ABSTRACT
The introduction of CCT into areas of sport and leisure management led to fears that social objectives would be jettisoned. There was fear that the imposed need for profit would over ride social objectives. • To incorporate social objectives into the contract there needs to be clarity
over what the social objectives are; and how they will be achieved. • This clarity can be achieved through strategic planning. • Ensuring social objectives are achieved in a contract requires
measurable performance indicators. • The achievement of social objectives through the contract is the
responsibility of the client officer. • The major objective of the contractor is financial performance. • In the first wave of CCT, social objectives were not adequately protected
in the contract. • This was because of inadequate planning, in-house experience and poor
information on what the service was achieving. • In the future, improved planning and information systems should
improve the ability of client officers to build social objectives into CCT contracts.
