Page 30 - The Edge - Fall 2019
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CONTRACT MANAGEMENT                                    considered the contract management process from the onset
            CONTINUED FROM PAGE 29                                 and monitoring performance should run a bit smoother.
                                                                     Specifying the need and identifying contract risks and
                                                                   goals would be speci  c to the agency or agencies writing the
            stage, much like I would when starting a new contract.    e  contract, but some great starter questions to consider may be
            reasons are varied and complex, so I’ll leave that for another  the following: What is the contract for? What items/services am
            discussion.                                            I trying to obtain? What’s the market look like for these items/
              One piece to the procurement puzzle is the “Contract  services? What kind of risks are involved and what do they look
            Management Cycle,” which for all intents and purposes should  like? What needs to be considered for minimizing risks? What’s
            look something like this: Analysis, Specifying the Need, Identify  the goal or what am I trying to obtain from this contract?
            the Contract Risks and Goals, Select a Contract Type and   Once you’ve established all above, it’s time to put pen to
            Clauses and Monitoring the Performance. Again, with analysis  paper for selecting the contract type and clauses, (developing
            moving from the   fth step to the   rst.               the  contract) but realistically, you  should have  already
                 e above cycle is just one example or interpretation of   considered the contract type during the analysis stage. You
            the steps involved with managing a contract, so let’s look at  may have considered the options, (IFB, RFP, RFQ, etc.) to
            the   rst step being used – analysis. I believe it’s a good idea  decide what’s best for your agency and implementing the steps
            to always consider contract management during the analysis  outlined in the guideline of your analysis stage.
            stage, so that those involved with monitoring the performance,   Now, the only thing left is monitoring the performance of
            have a basic idea of how the contract is going to work and   the contract, and because you’ve done all the above, you’re
            what the suppliers are responsible for. Remember, you control  ready to monitor the contract in the manner it was written.
            the contract, how it works, the steps to be considered, when   You’ve included the steps that should yield the best results of
            monitoring the performance of the contract, so why not include  this contract and any hic-ups that occur should be noted ON
            “user friendly” steps that exemplify e   ciency for monitoring  PAPER and put in the procurement   le for future consideration.
            the contract performance. In my opinion, most contracts that  Keeping good notes as you monitor the performance of your
            fall short, do so because thought was not given to this part of  contract is vital to helping develop better contracts, so don’t
            the process.                                           leave this step out.
              If you’ve included everything needed to assist you in getting   Let me end by simply reminding you that anything in this
            from point “A” to point “B” with the least amount of resistance,  article is not meant to be construed as legal advice, but rather
            you should have some form of a viable contract.    e reason  best practice recommendations, based on being a buyer for
            is simple.  You have  developed a  guideline that  considered   Mesa Public Schools!
            “contract management” in the beginning stage.
                 e other steps to the contract management cycle are just  Gary Barkman can be reached at: gabarkman@mpsaz.org
            as important, but now you’ve developed a guideline that has   REFERENCES: NIGP: Institute for Public Procurement, CPPO Prep Guide, 2014



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