Monitoring and Managing Contract Performance in Government

Initiating a Procurement and Contract Management Strategy

KEY METHODOLOGIES

A key issue in contract management is the monitoring of the supplier’s performance to ensure all standards are met in accordance with the contract. Th e extent of performance monitoring applied to a supplier should be determined by the level of risk involved in the purchase and the nature of the goods or services provided. Good monitoring of contractor performance progressively anticipates, identifi es and facilitates correction of shortcomings before the relationship with the supplier is adversely aff ected and before value for money is compromised. Th is course will provide key concepts that will help you successfully set up and monitor contract performance and avoid the pitfalls of contract disruption and budget overruns.

Registration & Continental Breakfast

Latest updates on regulation from the Offi ce of Federal Procurement Policy and Offi ce of Management and Budget
• Understand how the Federal Acquisition Regulation (FAR) eff ect
the management process
• Align execution and tracking of contracts under A-76 requirements

Overview of Performance Based Contracting and Performance Measurement
• Learn to establish requirements in a results oriented manner
• Ensure that contract measures and expectations are measurable
and correspond to work requirements

Establishing and Maintaining a Performance Based Contract Management Strategy
• Defi ne organizational mission and strategic performance objectives
• Develop a process for using performance information to drive
improvement

Networking Luncheon

Developing and Selecting Areas of Contract Performance Measures
• Understand and Administer positive and/or negative performance
measures
• Define the level of quality acceptable and provide the basis against
which contract requirements will be measured

Understanding and Utilizing Performance Assessments for Accountability
• Discover the diff erences between direct monitoring and regular
reporting by the vendor
• Develop key performance indicators to ensure accountability for
results

Adjourn

Sign in & Continental Breakfast

Applying the Balanced Scorecard Approach
• Focus on outputs and activities that are tied to mission-oriented
outcomes
• Develop customer and management satisfaction measures to
communicate success in government services

Navigating Th rough Change and Dealing with Obstacles
• Develop a contract dispute resolution process that will assess and
correct potential performance weaknesses
• Understand the rules of contract interpretation in the FAR and
the role of the contracting offi cer

Negotiating and Managing Intellectual Property Issues in Contracts
• Understand basic patent, trademark and copyright rules
• Develop procedures to ensure protection of confi dential and
proprietary information including a non-disclosure agreements

Networking Luncheon

Determining Critical Risk Factors Associated with Contract Requirements
• Understand fi xed price vs. cost reimbursable contracts under FAR
part 16
• Learn the value of long-term partnering relationships to mitigate
contract risk

Understanding Contracting Funding, Financing and Payment
• Master payment provisions with an eye to balancing agency interests
• Establish performance-based payment criteria when negotiating
contracts

Adjourn

* Breaks at instructor discretion

Continuing Professional Education Accreditation
Th e Performance Institute is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing education on the National Registry of CPE Sponsors. State boards of accountancy have fi nal authority on the acceptance of individual courses for CPE credit. Complaints regarding sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN 37219-2417. Web site: www.nasba.org