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My Network Network Updates

LATEST FROM MY NETWORK

Insurable Risks

Hello Is there any insurance for breach of contract? And at a more generic level, what are the standard exclusions in any insurance policy for defective product liability taken by the supplier . Thanks in advance.

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Password protection for Statement of Work (SOW) on client's templates

Hi, What are your thoughts about enabling password protection with tracked changes turned on for SOWs on client's paper? I usually just keep tracked changes on for version control without any password protection if it's a client-provided template.

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Future Effective Date Agreements

Good day, all! I oversee a publicly-funded grant program at a metropolitan planning agency in San Diego, CA. In this program, we award funds to grantees who have operating, mobility management (education & outreach), and capital projects for specialized transportation purposes. Each two-year competitive "call for projects," we have around twelve to twenty grantees that end up with around thirty agreements. We see that each call for projects include active grantees that apply for continuous funding for their active projects. Many of these grantees are awarded funds to continue funding projects once their current grant is completed or 100% drawn down. Here's our issue and I'm hoping my fellow IACCM colleagues can help decide a "best practice" to make into a P&P. We have a dozen or so active grantees whose grant agreements don't expire until eight, nine, or ten months in the future and were awarded grant funds to continue running their program after the current agreement ends. This has presented a logistical hurdle and we don't know how to best handle it. We can't decide if we should: a.) simply wait and sit on future grant agreements until the active agreements are close to termination to start the execution process; or b.) send out future agreements now and sit on partially executed agreements until the active agreements are close to termination; or c.) execute agreements with future effective dates and include language that executes the agreement when the current agreement expires. To throw a wrench or two into the picture, any of these funds may be completely drawn down ahead or behind schedule. We don't allow grantees to pull from new grant funds until the old grant funds have been fully expended. For example, a grantee may fully draw down on grant funds ninety days ahead of schedule and then immediately need to draw down on new grant funds to continue maintaining the program. In addition, this is government contracting and we're not the most innovative or proactive folks. So, here's where I look to you all! Can anyone provide some feedback on what's mentioned above? I look forward to hearing from you. Jack Christensen Grants Administrator jch@sandag.org SANDAG (619) 699-6995 401 B Street, Suite 800, San Diego, CA 92101

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Contract Signature Responsibility for Sell-Side Contracts

For sell-side contracts in the distribution industry, we have historically allowed the sales manager/director to sign contracts on behalf of the company. The sales organization owns the customer relationship and is ultimately responsible for meeting the customer commitments. In the sell-side contract arena, I am interested in gathering feedback on what functional area/title is responsible for signing contracts in your company and why?

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