1 Contract Playbooks Diane Flyer L.A. Care Health Plan December 11, 2013
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
1
Contract Playbooks Diane Flyer L.A. Care Health Plan December 11, 2013
2
Contract Playbooks
• What is a contract playbook • Who will use it • Why create one • What does it look like • Keeping it current
3
What is a Playbook?
• A notional range of possible tactics in any sphere of activity
• A scheme or set of strategies for conducting a business campaign or a political campaign
(www.TheFreeDictionary.com)
4
What is a Contract Playbook?
• A guide to: – Managing the contract negotiation process – Business context for legal terms – Business and legal risk management/
allocation
5
Why Create a Contract Playbook
• Training • Guidance on completing templates • Understand contract terms • Adhere to corporate risk positions • Risk allocation management • Pre-established fallback positions
6
Why Create a Contract Playbook
• Delegate to other departments – Dollar threshold – Use of standard terms
• Best practices – Industry standards – Incorporate lessons learned
7
Why Create a Contract Playbook
• Consistency in contracts – Terms approved by legal/business leadership – Promote business objectives – Improved risk management
Ø More certainty
8
Why Create a Contract Playbook
• Ad hoc arrangements – Expensive to create, manage – Greater risk exposure
Ø More uncertainty
9
Who will use it?
• Legal • Procurement • Contract management • Project management • Sales • Business development
10
Tailor the guidebook to the user
• Legal – More robust discussion of legal and business
issues • Limitation of Liability
– Are you the buyer or seller – What is the business context – Is it enforceable given choice of law – What is the corporate policy
11
Tailor the guidebook to the user
• Procurement/Contracts – Focus on business issues and corporate policy
• Limitation of Liability – Are you the buyer or seller – What is the business context – What are the risks; can they be mitigated – What is the corporate policy
12
Tailor the guidebook to the user
• Sales/business development – Discuss business issues and corporate policy – Focus on what can/can’t do
• Limitation of liability – What is the business context – What is approved – What requires higher-level approval
13
Training
• Tailor to user – Scope – Focus – Depth
• May vary by contract type
14
Training
• Provide business context for legal terms – Use of real life examples, war stories – Explain why terms change as a result
• Compliance with policy, approvals – What is the policy – Business rationale
15
Training
• Simple – Easy to follow/understand – What to escalate – When to escalate
Ø If too complex – will ignore
16
Training
• Guidance on completing templates – Use of simple forms – Limited – What to complete
17
Training
• Consequences of unauthorized – External
• Use of real life examples, war stories – Internal
• Failure to adhere to policy
18
Training
• Understanding contract terms • Risk management
– Legal risks and alternatives – Business risks and alternatives – Negotiation fallback positions
19
Preparing the Playbook
• Can take many forms or formats • Which contract forms
– One per form, or multiple forms in one – Which form to use – Dollar thresholds – Other party’s paper
• Different playbooks based on users
20
Preparing the Playbook
• All terms, or select terms • For each term discussed
– What is the standard – What alternatives are pre-approved – What needs to be escalated – To whom
• Legal, business decision-maker
21
Example – Which Form to Use
• Purchase Order vs. Contract Factor Purchase Order Contract Term Up to one year Over one year Dollar value Up to $XXXXX Over $XXXXX Software No Yes Intellectual property No Yes Risk issues • Business critical requirement • Disclosure of trade secrets, proprietary data • Disclosure of protected health information,
personal information
No Yes
22
Example - Simple
Term Standard Acceptable
Alternates Unacceptable Alternates
Escalate Deviations to
Choice of Law California Delaware New York
Texas Legal
Limitation of Liability
Fees paid Multiple of fees paid, not to exceed 3x
Unlimited liability Vice President
23
Example - Detailed
Termination for Convenience Company, by written notice, may terminate this Agreement, in whole or in part, for its convenience. If this Agreement is terminated for convenience, Company’s sole liability shall be for payment under the payment provisions of this Agreement for Services delivered and accepted before the effective date of termination. General Intent. This clause sets forth the basic right to terminate for convenience. Because this is not a right inherent in a contract between commercial entities, we also include a limited remedy for the Subcontractor, so this is not considered a breach of contract. Principal Elements. The first sentence denotes the right to terminate for convenience, in whole or in part. The second sentence is an abbreviated damage/settlement calculation for convenience termination. Approved Fallbacks. The following clause may replace the Termination clause upon approval by the Project Managing Director when a Subcontractor requests either the deletion of, or rendering mutual, the termination for convenience right.
24
Example – detailed (cont.)
The Termination for Convenience clause may be replaced by one of the following alternate clauses upon approval by the Engagement Managing Director when a Subcontractor requests either the deletion of, or rendering mutual, the termination for convenience right. Alternate 1 Notwithstanding any language in this Agreement to
the contrary, Company may terminate Subcontractor, in whole or in part, for Company’s convenience to the extent Subcontractor’s scope of work under Company’s Prime Contract is terminated by the Government and such termination renders continued performance under this Agreement wholly unnecessary. In such a case, Company's only liability to Subcontractor is to pay amounts recovered on Subcontractor’s behalf from the Client.
25
Example – detailed (cont.)
Termination for Convenience (cont.) Alternate 2 Company may terminate this Agreement, in whole or in
part, at its convenience, but only to the extent that the Client terminates the Prime Contract, or otherwise makes changes to the work to be performed under the Prime Contract. In such a case, Company's only liability to Subcontractor is to pay amounts recovered on Subcontractor’s behalf from the Client.
No other changes or additions to the above clause are permitted without Legal Department review.
26
QUESTIONS?
• Top Ten: – Top Ten Considerations when Creating a Bring-Your-Own-Device (BYOD) Company
Policy – Top Ten Roles of the Law Department Business Operations Director
• QuickCounsel: – Regional Distinctions for a Global Records Management Policy – Document Management, Contract Management, Records Management, and Knowledge
Management Systems: What Are they, What Do they Do, and What are the Differences? – Legal Project Management
2012-2013 ACC Resources Produced by Huron Legal
2012-2013 ACC Resources Produced by Huron Legal • Webcasts:
– Legal Hold Fundamentals and the New "Starting Line" for Legal Hold Programs – Law Department Strategy and Business Planning – Developing your Emotional Intelligence to Improve Your Effectiveness as an In-House Counsel – Practical Tips for the New General Counsel – Right Place at the Right Time: Optimal Staffing Approaches – iBudget! How to Use Budgets to Your Advantage – Showing Departmental Value Using Benchmarks and Metrics
• Legal Quick Hit: – Metadata - What is all the Hubbub About? – Technology Implementation Methodology Best Practices – Legal Project Management – Change Change Management: It's More than Processes and Systems; It's Transforming People It's More
than Processes and Systems; It's Transforming People – Digital Shadows and Footprints: Employee Mobility and Theft of Trade Secrets-Guarding the Crown Jewels – Technology Update for Law Departments – Sizing Up Contract Management - Measuring Twice, Cut Once – Corporate Legal Departments: The New Reality
Additional Resources • InfoPAKs:
– Organizational Effectiveness: The New Imperative for Developing a World-Class Legal Department
– Legal Hold Fundamentals and the New “Starting Line” for Legal Hold Programs
• Primer: – Legal Project Management – Knowledge Management
• ACC Docket Article:
– First What, Then Who: Optimizing Workload Allocation and Resource Management Stop Putting out Fires and Start Working Proactively with Your Client
Networking Opportunities
• Welcome Center Sponsor – 3 years
• Law Department Management Committee Networking events – Hynes Convention Center Football Party (Boston) – Boudro's (San Antonio) – Taste Five (Denver) – Oktoberfest (Orlando) – Elevate Lounge (Los Angeles)
Related Documents
