The Treasury

Global Navigation

Personal tools

Checklist for Agencies

  Chapter(s)
Are you clear about what you are trying to achieve?
Does this inform your contracting or funding processes?
1
Is contracting with or funding an NGO the best way of achieving your objectives? 1
What is the nature of the contracting or funding relationship?
Are you – Purchasing all of a service? Making a contribution to an NGOs activities? Directly contracting for outcomes? Assisting an NGO to develop capacity? Making a grant?
1
Does the definition of the service being paid for strike the right balance between providing certainty as to what is being provided, and allowing flexibility, while avoiding unreasonable compliance cost? 1, 3
Has there been appropriate consultation with users, NGOs and other stakeholders? 1
What sort of organisation will you be contracting with or likely to be contracting with? 1, 2
How will you work with iwi/Maori ? 1, 2, 4
What incentives do the contracting or funding arrangements set up? 1
Do the contracting or funding arrangements provide adequate accountability for public money? Introduction, 1, 3, 4
Would a grant be appropriate rather than a contract? 1
Do the contracting or funding arrangements allocate risk appropriately? 1, 3
How adequate are your own contracting policies, systems, management and staff? Are they consistent with the principles of good contract management? Introduction, 1
Do other parts of Government have an interest in contracting
or funding arrangements you are involved in?
1
Would it be sensible for the Government agencies involved
to co-operate in managing the contracting arrangements with the NGO?
1
How long should the agreement be for? 1
Do the arrangements avoid unnecessary compliance costs for the parties? 1, 3, 4
Are the arrangements consistent with relevant regulatory requirements? 1
How will you identify the NGO you will be contracting with or funding? 2
Do you have an existing relationship with the NGO? 2
Do you understand the nature of the organisation you are dealing with? 2
Are the contracting or funding arrangements consistent with the independence of NGOs? 2
Are you confident the NGO can meet its obligations? 2
In what circumstances would a tender process be appropriate? 2
Are you clear about your negotiating parameters, including the budgetary constraint you operate under? Should the NGO you are negotiating with be made aware of those parameters? 3
Do your contract managers have adequate authority to conclude a deal? 3
Will the price negotiated allow for delivery to an appropriate quality of the desired time period (which may be the medium to long term)? 3
Have you included everything you need to in the agreement? 3
What is the basis for payment? Can you make payments on time according to the contract? 3, 4
How will a surplus be dealt with? 3
Is an appropriate monitoring regime in place? 4
Do you know how to manage the ongoing relationship with the NGO appropriately, including giving feedback on performance and reporting? 4
What happens if things change during a contract? 3, 4
What about disputes? 3, 4
Does your contract management system include a review and evaluation capacity? Do you know if contracting or funding arrangements are effective? Are the intended results being achieved? How well have particular contracts worked? How well does your relationship management work? Does this information feed into policy, funding and contracting decisions? 5
What happens at the end of a contract? 6
Does the NGO understand what happens at the end of the contract? 6
Page top