In September 2017, the Victorian Ombudsman released a report on an investigation into the management of a home for persons with disabilities and the protection of residents. The organization was managed by a funded organization that provides accessible services to people with disabilities through a service agreement between the organization and dhHS. The investigation revealed numerous deficiencies, including that the funded organization was not meeting the standards set out in the service agreement and that DHHS was not effectively monitoring or intervening in the execution of the agreement to address deficiencies in its execution. DHHS requires that checklists for service contract monitoring and office audit be completed annually. These two questions relate to the identification of risks related to governance, financial management and service delivery, although the layout and language used are not identical. Figure 4D shows the themes of all FOPMF tools. We also found inconsistencies between health activities. For example, Annex 4.1 of the Funding and Funding Policy Directives states that the mandatory HACC activity performance index for flexible service reactions is an annual service activity report. Three service contracts in our selection included the flexible response service, but one of them did not have the service activity report as a performance measure. Service agreements provide for two types of audits: if a contract is poorly drafted, an organization can lose countless thousands of dollars on a simple technical feature for which it did not have the resources to identify them. Ultimately, effective contract management can create a strong business relationship and pave the way for greater long-term profitability, but only with good administration.

It is a good idea to involve a legal department or lawyer in contract management negotiations. Accurate contract formulation is essential to contract management. . . .

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