Centralized Contracting

Architectural & Engineering (A&E) Contract Management : Approaches to Contracting : Centralized Contracting

Contracting at Caltrans A&E Contracting History Approaches

Concepts Process DPAC Resource Development

Matching Exercise Knowledge Check

Centralized Decentralized Blended

Allocations Object Codes Budget Class COST Report Mitigation Costs

Contract Manager Contract Types

Scope

State Estimate

DBE DVBE Cost & Term Payment Consultant Selection Procurement Matching Exercise Knowledge Check

On-Call Project Specific

General: On-Call Detailed: Project Specific

Detailed: On-Call Detailed: Project Specific

A&E Contract Management

Task Orders

Progress Meetings

Amendments

Scope Schedule Cost & Payments

Matching Exercise Knowledge Check

Oversight / Q.A. Monitor Performance Contract Kick-off Meeting Consultant Progress Personnel Substitutions Files / Record Keeping

Task Order Development Task Order Request Contract Authority Draft Task Order State's Cost Proposal Consultant's Cost Proposal Task Order Negotiation Task Order Execution Task Order Kick-off Meeting

Meeting Agenda Meeting Minutes

Contract Amendments Task Order Amendments Amendment Approval Process

Budgets / Funding Payments to Consultants Relationships Acceptance Requirements Communication Evaluations DBE & DVBE Disputes Terminations

Task Order Closeout

Contract Closeout

Admin Issues Final Invoice Approval Post-Closeout

Matching Exercise Knowledge Check

Final Inspection Task Order Closeout

Completion of Work Prompt Closeout

Disencumber Evaluation Update Records Post Audits

Centralized Contracting

When contracting is centralized, a single organizational entity is responsible for the entire contracting process. The Office Chief or manager is accountable to senior management for all contracting activities. Contracting processes are typically standardized and uniform across all projects.

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Benefits

Disadvantages

Economies of scale, increasing efficiency and effectiveness.

A single department is responsible, thus increasing management control.

Reduces duplication of effort, yielding reduced costs, especially in receiving and inspection costs.

Centralized contract staff are specialized and can take advantage of market conditions.

Contract Manager (CM) is better able to deal with consultants because consultants have fewer people to call on.

Potential bottlenecks when requisitions are received sporadically, especially at the end of the fiscal year.

Does not consider the special needs of the Project Manager (PM).