1. Purpose

1.1 This policy outlines the University’s approach to contracts management, setting out the principles and responsibilities for entering, approving, and managing contracts, agreements, and memoranda of understanding (MOUs) with external parties. All contracts must be initiated, negotiated, executed, and managed by appropriately delegated officers, with due consideration of value, risk, benefit, and alignment with the University’s strategic objectives.

1.2 This policy must be read in conjunction with the linked Contract Management – Procedures.

2. Scope and application

2.1 This policy applies to all staff members when preparing, negotiating, approving, executing, or managing any contract, agreement or memoranda of understanding on behalf of the University.

2.2 This policy does not apply to industrial agreements or employment contracts which are managed in accordance with University Delegations – Governing Policy, and Recruitment, Selection and Appointment - Operational Policy.

3. Definitions

3.1 Refer to the University’s Glossary of Terms for definitions as they specifically relate to policy documents.

Agreement manager refers to an individual nominated by the agreement owner and who is responsible for managing a contract across its lifecycle, including negotiation, monitoring, compliance, and reporting.

Agreement owner refers to an individual who is responsible for appointing an agreement manager and holds overall accountability for the business need, outcomes, and performance of the contract.

Authorised delegate refers to an individual with delegated authority to enter into, approve, or execute contracts, in accordance with University Delegations – Governing Policy.

Contract refers to a legally binding agreement that imposes enforceable obligations, typically involving an exchange of goods, services, or intellectual property.

Deed refers to a formal legal instrument that is enforceable without requiring consideration (i.e. something of value exchanged), provided it is properly executed, typically under seal.

Value-Risk Matrix (VRM) refers to a tool used to guide procurement and contracting activities by classifying them according to their value and risk. The VRM determines the proportionate level of planning, governance, approval, and contract management required.

4. Policy statement

4.1 The University is committed to ensuring that all contracts are aligned with its strategic objectives, deliver public value, and are governed by sound contract management practices. Where applicable, contracts must comply with the Queensland Procurement Policy (QPP) and other relevant legislative or regulatory frameworks.

4.2 All contracts must be managed in a manner proportionate to their value and risk, with clear identification and active management of risks, delivery of measurable outcomes, and efficient use of University resources.

4.3 Contracting activities must uphold the principles of integrity, transparency, and accountability, and be supported by systems for appropriate oversight and performance tracking.

5. Principles

5.1 The University has adopted 4 key principles to ensure that all contracts entered on behalf of the University are governed and managed consistently, in alignment with the University’s strategic direction, legislative obligations and appropriate contract management practices.

5.2 Integrity and governance

5.2.1 The University is committed to ensuring all contracts are entered into and managed with integrity, transparency, and appropriate governance. This is achieved through:

(a) all contracts aligning with University Governance - Governing Policy and all relevant legal obligations;

(b) appropriate declaration and management of all possible or perceived conflicts of interest in accordance with Conflicts of Interest – Governing Policy and Procedures; and

(c) ensuring that probity is upheld throughout the contract lifecycle with all decision and processes being auditable and defensible in accordance with University Delegations – Governing Policy.

5.2.2 No contract or pre-contractual instrument can be executed or acted upon unless it has been formally approved and signed by all relevant parties in accordance with the University Delegations – Governing Policy and UniSC Contract Execution Sub-Delegations (login required).

5.3 Consultation and coordination

5.3.1 The University is committed to ensuring that contract development and management occurs in a coordinated manner to avoid unintended obligations and ensure effective delivery. This is achieved through:

(a) ensuring that contracts do not impose obligations (financial or otherwise), risks, or operational dependencies on other University business areas without prior consultation and written agreement from those areas; and

(b) engaging with Legal Services, Office of Research, Governance and Risk Management, Finance Services and Strategic Procurement, and any impacted business units as required, in accordance with the Contract Management – Procedures, to ensure appropriate oversight, due diligence, and alignment with institutional frameworks.

5.4 Value and public purpose

5.4.1 The University is committed to entering into contracts that deliver value and contribute to the University’s strategic, educational, and community impact. This is achieved through ensuring that all contracts:

(a) align with the objectives and functions outlined in the University of the Sunshine Coast Act 1998 (Qld);

(b) comply with relevant legislation, University policy documents and governance frameworks;

(c) support the University’s goals in sustainability, social responsibility, innovation and service excellence in accordance with Sustainability – Operational Policy and Procedures; and

(d) support the University’s commitment to speech and academic freedom in accordance with Freedom of Speech and Academic Freedom - Academic Policy.

5.5 Value and risk assessment

5.5.1 The University is committed to ensuring contract decisions are informed by clear assessments of value, risk, and business criticality. This is achieved through:

(a) ensuring that the level of oversight, documentation and assurance applied is proportionate to the contracts value and risk;

(b) using the Value-Risk Matrix (VRM) to determine the appropriate sourcing and contract management in accordance with Procurement – Procedures and Contract Management – Procedures----; and

(c) consideration of business continuity obligations for high-risk or critical contracts in accordance with Business Continuity Management - Governing Policy.

6. Contract management framework

6.1 The contract management framework documented in Diagram 1 – Contract Management Framework sets out how the University’s overarching policy commitments are applied in practice. It provides the structure for proportionate, consistent, and accountable contract management across the University.

Diagram 1 – Contract Management Framework

6.2 Policy and procedure

6.2.1 Policy and procedure provide the authority and governance rules for all contracts, ensuring compliance with legislative, regulatory, and University requirements. They also embed the principle that contract management activities must be scaled in proportion to the assessed value and risk of the contract.

6.3 Contract repository

6.3.1 A contract repository is an approved source of truth for managing contracts and related documents. References to contract repository generally mean the central contracts register. However some business areas maintain their own approved registers when required to the contract’s purpose. These business areas include:

(a) Office of Research;

(b) Legal Services;

(c) Work Integrated Learning; and

(d) Student Placements.

6.3.2 The University maintains several recognised repositories for retaining contracts and ensuring visibility, accuracy, and continuity across the contract lifecycle. All contracts must be recorded in the appropriate contract repository in accordance with the Records Management - Procedures.

6.4 Templates and standards

6.4.1 Templates and standards comprise the approved documentation and resources that guide the entire lifecycle management of contracts. They establish consistency of approach, promote efficiency, reduce administrative burden, and ensure that all contract activities are undertaken in compliance with University policy documents, legislative requirements, and recognised good practice.

6.5 Collectively, these elements are interconnected. Their application ensures that contracts are entered into and managed in accordance with the University’s contract management principles.

7. Contract management lifecycle

7.1 This section must be read in conjunction with the Contract Management – Procedures.

7.2 The University manages all contracts through the implementation of the 4-phase contract management lifecycle depicted in Diagram 2 – Contract Management Lifecycle. This lifecycle ensures compliance with legislative obligations, internal policy documents, and drives value delivery and alignment with the University’s obligations and strategic objectives.

7.3 The VRM applies a proportionate approach to contract governance, documentation, and performance management. This means that the individual activities and requirements at each phase of the contract lifecycle are scaled appropriately to reflect the assessed value and risk of the contract.

7.4 The VRM is not required for grant transactions when the University is the recipient or provider of research or philanthropic grants which are managed in accordance with Externally Funded Research - Academic Policy

or Internal Research Grants Schemes - Guideline (login required).

Diagram 2 – Contract Management Lifecyle

7.4 Phase 0: Pre-award - Planning and readiness

7.4.1 Occurs before execution. The focus is to establish the foundation for effective management and can include:

(a) appointing an agreement manager;
(b) classifying the contract using the VRM and identifying business criticality;
(c) drafting a contract management plan (CMP) for strategic, business-critical, or >$1M contracts, or using the checklist for others;
(d) confirming delegations, approvals, and stakeholder alignment;
(f) completing due diligence and initial risk assessment.

7.4.2 Refer to the Contract Management – Procedures for the operationalisation of this phase.

7.5 Phase 1: Contract set-up – Execution and mobilisation (Post-Award)

7.5.1 Occurs up to and including execution. The focus is to ensure contracts are properly executed and activated and can include:

(a) verifying authorised execution;
(b) recording the contract in the contracts register and relevant databases;
(c) finalising the CMP (when required);
(d) applying approved templates and maintaining records in accordance with Records Management - Procedures; and
(e) holding a kick-off meeting for contracts (when required).

7.5.2 Authorities to sign agreements on behalf of the University are managed in accordance with University Delegations - Governing Policy and the UniSC Contract Execution Sub-Delegations (login required).

7.5.3 Refer to the Contract Management – Procedures for the operationalisation of this phase.

7.6 Phase 2: Contract management – Performance and oversight (Post-Award)

7.6.1 Occurs post-execution. The focus is active management of delivery, compliance, and value and can include:

(a) monitoring KPIs, milestones, and obligations;
(b) conducting performance reviews in line with VRM classification;
(c) maintaining records of reports, correspondence, and variations;
(d) monitoring spend or revenue against approvals (when applicable);
(e) reviewing risks, disputes, and issues;
(f) managing handover from project to agreement manager (when applicable); and
(g) approving variations, extensions, or renewals.

7.6.2 Refer to the Contract Management – Procedures for the operationalisation of this phase.

7.7 Phase 3: Contract close-out – Completion or transition

7.7.1 Occurs at contract end. The focus is finalisation or transition and can include:

(a) the completion of reviews;

(b) closing out financials and records;

(c) documenting lessons learned; and

(d) managing renewals or transitions.

7.7.2 Refer to the Contract Management – Procedures for the operationalisation of this phase.

8. Monitoring and reporting

8.1 The agreement owner and agreement manager are responsible for monitoring contract performance and compliance, ensuring alignment with legislative obligations, contractual requirements, and University policy documents, with the University providing oversight through its governance processes.

8.2 The University can suspend or terminate a contractual arrangement when a material breach is identified, in accordance with the terms of the agreement and the University’s governance requirements.

8.3 Any actual or suspected breach of contract obligations or this policy must be reported to the Director, Strategic Procurement and Major Contracts. This includes material non-compliance, unauthorised commitments, or emerging risks that can expose the University to legal, financial, operational, or reputational harm.

8.4 When appropriate, breaches can be referred for investigation under relevant University policy documents, including the Staff Code of Conduct – Governing Policy.

8.5 When required by law, the University reports potential breaches to relevant external bodies, including law enforcement agencies or integrity bodies such as the Queensland Crime and Corruption Commission in accordance with Fraud and Corruption Control - Governing Policy.

8.6 The University’s contact repository must be reviewed and updated on a quarterly basis to ensure accuracy, completeness, and alignment with the University’s governance and reporting obligations. Responsibility for this review rests with the Strategic Procurement function.

9. Authorities and responsibilities

9.1 As the Approval Authority, the Vice-Chancellor and President approves this policy in accordance with the University of the Sunshine Coast Act 1998 (Qld).

9.2 As the Responsible Executive Member, the Chief Financial Officer can approve procedures and guidelines to operationalise this policy. All procedures and guidelines must be compatible with the provisions of this policy.

9.3 As the Designated Officer the Director, Strategic Procurement and Major Contracts can approve associated documents to support the application of this policy. All associated documents must be compatible with the provisions of the policy.

9.4 This policy takes effect from the date of approval and supersedes all previous versions of the University’s contract management policies.

9.5 Records relating to contract management must be stored and managed in accordance with the Records Management - Procedures.

9.6 This policy must be maintained in accordance with the University Policy Documents – Procedures and reviewed on the shortened 2-year policy review cycle.

9.7 Any exception to this policy to enable a more appropriate result must be approved in accordance with the University Policy Documents – Procedures prior to deviation from the policy.

10. Appendices and supporting documents

UniSC Contract Execution Sub-Delegations (login required)

END