Contract Template Update and Contracting Process

The first task was to identify how significant the variations were among contracts. The PIM examined samples from programs across the Division and documented the variations in language and layout. It was identified that very little was standard. The second task was to update and standardize the contracting policy and procedures. The PIM met with key staff from four separate bureaus to flowchart their current processes for updating contracts. Multiple versions of contracts placed them at risk of errors and outdated legal verbiage, and this created tension with CAPSU because language was updated on a per-contract basis. Depending on the version being used, the guidance from CAPSU varied. Additionally, this team learned that the current documented process was incomplete and inefficient. The most significant changes to the contracting process included the requirement that all program staff (1) create any new contracts using a standard agency-wide template, (2) involve CAPSU staff during initial contract negotiation conversations, and (3) use a boilerplate cover letter for each contract. Because little to no standardization existed in public health districts' contracts, a template became the only solution. Additionally, there were inconsistencies in the existing contracting policy and procedures. Accurate documentation of the policy and procedure was critical, as was training of staff to ensure compliance. Meetings were held between the two teams over a period spanning 1 year. The theory behind the creation of the template was that it would ease the process for creating or updating contracts from year to year, ease tension between Division staff and CAPSU because there would be standard language approved by CAPSU from the beginning, and ease the public health districts' ability to track contract requirements because of its uniform format. It would be important to include Division staff and CAPSU staff in documenting the contract process as a means of bridging communication and resolving many of the misunderstandings that had occurred over the years. The group would work side by side to figure out the business processes so both groups could see the whole picture and work more effectively. A centralized SharePoint site would be created to house all public health districts' contracting documents and policies. As needed changes to the template were identified, CAPSU and Business Operations would convene to discuss and approve. The template would be updated on the SharePoint site so staff could always access the latest template when creating or renewing contracts.

The new template would be phased in as contracts expired. The first contracts to use the template served as the pilot. A focus group of the initial users was held, and adjustments were made to add flexibility and maintain the standard language that was needed. One-on-one technical assistance was provided to staff as they began to use the new template. In addition, training was provided to each bureau by the Business Operations bureau chief and the CAPSU supervisor to ensure a successful transition to the new processes.