ABSTRACT
This chapter describes a methodology for contract management with particular reference to local government and the services sector. A contract often provides the opportunity for change processes to be embedded and new skills to be developed by employees. The chapter illustrates the key drivers and enablers that each group plays in contract management. The emergence of the requisite trust and understanding by key managers evolves through time as the contract management processes occur. Indeed it is imperative that contract staff, particularly those who have moved from semi-government or local government environments to the private sector, understand that it is no longer the council or the principal who provides the detailed instructions for the work. The superintendent must have at his or her disposal accurate records at all times. Many contractors have avoided their contractual obligations because the principal and/or the superintendent were unable to establish the evidential basis of their breach claim.
