53.

Contract management experience including the

identification and resolution of issues in a contract
management environment.

I have six years experience working with contracts within the

(Branch) of the (Government Department). I currently manage four
research and development contracts, and two procurement (goods)
contracts and two procurement (services) contracts worth a total of
$23,456,000. I am also currently involved in the tender process for a
new (service centre) which is a requirement in response to the
Senate Subcommittee on (Government Internal Affairs) with an
annual budget of $2,300,000.

I am responsible for the preparation of the statement of works,

advertising tenders, and contract negotiations and I regularly sit on
tender evaluation boards in both my department and other
departments as an independent member.

I use a number of contract templates and have experience with:

Services, where engaging consultants to provide a particular
service
Support, for in-service support of the Departments capabilities
Sole source, when a vendor has a specific product that is not
able to procured from another source
Standing offer, where we have arranged an ongoing agreement
for the supply of commercial off the shelf goods
Complex material, for use when undertaking complex
acquisitions of equipment and supplies

I have not used the Strategic materiel template but understand that
it is used when acquiring high risk, high value, and/or software
intensive systems with complex integration relating to major
platforms or highly developmental systems.

I have experience managing multi-phase contracts particularly in a

developmental area where prototype, trials and initial production
factors have to be taken into account. There are important
considerations when managing these types of contracts, for
example, the (Contract Name) required formal progress reports,
payment milestones and the defining of criteria for acceptance at
each stage.
When managing the services contract (Contract Name), there were
also unique problems that arose that I was responsible for dealing
with. This included disputes over the scope of work and overall
performance standards. This project was transitioned to our
department with a change of government department structure, and
we inherited the contract that had not taken these issues into
account. When undergoing an initial contract evaluation at takeover
I also became aware that this service provider was not selected on
the correct merits. I met with the contractor on a number of
occasions and suggested writing agreed performance criteria as
cancelling or amending the contract in that stage of service was
going to be difficult and costly for all parties. The contractor was
obliging, and we defined performance measures and clarified the
scope within the allocated budget.

I this instance I was fortunate to have a service provider who was

flexible and complaint, however, decided to write a service provider
assessment proforma for future service procurement to ensure we
did not encounter these problems in the future. I focussed on
information that should be used to assess a tenderer, including:
Previous experience in similar service provision
Previous performance to contract
Referee reports
Their contingency plans
Their understanding of the scope
Their performance standards and measures