entity before
engaging key people that could give rise to a potential or actual conflict of interest.

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5.13. Keep records
The following is a list of documents that may need to be created and retained during the contract
management phase.
• Risk assessments
• Contract management plan or checklists
• Analysis of contract conditions
• All substantive communications with the contractor
• Evidence of insurances, indemnities, deeds and/or licences required under the contract
• Records of briefings of stakeholders and/or management team members
• Transition plans
• Record of agencies’ minutes, meetings, discussions relating to the contract
• Contract lists, schedules of tasks and meetings
• Records of payments
• Records of performance reports, analysis, discussions, performance assessments, feedback
and of any non-compliance or under or non performance
• Variations to the contract
• Records of any disputes and related discussions or negotiations
• Assistance or expert advice received
Documents that may
need to be created and
retained during the
contract management
phase include risk
assessments, variations
to the contract, and
records of any disputes
and related discussions
or negotiations.

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Examplerisksandrisktreatments:contractmanagement
Contractmanagementriskswilloftenbeincludedinariskassessmentundertakenatthecommencementoftheprocurementcycle.Wherethisisthecase,therisksshouldbe
reviewedandupdatedasnecessaryoncethecontractissigned.Riskstosuccessfulcontractmanagementarelikelytoarisefromanumberofsources.Theseinclude:
SourcesofriskExamplesofrisksExamplesofrisktreatments
Contract
management
capability
1. Failuretohavesufficientlyskilledandexperience
resourcestoeffectivelymanagethecontract(s)
2. Lackofrecognitionoftheimportanceofcontract
management
3. Failuretoactoncontractorunder-performance
• Recruitstaffwithrelevantskills
• Providetrainingtoaddressskills’gaps
• Obtainexpertadviceorassistanceinrelevantareas
• Setprioritiesinrelationtofunding
• Stageprojectstagesoverfinancialyears
• Briefseniormanagementaboutthecontractandanyissues
• Discussandestablishrolesandresponsibilities
• Havemonitoringplansorchecklistsinplace
• Ensureallstaffunderstandtheirresponsibilitiesinrelationtoperformancemanagement
• Establishandmaintainasoundrelationshipwiththecontractor
• Holdregularmeetingswiththecontractortodiscussprogressandanyproblems
• Agreeonremedialaction
• Providepositivefeedbackwhenwarranted
• Identifyanyproblemsatanearlystage
• Provideanynegativefeedbackinaprofessionalmanner
Contractor
performance
1. Failuretoprovidecontractdeliverablesontime,to
agreedqualitystandards
2. Failuretoadheretoagreedbudget
3. Failuretocomplywithallcontractprovisionse.g.privacy,
security,recordkeeping
4. Fraudand/orinefficientconductbythecontractor
• Establishasharedunderstandingofthecontractandtheresponsibilitiesofeachparty
• Monitorcontractorperformanceregularlyincludingofdeliverablesandallcontract
conditions
• Holdspecificperformancereviewmeetings
• Onlymakepaymentsforsatisfactoryperformance
• Ensureproperdocumentationandrecordkeepingtoprovidenecessaryevidenceto
underpinactionsornon-compliance
• Ensureriskassessmentspecificallyaddressesfraudand/ordiscussallegedfraudwith
in‑housefraudcontrolunit
• Reviewtheneedtoendthecontractforbreachesofconditionsornon-performance
• Seekrelevantadviceonpossiblecausesofactiontoendthecontract

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SourcesofriskExamplesofrisksExamplesofrisktreatments
Changesin
circumstanceand/
orrequirements
1. Contractchangesnotdealtwithascontractvariations
2. Contractornotpreparedtoagreetocontractvariations
toaccommodatechangesinentityrequirements
3. Changesincircumstancesnotmanagedinatimely
manner
• Onlydiscusspossiblechangeswiththosewhohavetheauthoritytoagreeonchanges
• Documentallproposedcontractchangesandkeepacentralrecordofthem
• Seekadviceonwhenacontractvariationisnecessary
• Liaiseatanearlystagetoforeshadowtheneedforchanges
• Ensureproposedchangesarepossiblewithintheexistingcontract
• Discussanyproposedchangesattheappropriatelevelbothanenquiringentityand
contractor’sorganisationandhavethemagreed
• Explainreasonsbehindtheneedforchanges
• Negotiateanychangestopaymentsorconditionstobringaboutchanges
• Establishrolesandresponsibilitiesandprioritiesscheduletaskswiththefutureandhold
regularmeetings
Stakeholder
relationships
1. Stakeholdersnotconsultedand/orkeptinformedabout
contractperformance
2. Changesinstakeholderexpectationsnotcommunicated
tocontractmanager
3. Differingand/orconflictingstakeholderexpectations
• Maintaininformalandformalcontactwithimportantstakeholders
• Provideregulartailoredbriefingsattheappropriatelevelofdetailtoensurestakeholders
arekeptinformed
• Invite,recordanddiscussfeedbackfromstakeholders
• Discusscompetingrequirementswithstakeholdersandnegotiateacompromise
Examplerisksandrisktreatments:contractmanagement(continued)

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ContractManagementSkillsMaTrix
Levelof
Proficiency
needed
Effortneeded
atrequired
proficiency
Effortavailablein
teamatrequired
proficiencyGap
Howtofillgap
(forexampletraining,
recruitment,ad-hoc
advisersetc)
Contractspecificskills
Specificsubjectmatter/industryknowledge
Involvementinsimilarcontracts
Knowledgeofspecificclientgroups
Generalcontractmanagementskills
Projectmanagement
Interpersonalandliaison
Negotiation
PerformanceAnalysis
Problemresolution/problemsolving
Teammanagement/teammotivation
Secretariatsupport
Visualpresentation–graphsanddiagrams
Budgeting,financialmanagement
Legalaspectsofcontractingandprocurement
Documentmanagement
Suggestedprocess:1.Tailorthelistofskillsrelevanttomanagingthespecificentitycontract.2.Inthecontextoftheparticularcontract,assessthelevelofproficiencyand
effortneededforeachskill.Forexample,anationwidecontractforanewstyleofservicedeliverywillneedahigherlevelofproficiencyinproblemsolvingthanastraightforward
officecleaningcontract.Theeffortneededcanbeshown,forexample,asdays/year.3.Assessboththeeffortavailableofcurrentteammemberswiththerequiredproficiency.
4. Assessthegapbetweenneedandavailability,andidentifyhowtofillthegap.

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Keyactionsandresponsibilitiesmatrix
Thismatrixoutlinesatypicalsequenceofstepsduringcontract
managementandthekeystakeholdergroupsanddocuments
involved:
Legend
Q involvedinthisstep(e.g.givingadvice,beingbriefed)
2 Documentisused
7 Documentsarecreatedorupdated(seeexplanationofthistableat
theendofPart2,page46)
Actionorstep:
Seniormanager/steeringcommittee
Usergroups
Specialistadvisers
Contractor
Riskplan
Financialplan
Contract–generalconditions
and provisions
Contract–servicespecification
Contract–performancemanagement
arrangements
Performancereportsandinvoices
Steeringcommitteereports
(or equivalent)
Usergroupnewsletterorequivalent
Commencement
ReviewandupdateriskassessmentsCQ!Q7
Finaliseanyproceduralaspects!Q
EnsureallpartiesunderstandcontractQQ!QQ222227
Doublecheckinsurancesandindemnities!QQ2
ArrangecontractoraccessandothersasneededQ!QQ2
Ongoingoperations(forexamplemonthly)
Contractordeliversservices!22
ContractorinvoicesQ!7
ContractorprovidesperformanceinformationQ!27
ContractmanagerassessesperformanceQ!QQ2222
Contractmanagermakesappropriatepayments!Q2222
ContractmanagerkeepsstakeholdersinformedQQ!Q27

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Thismatrixoutlinesatypicalsequenceofstepsduringcontract
managementandthekeystakeholdergroupsanddocuments
involved:
Legend
Q involvedinthisstep(e.g.givingadvice,beingbriefed)
2 Documentisused
7 Documentsarecreatedorupdated(seeexplanationofthistableat
theendofPart2,page46)
Actionorstep:
Seniormanager/steeringcommittee
Usergroups
Specialistadvisers
Contractor
Riskplan
Financialplan
Contract–generalconditions
and provisions
Contract–servicespecification
Contract–performancemanagement
arrangements
Performancereportsandinvoices
Steeringcommitteereports
(or equivalent)
Usergroupnewsletterorequivalent
ContractmanagerresolvesproblemsQ!QQ222222
Formalcontractreview(forexample3or6monthly)
Contractmanagercollectscyclicperformanceinformation(e.g.user
surveys)
!22
ContractmanagerassessesperformanceQ!QQ22222
Reviewandupdateofriskplan!Q27
Reporttoseniormanagementonstatus,issues,recommended
actions
Q!22227
CompleteorscheduleactionsarisingQ!QQ22
KeepstakeholdersinformedQQ!QQ2227
Note:theaboveactionandresponsibilitysummaryisindicativeofcommonarrangements.Detailswillvarydependingontheentity’sparticularcircumstancesandthenatureof
each contract.
Keyactionsandresponsibilitiesmatrix(continued)

97
Understanding the contract Action list
Outlined below are a number of steps and related actions that can be useful in understanding the
contract and used as a basis for developing an effective working relationship with the contractor.
• Analyse the contract and agree the contractor’s understanding of the contract:
− identify deliverables and how their achievement will be measured
− ascertain timeframes, particularly any critical deadlines
− understand payment arrangements, including links between payments and performance
− identify the roles and responsibilities of both parties, allocate responsibilities within the acquiring
entity, and
− confirm agreement with the contractor, especially in relation to any sensitive matters.
It may be necessary to meet with the contractor to address any issues the contract has specified
require resolution during the operation of the contract. A typical example of such a provision is
detailed development of the performance regime.
• Gain an understanding of the background to the contract and the relationship that has
been developed with the contractor:
− discuss the relationship that has developed with the contractor over the preceding phases of
the contracting cycle, and
− meet with the contractor, as necessary, to further develop the relationship and address issues
that may impinge on effective contract management.
• Establish any required systems for monitoring and reporting, protocols for communication
and recordkeeping arrangements:
− establish contract management or data collection systems or processes
− draw up a monitoring plan or checklist covering key timelines, critical deliverables and
performance reporting priorities
− develop any procedures or protocols, and
− establish recordkeeping arrangements.
• Obtain or confirm any insurances, indemnities and deeds or licences in relation to
intellectual property that have not already been obtained:
− ensure that relevant confirmation has been obtained
− confirm all documentation is up-to-date, and
− store evidence of these matters appropriately.
• Brief any team members or stakeholders:
− set out meeting arrangements for the life of the contract
− confirm stakeholder involvement and their requirements for information
− set up and/or brief any committees or working groups, and
− brief any members of the contract management team regarding their roles and
responsibilities.

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PART 6
Ending the contract
PART6
Endingthecontract

99
Endingthecontract
PART 6
Ending the contract
CONTENTS
6. Ending the contract................................................................................................100
6.1. Introduction.......................................................................................................... 100
6.2. Identify and manage risks..................................................................................... 101
6.3. Finalise administrative requirements..................................................................... 101
6.4. Manage transition arrangements.......................................................................... 103
6.5. Evaluate contract performance............................................................................. 104
6.6. Keep records....................................................................................................... 107
Appendix 6.1 Ways contracts can be ended................................................................... 108
Key actions and responsibilities matrix: ending the contract............................................. 110

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6. Ending the contract
6.1. Introduction
This part of the Guide discusses issues involved at the end of a contract.
A contract can be discharged in a number of ways. A contract can end because all obligations
under the contract have been fulfilled, that is, the contract has ended by performance. Contracts
can also end by mutual agreement or discharge; release; waiver, novation or substitution; and
accord and satisfaction. Contracts can also be discharged in other circumstances, including when
not all obligations are complete or for convenience through: frustration; discharge by breach;
repudiation or termination for convenience. The decision to end a contract when not all obligations
are complete or for convenience needs careful consideration regarding who will provide the goods
and services to the acquiring entity if there remains a requirement to do so. It may not be possible
to identify and retain an alternative supplier quickly, at reasonable value for money and in line with
due process. Equally it may not be possible to continue to operate under the current arrangement
if satisfactory goods and services are not being supplied. A summary of the ways a contract can
be ended is set out at Appendix 6.1.
There can be legal subtleties in some forms of termination, and contract managers are encouraged
to obtain appropriate professional advice in unusual or complex situations.
When a contract ends, the acquiring entity needs to undertake a number of steps to complete the
contract appropriately. These include: obtaining all necessary contract material, information and
clearances, making adequate provision for warranties and the termination of access to premises
and systems.
At the completion of any contractual arrangement or as part of the transition to a new arrangement
it is better practice to undertake an evaluation of the overall performance of the contractor and of
the acquiring entity’s management of the contract. Any lessons learned from such an evaluation
should inform the development and management of ongoing or future contracting.
Key tasks
The key issues involved in ending a contract are:
Finalise administrative requirements.
Manage transition arrangements.
Conduct an evaluation.
Document lessons learned.
Keep records.
There can be legal
subtleties in some forms
of termination, and
contract managers are
encouraged to obtain
appropriate professional
advice in unusual or
complex situations.
At the completion of
any contractual
arrangement or as part
of the transition to a
new arrangement it is
better practice to
undertake an evaluation
of the overall
performance of the
contractor and of the
acquiring entity’s
management of
the contract.

101
Endingthecontract
The risks that may arise during contract closure are likely to vary in accordance with the way the
contract is ended.
When a contract ends because all obligations have been fulfilled, risks to successful
closure include:
• the failure to return all relevant documents, materials and records, and
• non-submission and payment, where applicable, of all invoices.
In the transition to another contractual arrangement, risks can include:
Contract materials,
information and records
• Failure to return all required materials, information and records
within agreed timeframes and/or in the required format
Payment • Failure to agree final payment details
• Submission by contractor of an invoice for unforeseen
additional costs
Transition arrangements • Failure to appropriately manage the transition out by
the contractor
• Not undertaking arrangements for a new procurement early enough
in the contracting cycle
• Not managing the process of re-tendering in line with probity
requirements, particularly where the existing contractor is
re-tendering
• Disruption to the provision of goods and services
• Not addressing performance problems with an existing contractor
who is re-engaged
• Not reviewing value for money when contracts are extended
The Actions and Responsibilities Matrix at the end of this part outlines a typical sequence of
steps, the key stakeholders involved and documents produced in ending the contract.
6.3. Finalise administrative requirements
The most common way a contract ends is where each party performs according to the terms of
the contract, that is, the contract is discharged through due performance.
Contracts for the provision of goods may not specify an end date but obligations under the contract
are usually considered to be complete following the delivery and acceptance of the last item(s)
required under the contract. Acceptance implies that the goods delivered have met the agreed
standards.
Contracts for the provision of services may specify an end date when all contract deliverables have
to be provided. The contract ends through due performance if the services are delivered in line with
contract standards by the due date. In both goods and services contracts, contract closure should
be completed as soon as possible after all obligations have been met.
For contracts where all obligations have been met, when all legal, managerial and administrative
actions have been finalised, it is considered that the contract is completed. For straightforward
contracts there may be only a few tasks to be undertaken, for example, checking that all invoices
have been paid and a final report received from the contractor. In complex contracts there will often
be a need to follow detailed transition out arrangements.
In the transition to
another contractual
arrangement, risks can
include the failure to
agree final payment
details.
The most common way a
contract ends is where
each party performs
according to the terms
of the contract.

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Steps and related tasks to be considered for in completing the contract are set out below.
Verify all contractual obligations have been successfully met. This can include the
need to:
• review the statement of contract deliverables to ensure that goods or services have met
contract requirements
• arrange for the return of all required documents, material, information and records used
or generated during the contract that are the property of the acquiring entity
• arrange the return of all equipment or other goods provided to the contractor and check
that it is in a satisfactory condition
• ensure to the extent possible, that any issues that may result in a claim against the
acquiring entity are resolved
• return any financial and other guarantees and securities, including any deeds to the
appropriate party
• record any intellectual property rights, including licences and the delivery by the contractor
of all material expressions, information embodying intellectual property rights, any relevant
documentation, technical data or reports in a form that enables access by the acquiring
entity. Any instructions on the use of intellectual property should also be noted
• make appropriate arrangements for the receipt and storage of material and documents
returned by the contractor, and
• make all final payments payable under the contract.
Obtain all final reports and clearances from the contractor.
Make arrangements in regard to warranties available under the contract. This can
include the need to:
• check the contract for any follow up action that the acquiring entity is entitled to, and
• schedule any agreed checks or service available under the warranty in the contract.
Other areas that may need to be considered because they are legal rights and obligations
that may survive after the contract has been discharged include: rights to recover money,
indemnities and in some cases guarantees, intellectual property rights and handling
information. These may have been covered by survivorship clauses in the contract.
Terminate all access arrangements. This can include the need to:
• ensure all access rights or arrangements to premises and systems are terminated or
revoked, and
• ensure any security passes are returned or deactivated.
Undertake post contract analysis, evaluation and reporting. This may include the
need to:
• evaluate contract performance
• document lessons learned, and
• update policies or procedures, where required.
Where arrangements addressing the above matters are not fully set out in the contract, a contract
variation or a separate agreement may need to be negotiated to address ownership, return of
information, system compatibility and costs.
Obtain all final reports
and clearances from
the contractor at the
end of contract.
All access arrangements
should be terminated at
the end of the contract.

103
Endingthecontract
6.4. Manage transition arrangements
Transition refers to the changeover from one contractor to another, from one contractual arrangement
to another or the continuation of an existing arrangement on a different basis. The transition phase
will generally involve:
• undertaking a new tender process
• re-negotiating the contract with the current contractor, or
• taking up options in the current contract to extend its life, based on assessment of value
for money.
The foundations for managing transition to new contractual arrangements should have been
addressed in the initial contract or in plans to manage the procurement. The contract or plan should
cover transfer of records, information or equipment.
In complex arrangements transition can extend over a significant period of time. This needs to be
considered in undertaking a new procurement process so that all the necessary processes are
completed prior to the original contract ending. In cases where a new contractual arrangement
has not been completed, acquiring entities may seek to continue to operate with the original
contractor. If this is being considered, the arrangement should be consistent with the principles of
open competition and value for money.
Tender processes will often need to be conducted for a new service provider in parallel with the
continued provision of services by the existing contractor. The existing contractor must be treated
in the same way as any other tenderer to the extent possible and actual and perceptions of bias in
the treatment of tenderers should be avoided. The acquiring entity needs to assume responsibility
for such things as briefings to the market, the development of the request for tender and the
provision of any information regarding the process. To give effect to the principles of fairness and
equity, these tasks should not be undertaken by the existing provider.
Particular care needs to be exercised by the acquiring entity to ensure a systematic and disciplined
approach to re-tendering to ensure probity of process and equal access to information by all
potential tenderers. Where the existing contractor has access to acquiring entity information
systems it is important that the tender evaluation process is undertaken in such a way that they
do not have access to any material related to the tender process. This may necessitate the use of
separate computer and other facilities to create and store relevant records and information.
Handover arrangements
The handover from the outgoing contractor to a new contractor can be a high risk period and
if not managed well can result in a decrease in the level of service provided and in relationships
with both contractors becoming strained. There is also a risk that one or both contractors could
incur additional unforeseen costs and seek to claim reimbursement from the acquiring entity. It is
therefore in the acquiring entity’s interests to plan the handover arrangements carefully.
Reminder: The approved transition out strategy or plan prepared by the outgoing contractor
should address the key matters and actions that need to be considered and undertaken as
part of the handover of service delivery to a new contractor.
Ideally handover arrangements should involve an agreed period of overlap where the new
contractor works alongside the outgoing contractor to achieve as seamless a transition as
possible. This period should be used by the new contractor to acquire as much information and
knowledge about their responsibilities as practicable and be used to transfer ownership and/or
custody of materials and assets to the new contractor in accordance with the outgoing contractor’s
contractual responsibilities.
In complex
arrangements
transition can extend
over a significant
period of time.
Handover from the
outgoing contractor to a
new contractor can be a
high risk period.

checklist
Where an overlap transition period is not realistic or possible (as will often be the case) the
acquiring entity should take steps to maximise the transfer of information and knowledge to the
new contractor. This can involve:
• arranging formal and informal discussions between the parties
• arranging for the new contractor to access procedural documents and processes prepared and
used by the outgoing contractor
• facilitating the transfer of custody and/or ownership of assets and contract materials to the new
contractor, and
• arranging discussions between the new contractor and stakeholders, particularly entity senior
management and end-users so the new contractor can obtain a firsthand view of requirements
and expectations.
Good Practice Tip: Entity involvement in handover arrangements
While contact between the outgoing contractor and the new contractor is important, the
acquiring entity should generally be involved in such discussions. This will assist in ensuring
the right messages are being given to the new contractor and allows the acquiring entity to
inform the new contractor of its expectations.
6.5. Evaluate contract performance
Contract evaluation should encompass the overall performance of the contractor and of the acquiring
entity. The evaluation of the operation of the contract and of contract outcomes can be very useful
in understanding and improving overall contract management, improving contractor performance
and can assist in future stakeholder decision-making. An evaluation should be undertaken at
the end of all contracts. When a transition from one contract to another is to occur, it is better
practice for an evaluation to be undertaken before the contract ends so that any problems that
have occurred with aspects of the contractual arrangement are identified and, where appropriate,
improvements made in future contractual arrangements.
Evaluations can be conducted in-house by the acquiring entity or a third party can be contracted
to undertake the evaluation. This latter approach has advantages in providing an independent view
of the contracting arrangement. Whatever the approach used, there are some principles that can
assist to make the evaluation relevant and useful. These include having:
• clear terms of reference and methodology, data collection and analysis
• clear timeframes and reporting arrangements
• relevant skills in-house or through contracted personnel
• senior management support
• a report in which conclusions are supported by the data, and
• recommendations that provide an indication of their likely benefits.
The evaluation will need to be tailored to the particular circumstances but should consider both
the effectiveness and efficiency of the arrangement. For contracts, the evaluation should be a
thorough and independent review that is informed by those involved in establishing and managing
the contract.
Where an overlap
transition period is not
realistic or possible
the acquiring entity
should take steps to
maximise the transfer of
information and
knowledge to the
new contractor.
Contract evaluation
should encompass the
overall performance of
the contractor and of
the acquiring entity.

105
Endingthecontract
To get the best out of the evaluation, entities should:
• review all aspects of contract performance and its management
• provide feedback to the contractor; this should not be done as part of another
procurement process
• report to stakeholders, and
• identify lessons learned.
Potential sources of information that can be used to inform the evaluation include: notes from
meetings; performance data; interviews with management and the contractor; client and end-
user feedback; quality assurance reports; complaints data; and reports of any disputes. In some
cases, particularly for large, complex contracts specific information may need to be collected at
the evaluation stage.
Evaluation checklist
The checklist listed below provides a basis for conducting an evaluation of the contract.
¢ Has the contract facilitated the achievement of the activity identified in the approach to
the market?
Review the requirements set out in the original business case and tender. Assess
how these requirements have developed during the life of the contract, then analyse
the effectiveness of the contract in achieving the stated requirements. This should
involve a comparison of planned and actual milestones and activities carried out under
the contract.
¢ Did the contract achieve its objectives?
¢ Were stakeholders’ requirements met?
¢ Did the contract deliver quality outcomes?
¢ How well did the performance regime work?
Review performance against all standards and indicators set out in the contract.
Assess whether the contractor provided all the required goods and services in line
with agreed timeframes. Examine monitoring and assessment arrangements, including
the performance regime established in the contract to ensure that they assisted with
achieving contract outcomes.
¢ Did the management arrangements established by the acquiring entity facilitate
achievement of contract outcomes?
Examine how the relationship was managed and whether the level of resources and/or
skills was sufficient to achieve contract outcomes.
When a transition from
one contract to another
is to occur, it is better
practice for an
evaluation to be
undertaken before the
contract ends.
Review performance
against all standards
and indicators set out
in the contract.

checklist
The following case study discusses a situation where a contract evaluation was used to improve
the new contract.
Case Study: Evaluation shapes next contract
An entity’s IT services were provided under contract. It evaluated the operation of the
existing contract, as part of preparing to issue a new request for tender. The review was
conducted by the contract manager, in conjunction with senior staff in operational roles and
the Chief Financial Officer. Overall conclusions were:
• the services had been generally provided in accordance with the contract. The contract
had focused on minimising the costs of basic services at required service levels, and this
had been achieved
• there was scope for fine-tuning a number of detailed contract clauses
• the entity had faced a number of significant changes and new requirements during the
three years of the contract, and that the contract had not anticipated this. Accordingly
achieving the required changes had been more difficult and expensive than desirable,
and
• the agency is now considering options for specifically including flexibility as an objective
in the next contract.
Comment: In addition to examining the detailed operation of the contract, the review also
considered how well the contract supported the strategic objectives of the organisation.
Lessons learned
It is better practice that the findings of any evaluation be analysed to provide lessons learned to
underpin both continuing and future contracting activity. Lessons learned should be documented
and provided to the appropriate parties. Any manuals, plans or policies should be reviewed and
updated as necessary.
Feedback to the contractor
Where a contractor may have a continuing or future relationship with the acquiring entity, relevant
findings from the evaluation should be discussed with the contractor. This can assist the parties
to better understand what is required and give the contractor an opportunity to comment on
the findings.
Report to stakeholders
An evaluation report should be provided to relevant stakeholders, for example, senior management.
The approach used to inform stakeholders about the evaluation finding should be tailored to suit their
particular role in the contract and may include both written and oral briefings. This enables particular
attention to be given to significant matters that need to be considered by decision‑makers.
It is better practice that
the findings of any
evaluation be analysed
to provide lessons
learned to underpin both
continuing and future
contracting activity.
Where a contractor may
have a continuing or
future relationship with
the acquiring entity,
relevant findings from
the evaluation should
be discussed with
the contractor.

107
Endingthecontract
6.6. Keep records
The following documents may need to be created and stored as part of ending the contract.
• Risk assessment for completing the contract process
• Transition out plan or checklist
• Evaluation plan or checklist
• Final performance reports
• Records of return of security/access passes, Government Furnished Material and Intellectual
Property
• Verification of the delivery of all goods and services
• Lessons learned
• Feedback to the contractor, and from the contractor
• Reports to stakeholders

checklist
Appendix 6.1 Ways contracts can be ended
The following is a summary of the various ways contracts can be ended.
Mutual agreement: occurs when the parties to the contract mutually agree that they no longer
wish to continue with the performance of the contract. Where it is in the interests of both parties
to end the contract without all obligations being complete, it is important that relevant policies,
authorisation requirements and procedures are followed. In the case where a clause to allow contract
termination by mutual agreement is not included in the contract, this may need to be negotiated. It
must then be agreed and documented in accordance with legal and policy requirements. Ending a
contract by mutual agreement may also arise as a negotiated settlement or compromise reached
to settle a dispute between the parties.
Mutual discharge: occurs when both parties agree to cancel the contract while both still have
unperformed obligations under the contract. In this case, the promise of one party to abandon rights
under the original contract is given in consideration for a similar promise from the other party.
Release: occurs when one party has completed all their obligations under the contract but the other
party has not. A release by the party that has performed all its obligations amounts to a unilateral
discharge. Generally a release will be in the form of a deed, supported by further consideration by
the party still under obligation.
Accord and satisfaction: occurs where one party has performed their obligations and the other
has not. The defaulting party is relieved of their obligations in return for doing something that they
were not originally bound to do.
Waiver: occurs where one party leads the other to reasonably believe that while strict performance
can still technically be demanded, it will not be insisted upon. The most common example of this
is where a buyer or seller of goods agrees to defer the delivery date at the request of the other
party.
Novation or substitution: occurs when the parties wish to continue the contractual relationship
but on different terms to those in the original agreement. Generally, substitution is used where there
are continuing liabilities whereas novation is used where a new contract replaces the old contract
bringing old liabilities to an end.
Frustration: occurs when the obligations of one or more of the parties become impossible to
perform. This can be the result of an unforeseeable event that changes the initial position of one of
the parties. The law provides a very narrow definition to the operation of frustration and the events
should be so severe as to make performance of contract provisions;
• legally impossible
• practically impossible, or
• radically different from the initial agreement.
In practice, ending a contract through frustration is rare and contracts should contain clauses to
deal with unforseen events.
Discharge by breach (default): can occur in a number of ways, including: late delivery; or failure
to meet quality standards. An actual breach occurs when a party fails to perform all or part of the
contract by the due date. An anticipatory breach occurs when the threatened non performance
would substantially deprive the innocent party of substantially the whole benefit that was intended
to be obtained from the contract.
The occurrence of some breaches allows for the contract to be terminated but this is not
automatic. For termination to occur the breach should be so serious that future performance of
the contract becomes impossible or is so fraught with difficulty so as to warrant the ending of the
contractual arrangements.

109
Endingthecontract
Damages are the usual remedy for terminating a contract for a breach and are made on the basis
that the breach can not be adequately compensated by a single payment of money.
Repudiation: occurs where one party intimates through words or conduct that it does not intend
to perform its obligations under the contract. Where the other party communicates acceptance of
the repudiation, the contract is at an end and the accepting party can claim damages.
Termination for convenience: occurs in certain circumstances, after giving suitable notice, to
terminate a contract for the convenience of the acquiring entity. Careful consideration should be
given to exercising this clause. Whether a particular exercise of the rights under this clause is
justifiable in law will depend on the circumstances of the case and the precise drafting of the clause.
Termination for convenience provisions usually provide for the payment of compensation to the
contractor of the costs incurred or unavoidably committed at the date of termination.
In all the above cases, an important point is that ending the contract needs to be fully documented.
Normally the agreement to terminate will be given effect by provisions of the original contract, by a
deed of termination or by a written settlement that sets out the basis for termination, including any
payments owing, and settlement of any outstanding claims or actions.

checklist
Keyactionsandresponsibilitiesmatrix:endingthecontract
Thismatrixshowsthetypicalsequenceofstepstoendthecontract,
andthekeystakeholdergroupsanddocuments involved:
Q involvedinthisstep(e.g.givingadvice,beinginformed)
2 Documentisused
7 Documentsarecreatedorupdated
(seenotesattheendofPart2,page46formoreexplanation)
Actionorstep:
SeniorManagement/Minister
Seniormanager
Usergroups
Specialistadvisers
Contractor
Evaluationteam
Riskplan
Probityplan
Financialplan
Contract
Performancereports
Evaluationreport
VerifyfinalcontractdeliverablesQ!7222
ReturnofallCommonwealthpropertiesCQ!2
ReturnofcontractorpropertiesQ!QC2
CheckanyongoinglicensingorsimilararrangementsQ!QQ2
ConfirmanytransitionalarrangementsQ!QQ277
AgreeevaluationapproachCQ!Q2222
UndertakeevaluationQQQQQQ!222227
Arrangefinalrecordkeeping/archivalQ!QQ22222
Arrangetotransferlearningstoothercontracts!QQQQ2

Contract Management
Checklist
ContractManagementChecklist

111
This checklist could be used by the contract manager or a senior manager with management
responsibility for oversighting a contract or contracts to gain assurance that the necessary
governance arrangements are in place at the commencement of the contract. The ongoing
management section of the checklist could be used periodically, say every three or six
months, to check that the necessary actions are being taken to manage the contract.
Contract commencement
¢ Does the contract manager have the required level of skills and experience?
¢ Does the contract manager have a satisfactory level of understanding of the contract
and of the relevant subject matter? A detailed checklist on understanding the contract
is on page 112.
¢ Have risks to the management of the contract been identified and risk treatments
identified?
¢ Is it clear who is responsible for implementing/actioning any necessary risk treatments?
¢ Has responsibility for all aspects of managing the contract been clearly assigned?
¢ Do delegations exist for the approval of contracts, contract variations and the approval
of expenditure?
¢ Have all stakeholders been identified and arrangements agreed to obtain feedback/
input throughout the life of the contract?
¢ Havethebenefitsofflowchartinginternalprocessese.g.disputeescalationarrangements
been considered?
Contract Management Checklist
ContractManagementChecklist

Ongoing management
¢ Are contract payments linked to satisfactory contract performance?
¢ Have all invoices, and any supporting documents, been checked to ensure they are in
accordance with contract requirements and are in order to pay?
¢ Is timely action taken when contract performance is unsatisfactory?
¢ Have all variations to the contract been agreed on value for money grounds?
¢ Have all amendments to the contracts been subject to formal contract variations? Is a
record maintained of all contract variations?
¢ Where the contract has not meet agreed levels of performance, has any actions taken
been adequately documented? Where it is decided not to take action, has this decision
been properly approved and documented?
¢ For longer term contracts, has the contract been subject to periodic review?
¢ Have any disputes been addressed in a timely manner and satisfactory efforts made to
resolve them?
¢ Is the contract being actively managed so that there is reasonable assurance that
contract outcomes are being achieved?
Contract extension/renewal
¢ Do systems/procedures enable the timely consideration of the need for contracts to be
extended or renewed?
¢ Are all contract extensions justified on value for money grounds?
¢ Are there arrangements in place designed to ensure that probity issues are identified
and addressed during contract extension and re-tender processes?
Ending the contract
¢ Has the contractor delivered all required contract outcomes?
¢ Has the contractor met all their contractual obligations?
¢ Has the contractor returned all Commonwealth material, equipment or other resources
used or generated during the life of the contract?
¢ Have all access arrangements been terminated?
¢ Has an evaluation of the contract been undertaken and, where appropriate, lessons
learned been built into future contracting activities?
¢ Has the contractor’s performance been evaluated, properly documented, and feedback
provided to the contractor?

113
Abbreviations
ANAO Australian National Audit Office
CAC Act Commonwealth Authorities and Companies Act 1997
CEIs Chief Executive Instructions
CFO Chief Financial Officer
CFS Consolidated Financial Statements
CPGs Commonwealth Procurement Guidelines
Finance Department of Finance and Administration
FMA Act Financial Management and Accountability Act 1997
FMA Regulations Financial Management and Accountability Regulations 1997
FMIS Financial Management Information System
FMOs Finance Minister’s Orders
JCPAA Joint Committee of Public Accounts and Audit
MOUs Memoranda of Understanding
OISOs Online Information Service Obligations

Index and References
IndexandReferences

References
ANAO Audit Reports:
• Report No.16, 2004–05 Container Examination Facilities
• Report No.29, 2004–05 The Armidale Class Patrol Boat Project
• Report No.37, 2004–05 Management of Business Support Service Contracts
• Report No.40, 2004–05 The Edge Project
• Report No.1, 2005–06 Management of the Detention Centre Contracts – Part B
• Report No.10, 2005–06 Upgrade of the Orion Patrol Aircraft Fleet
• Report No.11, 2005–06 The Senate Order for Departmental and Agency Contracts
(Calendar Year 2004 Compliance)
• Report No.27, 2005–06 Reporting of Expenditure on Consultants
• Report No.32, 2005–06 Management of the Tender Process for the Detention
Services Contract
• Report No.34, 2005–06 Advance Passenger Processing
• Report No.36, 2005–06 Management of the Tiger Armed Reconnaissance Helicopter
Project – Air 87
• Report No.40, 2005–06 Procurement of Explosive Ordinance for the Australian Defence
Force (Army)
• Report No.5, 2006–07 The Senate Order for the Departmental and Agency Contracts (Calendar
Year 2005 Compliance)
• Report No.9, 2006–07 Management of the Acquisition of the Australian Light Armoured
Vehicle Capability.
Archives Act 1983.
Attorney-General’s Department, Legal Services Directions 2005.
Attorney-General’s Department, Protective Security Manual August 2005.
Australian Government Solicitor, Legal Briefings.
Australian Public Service Commission, APS Values and Code of Conduct.
Comcare, OHS Fact Sheets.
Commonwealth Authorities and Companies Act 1997.
Department of Finance and Administration, Commonwealth Procurement Guidelines,
January 2005.
Department of Finance and Administration, Finance Circulars.
DepartmentofFinanceandAdministration,FinancialManagementGuidance2to15,November 2002
to January 2005.
Department of Prime Minister and Cabinet, Requirement for Annual Reports for Departments,
Executive Agencies and FMA Act Bodies, June 2005.
Financial Management and Accountability Act 1997.
Financial Management and Accountability Regulations.
Freedom of Information Act 1982.

115
Hughes Aircraft Systems International v Airservices Australia (1997), 14GALR1.
JS McMillan Pty Ltd v Australia Government (1997), 419ALR.
Occupational Health and Safety (Commonwealth Employment) Act 1991.
Office of the Privacy Commissioner, Guidelines to the Privacy Principles, 2001.
Privacy Act 1998.
Privacy Commissioner, Privacy Information Sheets.
Public Service Act 1997.
Queensland Government, Better Practice Guide: Negotiation in Purchasing, August 2004.
Seddon, Nicholas Government Contracts Federal, State and Local, Third Edition, The Federation
Press, Sydney 2004.
Standards Australia, Australian Standard – Records Management AS ISO 15459.
Standards Australia, Risk Management Guidelines HB 436: 2004.

117
A
Acceptance, 80–1
Access
acquiring entity, by, 36
ANAO, by, 36
contract provisions, 35–6
contractor, by, to premises and records, 35–6
Accord and satisfaction, 108
Activities, key, 46–7
Administration
ending contract, 100, 101–2
individual contracts, 72, 80–2
Advance payments, 41
Announcement
contract award, of, 50, 59
Annual reports
requirements, 12
Approval of contract, 50, 58
APS Code of Conduct, 6, 10, 54, 89
APS Values, 6, 10, 54, 89
Arbitration, 88–9
Archives Act 1983, 9, 23
Attorney-General, 11, 12, 89
AusTender
multi-use lists, 24
reporting requirements, 12
contracting by, 2
Australian National Audit Office (ANAO)
access by, 36
B
Benefits, offer of, 21, 89
Breach, discharge by, 108
C
Cancellation of procurement, 56
Chief Executive Instructions (CEIs), 5, 58
Commonwealth Authorities and Companies Act
1997 (CAC Act), 4, 8
s 47A, 4
Commonwealth Procurement Guidelines (CPGs),
4, 11, 24, 37
Complaints, addressing, 50, 62–3
Confidential information
contract provisions, 37
Deed of Confidentiality, 37
protection of, 22
Conflicts of interest
employment related, 90
identifying, at contract development stage, 21
risk, source of, 18, 21
Consequential loss, 39
Contact details, 80
Contract
action list, 97
announcing award of, 50, 59
approval, 50, 58
assessment, example of, 44
awarding, 57
collaborative approach, 26
common provisions, 35
Commonwealth specific clauses, 36–7
developing, 16–17
discharging, 72, 100, 108–9
documentation, 81–2
draft, 16
drafting, 57–8
ending, 100–10
enforcing terms of, 77
finalising, 57
form, determining, 16, 22
formalising, 50
oral, 51
planning, 16, 17
signing, 50, 58
standard form, 16, 23
start-up, 78–9
styles of, 25–6
termination see Termination of contract
unknowingly entering into, 51
variations, 37, 72, 86–7
written, need for, 22–3
Contract deliverables
defining, 16, 26–7
examples, 27
risk, source of, 18
Contract management
checklist, 110–11
entity arrangements for, 66
individual contracts, of, 72
skills matrix, 94
Contract payments see Payments
Contracting
alternative approaches, 23
Chief Executive Instructions (CEIs), 5
common issues in, 5–7
legislative framework, 2, 4
management reporting, 70
quality assurance, 70
Index

Contracting capability
contract management, 66, 67
establishing and sustaining, 66, 67
Contractor
access by, 35–6
assistance provided to, 36
feedback to, 106
handover arrangements, 103–4
performance management, 82–6
Copyright, 38
Cost
recovering, 40
reimbursement, 40
Credit card
government, 2
use for purchasing, 22
Crimes Act 1914, 9
Criminal Code Act 1995, 9
D
Debrief
debriefing tenderers, 50, 59–62
written, 62
Delivery, 80–1
Department of Finance and Administration, 11
Finance Circulars, 4
Designs, registered, 38
Discharging contract, 72, 100, 108–9
Disclosure
contract provisions, 35–6, 37
parliamentary and ministerial, 35
principle of, 21
Dispute resolution
dispute management, 87–8
forms of, 88–9
individual contracts, 72
Documents
contract documentation, 81–2
key, 46
E
Electronic systems, using, 69
Enforcement
contractual terms, of, 77
Environmental considerations
Commonwealth specific clauses, 37
Equal opportunity
Ethical behaviour, 2, 6
contract development stage, 16, 21
contract formalisation stage, 50, 62
contract management, during, 89–90
negotiations, during, 54
Evaluation
checklist, 105
contract performance, 104–5
ending contract, 100
Expenditure, significant, 22
F
Finance Circulars, 4
Finance Minister, 4
directions on procurement matters, 4
Financial Management and Accountability Act
1997 (FMA Act), 4, 8
s 44, 4
Financial Management Guidance (FMG), 11
Fitness for purpose
Fixed price contracts, 40
Freedom of Information Act 1982, 9–10
Frustration, 108
Full payment
contract completion, on, 41
G
Gateway Review Process, 13
Gifts, offer of, 21, 89
Government assistance, 36
Government Furnished Material (GFM), 36
Guarantees
I
Incentive payments, 41
Incentives
Indemnities
Insurance
Intellectual property rights, 22
Internet, using, 69
J
Judiciary Act 1903, 11
K
Key actions and responsibilities matrix
contract development, 46–7
contract management, 95–6
ending the contract, 110
formalising contract, 64
Key personnel, 22

119
L
Legal services
Legal Services Directions 2005, 11, 89
Legislation
framework for contracting, 2, 4
summary of, 8–11
Lessons learned, 106
Liabilities
Liquidated damages, 41
Litigation, 89
Loss, consequential, 39
M
Management
individual contracts, of, 72
reporting on contract activity, 70
skills and experience, 74–5
unresolved issues, of, 78
Mediation, 88
Meetings, scheduling, 80
Memoranda of Understanding (MOU), 24
Milestone payments, 41
Moral rights, 38
Multi-use lists, 24
N
Negotiation
behaving ethically, 54
conducting, 50, 52–6
dispute resolution, 88
formalising contracts, 50
issues, 53
parallel negotiations, 56
planning, 50
specific, for contract formalisation, 54–6
styles, 53
Non-performance
legitimate reasons, 34
Novation, 108
O
Occupational health and safety
P
Panels
contractors, of, 23–4
Patents, 38
Payments
advance payments, 41
contract provisions, 40, 81
entitlement to, where no contractual
obligation, 52
full, on contract completion, 41
incentive payments, 41
milestone payments, 41
performance based, 41
progress payments, 41
regimes, 40–1
risk, source of, 18
satisfactory performance, for, 81
timely, 76
timing of, 41
Penalties
Performance-based payments, 41
Performance management
assessment of performance, 33, 82, 84–5
checklist, 48
contractor, 82–6
costs, 31
data collection and analysis, 31, 82
lead indicators, 29
monitoring performance, 33, 82–3
non-performance, legitimate reasons, 34
performance indicators, 28–9
performance measures, 28, 70, 83
performance standards, 30–1
regime, establishing, 16, 28–34
risk, source of, 18
targets, setting, 29–30
under-performance, 85–6
Personnel
key, 22, 39
specified, 22
Policy
framework for contracting, 2, 4
procurement policy, 4–5
summary of, 8
Privacy
personal information, of, 22
Privacy Act 1988, 10, 22
Procedures
Procurement
cancelling, 56
Chief Executive Instructions (CEIs), 5
Commonwealth Procurement Guidelines
(CPGs), 4, 24, 37
Finance Minister, directions by, 4
policy, 4–5, 11–13
Professional advice, 20, 22, 84
Progress payments, 41
Protective security, 12
Protective Security Manual (PSM), 12, 23
Public sector
contracting in, 2–13
Public Service Act 1999, 6, 10

Q
Quality assurance reviews, 70
R
Record-keeping, 2, 7
benefits of, 82
contract formalisation stage, 50, 63
contract management, during, 91
ending contract, 100, 107
Relationships
individual contracts, 72, 76–7
managing, 2, 6, 72, 76–7
Reporting requirements, 12
meeting, 50
Repudiation, 109
Resources
contract development stage, 16
efficient and ethical use of, 4
managing, 2, 6
needs, identifying, 16, 20
risk, source of, 18
Responsibilities
identifying and assigning, 16, 21, 52, 72, 74
individual contracts, 72, 74
key actions and responsibilities matrix, 46–7
specifying, 2, 6
Retention arrangements, 42
Risk management, 2, 5
contract development stage, 16, 18–19
contract formalisation stage, 50, 51–2
contract management, 66, 92–3
ending contract, 100, 101
individual contracts, 72, 73
Risks
assessment, 18–19, 45, 51–2
contract management stage, 92–3
identifying, 16, 18–19, 50, 51–2, 66, 72, 73,
100, 101
reviewing, 18
S
Securities
Security
matters, 23
Senate Order for Departmental and Agency
Contracts, 12
Senior management
commitment and involvement, 16, 20
Signatures on contracts, 50, 58
Skills
identifying and involving, 72, 74–5
Stakeholders
briefing, 58
communicating with, 66, 67, 76
identifying and involving, 76
input by, at contract development stage, 16,
21
key, 46
report to, 106
Standard contracts, 16, 23
Standards Australia
risk management, 5
Standing offers, 23–4
Subcontracting
Systems
T
Tenderers
advice to, 60
conflicts of interest, 21
debriefing, 50, 59–62
notification of award of contract, 59
preferred, employment of, 21
Termination of contract
convenience, for, 109
end dates, 42
methods of, 100, 108–9
Trade secrets, 38
Trademarks, 38
Transition arrangements
ending contract, 100, 103–4
transition phase, 79–80
Transparency principle, 21
U
Under-performance, 85–6
V
Variable price contracts, 40
Variable quantity contracts, 41
W
Waiver, 108
Warranties
express and implied, 43
purposes, 43
Writing
contracts required to be in, 22–3

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