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Author: Great Britain. National Audit Office
Publisher: The Stationery Office
ISBN: 9780102954487
Category : Business & Economics
Languages : en
Pages : 44
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Book Description
This NAO report (HCP 65, session 2008-09, ISBN 9780102954487), examines how well central government organisations are managing their service contracts, assessed against the good practice framework for contract management. A further examination was done into the effectiveness of the Office of Government Commerce in supporting central government to improve contract management. The NAO has focused on contracts for information and communication technology, facilities management and business process outsourcing, where the contract had been signed and the service was up and running. In the 2007-08 period, central government spent over £12 billion on service contracts primarily in the areas of information and communications technology, facilities management and business process outsourcing. In total the NAO estimates that £240 million was spent on managing service contracts in the period 2007-08. Delivery of public services, protection against service failure and achievement of value for money are all dependent on effective contract management. The NAO has set out a number of findings and recommendations, including: that contract management is not always accorded the priority it deserves; that less than half the organisations surveyed had an individual with overall responsibility for contract management; that some contracts had taken several years before a proper system of management was actually in place, including resources and performance measures; that one-quarter of comercial directors/heads of procurement rated the level of resources allocated to contract management as poor; that central government do not routinely test their service contracts and good practice risk management practices are not being consistently applied. For the Office of Government Commerce the NAO found that: limited guidance is available on contract management; that central government organisations identified a need for better training for their contract managers; that no cross-government contract management community exists and that monitoring and managing major suppliers had focused mainly on the IT sector.
Author: Great Britain. National Audit Office
Publisher: The Stationery Office
ISBN: 9780102954487
Category : Business & Economics
Languages : en
Pages : 44
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Book Description
This NAO report (HCP 65, session 2008-09, ISBN 9780102954487), examines how well central government organisations are managing their service contracts, assessed against the good practice framework for contract management. A further examination was done into the effectiveness of the Office of Government Commerce in supporting central government to improve contract management. The NAO has focused on contracts for information and communication technology, facilities management and business process outsourcing, where the contract had been signed and the service was up and running. In the 2007-08 period, central government spent over £12 billion on service contracts primarily in the areas of information and communications technology, facilities management and business process outsourcing. In total the NAO estimates that £240 million was spent on managing service contracts in the period 2007-08. Delivery of public services, protection against service failure and achievement of value for money are all dependent on effective contract management. The NAO has set out a number of findings and recommendations, including: that contract management is not always accorded the priority it deserves; that less than half the organisations surveyed had an individual with overall responsibility for contract management; that some contracts had taken several years before a proper system of management was actually in place, including resources and performance measures; that one-quarter of comercial directors/heads of procurement rated the level of resources allocated to contract management as poor; that central government do not routinely test their service contracts and good practice risk management practices are not being consistently applied. For the Office of Government Commerce the NAO found that: limited guidance is available on contract management; that central government organisations identified a need for better training for their contract managers; that no cross-government contract management community exists and that monitoring and managing major suppliers had focused mainly on the IT sector.
Author: House of Commons Public Accounts Committ
Publisher: The Stationery Office
ISBN: 9780215529763
Category : Political Science
Languages : en
Pages : 40
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Book Description
In 2007-08, central government spent over £12 billion on service contracts, primarily in the areas of information and communication technology, facilities management and business process outsourcing, and an estimated £240 million on managing these contracts. In most cases central government monitors the performance of its suppliers, but it makes limited use of financial incentives to encourage suppliers to improve performance and does not always apply financial penalties where suppliers under-performed. Testing of value for money of ongoing services and contract changes is variable. Planning and governance is one of the weaker areas of contract management. Less than half the organisations surveyed had an individual with overall responsibility for contract management, and there was no documented plan for managing 28 per cent of contracts. In addition, many contracts do not have in place some or all of the elements of good practice risk management. No commercial director/head of procurement rated the level of resources allocated to the management of their major contracts as 'good', and 22 per cent of contract managers considered they did not have time to perform their responsibilities well. Most contract managers had undertaken relevant training, although 60 per cent of organisations did not provide a structured training programme for their staff. The Office of Government Commerce is to issue further guidance on contract management in April 2009, building on the good practice framework it published jointly with the National Audit Office, and it is working to improve the provision of training on contract management. It is also extending its monitoring of major suppliers to government, and is reviewing recent examples of service failure where contractors failed to perform to identify lessons for the future.
Author: William Sims Curry
Publisher: Routledge
ISBN: 1317221028
Category : Political Science
Languages : en
Pages : 495
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Book Description
This second edition of Contracting for Services in State and Local Government Agencies provides state-of-the-art tools for best practice in the procurement of services at state and local levels, from initial stages through to completion. Including lively case studies and research conducted with state and local agencies across the United States, this book provides management advice and tips on compliance to reduce costs, select the best-qualified contractors, manage contractors’ performance, and prevent corruption and waste. Utilizing the results of new research in all fifty states, author William Sims Curry offers updated best-practice documents, methodologies, and templates including: a Request for Proposal (RFP), a scorecard for proposals to select the best-qualified contractor, a toolkit for meeting socioeconomic contracting goals without compromising price, quality, or on-time delivery, and a Model Services Contract (MSC). Special consideration is given to obtaining services and products in states of emergency. Several additional resources for practitioners are available online, including sample contracts and a straightforward, inexpensive tool for tracking contractors’ progress and cost management. The roadmap and templates contained in this book and available online to readers will prove essential to state and local government agency contracting professionals and other officials and employees called upon to participate in the drafting of solicitations, writing sole source justifications, writing scopes of work, serving on advance contract planning and source selection teams, recommending award of contracts, or assisting in the management of those contracts.
Author: National Contract Management Association
Publisher:
ISBN: 9780940343924
Category :
Languages : en
Pages :
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Book Description
Author: Ralph C. Nash
Publisher: CCH Incorporated
ISBN:
Category : Business & Economics
Languages : en
Pages : 614
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Book Description
Author: Great Britain: National Audit Office
Publisher: The Stationery Office
ISBN: 9780102969634
Category : Political Science
Languages : en
Pages : 40
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Book Description
In May 2010, the Government announced the formation of the Efficiency and Reform Group within the Cabinet Office. The Group brings many of the functions of a typical corporate headquarters together in one place in the centre of government. Its priorities are improving efficiency in central government, and wider reform of the way public services are provided, in order to make the spending reductions required by the 2010 Spending Review. The Group is responsible for various new initiatives which are designed to increase efficiency, make savings and improve value for money. These include renegotiating contracts with major suppliers; implementation of a centralised procurement process; a review of major government projects; and a new Property Unit. The NAO's review details various challenges that the Group faces. It is too soon for the NAO to reach a judgment on its success in improving the value for money of government overall. The review is intended to provide an objective baseline against which progress made by the Group can be assessed by the NAO and the Public Accounts Committee.
Author: United States. Office of Federal Contract Compliance Programs
Publisher:
ISBN:
Category : Discrimination in employment
Languages : en
Pages : 182
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Book Description
Author: Lori Keating
Publisher: CRC Press
ISBN: 1317082575
Category : Law
Languages : en
Pages : 185
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Book Description
PPP/PFI contracts often share a number of features: they run over a very long period of time; they are conceived without a complete understanding of how requirements may change and despite the rhetoric they tend to create a context where dispute and litigation rather than partnership are the norm. In this environment, effective auditing is essential to ensure that projects are delivering what the end-user requires. Audits are both a public sector right, and a matter of good management sense. Performance Auditing of Public Sector Property Contracts is a practical guide to performance auditing for public sector property managers with a series of guidelines for auditors of public sector property contracts. The book concentrates on Facilities Management contracts. Lori Keating explains the basis for the process; how to retain balance, independence and rigour and how to audit intangible performance measures and other tricky areas. The book follows an audit process from commencement to conclusion, and contains a discussion of factors that contribute to the success of any audit. It is essential reading for public sector auditors, PPP project managers and contractors.
Author: Jane Chittenden
Publisher: Van Haren
ISBN: 9087536178
Category : Architecture
Languages : en
Pages : 87
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Book Description
IT Outsourcing Part 2: Managing the Sourcing Contract covers all the processes for managing the contract, from the transition phase through to normal operational service and contract termination. Developed for IT practitioners as well as commercial and contract managers, this expert guide provides practical and concise advice on best practices in: a) good contract development as the foundation for contract management (especially service quality, performance measurement and communications); b) an appropriate governance framework; c) selecting the right individuals, with appropriate authority in key roles; d) the appropriate use of external expert advice; e) continuity of people involved in the contract, right from the early stages of the RFP through transition to everyday operational service; f) effective relationship management, with mutual respect and good communications; g) a collaborative customer-driven business attitude based on mutual trust and understanding and flexibility in day-to-day administration of the contract, with willingness for a win-win approach when problems arise. This title complements IT Outsourcing Part 1: Contracting the Partner and, together, these two guides provide readers with a comprehensive best practice approach to this important business discipline.
Author: Great Britain: National Audit Office
Publisher: The Stationery Office
ISBN: 9780102977066
Category : Political Science
Languages : en
Pages : 44
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Book Description
The National Audit Office has commended the early progress being made by the Government in implementing its ICT Strategy but has identified areas where progress has not kept pace with the Government's ambitions. Launched in March 2011, the Strategy is intended to tackle systemic problems in government ICT projects which in the past have tended to be too big, lengthy, risky and complex. Departments have independently developed systems which have often not communicated easily with one another. The broad aim of the Strategy is to reduce waste and project failure, create a common ICT infrastructure for government and use ICT to change how public services are delivered. The Government has adopted a pragmatic and collaborative approach and has largely met the first round of deadlines for taking action. New arrangements are in place to implement the Strategy; and the leadership, governance and mechanisms for making sure departments comply with the Strategy are different from those in the past and have the potential to secure benefits. Thirty actions from the Strategy have been rationalized into 19 delivery areas with a more consistent plan about how the new approaches and standards and the common ICT infrastructure will be taken forward. However, there are also a number of areas where not enough progress has been made. The Cabinet Office has not yet developed a system for measuring the extent to which the Strategy is resulting in sustained change. Gaps in ICT skills in the public sector also remain a serious challenge.
