Example Performance Report Consolidated02!06!16FINAL

CONFIDENTIAL
Performance report
Supply
Service
Capital Works
Consultancy
CONFIDENTIAL
Performance report: supply/service/capital works/consultancy
EXPLANATORY NOTES:
When do I need to complete a performance report?
CONTRACT TYPE SUB- VALUE REPORTING REQUIREMENTS

CATERGORY
Supply/Service One off purchase ≤$50K Unsatisfactory performance
≥$51K Unsatisfactory performance
At completion
Periodic/recurrent $21K- Unsatisfactory performance
$50K At completion
≥$51K Unsatisfactory performance
Annual or completion (whichever
occurs first)
Capital works (staff <$500K Unsatisfactory performance
project management) At completion
≥$501K Monthly
refer to Appendix A for ‘Interim
performance evaluation form’
At completion
Consultancy including ≤$50K Unsatisfactory performance
third party project At completion
management
≥$51K Quarterly (minimum)
refer to Appendix A for ‘Interim
performance evaluation form’
At completion
What other things do I need to know when I complete a performance report?
 Follow the instructions in this document e performance report.

 Appendix A contains a template for the ‘Interim performance evaluation form’.
 The Reporting Officer must maintain frequent and direct liaison with the supplier/consultant
so they can make evidenced based decisions regarding performance.
 This report must be objective, accurate and reasonable (consistent with the principles of
natural justice). The supplier/consultant must be given adequate opportunity to participate,
provide feedback and present their views.
 This report can be completed electronically, with answer fields expanding as required, and
rows able to be inserted if needed.
 Electronic copies of the report are available on the wiki.
 All $ amounts referenced are to be GST inclusive.
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Version Purpose and description of amendment Date authorised Authorised by

0.1 Procurement Review Group. DRAFT DRAFT
0.2 Procurement Review Group following 24.03.16 meeting. DRAFT DRAFT
0.3 Procurement Review Group following 28.04.16 meeting. DRAFT DRAFT
1.0 Final version approved. 26/05/2016 Procurement Review Group
Acknowledgement: NSW Public Works Performance Report template and GC21(Edition 2) general conditions of contract.
Page 2 of 45
Contents
SECTION 1 DETAILS ........................................................................................................ 4
SECTION 2 DETAILS ........................................................................................................ 4
SECTION 3 INTERIM PERFORMANCE EVALUATION (APPENDIX A) ............................ 5
SECTION 4 UNSATISFACTORY PERFORMANCE/FINAL PERFORMANCE

EVALUATION ................................................................................................. 5
SECTION 5 INDUSTRY DATA ........................................................................................... 7
SECTION 6 ISSUES ESCALATED BEYOND THE REPORTING OFFICER...................... 7
SECTION 7 REPORTING OFFICER SIGN OFF ................................................................ 8
SECTION 8 UNRESOLVED ISSUES (SUPERVISOR TO COMPLETE) ............................ 8
SECTION 9 SUPERVISOR SIGN OFF ............................................................................... 9
Assessment guidelines ..................................................................................................... 10

1. Informing suppliers/consultants................................................................................... 10
2. Performance scoring methodology ............................................................................. 10
3. Industry data ............................................................................................................... 12
4. Steps for completing the performance report .............................................................. 13
5. Criteria assessment guidelines ................................................................................... 14
APPENDIX A ....................................................................................................................... 40
Interim performance evaluation ............................................................................................ 40
Performance evaluation record ............................................................................................ 41
WORKED EXAMPLE ........................................................................................................... 42
Page 3 of 45
CONFIDENTIAL
Performance report
Contract No. (if applicable):
SECTION 1 – DETAILS
Step 1. COMPLETE at the point of engagement.
Contract/project details
Contract/project title
Original contract price $

Date of contract / / 20 Original date for / / 20
completion
Supplier/consultant details
Company/
Organisation name
Representative Name
Position
Tel Mb
Email
Vendor #: Purchase order #:
Staff member responsible (Reporting Officer) details
Name
Position
Tel Mb
Email
SECTION 2 – DETAILS
Step 2. COMPLETE on completion of engagement.
Cost
Contract price N/A

$
as varied
Actual final
$
contract price
Predicted N/A Actual
liquidated $ liquidated $
damages damages
Time N/A
Total extensions of time days Extended contract / / 20
approved completion date
Actual completion date / / 20
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SECTION 3 – INTERIM PERFORMANCE EVALUATION (APPENDIX A)
Step 3. For INTERIM performance evaluation ONLY.
An interim performance evaluation is ONLY to be completed for the following:

CONTRACT TYPE VALUE INTERIM EVALUATION FREQ.
Capital works (staff project management) ≥$501K Monthly
Consultancy including third party project ≥$51K Quarterly (minimum)
management
SECTION 4 – UNSATISFACTORY PERFORMANCE/FINAL PERFORMANCE EVALUATION
Step 4. COMPLETE either A or B.
A. ONLY complete for SUPPLY/SERVICE/CAPITAL WORKS N/A

Definitions for each rating are set out in the attached Assessment guidelines.
Evaluation criteria N/A* Unsat.* Marginal* Accept. Good Superior
Time mgmt
Standard of work
Quality mgmt systems
Contractor’s personnel
Subcontractor mgmt
Contract administration
Co-operative relations
Work health and safety
Industrial relations
Environmental mgmt
Contractor’s design
Aboriginal participation
Local participation
*selection must be substantiated
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B. ONLY complete for CONSULTANTS N/A

Definitions for each rating are set out in the attached Assessment guidelines.
Evaluation Criteria N/A* Unsat.* Marginal* Accept. Good Superior
Time mgmt
Cost
Mgmt and suitability of

personnel
Mgmt of sub-
consultants and other
suppliers
Standard of service
Quality mgmt systems
Work health and safety
Environmental mgmt.
Co-operative relations
Step 5. Comment by Reporting Officer on overall performance.
In my opinion:
I have attached information substantiating my comments.
Step 6. Comment by Reporting Officer on compliance with procurement policy and procedure.
YES
NO (selection must be substantiated):
In my opinion:
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Step 7. Comment by Reporting Officer on outcome of consultation with supplier/consultant.
I have consulted with the supplier/consultant in the preparation of this report and a copy has been
sent to them by: email post hand delivered courier; on DATE: ........ / ........... / ..........
The supplier/consultant has advised that this report is:

accepted NOT accepted
I confirm that all documentation provided by the supplier/consultant and/or any file note evidencing
conversations with the supplier/consultant are attached.
YES
NO (selection must be substantiated):
Note:
 If the supplier/consultant has not responded within 10 business days, the report is deemed to be
accepted.
 If the supplier/consultant and Reporting Officer are unable to resolve a disagreement regarding
this report, the matter is to be escalated to the Reporting Officer’s supervisor to resolve (refer to
page 7).
SECTION 5 – INDUSTRY DATA
Step 8. This information is primarily recorded to give feedback for the Reconciliation Action
Plan and Council’s procurement policy and procedure:
 Aboriginal participation information N/A based on type of procurement.

Number of Aboriginal workers who have worked on
site for more than one week to date (including
contractors and subcontractors)
Cumulative working hours for Aboriginal workers
on site to date (including contractors and
subcontractors)
Cumulative working hours for all workers both
Aboriginal and non-Aboriginal on site to date
(including contractors and subcontractors)
SECTION 6 – ISSUES ESCALATED BEYOND THE REPORTING OFFICER
Step 9. Reporting Officer to complete. If there were no issues escalated tick here: N/A
Step 10. Reporting Officer to complete. If issues were escalated record them using the table
below:
Ref. Name of brief description of issue Total Resolved If resolved: total

claimed settlement value
value ($) ($)
1. $ Y/N $
2. $ Y/N $
* insert extra rows as required.
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SECTION 7 – REPORTING OFFICER SIGN OFF
Step 11. Reporting Officer to complete.
I used the Assessment Guidelines when preparing this report.

Feedback on the usefulness of the Assessment Guidelines and recommended changes (optional):
Name ........................................................
Signature ........................................................ Date ............... / ............. / .............
SECTION 8 – UNRESOLVED ISSUES (SUPERVISOR TO COMPLETE)
Note:
 The Reporting Officer MUST NOT complete this section.
 If there is disagreement between the supplier/consultant and the Reporting Officer as to the
content of the report, the Reporting Officer’s supervisor must assess the report, the
supporting evidence and communicate with both parties to resolve the matter.
Step 12. To be completed by the Reporting Officer’s supervisor when there is a disagreement
between the supplier/consultant and the Reporting Officer that cannot be resolved.
In my opinion*:
I have attached further information Yes No
* include a comment about the outcome of communications with the supplier/consultant.
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SECTION 9 – SUPERVISOR SIGN OFF
Step 13. Supervisor to complete.
Name ........................................................ Title ........................................................
Signature ........................................................ Date ............... / ............. / .............
Page 9 of 45
Assessment guidelines
The objectives of performance evaluation and reporting are to:
 encourage those with whom Council does business to implement a culture of continuous
improvement to benefit themselves and their clients;
 provide Council with performance data from past and current engagements to identify the best
performing and value for money suppliers and consultants;
 to manage risk and inform future procurement decision making.
1. Informing suppliers/consultants
Suppliers/consultants should be informed about Council’s performance reporting system prior to or at
the first project/contract meeting. This includes providing the supplier/consultant with a copy of the
template performance report.
As a default, Council purchase orders will contain the following statement:
‘Council suppliers including but not limited to contractors and consultants may be subject to
performance reporting. A copy of the performance report template is available on Council’s
website at www.rouswater.nsw.gov.au by clicking on the quick link button ‘Doing business with
us’.
Council’s template Engagement Agreement also refers to performance reporting.
2. Performance scoring methodology

This is provided to enable suppliers/consultants to understand the influence of gradings on overall
performance scores including the potential to influence ranking (see below).
The Reporting Officer is not required to calculate scores.
Completed performance reports include assessed criteria from which a performance score is
generated. The score is calculated as set out:
Definition and relative weighting of gradings

Grading Definition Rating*
Superior Standard well above the acceptable standard of performance 10
Good Standard often exceeds the acceptable standard of performance 7
Acceptable Meets the acceptable standard of performance 5
Marginal Mostly meets the acceptable standard of performance but has some 3
weakness.
Unsatisfactory Well below the acceptable standard of performance 0
The performance score for a report on a supplier/consultant on a contract is based on the weighted
ratings from the report.
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Example 1: Weighted performance report – supplier

Evaluation Criteria Weight Grading Rating Weighted Max.
(a) (b) Rating possible
(a) x (b) weighted
rating
(a) x 10
Time mgmt 5 Good 7 35 50
Standard of work 5 Acceptable 5 25 50
Quality mgmt systems 2 Acceptable 5 10 20
Contractor’s personnel 3 Good 7 21 30
Subcontractor mgmt 3 Good 7 21 30
Contract administration 3 Good 7 21 30
Co-operative relations 3 Good 7 21 30
Work health and safety 5 Acceptable 5 25 50
Industrial relations 3 Good 7 21 30
Environmental mgmt 4 Good 7 28 40
Training management 3 Good 7 21 30
Contractor’s design 3 Good 7 21 30
Aboriginal participation 5 Good 7 35 50
Totals 305 470
(c) (d)
Score = 100 x (c)/(d) = 100 x (305/470) = 64.9%
The final score is based on the average of all performance reports for a contract (where there is more
than one). The ‘completion’ report is given additional importance and this is reflected by being
considered as equivalent to 2 reports for the same contract.
Example 2
Demonstrating the overall scoring of a consultant:
 First (interim) Performance Report = 55%,

 Second (interim) Performance Report = 55%,
 Third (interim) Performance Report = 60%,
 Completion Performance Report = 65%
Score for whole project = (55 + 55 + 60 + 65 x 2) / 5 = 60%
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Example 3: Weighted performance report - consultant

Evaluation Criteria Grading Rating Max. possible
rating
Time mgmt Good 7 10
Mgmt and suitability of personnel Acceptable 5 10
Mgmt of sub-consultants and other suppliers Acceptable 5 10
Standard of service Good 7 10
Quality mgmt. systems Good 7 10
Work health and safety Good 7 10
Environmental mgmt Good 7 10
Co-operative relations Acceptable 5 10
Totals 50 80
Performance score = 100 x (50/80) = 62.5 %
Performance ranking
Reports which are within two (2) years of the specified reporting period are considered for ranking
purposes.
3. Industry data
Apart from being an instrument for maintaining supplier/consultant performance data, the performance
reporting process provides an opportunity for Council to monitor industry trends and related data.
Aboriginal and/or Torres Strait Islander participation

Aboriginal and/or Torres Strait Islander persons (and those person identifying as Aboriginal and/or
Torres Strait Islander) working more than 1 week (continuous or non-continuous) on an engagement
should be counted. The number of working-hours worked can be compared with the total number of
working-hours worked by all workers on the engagement to give a percentage of Aboriginal and Torres
Strait Islander participation. This information is useful for Council to measure the success of strategies
to encourage indigenous participation.
The percentage of Aboriginal and/or Torres Strait Islander participation does not directly affect the
performance report score. The information is used to assess performance against the
supplier/consultant’s tendered commitment.
Issues elevated
The number of issues elevated does not affect the performance report score. The information is
valuable to Council in maintaining a contemporary suite of contracts and contract management guides
and identifying any patterns in terms of issues.
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4. Steps for completing the performance report

Access and use of blank interim performance evaluation form/performance report
1. Use the latest version of this performance report form. Electronic copies are available on the
wiki.
2. All performance reports are to be completed electronically whenever possible. Otherwise, all
responses are to be legibly handwritten so as to minimise risk of misinterpretation of
comments.
Reporting Officer - responsibilities

3. Meet face to face with the supplier/consultant or their representative.
4. Welcome and encourage proactive communications by promoting the scheduling of meetings
to meet performance reporting requirements.
5. Discuss performance including each criteria item and the reasons for any differences in views
on performance.
6. Consult and attempt to reach an agreement on the rating of each criterion in a manner that
accurately reflects performance (preferably during a face-to-face meeting).
7. Grade the performance for each criterion:
 Tick boxes in N/A (not applicable) column of matrix when it is too early in the project to
assess Performance Evaluation Criteria, or, when the criteria do not apply to the specific
contract.
 Tick all applicable Performance Evaluation Criteria boxes. Nominate only one grading
against each evaluation criteria after taking into account matters beyond the
contractor/consultant or the contractor’s/consultant’s representative reasonable control.
8. Ensure that aspects of Unsatisfactory and Marginal performance are clearly described.
Aspects of Superior, Good and Acceptable performance are also to be noted especially when
any contentious issues are likely to arise. Comments must align with the ratings given for
each criterion.
Attachments
9. Use attachments to performance reports to clarify any key issues related to performance. For
example, text including extracts of relevant documents and correspondence.
10. Photos evidencing project status and work in progress.
Copy report to the supplier/consultant

11. The Reporting Officer is to provide a copy of the completed report to the supplier/consultant
for review.
Supplier/consultant disagreement with the performance report

12. If the contractor/consultant disagrees, they should within 21 days of the date of the report,
discuss any areas of concern with the Reporting Officer and try to resolve any disagreement
that arises regarding the performance report.
13. Following an unsuccessful attempt to resolve a disagreement, the contractor/consultant may
within a further 14 days, elect to escalate the matter to the Reporting Officer’s supervisor for
resolution. If the contractor/consultant makes such an election, the Reporting Officer must
notify their supervisor.
Reporting Officer’s supervisor - responsibilities

14. If the contractor/consultant disagrees with the performance report, the disagreement is to be
resolved by the performance report being referred to the Reporting Officer’s supervisor, with
written reasons for the disagreement.
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15. The supervisor is required to meet with the supplier/consultant and the Reporting Officer to
consider the report and reasons, decide on the disagreement, recommend changes, if
necessary, to the report.
16. The disagreement is to be resolved at the earliest opportunity and preferably within 21
calendar days of the supplier’s/consultant’s contact with the supervisor.
17. Following the assessment of the matters raised by the contractor/consultant, the supervisor is
to determine the contractor’s/consultant’s performance.
Close out actions – post completion of report

18. Reporting Officer/Supervisor to ensure that completed performance report is placed on the
relevant project file.
5. Criteria assessment guidelines

These guidelines have been developed to enhance accuracy, consistency, clarity, objectivity and
transparency in the assessment process.
Do NOT mark up or submit these Assessment guidelines with a performance report.
Instructions for evaluation

Separate assessment and evaluation criteria apply for each of the following:
 Supply/Service; Capital works
 Consultant.
Only apply the criterion relevant for the type of engagement.
For each performance criterion:

 Consider whether performance during the reporting period was Acceptable based on the sub-
criteria shown in the following table. If a sub-criterion is not applicable, or does not apply during
the reporting period, do not take it into account in assessing whether performance is acceptable.
Mark ‘N/A’ in the Acceptable column.
 If performance was Acceptable for all sub-criteria, consider whether it met the criteria for a Good
grading.
 If so, consider whether a Superior grading applies.
 If performance during the reporting period did NOT meet all the requirements for an Acceptable
grading, it will be graded Marginal at best.
 Consider whether an Unsatisfactory grading is applicable, based on the sub-criteria shown.
Principles for evaluation

Note the following principles underlying the evaluation framework:
 Acceptable performance complies with contract requirements.
 For an Acceptable, Good or Superior gradings, EVERY ONE of the sub-criteria must be met.
 A Marginal or Unsatisfactory grading is given if ANY ONE of the sub-criteria applies.
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Performance evaluation criteria descriptors – Supply/Service/Capital works

Unsatisfactory* Marginal* Acceptable Good Superior
ANY ONE of the following ANY ONE of the following ALL of the following applied ALL of ‘Acceptable’ plus ALL of ‘Good’ plus ALL of
occurred: applied ALL of the following: the following:
Time management
Required program has Supplier failed to Program (including any Program (including any Supplier strictly adhered
not been submitted meet one of the updates submitted updates submitted to the program, updating
Program was not criteria required for an during the period) met during the period) met all and resubmitting it
updated within 10 ‘Acceptable’ grading, contract requirements contract requirements, whenever the
business days after a but the failure did not Supplier reviewed including showing when sequencing of tasks
request from the attract an progress regularly, action is required by the changed
Reporting Officer/Council ‘Unsatisfactory’ rescheduled work Reporting Officer/Council Supplier made
grading activities to meet the Supplier submitted outstanding efforts to
Work is not meeting
scheduled progress AND program and updated program updates when maintain progress and
it is unlikely that the program any milestone avoid delays
completion will be Updated programs were completion date Supplier mitigated the
achieved by the submitted within the time changed, without waiting effects of anticipated
approved completion specified or requested for a request from the delays by rescheduling
date(s) Reporting Officer/Council and reallocating
Any updated programs
Little or no activity on accurately reflected Updated programs resources
site in the last 2 weeks actual progress provided early warning of
and the supplier has not potential delays (if
Work was managed in applicable)
provided a reasonable accordance with the
explanation program Program(s) consistently
Supplier made no demonstrated that
attempt to manage approved completion
delays to mitigate their date(s) would be met
effects Supplier allocated
resources based on
project needs
Supplier mitigated the
effects of delays by
rescheduling and
reallocating resources
Page | 15

Standard of work
No evidence that the Supplier failed to meet Supplier adhered to Supplier achieved better Supplier demonstrated
Supplier has a system one of the criteria contract specifications than specified tolerances that it considered defects
for identifying and required for an Supplier consistently and consistent high to be unacceptable
rectifying defects; ‘Acceptable’ grading, but identified and rectified standards of During inspections, the
Supplier relied on the the failure did not attract defects progressively as workmanship Reporting Officer/Council
Reporting Officer/Council an ‘Unsatisfactory’ work proceeded Supplier provided did not identify any
to identify defects grading detailed records of defects that were not
Whenever inspected, the
At every site inspection work had only a few defect identification and already being actioned
the Reporting minor defects and rectification Defect-free completion
Officer/Council identified rectifying them did not Supplier rectified defects was achieved (or
defects that were not affect the progress of the identified by the appears likely to be
being addressed work Reporting Officer/Council achieved) by the
The number of defects Supplier rectified defects within 10 working days approved completion
continued to increase as identified by the (unless prevented by date(s)
work progressed, with Reporting officer/Council circumstances beyond
many outstanding for within the agreed the Supplier’s control)
more than a month timetable for rectification
Supplier refused to (unless prevented by
acknowledge and rectify circumstances beyond
defects identified by the the Supplier’s control)
Reporting Officer/Council
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Quality management system
Quality management Supplier failed to meet Quality management Supplier provided an If a 2nd or 3rd party
plan required major one of the criteria plan compliant. internal audit schedule quality audit was carried
amendments and required for an Quality management early in the contract out, the overall audit
additions ‘Acceptable’ grading, but plan implemented. period, updated it as assessment was
Work commenced on an the failure did not attract necessary and adhered Superior and no non-
an ‘Unsatisfactory’ All inspection and test to the dates stated conformances were
activity before the plans were submitted on
required inspection and grading If a 2nd or 3rd party identified
time
test plan was submitted quality audit was carried Supplier demonstrated a
Inspection and test plans out, the overall audit quality-oriented culture
The work was not ready and checklists were used
for inspection at the assessment was Good through routine
while activities were and the Supplier involvement by senior
notified time and as a being carried out
result, the Reporting addressed all non- managers in quality
Officer/Council had to re- Work was ready for conformances within 14 management on site,
visit the site inspection at notified days independent of any
times for witness points request from the
Overall audit and hold points Reporting Officer/Council
assessment was
Unsatisfactory, OR If a 2nd or 3rd party
quality audit was carried
Overall audit out, the overall audit
assessment was assessment was
Marginal and the Acceptable and the
Supplier did not address Contractor addressed all
all non-conformances non-conformances
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Quality management system
Supplier did not carry out Supplier carried out its
its own inspections and own site quality audits
audits but relied on the and regular inspections
Reporting Officer/Council and provided evidence,
to identify non- within 14 days after the
conformances date of the audit, of both
The same non- the immediate response
conformance occurred and any system
two or more times improvements proposed
to close out all audit non-
conformances
Supplier’s quality
management system
identified and dealt with
most non-conformances
without the Reporting
Officer/Council’s input
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Key personnel were not Supplier failed to meet All personnel had All the Supplier’s All the Contractor’s
appropriately skilled one of the criteria appropriate skills for their personnel demonstrated personnel demonstrated
There was no supervisor required for an tasks knowledge and superior skills, more than
on site and the Reporting ‘Acceptable’ grading, but Supplier’s personnel understanding of the adequate experience
Officer/Council had to the failure did not attract ensured that workers parts of the contract and a high level of
deal directly with workers an ‘Unsatisfactory’ followed contract relevant to their areas of professional courtesy
on more than two (2) grading requirements, with responsibility requiring when dealing with the
occasions minimal intervention no intervention from the Principal and the Client
required from the Reporting Officer/Council The contract and the site
There were insufficient
resources to manage the Reporting Officer/Council Site rules and were exceptionally well
work The level of resources procedures were in place managed and the work
was adequate for the and were followed proceeded efficiently,
On more than one without exception without any intervention
occasion, the Reporting work activities
The Supplier arranged from the Principal
Officer/Council found it Supplier established and
difficult to contact maintained effective for appropriate experts to
appropriate personnel to lines of communication inspect and verify
discuss matters of with the Reporting specialist work, where
concern Officer/Council, the Supplier did not have
minimising delays and the necessary expertise
Personnel were
unfamiliar with the re-work
contract and rarely Key management
referred to it personnel showed a
good knowledge of
contract requirements
and followed specified
procedures on most
occasions
Page | 19

Supplier submitted Site rules and
request for information procedures were
when the information established, together
was in the contract; more with measures to ensure
than 3 times, the they were followed
Reporting Supplier did not rely on
Officer/Council’s the Reporting
responses simply Officer/Council’s
identified relevant expertise to inspect and
contract requirements verify specialist work
Site rules and There was an
procedures have not appropriately skilled
been established supervisor on site at all
Workers provided times
statutory evidence of not
being paid
Page | 20

Subcontractor management
Subcontractors and Supplier failed to meet All subcontractors and All activities carried out All subcontracts
consultants were not one of the criteria consultants were suitably by subcontractors were reviewed included ‘back
competent to undertake required for an competent and well managed, with no to back’ provisions with
the work, causing re- ‘Acceptable’ grading, but experienced coordination problems those in the contract
work and delays the failure did not attract All subcontracts apparent to the Subcontractor
No supervisor on site an ‘Unsatisfactory’ reviewed by the Reporting Officer/Council relationships were
and the Reporting grading Reporting Officer/Council Quality, safety and exceptionally
Officer/Council had to included the required environmental harmonious and the
deal directly with provisions management systems of Reporting Officer/Council
subcontractors on more Design and fabrication the Supplier and all observed an open
than two (2) occasions activities were well subcontractors were collaborative relationship
Supplier entered into managed, with minimal seamlessly integrated and communication
subcontracts that did not non-conformances Supplier ensured all between Subcontractors,
include the specified required to be resolved subcontractor claims consultants and the
provisions (e.g. for by the Reporting were reviewed by people Supplier
payment, dispute Officer/Council except with relevant expertise;
resolution, insurance) for faults in the Reporting those passed on to the
Supplier relied on the Officer/Council’s Reporting Officer/Council
Reporting Officer/Council documents were presented clearly
to review documents Quality systems of the and included all
prepared by subcontractors and the information required for
subcontractors Supplier were integrated assessment
Poor subcontractor to achieve satisfactory Subcontractors
coordination/ supervision work quality demonstrated
caused delays or Subcontractor commitment to the
significant re-work or coordination issues quality, WHS,
poor quality completed caused only minor re- environmental, IR,
work work, with no impact on Aboriginal participation
contract time or the and training objectives in
quality of the completed the contract
work
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Subcontractor management
The quality systems of Supplier reviewed all
Subcontractors and the claims from
Supplier were subcontractors and
inconsistent, causing established that there
poor work quality was an entitlement and
Subcontractor(s) were that the amounts claimed
unaware of the WHS, were reasonable before
environmental, IR, passing them on to the
Aboriginal participation Reporting Officer/Council
and training objectives in Supplier ensured that
the contract Subcontractors complied
A Subcontractor with the WHS,
provided statutory environmental, IR,
evidence of not being Aboriginal participation
paid entitlements and training objectives
Page | 22

Supplier did not notify a Supplier failed to meet Supplier advised Supplier consistently Supplier did not submit
change to its authorised one of the criteria changes in contract provided proposals for any documentation later
person for more than 2 required for an personnel before they variations before the than the specified time
days after the change ‘Acceptable’ grading, but occurred (on the day specified time Reporting Officer/Council
occurred the failure did not attract they occurred if All requests for has not requested the
Key contact personnel an ‘Unsatisfactory’ unforeseeable) information notifying Supplier to provide any
were changed without grading Supplier provided ambiguities were additional information for
notifying the Principal proposals for variations submitted within the any claim, including
More than 2 request for by the specified time specified time payment claims
information notifying 80% of requests for Claims for adjustments All compliance
ambiguities were information notifying were submitted within documents were
submitted too late to ambiguities were the specified time, accurate and correct and
avoid delays submitted within the correctly identified the none required
More than 2 claims for specified time source of the entitlement amendment or
price or time adjustments Supplier gave all notices and included all the resubmission
were submitted more (e.g. for adverse Site information required for
than a month after the Conditions) within the assessment
related work was specified times Payment claims did not
completed All claims for include claims for
adjustments were adjustments that had not
submitted by the been agreed
specified times, identified
the entitlement (by
reference to applicable
contract provisions) and
included relevant
information
Page | 23

More than 2 claims for Payment claims were
adjustment did not made in accordance with
include the required the contract, supported
information, e.g.: by the required
correct identification information
of the entitlement Supplier provided the
updated program required compliance
evidence of costs documents on time, with
More than one only minor omissions
payment claim did that were readily
not include all the corrected
required Progress reports
information, included adequate
including records of information and were
compliance received on time
More than one progress
report was received late
or did not provide the
required information
Page | 24

Cooperative relationships
Supplier demonstrated Supplier failed to meet Supplier cooperated in Supplier notified the Supplier’s cooperation
an adversarial approach one of the criteria all matters relating to the Reporting Officer/Council with the Reporting
and was unwilling to required for an contract, e.g. as soon as practicable, Officer/Council and the
cooperate or ‘Acceptable’ grading, but accommodating the of all events that could Client has been
communicate openly the failure did not attract needs of the Reporting affect the contract or the outstanding and the
Supplier communicated an ‘Unsatisfactory’ Officer/Council, including work and worked with Client has not notified
only at specified grading those occupying the site the Reporting the Reporting
meetings and through Supplier acted within 1 Officer/Council to resolve Officer/Council of a
formal requests for day after any request to the matter with minimal single complaint
information and claims remove from the site a effects on contract time Supplier managed the
person who behaved and price work, including all
Supplier cancelled or
deferred more than 2 inappropriately All payment claims were changes and delays, to
scheduled meetings Communication between reasonable and were minimise additional costs
without a reasonable Supplier and Reporting paid in full to Council
explanation OR refused Officer/Council was open All claims for price and Supplier’s senior
to attend for sufficient and effective time adjustments were executive showed
time to discuss critical Supplier gave early reasonable; 90% were exemplary leadership by:
matters warning of events paid in full, as initially attending start up
significantly affecting the claimed, AND agreement workshop and close
contract and worked with was reached on the out workshop (if
the Reporting quantum of the applicable)
Officer/Council to remainder by negotiation
within 3 months after attending sufficient
achieve resolution monitoring and
receipt
All payment claims were contract
discussed with the administration
Reporting Officer/Council meetings to
and a reasonable value maintain a good
agreed for the completed working
work relationship,
regularly visiting the
site
Page | 25

Supplier refused to 80% of claims for Supplier’s senior maintaining
comply with a direction adjustment were executive took a pro- frequent contact
of the Reporting approved within 10% of active approach to with the Reporting
Officer/Council, the initial claim preventing formal issues Officer/Council’s
including: Supplier demonstrated from arising, including senior executive,
refusing to remove commitment to informal attending meetings as and
a person from the dispute resolution necessary and initiating
site when processes, including a maintaining a good discussions to
instructed, due to willingness of the senior relationship with the resolve emerging
their inappropriate executive to meet Reporting issues
behaviour promptly to resolve Officer/Council’s senior
issues executive
Supplier’s senior
executive refused to Supplier showed
meet to discuss formal commitment to informal
issues OR was dispute resolution
unavailable to meet processes; all issues and
within the specified time disputes were resolved
without good reason within 3 months
More than one payment
claim was more than
20% above the value of
work assessed by the
Reporting Officer/Council
50% or more of the
Supplier’s claims for
adjustment were more
than 25% above an
independent estimate
Page | 26

For more than one claim
for adjustment, the
Supplier refused to
provide additional
justification OR refused
to participate in
negotiations
Supplier initiated court
action before specified
issue resolution
processes were
implemented
Page | 27

Work Health and Safety
Site work started before Supplier submitted an WHS Management Plan There has been no lost Supplier has
the WHS Management WHS Management Plan met all contract time injury demonstrated safety
Plan was submitted with a few omissions that requirements Supplier demonstrated leadership through:
Supplier submitted an were readily rectified WHS management commitment to the adopting a
WHS Management Plan without causing delays complied with the highest WHS standards partnering approach
with major omissions 2nd party site reviews contract, including the and the safety of with clients,
and/ or without site- showed minor breaches Council’s WHSMS and everyone on the site Subcontractors and
specific risks or late 2nd or 3rd party audit legislative requirements Supplier implemented a WorkCover
Supplier failed to comply reports showed minor Site was kept clean and regular internal review executive
with WHS regulations non-conformances tidy and free of process involvement in
2nd party site reviews WHS monthly reports uncontrolled safety Supplier’s project safety management
identified a breach that were submitted late hazards manager regularly on site
put workers at serious and/or included No non-conformances conducts safety walks 2nd or 3rd party
risk incomplete information were identified during and was involved in audits were
2nd or 3rd party audit An WHS incident was 2nd party site reviews safety events such as conducted and there
reports and/or reviews not reported to the If a 2nd or 3rd party tool box talks, safety were no non-
showed major non- Reporting Officer/Council WHS audit was carried meetings conformances
conformance(s) within 24 hrs after it out the audit report identified
The Contractor did not occurred showed satisfactory comprehensive
carry out its own audits An Improvement Notice performance WHS management
and site safety reviews was issued by a There was no notifiable reporting
but relied on the regulatory authority incident demonstrating a
Principal to identify non- safety culture (nil
WHS monthly reports harm)
conformances were submitted on time
Notifiable WHS incident and met contract
occurred requirements
Prohibition Notice was
imposed by regulatory
authorities
WHS monthly reports
were not provided
Page | 28

Industrial relations
Supplier has not Supplier failed to meet The required IR Supplier promptly No industrial relations
submitted the required one of the criteria information / IR Plan was identified and resolved issues
IR information / IR Plan required for an submitted on time any IR issues, Supplier has
Supplier submitted IR ‘Acceptable’ grading The IR information / IR minimising delays to the demonstrated leadership
information / an IR Plan A minor IR incident Plan complied with the work in industrial relations
with major omissions OR occurred, which could contract, including the IR Supplier demonstrated management through:
that did not comply when have been avoided if the Management Guidelines an understanding and senior management
resubmitted after the Supplier had taken Supplier complied with took practical steps involvement on site
Reporting Officer/Council reasonable, timely action the IR Plan (if required towards building a for IR matters
review by the contract) and productive workplace a productive
Supplier did not comply legal IR obligations culture with cooperative workplace culture
with the IR Plan (if relations, effective with cooperative
Supplier maintained a communication and
applicable) cooperative workplace relations, effective
consultation communication and
Supplier breached the environment
Code of Practice for No non-conformances consultation
Supplier identified and were identified during
Procurement or the implementing a
resolved any IR issues 2nd and 3rd party audits
National Code of documented IR
within the Supplier’s (if applicable)
Practice (where Management
control
applicable) System
demonstrating
Non-compliance with
innovative functions
employment law
and capability
obligations was identified
(including a non- maintaining a
compliance by a strong internal
Subcontractor) review process
An IR incident, which
could have been avoided
if the Supplier had taken
reasonable, timely
action, caused delays
Page | 29

Environmental management
Environmental Supplier submitted an Environmental No environmental Supplier has
management plan was environmental management plan met incidents demonstrated leadership
submitted late management plan with a the requirements of the Supplier demonstrated in environmental
Submitted an few omissions that were contract an understanding and management through:
environmental readily rectified without Supplier complied fully took practical steps a clear commitment
management plan with causing delays with the environmental towards sustainability to reaching new
major omissions and/ or 2nd party site reviews management plan and goals for
Supplier implemented a
without site-specific risks showed minor legislative requirements environmental
regular internal review
infringements and /or practices
Supplier failed to comply Site was kept clean and process
with environmental room for improvements tidy, with appropriate achieving new
Supplier’s project levels of
regulations 2nd or 3rd party audit environmental controls, manager regularly
reports showed minor regularly maintained sustainability
Supplier did not carry out conducts environmental
non conformances senior management
its own inspections and No non-conformances inspections and was
involvement in
audits but relied on the Monthly reports were were identified during involved in increasing
environmental
Reporting Officer/Council submitted late and/or 2nd party site reviews environmental
matters on site
to identify non- included incomplete If a 2nd or 3rd party awareness through tool
conformances information box talks and meetings implementing
Environmental audit was innovative
Site reviews identified carried out the audit environmental
non-conformances with report showed controls
potential for regulatory satisfactory performance
comprehensive
intervention or Penalty No notifiable environmental
Infringement Notices environmental incident management
2nd or 3rd party audit Monthly reports (if reporting
reports and/or reviews required) were provided demonstrating an
showed major non- on time and met contract environmentally
conformance(s) requirements aware culture
A serious pollution
incident occurred
Page | 30

Environmental Management
A Penalty Infringement 2nd or 3rd party audits
Notice was imposed by were conducted and did
regulatory authorities not identify any non-
Monthly reports were not conformances
provided (if required)
Page | 31

Contractor’s Design (if required by the contract)
Supplier’s design was Supplier failed to meet Supplier’s design was Supplier’s design was Reporting
submitted late and one of the criteria submitted within the submitted in sufficient Officer’s/Council’s review
delayed the work required for an specified time time to allow for review, of the design initially
Supplier submitted a ‘Acceptable’ grading, but Supplier’s design was comment and revision submitted by the
design that had major the failure did not attract submitted in packages before it was required for Supplier identified no
non-compliances with an ‘Unsatisfactory’ that facilitated review construction amendments necessary
the contract grading and minimised the risk of Supplier’s engaged in an for compliance with the
requirements, requiring delay effective consultation contract
significant input from the Supplier’s design and review process with Supplier’s design
Reporting Officer/Council generally complied with user groups (where improved on the
Revision of the the contract; only minor required), ensuring that Reporting
submitted design after amendments were they were satisfied that Officer’s/Council’s
review by the Reporting required following review the Supplier’s design design, with the
Officer/Council delayed by the Principal and met the Reporting agreement of the
the work these did not delay the Officer’s/Council’s Reporting
work design brief and safety Officer/Council, for
User groups were risks were eliminated or Council’s benefit (e.g.
dissatisfied with the No part of the Supplier’s minimised providing capital cost
Supplier’s consultation design needed to be savings, operational
process, which did not revised after the Supplier Supplier provided
comprehensive efficiency or improved
identify their needs responded to the safety)
Reporting Officer/Council documentation to
Supplier’s design did not communicate information Supplier showed
take into account the initial review
on hazards and controls initiative in identifying
identified needs of user to everyone involved in key user groups and
groups the life cycle of the asset developing an effective
Constructability issues in consultation process
the Supplier’s design User groups were very
required redesign and complimentary about the
caused delay during Supplier’s consultation
construction process
Page | 32

Contractor’s Design (if required by the contract)
Supplier did not Supplier consulted Innovative design
eliminate or minimise sufficiently with user technology e.g. BIM was
risk in the design, so far groups (where required) used to ensure:
as practicable, for those to ascertain their needs Constructability
who construct, use, and minimise safety Compliance with
maintain or demolish the risks, so these groups the Reporting
structure requested only minor Officer’s/Council’s
enhancements to the design, and
design initially submitted
Value for money
to the Reporting
Officer/Council Safe design
Supplier provided
evidence of the
application of the
principles of safe design
and eliminated or
minimised, so far as is
reasonably practicable,
the risk arising from the
design
Page | 33

Aboriginal participation (if required by contract)
Supplier made no effort Supplier did not engage Supplier implemented Supplier established a Supplier always
to implement Aboriginal with the local Aboriginal Aboriginal participation comprehensive set of exceeded the targets for
participation community in seeking to requirements in a KPIs and targets for Aboriginal participation
The local Aboriginal develop strategies and culturally sensitive Aboriginal participation and training
community complained meet Aboriginal manner and consistently met or Supplier is actively
about the Supplier’s participation targets Aboriginal Participation exceeded those targets developing more
attitude Supplier submitted an Plan met specific Supplier has established effective measures for
Supplier submitted an Aboriginal Participation contract requirements a cooperative increasing Aboriginal
Aboriginal Participation Plan that did not: and proposed relationship with participation
Plan that did not propose meet the specific reasonable strategies Aboriginal community Supplier’s achievements
reasonable strategies or contract and targets for Aboriginal representatives in ensuring Aboriginal
targets requirements OR participation Supplier has established participation are
Supplier did not develop propose strategies Supplier established demonstrably effective recognised by the
appropriate KPIs to likely to be effective reasonable KPIs to measures to retain community
measure Aboriginal OR monitor Aboriginal Aboriginal workers and Supplier is committed to
participation establish targets participation and training increase Aboriginal Aboriginal participation
likely to be participation and extends
Supplier:
achieved implementation of these
achieved less than initiatives to contracts for
Supplier established
50% of the other clients when their
reasonable KPIs, but did
proposed/ required contracts do not require
not achieve more than
targets for it
80% of the target
Aboriginal
participation levels or
participation OR
provide more than 80%
provided less than of the proposed training
50% of the
proposed/ required
training
Page | 34

Aboriginal participation (if required by contract)
Supplier did not propose Supplier did not Supplier achieved at
any corrective action, implement corrective least 90% of its
despite repeated action to remedy its commitments for
requests to do so failure to achieve the Aboriginal participation
Supplier did not report targets for Aboriginal and training OR provided
on Aboriginal participation or training a reasonable explanation
participation The measures proposed and proposed corrective
by the Supplier to retain action that is likely to be
Aboriginal workers were effective
not effective Supplier established and
Supplier provided limited implemented measures
reporting, based only on to retain Aboriginal
the achievement of KPIs workers
Supplier reported against
the KPIs and on the
outcomes achieved and
the measures
undertaken to retain
Aboriginal workers
Page | 35

Local participation (if required by contract)
Supplier made no effort Supplier achieved more Local participation plan Supplier established a Supplier always
to implement local than 80% of the targets met specific contract comprehensive set of exceeded the contract
participation plan for local participation requirements KPIs and targets for local targets for local
Supplier achieved less Supplier did not Supplier achieved at participation and participation
than 50% of the implement corrective least 90% of its consistently met or Supplier is actively
proposed/required action to remedy its commitments for local exceeded those targets developing more
targets for local failure to achieve targets participation OR Supplier has established effective measures for
participation Supplier provided limited provided a reasonable demonstrably effective increasing local
Supplier did not propose reporting explanation and measures to achieve and participation
any corrective action, proposed corrective increase local Supplier’s achievements
despite repeated action that is likely to be participation in ensuring local
requests to do so effective participation are
Supplier did not report Supplier established and recognised by the
on local participation implemented measures community
to achieve local Supplier is committed to
participation local participation and
Supplier reported against extends implementation
KPIs and on the of this initiative to
outcomes achieved and contracts for other clients
the measures when their contracts do
undertaken to achieve not require it
local participation
Page | 36
Performance evaluation criteria descriptors – Consultancy (including project

management)
Time management
 Ability to meet programmed milestones;
 Timely allocation of appropriate resources to critical activities;
 Updating of the work program to account for delays;
 Overall progress of the work;
 Timely submission of progress reports; and
 Delays by the Reporting Officer/Council or other parties, outside the
consultant’s control.
Cost
 Variations;
 Payments on time;
 Updated cashflows;
Management and suitability of project personnel

The consultant’s ability to assign appropriate staff to the project and then to ensure
cooperative and effective performance including:
 Appropriateness of skills and experience of personnel assigned to the work;
 Adequacy of the number of personnel assigned to the work;
 Comparability of skills and experience of the staff assigned to the project with
those nominated in the bid for the work; and
 Suitability of staff.
Management of subconsultants and other suppliers

The consultant’s ability to coordinate and manage in-house and external
subconsultants and other suppliers to ensure effective performance including:
 Compliance with contractual obligations affecting selection of subconsultants
and other suppliers;
 Timely completion of subconsultant services and other subcontracted work;
 Coordination of interfaces;
 Observance of equitable terms of payment for all parties down the payment
chain. Where applicable compliance with the Building and Construction
Industry Security of Payment Act 1999 (NSW); and
 Payment to all subconsultants, subcontractors and suppliers in accordance
with the conditions of their engagement or contract.
Standard of service
Standard of service will generally be measured against the technical, financial and
reporting requirements set out in the conditions of engagement. In particular:
 Compliance with brief;
 Quality of work including conformance with specified performance criteria, if
applicable;
 Adherence to budget;
 Achievement of expected value for money;
 Reviews and reports delivered in accordance with the brief;
Page | 37
 Amount of rework required from the consultant;

 Need to engage another consultant to undertake additional or remedial work;
and
 Extent of involvement required from the Reporting Officer/Council to achieve
the desired standard of work.
Quality management and systems

Assessment of quality management, including the use of formal quality systems,
should generally include:
 Extent of the consultant’s compliance with the specified quality system
standard and with the project quality plan (if required);
 Results of quality audits for the project;
 Number of any repetitions of the same non-conformance; and
 Ability of the quality system to identify and deal with non-conformances and
conditions adverse to quality.
Work health and safety (WHS) management

The requirements for work health safety and rehabilitation are set out in Council’s
Work Health Safety Policy and Work Health Safety Management System. General
assessment items include:
 Compliance with WHS obligations; and
 Compliance with work health and safety issues specifically nominated in the
consultant engagement and/or the consultant’s corporate work health safety
management system.
For consultant engagements that include project management or site management,

the assessment needs to consider the consultant’s processes to ensure that the
contractor:
 Complies with the Project WHS Management Plan or Site-specific Safety
Management Plan, as appropriate;
 Complies with Safe Work Method Statements; and
 Fulfils obligations for subcontractor WHS management.
For consultant engagements leading to the design of a built facility, the assessment
needs to address management of the design process to include consideration,
evaluation and control of WHS requirements and risks for:
 Use and maintenance of the facility, especially risks arising out of the design
itself;
 Construction method and, if removal is likely in the foreseeable future, the
demolition method;
 Site, as existing services below ground and geotechnical issues; and
 Compliance with, or dispensation from, statutory regulations and codes of
practice.
Page | 38
For consultant engagements that do not include on-site activities or design of a built
facility, the assessment needs to cover:
 Review, from an WHS perspective, of the project documentation or other
output arising from the consultancy; and
 Methods for resolving issues raised in the review.
Environmental management
The requirements for environmental management on government projects include:
 Recognition of and compliance with any environmental impact assessment
undertakings, consent conditions and pollution control approvals; and
 Results of audits of the project Environmental Management Plan
implemented, if applicable.
For consultant engagements that include project management or site management,

the assessment needs to consider the consultant’s processes to ensure that the
supplier/contractor:
 Complies with the project Environmental Management Plan; and
 Implements the supplier’s/contractor’s Environmental Management System,
where required (ie. on major projects as defined in the Environmental
Management Systems Guidelines).
For consultant engagements leading to the design of a built facility, the assessment
needs to address management of the design process to include consideration,
evaluation and control of environmental requirements and consequences for:
 Use and maintenance of the facility, especially issues arising out of the design
itself like energy consumption, water use, consumption of non-renewable
resources; and
 Construction method and, if removal is likely in the foreseeable future, the
demolition method.
For consultant engagements that do not include on-site activities or design of a built
facility, the assessment needs to address:
 Review from an environmental perspective of the project documentation or
other output arising from the consultancy; and
 Methods for resolution of issues raised in the review.
Assessment items include:
 Commitment and implementation of management approach that fosters
continuous improvement, self-assessment and general industry monitoring;
 Adoption and commitment to a cooperative contracting approach with clients,
subconsultants, contractors and suppliers; and
 Commitment to resolving issues through open and effective communication
with a non-adversarial approach.
Page | 39
APPENDIX A
Interim performance evaluation
Insert in the form below topics that are contract specific. For guidance refer to the worked examples
starting at page 42.
Space
Contract name: …………………….. Rating system

5 excellent
Contract number: …………………….. 4 above expectation
3 meeting expectation
Date: …………………….. 2 below expectation
1 unsatisfactory
Topic Objectives Your rating Team rating Main Issue & Agreed Action
(this period) (this period)
  
 
  
 
 
  
 

 
 
  
 
 
 
 
 
 
 IMPORTANT: During each meeting, the group should decide on an action plan
for topics needing improvement.
Page | 40
Performance evaluation record
Insert the contract specific topics in the first column. Record the participants’ ratings for each topic to
illustrate performance trends.
Space

5 excellent
1 unsatisfactory
Meeting Number 1 2 3 4 5 6 7 8 9 10 11 12
Month
Year
TOPIC
Communication 1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
Page | 41
WORKED EXAMPLE
The topic areas listed below are suggestions and provided for guidance only.
Space

5 excellent
1 unsatisfactory
Topic Objectives Your rating Team rating Main Issue & Agreed
(this period) (this period) Action
Communication  co-operation between parties   
 duty not to hinder performance


early warning
evaluation and monitoring  
Time  issues affecting time   
 extensions of time
 expected completion dates
 


 
Financial issues affecting the budget
 extra work
 payments
 additional information required

  
Quality quality standards
 design requirements
 fitness for purpose, innovation
 Faults, Defects rectification
 


 
Safety issues affecting safety on the Site
 safety outside the Site.
 safety risks
 safety equipment
Relationships  open discussion
 actions effective


working together
attendance  
Environment  issues affecting the environment
 noise and dust issues


healthy environment
waste management,  
Contract  Subcontractor and Supplier issues
Relations  workplace relations and Site

amenities
interaction of workers with others  
 IMPORTANT: During each meeting, the group should decide on an action plan
for items needing improvement.
Page | 42
WORKED EXAMPLE
Page | 43
Page | 44

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CONFIDENTIAL

When do I need to complete a performance report?

CONTRACT TYPE SUB- VALUE REPORTING REQUIREMENTS

What other things do I need to know when I complete a performance report?

 Follow the instructions in this document e performance report.

Version Purpose and description of amendment Date authorised Authorised by

SECTION 1 DETAILS ........................................................................................................ 4

SECTION 2 DETAILS ........................................................................................................ 4

SECTION 3 INTERIM PERFORMANCE EVALUATION (APPENDIX A) ............................ 5

SECTION 4 UNSATISFACTORY PERFORMANCE/FINAL PERFORMANCE

SECTION 5 INDUSTRY DATA ........................................................................................... 7

SECTION 6 ISSUES ESCALATED BEYOND THE REPORTING OFFICER...................... 7

SECTION 7 REPORTING OFFICER SIGN OFF ................................................................ 8

SECTION 8 UNRESOLVED ISSUES (SUPERVISOR TO COMPLETE) ............................ 8

SECTION 9 SUPERVISOR SIGN OFF ............................................................................... 9

Assessment guidelines ..................................................................................................... 10

Step 1. COMPLETE at the point of engagement.

Original contract price $

Staff member responsible (Reporting Officer) details

Step 2. COMPLETE on completion of engagement.

Contract price N/A

SECTION 3 – INTERIM PERFORMANCE EVALUATION (APPENDIX A)

Step 3. For INTERIM performance evaluation ONLY.

An interim performance evaluation is ONLY to be completed for the following:

SECTION 4 – UNSATISFACTORY PERFORMANCE/FINAL PERFORMANCE EVALUATION

Step 4. COMPLETE either A or B.

A. ONLY complete for SUPPLY/SERVICE/CAPITAL WORKS N/A

Evaluation criteria N/A* Unsat.* Marginal* Accept. Good Superior

Quality mgmt systems

Work health and safety

*selection must be substantiated

B. ONLY complete for CONSULTANTS N/A

Evaluation Criteria N/A* Unsat.* Marginal* Accept. Good Superior

Mgmt and suitability of

Quality mgmt systems

Work health and safety

*selection must be substantiated

Step 5. Comment by Reporting Officer on overall performance.

I have attached information substantiating my comments.

Step 7. Comment by Reporting Officer on outcome of consultation with supplier/consultant.

The supplier/consultant has advised that this report is:

SECTION 5 – INDUSTRY DATA

 Aboriginal participation information N/A based on type of procurement.

SECTION 6 – ISSUES ESCALATED BEYOND THE REPORTING OFFICER

Ref. Name of brief description of issue Total Resolved If resolved: total

* insert extra rows as required.

SECTION 7 – REPORTING OFFICER SIGN OFF

Step 11. Reporting Officer to complete.

I used the Assessment Guidelines when preparing this report.

Signature ........................................................ Date ............... / ............. / .............

SECTION 8 – UNRESOLVED ISSUES (SUPERVISOR TO COMPLETE)

I have attached further information Yes No

* include a comment about the outcome of communications with the supplier/consultant.

SECTION 9 – SUPERVISOR SIGN OFF

Step 13. Supervisor to complete.

Name ........................................................ Title ........................................................

Signature ........................................................ Date ............... / ............. / .............

 to manage risk and inform future procurement decision making.

As a default, Council purchase orders will contain the following statement:

Council’s template Engagement Agreement also refers to performance reporting.

2. Performance scoring methodology

The Reporting Officer is not required to calculate scores.

Definition and relative weighting of gradings

Example 1: Weighted performance report – supplier