Para 9.2.2 — NONCONSULT_MANUAL

9.2.3. Reporting and Monitoring of Progress 1. Monitoring of Contract should ensure that service provider s adhere to contract terms, performance standards are achieved (such as timely deliverables, service outputs/ outcomes, adherence to the proper procedure for submitting invoices, and so on), and any problems are identified and resolved in a timely manner. Without a sound monitoring process, there can be no assurance that the buyer has received what was contracted and is paying only for what is received. A sound system for monitoring the performance of the service provider s in a contract would also be useful in selecting a good service provider for future procurement of the same or similar materials. Implementation of the contract should be strictly monitored, and notices should be issued promptly whenever a breach of provisions occurs.

a) Overall, Scope of Work; b) Work Plan and Staffing Schedule; c) Specific Activity Schedule d) Access to Professional and Logistic Support; e) Working Arrangements and Liaison

2. Monitoring of progress: The timing, nature, and number of reports that the service provider should provide are normally contained in the service contract. If the assignment is of a routine nature over a long period (for example, housekeeping services), then monthly, quarterly, and annual progress reports may be required. On the other hand, if the assignment is to implement a particular task, a more specific type of reporting may be required. Shortcomings in the quality of the work produced or deviations from the implementation schedule should be brought to the immediate attention of the CA, so that they can be addressed at the earliest opportunity.

3. Costs of Delays in Contract Management Decisions: Payments and decisions in contract management requested by the contractor s should be made within a reasonable time. An atmosphere of lackadaisical dilatory functioning in such matters is liable to lead to bidders quoting higher prices in future bids, besides delays in services and disputes in the contract.

4. Monitoring Physical Outputs/ Outcomes: Especially in Non-consultancy services, progress of physical outcomes/ outputs has also to be monitored. There should be a stipulation in the contract for large value contracts (magnitude to be specified), for the Service Provider to submit project specific monthly progress report of the contract in a computerized form (Management Information System Reports– MIS reports). The progress report shall contain the following apart from whatever else may be required to be specified:

9.2.2. Review of Inception Phase: For more complex services, the work is divided into phases, of which one of the most critical is the inception phase. The inception phase covers the submission and review of the work plan with the Procuring Entity, and the initiation of the field work. The service provider shall submit to the Procuring Entity for approval a Program showing the general methods, arrangements, sequencing, and timing for all activities. The Services shall be carried out in accordance with the approved Program as updated. Resulting from the factual study of ground situation by the service providers, following issues will need resolution at end of the inception phase:

a) Project information, giving the broad features of the contract. b) Introduction, giving a brief scope of the work/ Services and Activities Schedule under the contract. c) Progress of assignment through a bar chart for the next three quarters for as may be specified, showing the milestones, targeted tasks and up to date progress. d) Progress chart of the various components of the assignment that are planned and achieved, for the month as well as cumulative up to the month, with reasons for deviations, if any, in a tabular format. e) Plant and machinery statement, indicating those deployed, and their working status. f) Man-power statement, indicating individually the names of all the key-staff. Monthly or fortnightly progress review by engineer and Procuring Entity with contractor may be necessary to ensure that contractor deploys sufficient resources to meet the deadlines. g) Financial statement, indicating the broad details of all the running account payments received up to date, such as gross value of work done, advances taken, recoveries effected, amounts withheld, net payments, details of cheque payments received, etc. h) A statement showing the variations/ change requests submitted by the contractor, and the payments received against them, broad details of the bank Guarantees, indicating clearly their validity periods, broad details of the insurance policies taken, if any, the advances received and adjusted from the department, etc. i) Progress photographs/ videography, in colour, of the various items/ components of the service outputs/ outcomes up to date, to indicate visually the actual progress of the contract. Use of Geotagging (adding geographical metadata - latitude and longitude coordinates) in photos, videos, reports, may help in monitoring physical progress on the ground. Such information would also be useful later during use of such facilities. j) Quality assurance and quality control tests conducted during the month, with the results thereof. k) Any hold-up shall be specified. l) Dispute, if any, shall also be highlighted. 5. Monitoring a Time-based Contract: The performance of a time-based contract may depend on the progress in other contracts. In such situations, the mobilisation and demobilisation of resources/ key experts and time employed by them should be mobilised and monitored carefully. These situations could lead to claims and disputes. 6. Monitoring a Lump-sum Contract: As Lump-sum contract is based on output and deliverables, it is important that the quality of services is checked carefully before release of stage payment as subsequent dispute after completion of the task could lead to disputes. In this form of contract, if there are extra additional services, there should be timely amendment to the contract to reflect these increases and to regulate payment. In general, in a lump-sum contract, the increase should not be more than 10-15 (ten to fifteen) per cent.