CSE AUTOMATED MANAGEMENT SYSTEM. Florida Department of Revenue CAMS Project Procurement and Contract Management Plan Version 1.00

Transcription

1 CAMS CSE AUTOMATED MANAGEMENT SYSTEM Florida Department of Revenue CAMS Project Procurement and Contract Management Plan Version 1.00

2 Revision History Date Version Description Author 04/30/ Broke-out procurement into a separate plan from an informal draft of the financial management and contract administration plan. Faith Kendrick Mick Metz 07/13/ Copy Edits Shelly Riggall 11/21/ Edits and updates made. Critical Task List added. Metrics added. Eddie Currie 12/4/ Edits and review. Contract Management Unit Review Team 12/4/ Edits made. Eddie Currie 1/10/ Review Comments made and incorporated. Mary Whitacre, Kim Ross 1/28/ Baselined Merrie Jo Norman Modifications to the baseline version (1.00) of this artifact must be made in accordance with the Change Control process in the Project Management Plan. Quality Review History Date Reviewer Comments 1/10/2008 Debbie Stephens, Steve Updike, Jim Lay, David Donaldson, Hal, Chris Butterworth, Mary Whitacre, Joe Sisson, & Kim Ross Formal Deliverable Review 1/28/08 Steering Committee Review and approval of document to enter Configuration Management January 30, 2008 Page i

3 Table of Contents 1. INTRODUCTION Overview Purpose Goals and Objectives Integration with the Project Management Plan SCOPE Scope Statement Acceptance Criteria TARGET CAPABILITIES METRICS Critical Task List Plan Performance Metrics ROLES AND RESPONSIBILITIES PROCUREMENT AND CONTRACT APPROVAL PROCUREMENT Purpose Objectives Overview Procurement Process Information gathering Identifying needs and requirements definition Constructing a Business Case Specifications and standards Review and authorization Source document preparation and competitive sourcing Review, evaluation and recommendation Approval, award and contract formation Acceptance, certification, payment and reporting Post award procurement activities CONTRACT ADMINISTRATION Purpose Objectives Overview Contract Management Contract Reporting Internal Reports External Reports Contract Amendments and Change Orders Contract Amendments Change Orders Renewals Communications and Coordination Internal External APPENDIX A GLOSSARY OF TERMS / ACRONYMS January 30, 2008 Page ii

4 APPENDIX B- APPLICABLE REGULATIONS AND POLICIES INDEX OF TABLES AND FIGURES Figure 1-1 Integration with the Project Management Plan... 2 Figure 5-1 Procurement Process... 7 INDEX OF TABLES Table 3-1 Critical Task List... 4 Table 3-2 Performance Metrics... 4 Table 4-1 Roles and Responsibilities - Internal... 5 Table 4-2 Roles and Responsibilities - External... 5 Table 5-1 Business Case Elements... 8 Table 6-1 Internal Reports Table 6-2 External Reports Table 6-3 Internal Communications Table 6-4 External Communications January 30, 2008 Page iii

5 Procurement and Contract Management Plan Procurement and Contract Management Plan: This plan and its related functional processes detail the Child Support Enforcement (CSE) program s responsibilities in developing and administering the procurement and contract management obligations for the CAMS Project. 1. Introduction 1.1 Overview FDOR is developing a new automated information system to serve internal and external customers and suppliers of Florida s Child Support Enforcement (CSE) Program. The new system is called CSE Automated Management System (CAMS). Phase I - CAMS CE was deployed statewide from January to April 2006 providing Compliance Enforcement (CE) and Locate functionality along with supporting Customer Service functions. Phase II - CAMS will address the remaining CSE business process functions. These business process functions include Case Creation, Case Maintenance, Payment Processing, Fund Distribution, Paternity Establishment, Support Order Establishment & Modification, additional supporting location and customer service functions and remaining CE functionality. See the CAMS Project Management Plan for a more detailed description of the CAMS project. 1.2 Purpose The Procurement and Contract Management Plan (PCMP) provides an overview to the CAMS Project staff, the Program s contract management staff and others interested in the basic approach for managing and administering CAMS procurement and contract management resources. This plan describes the following functions: Procurement Contract Administration Billing and Reimbursement 1.3 Goals and Objectives Goal #1 Describe the approaches employed to procure vendors to assist in the development and maintenance of the CAMS Project. Objective #1 Enhance staff s ability to apply consistent procurement procedures. Objective #2 Decrease the number of protests to procurement. Objective #3 Best product at the best price. Objective #4 Obtain the product or service timely. Goal #2 Describe the approach employed to consistently manage contracts associated with the CAMS Project. Objective #2 Improve staff s ability to manage CAMS contracts in a consistent fashion. January 30, 2008 Page 1

6 1.4 Integration with the Project Management Plan Figure 1-1 depicts the inter-relationships between the Procurement and Contract Management Plan and various other management plans associated with the CAMS project. Changes in schedule affect procurements and contracts Documents created through contracts must be managed Document Management Plan Schedule Management Plan Deliverable Review and Acceptance Plan Security Plan Contract containing deliverables will adhere to this plan unless stated otherwise in the Contract Contractor employees accessing facilities must adhere to the plan Procurement and Contract Management Plan Finanacial Management Plan Scope Management Plan Contract costs impact Financial Management Contract must remain within scope Risk Management Plan Contractor deliverables and other work product are subject to CAMS Quality Management metrics Quality Management Plan Issue / Action Item Management Plan and Procedures Issues raised with a Contractor during a contract period are managed through this plan Figure 1-1 Integration with the Project Management Plan Risks, if not managed could impact contracts and amendments January 30, 2008 Page 2

7 2. Scope 2.1 Scope Statement The Procurement and Contract Management Plan provides an overview of the contract procurement and administration functions for all contracts procured and managed for and on behalf of the CAMS Project. CSE policy, standards and practices, in addition to state and federal codes, regulations and guidelines, e.g., Florida Administrative Code (FAC), Florida Statutes, Code of Federal Regulations (CFR) and Office of Management and Budgets (OMB) guidelines are the foundation for the CAMS Procurement and Contract Management Plan. Appendix B- Applicable Regulations and Policies, provides a matrix of the applicable deliverables, process descriptions and workflows, as well as a reference to statutes, regulations, and policies. This plan does not address the processes established by the Department of Revenue for management and administration of non-cams contracting functions. 2.2 Acceptance Criteria The acceptance criteria for the Procurement and Contract Management Plan are as follows: A clear, concise description of the approach for managing CAMS related procurements and contracts A clear understanding of the roles and responsibilities of the CAMS and CSE contract management staff January 30, 2008 Page 3

8 3. Target Capabilities Metrics The CAMS Target Capabilities Metrics provide the means to achieve a measurable outcome (e.g., metrics) resulting from the performance of the critical tasks. As such, it will be the responsibility of the Quality Management Team (QMT) to confirm that the metrics, procedures, and processes defined in this plan, are collected at regular intervals for compliance. Furthermore, supporting the CAMS quality initiatives, continuous improvement clearly plays a vital role in quality of the project product. 1 The CAMS continuous improvement process is defined in the Quality Management Plan. 3.1 Critical Task List Table 3-1 Critical Task List catalogs the tasks required as part of the Procurement and Contract Management Plan. This section does not include a detailed description of each task. In order to achieve the results expected from this plan, the Contract Management Team must implement each of these tasks into their regular (daily, weekly, monthly, etc.) processes. Each process will be evaluated by QMT at regular intervals for compliance with these initiatives. Task Frequency Role Responsible Develop procurements as needed As required Contract Management Team Develop contracts as needed As required Contract Management Team Develop required procurement or contract As required Contract Management Team documentation as needed Process vendor payments As required Contract Management Team Review changes to Regulation or Policy for As required Contract Management Team Procurement and Contract Management Plan impact Review Procurement and Contract Management Plan for currency at least annually Every 12 months Contract Management Team Update Procurement and Contract Management Plan as required Integrate process improvement recommendation(s) 3.2 Plan Performance Metrics Prepare and approve updates within 20 business days after a need for update is identified Every six months, as required, and as requested Table 3-1 Critical Task List Contract Management Team Contract Management Team As a result of the tasks above, it is expected that the Project will perform at certain measurable levels. Table 3-2 Performance Metrics includes the expected levels for measurable criteria related to the Procurement and Contract Management Plan. These levels will be evaluated at regular intervals for compliance. Description of Criteria Measurement Procurement and Contract Management Plan reviewed annually 100% Number of Vendor Invoices Not Processed within Florida Statutory Guidelines 99% Number of Procurements Completed timely (timely defined as completion not 95% disrupting to the overall project schedule) Number of Contract Renewal, Amendments or Change Orders completed timely 95% (timely defined as completion not disrupting to the overall project schedule) Number of Outstanding Protest No more than 3 active occurrences Number of Outstanding Contract Disputes (as defined in each particular contract) No more than 2 active occurrences Table 3-2 Performance Metrics , PMBOK, PMI January 30, 2008 Page 4

9 4. Roles and Responsibilities Procurement and Contract Approval The Contract Management Team (CMT) in conjunction with the CAMS Project Management Team (PMT) and Departmental Purchasing Office (PO) is responsible for developing administrative and technical support procurement documents. Table 4-1 Roles and Responsibilities illustrates the various activities/tasks and the role each team plays in the process. Activity/Tasks CMT PMT PO Information gathering Verify budget availability with CSE budget staff S P Identifying needs and requirements definition Define requirements P Constructing a Business Case Develop specifications or scope of work S P S Review and authorization Complete FDOR Gate Business Case S P Source document preparation and competitive sourcing Determine procurement method S S P Develop solicitation P S S Develop evaluation and selection criteria J J J Advertise solicitation J J Review, evaluation and recommendation Review responses (Primary responsibility with evaluation team) S S Evaluate responses (Primary responsibility with evaluation team) Recommend contractor (Primary responsibility with evaluation team) P S Approval, award and contract formation Award contract S P Negotiate contract J S J Responsibility: P = Primary, J= Joint, S= Support/Participant Table 4-1 Roles and Responsibilities - Internal State and federal approvals will be secured concurrently for procurements and resulting contracts. The PMT is responsible for securing required federal approvals for procurements and resulting contracts. The PO is responsible for securing required state approvals for procurements and resulting contracts. Table 4-2 Roles and Responsibilities - External illustrates those roles and responsibilities. S Activity/Tasks CMT PMT PO Primary contact with the Federal Office of Child Support Enforcement (OCSE) regarding procurement concerns. Primary contact with state control agencies procurement concerns. S P Responsibility: P = Primary, J= Joint, S= Support/Participant Table 4-2 Roles and Responsibilities - External S P January 30, 2008 Page 5

10 5. Procurement 5.1 Purpose The contract development function includes initiating, authorizing and procuring services or technology products, e.g., software and hardware. 5.2 Objectives Procure products or services to support project needs. Develop procurement documents (product specifications or Statements of Work) that define scope of work, deliverables, acceptance criteria, schedule, proposal evaluation criteria and compensation requirements. Comply with applicable federal and state government regulations, codes, and policies for procuring and executing contracts or purchase agreements. 5.3 Overview FDOR purchases products or services/expertise that are not available in-house or that are needed temporarily or for a limited term. 5.4 Procurement Process CAMS procurements follow the nationally accepted standard nine stages in the solicitation process 2. These stages are: Information gathering Identifying needs and requirements definition Specifications and standards Review and authorization Source document preparation and competitive sourcing Review, evaluation and recommendation Approval, award and contract formation Acceptance, certification, payment and reporting Post award activities 2 Sourcing in the Public Sector, Babich & Pettijohn, 2004 January 30, 2008 Page 6

11 The following figure graphically displays the steps in the procurement process and begins to depict the roles and responsibilities for successful completion of each step. Budget I X. P o s t a w a r d a c t i v i t i e s I. Information gathering I I. I d e n t i f y i n g n e e d s an d re q u i re me n t s d e f i n i t i o n Complete Business Case Contractor Contract Management Project Management Approval Authority VIII. Acceptance, certification, payment and reporting V I I. A p p r o v a l, a w a r d a n d c o n t r a c t f o r m a t i o n Sign off on Contract Assist in Negotiations Procurement Process Legal Maintain Standard Contract III. Specifications and standards I V. R ev i ew a n d a u t h o r i z a t i o n Specification or SOW Procurement Requirements OCSE Formation Negotiation Team Formation Agency Approval Formation Evaluation Team Formation VI. Review, evaluation and recommendation Agency Approval V. Source document preparation and competitive sourcing Communications Suppliers Key Contract Management Team (CMT): Green CAMS Project Management Team (PMT): Purple Purchasing Office (PO): Red Circle: Primary Responsibility Shadow: Support Role DMS Information gathering Figure 5-1 Procurement Process After a need is identified CSE staff provides justification and requests CSE Management approval to procure requested products and services. All procurement requests must be reviewed by CAMS staff and approved by the CAMS Project Manager, prior to initiating a solicitation document. The assigned contract manager will verify with the PMT that there is sufficient budget availability to proceed Identifying needs and requirements definition In this step CAMS staff will identify requirements for the services or technology products desired Constructing a Business Case Per DOR s internal controls, Business Cases ranging in complexity based on contract value must be created and approved. The Project Management Team will take the lead in creating and routing these documents for approval. Table 5-1 Business Case Elements extracted from the Department s Purchasing and Contract Management Manual details the extent of information needed for the business cases based on dollar value. January 30, 2008 Page 7

12 DOR Internal Authorization Process Criteria Decision Matrix for Contractual Services* Business Cases Cost Range of Services on a Fiscal Year Basis Extent of Required Business Case Development Required Program Authorization $25,000 and Under Not Required Delegated Program Manager More than $25,000, Up to $250,000 More than $250,000, Up to $1 Million More than $1 Million Documentation of Cost/Benefit and Risk Analysis Complete Business Case Complete Business Case Program Director or Delegate Program Director Revenue Management Council (RMC) * Contractual Services as defined in S (9), F.S.; to include printing, which is technically considered a commodity Specifications and standards Table 5-1 Business Case Elements Requirements defined in Section are then formalized into a solicitation document. The assigned contract manager will assess the available procurement methods to maximize delivery of the service or product. The Purchasing Office (PO) ensures adherence to state law is always maintained throughout the process. For instance, State Term Contracts for staff augmentation are commonly used as they provide a means by which many vendors can be solicited for candidates based on staff categories. The contract manager may also seek to use the GSA Schedule 70 as a means by which to purchase software in accordance with state regulations. Product and services may be procured through the following and other methods: Small dollar purchases under $25,000, Request for Quote (informal), Open, competitive Invitation to Bid (ITB), Open, competitive Request for Proposals (RFP), Open, competitive Invitation to Negotiate (ITN), Single source procurement, Department of Management Services (DMS) State Term Contracts, or Other Governmental Agency Contracts. Two other methods of procurement available to the Department, but not applicable to CAMS contracts are: Emergency Purchases and Exempt Purchases Review and authorization Different contract levels require different formal authorizations, per Florida Statute. While the PMT will interface with external agencies for approval, the purchasing officer will secure any authorization from the Department of Management Services State Purchasing Office as well as other state agencies Source document preparation and competitive sourcing The contract manager will integrate the requirements, the DOR Standard Contract, evaluation criteria and response information into the solicitation document as appropriate. January 30, 2008 Page 8

13 5.4.7 Review, evaluation and recommendation Solicitation procedures are followed in accordance with the Florida Department of Revenue Purchasing and Contract Management Manual based on Florida statute and rule. For procurements that exceed state and federal dollar thresholds, CAMS staff obtains federal prior approvals and FDOR Purchasing staff obtains state prior approvals before awarding the resulting contracts Approval, award and contract formation The evaluation team for any given solicitation provides a recommended decision to CSE Management. If approved, the contract manager forwards the award recommendation to Purchasing for approval and award. If the RFP, ITN or Single Source procurement methods were used, an intent to award is posted on the DMS Vendor Bid System according to Florida Statute. If an ITN is used the Department will utilize a Negotiation Team to negotiate with the proposers. The common practice in FDOR is to include the Standard Contract within the solicitation document. Generally, the terms of the Standard Contract are non-negotiable, but if contract discussions are required the department will form a team to discuss the contract with the selected vendor. The final contract is signed by all parties after award and approval have been received Acceptance, certification, payment and reporting Acceptance, certification, payment and reporting activities are covered in Section Post award procurement activities Contract Management staff maintains records of all procurements, including communications, a description of the selection process, names of contractors contacted, contractors responding to the market survey/solicitation, criteria used to screen proposals, and justification for the final selection. January 30, 2008 Page 9

14 6. Contract Administration 6.1 Purpose The contract administration function involves those activities taken to ensure the State and contractors comply with the terms, conditions and all contractual obligations in the contract. 6.2 Objectives Monitor the adequacy and timeliness of deliverables. Facilitate timely and appropriate payments of contractor invoices. Maintain contract records to comply with government audit and reporting requirements. Take appropriate actions in response to both successful and unsuccessful completion of contract tasks. Ensure continuity of service at end-of-the term and renewal points if desired. 6.3 Overview The Contract Management Team Chief assigns a Contract Manager to oversee the procurement of the contract as well as the administration of the resulting contract. Part of the contract managers responsibility is to monitor contractor performance. A member of the CAMS staff serves as the particular contract s Project Manager (PM) providing project management oversight for that contract. The contract managers responsibilities include, but are not limited to: Verifying and documenting the contractor s actual performance to the contract terms and agreedupon performance indicators. Verifying and documenting receipt and approval of deliverables before approving invoice payment. Comparing, tracking and documenting payments against contract terms. Verifying and documenting that payment requests are in accordance with contract terms and expenditures are properly documented. Ensuring timely approval of invoices. Ensuring and documenting that any required audits and/or monitoring activities are performed and reports received when due. Evaluating audit and/or monitoring report findings and corrective action status. Identifying and following any federal or state compliance monitoring requirements. Being aware of renewals and extensions. Updating the Department s contract management system. Tracking and facilitating to ensure the Department is compliant with the contract. The project managers responsibilities include, but are not limited to: Day-to-day interaction with the vendor. Comparing, tracking and documenting vendor actions against contract statement of work. Completing timely review and approval of deliverables. Obtaining budget change approvals when necessary. Ensuring timely response to contract issues. Ensuring compliance with CAMS internal Project Management Plans and processes. January 30, 2008 Page 10

15 6.4 Contract Management The contract manager and the project manager oversee the contractor s progress in meeting deliverables and schedule requirements defined in the SOW. The contract manager also facilitates timely responses to deliverables and contract issues. The contract manager and the project manager ensure adherence to the CAMS Deliverable Review and Acceptance Plan with the contract manager providing assistance in those areas where the contract supersedes the Deliverable Review and Acceptance Plan. The contract manager received the deliverables, enters it into the CATS, and forwards the deliverable to the project manager to verify conformance with terms of the agreement. Based on the project manager and contract manager recommendations, the CAMS Project Managers provide final approval and acceptance of deliverables. As specified in the contract, the contract manager establishes regular reporting or monitoring practices (verbal or written) to review progress in meeting contract requirements. Contractor communications are documented and filed by the contract manager. The contract manager also informs CSE Management of the contract status and potential problems that may impact contractual commitments or requirements. The contract manager is responsible for resolving contract issues or concerns. If any change to original contract terms is necessary, the contract manager must document the revised need and associated costs and obtain CSE Management approval for contract amendments. The contract manager will work with project manager to finalize any approved contract amendments. The contract manager tracks contractor deliverables and costs, and verifies conformance with contract requirements and budget. As necessary, the contract manager meets with the CAMS and CSE budget staff to monitor costs and potential contract budget issues. FDOR Operational Accounting staff are sent contractor invoices for payment once authorized by the contract manager. The contract manager complies with the Reference Guide for State Expenditures as published by the Florida Department of Financial Services When authorizing the payment The contract manager maintains complete records of contractor deliverables, communications, and payments for management, reporting and audit purposes. 6.5 Contract Reporting Contract Management staff prepare internal and external reports for the FDOR Management and state agencies. These reports provide information required for status updates and per State statute requirements Internal Reports Contract Management staff prepares monthly reports on issues that are pertinent to management for the CAMS project contracts as well as for other contracts. Table 6-1 Internal Reports describes the standard monthly report. Report Purpose Data Source Required By Due Executive Brief Brief executives on relevant topics. Executive Brief Monthly Worksheet FDOR Management Monthly Table 6-1 Internal Reports External Reports Contract Management staff, in conjunction with other CSE staff, prepares a statutorily required report that provides yearly updates on CAMS and non-cams contract statuses. Table 6-2 External Reports describes this report. Report Purpose Data Source Required By Due January 30, 2008 Page 11

16 Report Purpose Data Source Required By Due Annual Privatization Report To provide a brief synopsis and status of Child Support Enforcement privatization initiatives started or in place during the previous fiscal year per Section , Florida Statutes. Contract Management Team research F.S. January of each year. Table 6-2 External Reports The Annual Privatization Report provides the following information for each contract: Business Process Contractor Service being provided Contract terms Performance measurements Significant events Current status Expenditures Contractual authority 6.6 Contract Amendments and Change Orders Contract Amendments All contract amendments must follow the same review and approval process as required for procuring new products or service contracts. The CAMS project manager must approve any funding increases. If authorized, the contract manager staff makes the appropriate contract revisions, obtains necessary state or federal approvals and works with the Purchasing Office and Department General Counsel staff to amend the contract Change Orders Change orders for each of the given contracts that support the CAMS project are subject to the Change Order procedure set out in the contract. If no procedure exists the only avenue for change is the Contract Amendment process Renewals Prior to any renewal, the contract manager and the project manager must asses past performance of the vendor. Renewals must be in the best interest of the state based on performance and sufficient funding. All contract renewals must follow the same review and approval process as required for procuring new products or service contracts. If authorized, the contract manager makes the appropriate contract revisions, obtains necessary state or federal approvals and works with the Purchasing Office and Department General Counsel staff to renew the contract. 6.7 Communications and Coordination Internal The project manager reviews and recommends approval of contract deliverables and invoices. The CMT provides requested reports and information to CSE and CAMS budget staff and the project manager for state and federal reporting purposes. See Table 6-3 Internal Communications below. January 30, 2008 Page 12

17 Activity/Tasks CMT PMT FDOR Provide contract budget information to CSE budget staff & PM P Review and recommend approval for contract deliverables S P Approve contract deliverables S P Review and recommend approval of contract invoices J J Approve contract invoices P S Prepare change orders and amendments to contracts P S S External Responsibility: P = Primary, J= Joint, S= Support/Participant Table 6-3 Internal Communications The PMT serves as primary liaison with the OCSE for formal approvals by transmitting procurement documents for federal approval. Examples of these include procurement requests, contracts and contract changes. These roles and responsibilities are further defined in the applicable CAMS/FDOR Project management plans, process descriptions, and workflows; see Table 6-4 External Communications below. Activity/Tasks CMT PMT PO Serves as the primary contact with OCSE regarding procurement concerns. S P Serves as the primary contact with state control agencies regarding procurement concerns. Responsibility: P = Primary, J= Joint, S= Support/Participant Table 6-4 External Communications S P January 30, 2008 Page 13

18 Appendix A Glossary of Terms / Acronyms Definition of terms and acronyms are presented in this section. CMT CSE DMS FDOR GSA IA ITB ITN OCSE PO PCMP PM PMT QMT RFP Contract Management Team Child Support Enforcement Department of Management Services Florida Department of Revenue General Services Administration Interagency Agreement Invitation to Bid Invitation to Negotiate Federal Office of Child Support Enforcement Departmental Purchasing Office Procurement and Contract Management Plan CAMS Project Manager/Deputy Project Manager/Phase II Team Lead CAMS Project Management Team CAMS Quality Management Team Request for Proposals January 30, 2008 Page 14

19 Appendix B- Applicable Regulations and Policies The following tables provide references and links to state and federal statutes, regulations or policies governing the financial, contracting and reporting functions addressed in this document. Item Procurement Solicitation Document 45 CFR (a)(3) Solicitation Requirements Regulatory or Policy References Federal State FDOR/CAMS Office of Management and Budget (OMB) Circulars Title IV-D, Social Security Act Code of Federal Regulations - 45 CFR, Parts Public Officers and Employees: General Provisions, F.S. Chapter 112 Public Records, F.S. Chapter 119 Administrative Procedure Act, F.S. Chapter 120 Financial Matters Pertaining to Political Subdivisions, F.S. Chapter 215 Ethics, F.S. Chapter 216 Communication and Data Processing, F.S. Chapter 282 Public Printing, F.S. Chapter 283 Sunshine Law, F.S. Chapter 286 Procurement of Personal Property and Services, F.S. Chapter 287 Commercial Development and Capital Improvements, F.S. Chapter 288 RESPECT of Florida, F.S. Chapter 413 Criminal Misconduct, F.S. Chapter 838 & 839 P.R.I.D.E, F.S. Chapter 946 () General Regulations (Purchasing) Department of Management Services, Florida Administrative Code, Section 60A Comptroller s/chief Financial Officer Memoranda Department of Management Services Memoranda FDOR Purchasing and Contract Management Manual January 30, 2008 Page 15

20 Item Contract Administration Administrative and Technical Support Contract Administration Process Regulatory or Policy References Federal State FDOR/CAMS 45 CFR Contract Provisions Reference Guide for State Expenditures FDOR Purchasing and Contract Management Manual CAMS Enterprise Deliverable Acceptance Process CAMS Deliverable Development & Review Process, CAMS PRC 0018 January 30, 2008 Page 16