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MANAGE CONTRACTUAL AGREEMENTS/COMMITMENTS
Slide 1
D2.TFA.CL7.04
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Manage contractual agreements/commitments
This Unit comprises three Elements:
Slide 2
Establish contractual agreements/commitments management strategies
Monitor and maintain the performance of contractual agreements/commitments
Complete contractual agreements/commitments and implement review strategies
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Assessment
Assessment for this unit may include:
Slide 3
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from employer/supervisor
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Element 1: Establish contractual agreements/commitments management strategies
Performance Criteria for this Element are:
Re-confirm contract requirements with all parties for all contractual agreements/commitments
Establish effective communication and information strategies for all contractual agreements/commitments
Confirm and implement start-up or transition arrangements for all contractual agreements/commitments
(Continued) Slide 4
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Document management strategy for the life of individual contractual agreements/commitments
Monitor application of the identified management strategies
Adapt documented management strategies as required
Slide 5
Element 1: Establish contractual agreements/commitments management strategies
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Re-confirm contract requirements for all contractual agreements/commitments
Context:
This unit deals with skills and knowledge required to manage agreements and/or commitments and arrangements with businesses where a legally binding contract exists
The business agreements or contracts and negotiations described by this unit are formal and structured in nature and cover significant commercial dealings
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Re-confirm contract requirements for all contractual agreements/commitments
Stages in life cycle of contracts:
Initiation
Negotiation
Execution
Management
Finalisation
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Re-confirm contract requirements for all contractual agreements/commitments
A Contract:
Arises when two or more parties agree to do something in exchange for something else
May be verbal or written
A legally enforceable agreement
Slide 8
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Re-confirm contract requirements for all contractual agreements/commitments
Reasons to maintain contractual arrangements which have been negotiated and/or agreed to:
Preserve positive and credible reputation for the organisation
Sustain the organisational image
Give certainty to business and promises which have been made within the business environment
(Continued) Slide 9
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Re-confirm contract requirements for all contractual agreements/commitments
Avoid being sued
Conduct business in an expected and structured manner
Ensure all legal obligations are/can be discharged
Slide 10
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Re-confirm contract requirements for all contractual agreements/commitments
Contractual agreements may include:
Contracts – with customers, carriers, suppliers, third party providers, agencies
MOUs and MOAs
(Continued)
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Re-confirm contract requirements for all contractual agreements/commitments
In-house option directives
CUAs
(Continued)
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Re-confirm contract requirements for all contractual agreements/commitments
Government agreements
LOIs
(Continued)
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Re-confirm contract requirements for all contractual agreements/commitments
Licensing arrangements
Marketing agreements
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Re-confirm contract requirements for all contractual agreements/commitments
Ways to re-confirm contractual requirements – a combination of the following is best:
Obtain and read copies of all documentation
Talk to those who were involved in developing and/or negotiating the agreements
(Continued)
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Re-confirm contract requirements for all contractual agreements/commitments
Speak to legal advisers
Discuss the agreements with management who are currently working with them
Talk with other interested parties
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Establish strategies for agreements/commitments
‘Communication strategy’:
Should be one for every contract/agreement
May be supported by a communication plan
Slide 17
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Establish strategies for agreements/commitments
Role of communication strategy:
Identify stakeholders
Provide/record their contact details
Describe role of stakeholders
Detail preferred communication option/s
(Continued)
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Establish strategies for agreements/commitments
List preferred contact times
Identify organisational personnel who have responsibility for making contact
Provide sample templates to use when communicating
Identify resources available to enable communication to occur
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Establish strategies for agreements/commitments
‘Information strategy’:
Should be one for every contract/agreement
May be closely linked to/aligned with the communication strategy
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Establish strategies for agreements/commitments
Role of an information strategy:
Facilitate sharing of information
Provide a mechanism through which information is stored
Allow a means by which stakeholders can access relevant information
(Continued)
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Establish strategies for agreements/commitments
Manage data and information
Classify/categorise data and information
Underpin operational decisions and actions
Enable required reporting
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Establish strategies for agreements/commitments
Need for effective communication and information strategies – to:
Demonstrate transparency in the way the agreement is being managed
Avoid confusion and/or gaps in knowledge
Show a willingness to be engaged with the agreement
Facilitate cooperation of others in the relationship
(Continued)
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Establish strategies for agreements/commitments
Provide established and agreed channels of communication
Share relevant and allied information
Provide the basis for scheduling regular contacts
Establish protocols for dealing effectively with other stakeholders
(Continued)
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Establish strategies for agreements/commitments
Provide emergency contact arrangements
Establish a diary system for requirements relating to the agreement
Ensure information flow occurs at nominated, critical stages of the contract
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Confirm and implement start-up or transition arrangements
Ways to confirm start-up and/or transition arrangements = same as used to confirm/re-confirm contract requirements:
Obtain and read copies of all documentation
Talk to those who were involved in developing and/or negotiating the agreements
Speak to legal advisers
Discuss the agreements with management who are currently working with them
Talk with other interested parties
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Confirm and implement start-up or transition arrangements
Start-up arrangements = requirements for a new contract/agreement that has not been entered into before:
Establishing framework that will be used to manage the relationship
Creating necessary administration and operational protocols
Making initial contact with relevant other people
Taking action to investigate and clarify issues which are causing concern
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Confirm and implement start-up or transition arrangements
Transition arrangements = requirements for a contract/agreement that has previously been in operation, but:
Has been rolled over for another period
Has been revised
Has changed a provider/contractor
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Confirm and implement start-up or transition arrangements
Arrangements may address:
Identification of initial payments required
Provision of required resources
Statement from management giving in-principle support
(Continued)
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Confirm and implement start-up or transition arrangements
Designation of roles and attached responsibilities
Creation/revision of scopes of authority attaching to roles
Development of protocols to enable management of issues
(Continued)
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Confirm and implement start-up or transition arrangements
Identification of contract/agreement specifics
Determination and establishment of contacts within organisations/stakeholders
Clarification of documentation to be used and protocols for completion and submission
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Document management strategy for the life of agreements/commitments
The contract management strategy is an internal mechanism and:
Is generated and developed from within the organisation
Can be determined by those with responsibility for managing the contract
Will reflect history and experiences of the organisation
Varies between organisations and different agreements
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Document management strategy for the life of agreements/commitments
Contract management strategy needs to be documented so:
The process of developing a management strategy is formalised
It can be shared with others within the organisation
There is certainty about what is entailed in intended and agreed actions
Evidence is generated regarding rationale/s and deliberations which formed the thinking that underpinned the decision to be part of the contract
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Document management strategy for the life of agreements/commitments
Contract registers’ could/should be established to:
Centralise all the agreements, arrangements and contracts an organisation has entered into
Assist with meeting:
• Accountability requirements
• Financial payments
• Reporting schedules
• Delivery timelines
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Document management strategy for the life of agreements/commitments
Possible inclusions in a contract management strategy:
Risk management
Activities for managing agreement/commitment throughout all stages of the contract
Protocols to ensure effective and compliant implementation
(Continued)
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Document management strategy for the life of agreements/commitments
Actions required to effectively administer the agreement
Relationship management
Governance issues related to the arrangement
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Monitor application of the identified management strategies
Monitoring needs to occur to:
Determine effectiveness/appropriateness of strategy to the individual nature of the contract
Demonstrate to management the professionalism being shown by person who has responsibility for the contract
Demonstrate to others the contract is actively monitored
(Continued)
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Monitor application of the identified management strategies
Help the organisation meet its obligations under the agreement
Ensure other parties perform their obligations under the agreement
Use them as intended when problems arise in the relationship
Provide objective data in relation to the agreement
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Monitor application of the identified management strategies
Ways to monitor contract management strategies include a combination of:
Undertaking scheduled reviews
Talking with other parties on a regular basis
Talking with stakeholders
Determining the reality of the arrangement
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Adapt documented management strategies as required
It is important to note not every contract management strategy which has been deemed to be ineffective will necessarily be adapted – for example:
Small issues may be ignored
Issues late in the contract may be ignored
Issues may simply be raised verbally with the relevant other party
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Adapt documented management strategies as required
Where contract management strategy has to be changed actions to achieve this may include:
Review existing contract management strategy
Talk to others who have been involved in managing the contract
Talk to other party/parties
Prepare draft revision of original contract management strategy
(Continued) Slide 41
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Adapt documented management strategies as required
Circulate the draft revision internally
Revise draft on basis of feedback and comments
Confirm revised version of contract management strategy
Implement revised contract management strategy as planned
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Summary – Element 1
When establishing contractual arrangements/commitments management strategies:
Recognise they have a life cycle
Preserve a positive and credible reputation for the organisation
Sustain the organisational image with customers and the general community
(Continued)
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Summary – Element 1
Ensure all legal obligations are/can be discharged as agreed/expected
Appreciate the different types of arrangements which exist
Confirm existing arrangements which may exist/apply
(Continued)
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Summary – Element 1
Establish effective communication and information strategies
Verify and implement start-up and/or transitional arrangements, as appropriate
Identify and document relevant contract management strategies for each agreement
(Continued)
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Summary – Element 1
Establish a contract register
Obtain legal advice where necessary
Apply standard risk management protocols
(Continued)
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Summary – Element 1
Demonstrate due diligence, professionalism and ethical behaviour
Establish effective monitoring strategies
Remain flexible and cooperative regarding implementation of the agreement
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Element 2: Monitor and maintain the performance of contractual agreements/commitments
Performance Criteria for this Element are:
Manage relationship with contractors in accordance with organisational policies and procedures
Monitor performance of all contractual agreements/commitments
Meet obligations to contractors
(Continued)
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Identify and manage emerging risks throughout the life of all contractual agreements/commitments
Identify contract variations
Manage contract variations
(Continued)
Slide 49
Element 2: Monitor and maintain the performance of contractual agreements/commitments
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Investigate, resolve disputes, or refer disputes/complaints
Negotiate issues relating to contractual agreements/commitments
Maintain communication on the performance of the contractual agreements/commitments
Maintain information relating to contractual agreements/commitments
Slide 50
Element 2: Monitor and maintain the performance of contractual agreements/commitments
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Manage relationship with contractors in accordance with organisational policies and procedures
Important background information:
Understand all contractual agreements/commitments need to be managed
Appreciate they need to be actively managed
Realise the hard work may occur after the agreement has been finalised and signed
(Continued)
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Manage relationship with contractors in accordance with organisational policies and procedures
Monitor agreements on an ongoing basis
Recognise many agreements can be subject to changes throughout their life
Accept most relationships are ‘personal’ in nature
(Continued)
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Manage relationship with contractors in accordance with organisational policies and procedures
Accept this part of the process is internally generated but involves outsiders
Ensure those with responsibility and accountability for managing contracts have necessary authority to act
Realise and accept there are limits to what is meant by maintaining good relations with other parties
Appreciate all contractual relationships must be managed in an appropriate manner which apply to all business relationships
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Manage relationship with contractors in accordance with organisational policies and procedures
Organisational protocols will provide help and direction to ensure:
Adequate operational and administrative oversight of the contracts
Consistency of actions
Preventative action to be taken when a new threat or altered risk presents itself
Corrective action to be taken when non-performance, sub-standard performance or incomplete is identified
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Manage relationship with contractors in accordance with organisational policies and procedures
Examples of organisational policies and procedures for managing contractual agreements/commitments:
Establishment of a contract management or review committee
Key performance criteria
(Continued)
Slide 55
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Manage relationship with contractors in accordance with organisational policies and procedures
Authorisation/s for nominated actions in relation to the agreement
Communication with internal and external stakeholders and other parties
(Continued)
Slide 56
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Manage relationship with contractors in accordance with organisational policies and procedures
Reporting
Security, privacy and confidentiality
Documentation of contractual arrangements
Slide 57
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Monitor performance of all contractual agreements/commitments
Reasons to monitor performance of contractual agreements/commitments:
Ensure the organisation receives all the benefits it is entitled to
Ensure the organisation delivers all the products, services and/or payments it is contracted to provide
Address issues arising as soon as they are detected
Slide 58
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Monitor performance of all contractual agreements/commitments
General objectives in management/administration of a contract need to be aimed at ensuring all obligations imposed are being met:
By all parties
When/by the dates promised
As/to the standard promised
Slide 59
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Monitor performance of all contractual agreements/commitments
Actions to help ensure objectives in agreements/contracts are being achieved:
Inspecting work performed
Checking payments made
Communicating regularly with other parties about relevant issues
Considering the level of satisfaction the organisation has with what has happened
Slide 60
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Meet obligations to contractors
Under agreements there are usually commitments by the organisation to undertake generic activities such as:
To make nominated payments by given dates
To deliver nominated deliverables to a certain standard by a nominated date
To refrain from action or undertaking for a given period
Slide 61
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Meet obligations to contractors
Additional obligations – to:
Grant access
Share or provide information
(Continued)
Slide 62
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Meet obligations to contractors
Attend meetings
Provide additional help to the contractor
Take action to mitigate any negative impacts on the discharge/performance of the contract
Slide 63
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Identify and manage emerging risks throughout the life of agreements
Risk management involves a three-step process:
Risk identification
Risk analysis
Risk control
Slide 64
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Identify and manage emerging risks throughout the life of agreements
Risk identification should comprise a combination of the following:
General monitoring of broad business environment as it relates the matters which form the basis of the contract
Specific monitoring of matters which are the focus of the agreement
(Continued)
Slide 65
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Identify and manage emerging risks throughout the life of agreements
Checking on work performed as part of the contract
Communicating with ‘relevant others’
Slide 66
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Identify and manage emerging risks throughout the life of agreements
Basic sources of risks which need to be managed:
Contract management capability
Contractor performance
Changes in circumstance and/or requirements
Stakeholder relationships
Slide 67
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Identify contract variations
Contract variation:
Is any change/amendment to an existing contract or agreement
May be requested or initiated by any party to an original agreement
Commonly relates to amending dates
(Continued)
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Identify contract variations
Often relates to money initially agreed to as payment for contracted products and/or services
May involve changes to the goods and/or services to be provided
Slide 69
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Identify contract variations
The need for a contract variation will occur:
As a result of direct request from another party to the agreement
As a consequence of monitoring the general environment
From activities involved in monitoring matters which are specific to what is the focus of an existing agreement
(Continued)
Slide 70
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Identify contract variations
Due to issues and problems arising out of the discharge and performance of the contract to-date
Because of accidents, incidents, unavoidable events and unforeseeable circumstances
As a result of checks and inspections which have been carried out on work performed under the contract
(Continued)
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Identify contract variations
Following discussions (as distinct to formal requests) with others
When another party exercises their right to invoke a variation clause
If there are changes to legislation impacting work to be done
In the event new market research data emerges, legitimate stakeholder feedback is received and/or new trends relating to the purposed/intent of the contract have been identified
Slide 72
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Manage contract variations
Depending on nature of the variations (with reference to their size, scope, value, importance and complexity) there can be a need to:
Comply with the contents of the contract
Comply with organisational policies and procedures when there is a need to consider a contract variation
(Continued)
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Manage contract variations
Seek advice from others, where appropriate
Clarify the proposed contract variations
Dissolve existing contracts
Slide 74
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Investigate, resolve disputes, or refer disputes/complaints
Contractual disputes, complaints or issues may be caused by :
Requirements regarding provision of goods and services
Schedules
Price changes
(Continued)
Slide 75
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Investigate, resolve disputes, or refer disputes/complaints
Additional tasking (‘contract creep’)
Complaints from third parties
Frustration
Slide 76
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Investigate, resolve disputes, or refer disputes/complaints
When handling of disputes, complaints or issues:
Respond promptly
Communicate well
Act ethically
(Continued)
Slide 77
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Investigate, resolve disputes, or refer disputes/complaints
Focus on the long-term relationship
Demonstrate a willingness to negotiate
Slide 78
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Investigate, resolve disputes, or refer disputes/complaints
Keys in determining the actual response of an organisation to disputes, complaints or issues:
The size, nature and value of the contract
The potential negative consequences for the business of not responding in an appropriate manner
Policies and SOPs of the organisation in this regard
(Continued)
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Investigate, resolve disputes, or refer disputes/complaints
The nature of the individual contract or commitment
Previous experience (if any) in dealing with the other party
Slide 80
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Investigate, resolve disputes, or refer disputes/complaints
It is essential to understand:
‘Resolving’ problems means fixing them between the parties involved without reference to any external persons or bodies
‘Referring’ problems means resolution has failed and there is a need to involve some external people or agencies/bodies
Slide 81
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Investigate, resolve disputes, or refer disputes/complaints
Standard objectives in relation to contractual issues, complaints or issues are:
Resolve them in-house, between the parties if possible
Resolve them speedily
Only refer issues if common sense does not resolve the problem
Slide 82
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Investigate, resolve disputes, or refer disputes/complaints
(Continued)
Slide 83
Options for managing
disputes/complaints
may include:
Conferencing
Mediation
Arbitration
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Investigate, resolve disputes, or refer disputes/complaints
Slide 84
Options for managing
disputes/complaints
may include:
Negotiation
Resort to contractual agreement
Legal considerations
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Negotiate issues relating to contractual agreements/commitments
Context for negotiations:
Negotiations must be conducted in a business-like and professional manner
Negotiations can be the best way of resolving conflict or striking a deal, when the parties involved believe that not reaching an agreement means a loss for everyone
Parties need to be willing to make some concessions
(Continued)
Slide 85
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Negotiate issues relating to contractual agreements/commitments
Compromise is an essential element of true negotiation
Not all negotiations reach a successful conclusion
Slide 86
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Negotiate issues relating to contractual agreements/commitments
Negotiation can be defined as:
A process in which two or more parties confront a problem and arrive at a solution which best meets the needs of all of them
Slide 87
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Negotiate issues relating to contractual agreements/commitments
Factors implicit in negotiations:
Communication takes place in which approval, agreement or action is sought from someone else which may be different to what they first wanted
Many negotiations are conducted not between groups of people but between two individuals representing groups/organisations
Most negotiations result in a less than perfect solution for one, or both, sides
(Continued) Slide 88
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Negotiate issues relating to contractual agreements/commitments
Inherent in negotiation is the concept of ‘give and take’
There are definitely times in negotiations where one party will give more than normal in order to achieve some other perhaps long-term or other goal
Slide 89
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Negotiate issues relating to contractual agreements/commitments
Essentials when negotiating:
Undertaking proper preparation
Finding out something out about the person with whom negotiations will be occurring
Adopting a calm, non-emotional approach
(Continued)
Slide 90
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Negotiate issues relating to contractual agreements/commitments
Ensuring excellent listening and communication skills are applied
Knowing how to close a deal
Obtaining agreement about what has been discussed, re-cap the salient points, and suggest the next step
Being assertive
Slide 91
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Negotiate issues relating to contractual agreements/commitments
Questions which need to be answered before negotiations start:
What are the needs of the organisation?
What does the organisation need to get out of this negotiation?
Where is the point the negotiation process will have to be walked away from?
What are the needs of the other party as they have stated them and/or as has been revealed by research?
(Continued)
Slide 92
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Negotiate issues relating to contractual agreements/commitments
When preparing to negotiate:
Obtain all the facts before negotiation starts
Try to ensure more is known about the issue than the other party
Try to determine what information the other party might have
Find out about the needs and wants of the other party
(Continued)
Slide 93
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Negotiate issues relating to contractual agreements/commitments
Are both parties dealing with the same set of facts?
What are the assumptions being made by the other party?
Be prepared not to simply believe/accept what the other party says
Slide 94
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Negotiate issues relating to contractual agreements/commitments
When negotiating:
Be business-like while remaining as friendly as possible
Try to get initial agreement from all parties as to the agenda of the negotiation
At the same time try to get agreement on what the likely outcome will be
(Continued)
Slide 95
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Negotiate issues relating to contractual agreements/commitments
Deal with any issues that can be easily and painlessly dealt with, first
Take notes, refer back to them regularly and try to get agreement notes taken accurately reflect what has taken place
Identify points of agreement and points of difference
(Continued)
Slide 96
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Negotiate issues relating to contractual agreements/commitments
Use appropriate language
Be prepared to bargain
Develop options
Slide 97
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Negotiate issues relating to contractual agreements/commitments
Possible negotiation topics:
Negotiate contract variations
Negotiate continuous improvement
(Continued)
Slide 98
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Negotiate issues relating to contractual agreements/commitments
Negotiate innovations
Negotiate instances of non-compliance
Negotiate consequences arising as a result of non-compliance
Slide 99
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Maintain communication on performance of contractual agreements/commitments
Effective strategies include:
Being proactive in the communication process
Using the communication option identified by the other party as their preferred method of contact
Demonstrating willingness to engage in the communication process
(Continued)
Slide 100
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Maintain communication on performance of contractual agreements/commitments
Adhering to scheduled contact times
Thanking others in the communication process
Attending meetings
Providing evidence to support communications
Slide 101
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Maintain communication on performance of contractual agreements/commitments
When maintaining contact it is important to:
Keep promises made
Involve and include all stakeholders
Adhere to organisational procedures relating to external communication
Comply with industry standards
Slide 102
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Maintain information relating to contractual agreements/commitments
The most common reasons/needs to file documents are:
For future reference
To facilitate the production of other similar agreements in the future
Compliance with legislated and general professional obligations
Slide 103
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Maintain information relating to contractual agreements/commitments
Standard industry practice:
Establish a ‘contract register’ to manage contract documents
Provide required facilities
(Continued)
Slide 104
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Maintain information relating to contractual agreements/commitments
Control access to these documents
Observe internal filing protocols
Notify relevant others
Slide 105
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Maintain information relating to contractual agreements/commitments
Documents which may need to be included as part of the maintenance process for original contractual agreements/commitments are:
Copy of the original agreement
General supporting documentation
Name and details of management team
Name and contact details of other parties
(Continued)
Slide 106
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Maintain information relating to contractual agreements/commitments
Relevant plans and schedules
Contract variations
Minutes of meetings
Receipts
(Continued)
Slide 107
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Maintain information relating to contractual agreements/commitments
Details of payments made
Copies of relevant budgets
Inspection checklists
Applicable standards/criteria
(Continued)
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Maintain information relating to contractual agreements/commitments
Feedback from stakeholders
Quotations
Reports written
Reports received
(Continued)
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Maintain information relating to contractual agreements/commitments
Distribution Lists
Reviews and evaluations
Photographic evidence of work performed/problems encountered
Details of negotiations entered into during the agreement
(Continued)
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Maintain information relating to contractual agreements/commitments
Tender documentation which may have attached to the agreement/contract
Briefing notes
Details of statements made about the agreement
Copies of authorities/revised scopes of authorities established under the agreement by the organisation
(Continued)
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Maintain information relating to contractual agreements/commitments
Complaints and compliments received
Relevant Codes
Relevant legislation
Underpinning information generated or research by the organisation which gave rise to the agreement
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Summary – Element 2
When monitoring and maintaining the performance of contractual agreements/commitments:
Understand the agreements/contracts
Actively manage the agreements/commitments
Adhere to organisational policies and procedures
(Continued)
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Summary – Element 2
Maintain confidentialities
Monitor agreements on an ongoing basis
Cooperate with, collaborate with and communicate with stakeholders and other parties
Meet specified obligations when and as promised
(Continued)
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Summary – Element 2
Be vigilant about identifying and managing emerging risks
Accept contract variations are always a possibility which need to be requested and/or accommodated
Be proactive in addressing disputes, issues and complaints under the agreements
(Continued)
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Summary – Element 2
Negotiate solutions to resolve problems in preference to relying on external referral of issues
Communicate with relevant others in a meaningful way on an ongoing basis
Capture, record and maintain necessary information relating to performances under the agreements
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Element 3: Complete contractual agreements/commitments and implement review strategies
Performance Criteria for this Element are:
Finalise contractual agreements/commitments
Apply management strategies to contractual agreements/commitments
Review strategies used to manage contractual agreements/commitments
(Continued)
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Document and explain variances between key performance indicators in the contractual agreements/commitments and actual outcomes
Use review information on provider performances to guide recommendations for improvements to future contractual agreements/commitments
Slide 118
Element 3: Complete contractual agreements/commitments and implement review strategies
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Finalise contractual agreements/commitments
Ways to finalise contractual agreements/commitments:
Performance
Tender or attempted performance
(Continued)
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Finalise contractual agreements/commitments
Agreement between the parties
Operation of time
Repudiation
(Continued)
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Finalise contractual agreements/commitments
Frustration
Substitution
Breach
(Continued)
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Finalise contractual agreements/commitments
Operation of law:
• Merger
• Material alteration to written contract
• Death
• Insolvency
• Losing the contract
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Apply management strategies to contractual agreements/commitments
Management strategies to handle end of agreement include:
Implementing organisational close-out procedures
Reviewing the agreement
(Continued)
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Apply management strategies to contractual agreements/commitments
Searching for replacement or alternative agreements
Negotiating and executing renewal of the contractual agreements/commitments
Undertaking transition arrangements to a new contract
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Review strategies used to manage contractual agreements/commitments
Management strategies for contractual agreements/commitments need to be reviewed to:
Determine their effectiveness
Identify lessons learned
Work out whether a different strategy should be used next time
Align with standard internal operational protocols
Assist with deciding ‘next step’
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Review strategies used to manage contractual agreements/commitments
(Continued) Slide 126
Allocate time for the work to be done
Be honest and open
Strive to use objective data
Involve all relevant people
Keys when reviewing:
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Review strategies used to manage contractual agreements/commitments
(Continued) Slide 127
Document the process
Take it seriously
Realise the next agreement/commitment is, to a great extent, determined by the findings of this review
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Review strategies used to manage contractual agreements/commitments
Focus effort on critical questions:
Slide 128
What worked/succeeded
What failed/did not succeed
Why
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Review strategies used to manage contractual agreements/commitments
Activities in the review process:
Preparing a plan for the review process
Obtaining 360˚ feedback
Analysing contract management
(Continued)
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Review strategies used to manage contractual agreements/commitments
Examining supplier performance
Undertaking a gap analysis of the agreement/commitment
(Continued)
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Review strategies used to manage contractual agreements/commitments
Examining costs and benefits
Reflecting on existing data generated as part of the agreement
Clarifying lessons learned
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Document and explain variances
Documentation is required to:
Provide evidence the process was undertaken
Facilitate sharing of information generated as a result of the process
Enable storing of the information
Allow recording of rationale/s behind decisions made and conclusions reached
Conform to internal SOPs
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Document and explain variances
Keys when considering variances:
Measure expected, anticipated, projected or promised deliverables against what actually occurred
Take into account the things which are important to the organisation
Look at the impact of the variance
Seek to understand the reasons that caused all variations
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Document and explain variances
Variances may relate to:
Compliance with timelines for payments
Adherence to dates and/or times for delivery of contracted items
Extent and type of services provided
(Continued)
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Document and explain variances
Level of compliance with promises made
Issued relating to product and service quality
Prices charged or presented for payment for products and services provided
(Continued)
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Document and explain variances
The experience of dealing with the business throughout the contract period
Willingness of the business to meet emerging needs which did not exist when the agreement was first discussed and signed
Preparedness of the business to help address individual organisational problems which cropped up during the contract
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Use review information on provider performances to guide recommendations for improvements
Focus must be on provider performance – with attention focussing on:
What the suppliers/providers did well
What they did poorly
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Use review information on provider performances to guide recommendations for improvements
Topics to address:
The planning process
Procurement
Information and data
(Continued)
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Use review information on provider performances to guide recommendations for improvements
Role of provider audit trails
Measuring outputs
(Continued)
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Use review information on provider performances to guide recommendations for improvements
Meeting client/organisational needs
Innovation
Continuous improvement
Slide 140
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Use review information on provider performances to guide recommendations for improvements
Recommendations for improvements to future contractual agreements/commitments may be:
Noted on files and contracts in the contract register
Provided as a simple verbal statement
Presented in a formal written report
The subject of a formal face-to-face presentation
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Summary – Element 3
When completing contractual agreements/commitments and implementing review strategies:
Seek to bring the agreements/commitments to a mutually-beneficial conclusion
Implement close-out procedures as prescribed by the organisation
Review the agreement involving other parties
(Continued)
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Summary – Element 3
Plan the review
Allocate the review process sufficient importance, time and resources
Undertake a gap analysis
(Continued)
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Summary – Element 3
Examine costs and benefits
Analyse and explain key variances
Focus on what is important
(Continued)
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Summary – Element 3
Look for impacts and the causes of those impacts
Determine next step actions such as further negotiations, renewals or appropriate alternatives
Evaluate contractual management strategies applied
(Continued)
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Summary – Element 3
Document findings
Learn lessons for future use
Share relevant information with key stakeholders/other parties where appropriate
(Continued)
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Summary – Element 3
Consider organisational performance as well as provider performance
Obtain 360˚ feedback
Rely on valid and objective data/evidence
Slide 147