The owners of the required outcomes should be responsible for successful contract performance and should work closely with commercial staff to manage contracts. 1.5 Manage contracts for business/public service outcomes. Consider a ‘self managing’ approach with exception reporting for lower risk contracts. Identify tactical and strategic contracts and direct the most or strongest resources to contracts where the risks and rewards are highest. 1.4 Take a differentiated approach based on risk.

Make sure suitable business continuity and contingency plans are in place. Understand and use contractual options such as appointment of Remedial Advisor, Rectification Plans and Step In rights. Make sure that governance structures are equal to size and risk of contracts, are suitably empowered and support the business objectives. 1.3 Set up and use strong governance arrangements to manage risk and allow strategic oversight. Make sure contracts have a documented Contract Management Plan.

Make sure contract ownership, management processes and governance mechanisms are clear with defined roles and responsibilities at appropriate levels of seniority.

1.2 Be clear about accountability, roles and responsibilities. Make sure that suitable resources are identified and appointed well before award of contracts and that there is an effective handover or transition from sourcing contract management. 1.1 Make sure the contracts are understood by all those who will be involved in their management.

These principles work alongside Departmental contract management manuals and guidance. This document shows a set of Cross Government principles that support our approach to contract management.

Contractor management tools