1. Purpose

1.1 These procedures support the operationalisation of the University’s approach to the management of contracts by outlining the standard processes for managing all University contracts and memorandum of understandings (MOUs) throughout their lifecycle.

1.2 These procedures must be read in conjunction with the linked Contracts Management - Operational Policy.

2. Scope and application

2.1 These procedures apply to all staff members when preparing, negotiating, approving, executing, or managing any contract or agreement on behalf of the University.

2.2 All contracts or agreements related to research activities must be referred to Office of Research for review prior to execution, as the authority for legal matters related to research activities. Refer to Section 4.3.6 for further guidance.

2.3 These procedures do 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.

Buying guide refers to an endorsed instructional tool that provides category-specific direction on how to engage a particular established procurement arrangement. It outlines the approved sourcing pathway, value thresholds, required documentation, evaluation expectations.

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

Contract management checklist (checklist) refers to structured tool used to ensure that all key activities, responsibilities, and compliance requirements across the contract lifecycle are consistently completed and documented. It provides a step-by-step guide for staff to follow, supporting transparency, accountability, and risk management.

Contract management plan (CMP) refers to a document that outlines how a contract will be managed throughout its lifecycle, detailing roles, responsibilities, key deliverables, performance monitoring, risk management, and communication processes to ensure obligations are met.

Master agreement refers to a legally binding overarching contract that establishes the principal terms and conditions governing a commercial relationship between the University and a counterparty. It enables the future execution of subordinate contracts, such as Statement of Works (SOWs) or work orders, under the same agreed framework. A master agreement must be executed by a delegate with both contract and financial authority for the total potential value of all subordinate commitments.

Research database refers to Research Master or any subsequent database maintained by the University for keeping research records under Records Management – Procedures.

Standing Offer Arrangement (SOA) refers to an arrangement with one or more prequalified parties to provide specified goods or services under pre-agreed terms, pricing, and conditions for a defined period. An SOA can be established directly by the University or accessed through a government agency, sector arrangement, or cooperative purchasing body. The University can engage parties under such arrangements via purchase orders or subordinate contracts subject to compliance with the arrangement’s buying guide, the financial and contract execution delegations, and applicable procurement requirements.

Subordinate contract refers to a contract issued under a master agreement, such as a Statement of Work or work order, that specifies deliverables, timelines, responsibilities, and pricing for a defined project or service. It must remain within the scope of the governing master agreement and be executed by an authorised financial delegate for its full value.

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. Contract management lifecycle

4.1 The University manages all contracts through the implementation of a 4-phase contract management lifecycle depicted in Diagram 1 – Contract management lifecycle, to ensure compliance with legislative obligations, University policy documents, and to drive value delivery and alignment with the University’s obligations and strategic objectives.

4.2 For support and guidance, including key instructions and relevant templates refer to Contract Management Checklist (login required).

Diagram 1 – Contract Management Lifecyle

4.3 Phase 0: Pre-award - Planning and readiness

4.3.1 Phase 0 occurs before any contract execution. The focus of this phase is to establish the foundation for effective contract management by ensuring the University enters into contracts that are:

(a) commercially sound;

(b) appropriately classified;

(c) risk-informed; and

(d) supported by appropriate oversight and planning.

4.3.2 The agreement owner must appoint an agreement manager at the outset of this phase. The agreement manager is responsible for:

(a) coordinating planning;

(b) undertaking classification; and

(c) ensuring the contract is supported by the required oversight and documentation.

4.3.3 Value-Risk Matrix (VRM)

4.3.3.1 The agreement manager must complete a Value–Risk Matrix (VRM) assessment for contracts, regardless of sourcing method or funding source, except for grant transactions when the University is the recipient or provider of research or philanthropic grants managed in accordance with the Externally Funded Research – Academic Policy or Internal Research Grants Schemes – Guideline (login required).

4.3.3.2 The VRM determines whether a contract is routine, focused, or strategic, and proportionate requirements for documentation, oversight, and performance management outlined in Table 1 - VRM classifications.

Table 1 - VRM classifications

4.3.3.3 When completing the VRM, the agreement manager must also determine whether the contract is business critical in accordance with Business Continuity Management – Governing Policy. Business critical contracts are those essential to the University operations, student services, compliance, infrastructure, or reputation.

4.3.3.4 Contracts assessed as business critical must be:

(a) formally recorded in a University contracts repository; and

(b) supported by a contract management plan (CMP), regardless of value.

4.3.3.5 For strategic contracts (as per VRM) deemed business critical or over $1,000,000 (excl. GST) the agreement manager must ensure clear performance frameworks are in place (See Contract Performance Factsheet (login required)) and begin drafting a CMP. For other contracts, use of Contract Management Checklist (login required) is sufficient.

4.3.4 Delegations, approvals, and alignment

4.3.4.1 The agreement manager must identify any financial, compliance, operational, or delivery obligations placed on other organisational units. When such obligations exist, early consultation must occur with the impacted areas, the proposed contract must be shared, and relevant functions such as Legal Services, Governance and Risk Management, RTI-Privacy, Finance Services, and Strategic Procurement engaged to ensure commercial clarity, institutional alignment, and delivery readiness. See: Contract Stakeholder Consultation Guidance (login required) for guidance.

4.3.4.2 All contracts must be authorised and executed in accordance with the University Delegations – Governing Policy, Financial Delegations (login required) and UniSC Contract Execution Sub-Delegations (login required).

4.3.4.3 The agreement manager is responsible for confirming that:

(a) the proposed contract value is within the available budget and supported by an authorised delegate;

(b) the proposed contract terms and commitments fall within the authority of the relevant contract execution delegate in accordance with Contract Execution Sub-Delegations (login required);

(c) all required approvals (financial, operational, and governance) have been obtained prior to execution; and

(d) any obligations or impacts on other University organisational units have been identified and written agreement secured from those areas.

4.3.4.4 Early engagement with Finance Services, Legal Services, Office of Research, Strategic Procurement, and other impacted organisational units must occur when required to ensure alignment and readiness.

4.3.5 Templates and legal review

4.3.5.1 University approved contract templates must be used whenever available. These reduce legal and commercial risk by ensuring key terms are pre-vetted and institutional interests are protected.

4.3.5.2 The use of approved contract templates does not remove the requirement for internal consultation. Agreement managers must consult all impacted organisational units Contract Stakeholder Consultation Guidance (login required), particularly when obligations extend beyond their area of responsibility.

4.3.5.3 Standard and common contract templates are available via MyUniSC – Procurement forms & templates page (login required). Specialised templates for particular business areas are available from Legal Services (via the Request for Legal Services Form (login required)).

4.3.5.4 Optional engagement with Legal Services applies only when all the following conditions are met:

(a) the VRM classifies the contract as routine or focused;

(b) the authorised delegate and agreement owner have reviewed the contract in conjunction with the Contract Factsheet – When to Contact Legal Services (login required) and is satisfied the contract presents no material legal, financial, reputational, or operational risk; and

(c) the contract does not vary high-risk features such as indemnities, insurance, liability limits, intellectual property, or international engagement.

4.3.5.5 Mandatory engagement with Legal Services is required when:

(a) a non-University template is being used and the VRM classifies the contract as strategic;

(b) the contract includes material legal risk (e.g. indemnities, guarantees, liability exclusions, or jurisdictional issues);

(c) there is uncertainty as to whether the contract is legally binding or requires special execution formalities; or

(d) any changes are made to an approved University contract template.

4.3.5.6 When there is any uncertainty about whether a contract meets the optional consultation conditions, agreement managers must refer the matter to Legal Services.

4.3.5.7 External legal advice must only be sought with prior coordination through Legal Services.

4.3.6 Specific contract requirements

4.3.6.1 Contracts involving intellectual property must comply with the Intellectual Property – Academic Policy.

4.3.6.2 Contracts involving foreign governments, overseas institutions, or are subject to Commonwealth legislation on foreign arrangements or influence, must be assessed and managed in accordance with the University’s obligations under national security and transparency frameworks with guidance material available on Countering Foreign Interference & the Foreign Arrangements Scheme (login required).

4.3.6.3 All research-related agreements must be referred to Office of Research for review and approval prior to execution. This includes, but is not limited to, agreements involving:

(a) research funding (grants, sponsorships, donations);

(b) research collaborations (with internal or external partners);

(c) subcontracting arrangements;

(d) HDR student IP assignments; and

(e) research commercialisation activities.

4.3.6.4 Referral to Office of Research is mandatory regardless of:

(a) the financial value of the agreement; or

(b) the duration of the agreement.

4.3.6.5 The Office of Research is the University’s designated authority responsible for ensuring that all research agreements:

(a) comply with relevant legal and regulatory requirements;

(b) align with University policy and risk frameworks;

(c) appropriately manage intellectual property rights; and

(d) support the University’s research commercialisation objectives.

4.3.6.6 Standard and common templates for research and grant related agreements are available via MyUniSC – Research Legal page (login required). Specialised templates are available via request through Research Master eForm (login required).

4.3.7 Privacy and cyber security review requirements

4.3.7.1 When contracts involve data, systems access, cloud hosting, or handling of personal or sensitive information, the agreement manager must engage early with:

(a) Privacy (login required) for any personal or sensitive data handling; or

(b) Digital and Information Security (login required) for access to the University systems, data integration, cloud hosting, or digital service risks.

4.3.7.2 The agreement manager must ensure that these key stakeholders are provided sufficient time to review these contracts. This review period must be factored into contact timelines to prevent delays in execution.

4.3.8 Counterparty due diligence

4.3.8.1 The agreement manager must ensure that the counterparty:

(a) is eligible to contract with the University and is not listed on any ethical or regulatory exclusion registers;

(b) has demonstrated financial stability and commercial viability;

(c) has a proven capability and capacity to meet the University’s requirements;

(d) complies with all applicable insurance, legal, and regulatory obligations; and

(e) has positive references or a verifiable track record, when applicable.

4.3.9 Risk management

4.3.9.1 This step ensures proportionate effort is applied across the University’s contract portfolio and that higher-risk engagements are actively monitored through appropriate governance mechanisms.

4.3.9.2 Contract engagements may require a risk assessment. The depth of assessment must be proportionate to the VRM classification (routine, focused, strategic).

4.3.9.3 The agreement manager is responsible for ensuring that risks relating to delivery, compliance, business continuity, and external dependencies are identified and documented.

4.3.9.4 For strategic contracts, risks must be recorded using the University’s Risk Assessment Template (login required) and embedded within the draft CMP (when applicable).

4.3.9.5 When risks are assessed as high or critical, additional oversight and treatment plans must be developed in consultation with Governance and Risk Management.

4.4 Phase 1: Contract Setup – Execution & Mobilisation (Post-Award)

4.4.1 Phase 1 ensures the contract is ready for execution and implementation by confirming that all authorisations, approvals, documentation, and onboarding activities are in place to support successful delivery.

4.4.2 The Contract Management Checklist (login required) provides guidance on activities required in this phase. Requirements are proportionate to the contract’s VRM classification (routine, focused, or strategic).

4.4.3 Authority to execute

4.4.3.1 Contracts must be executed strictly in accordance with the University Delegations – Governing Policy and the UniSC Contract Execution Sub-Delegations (login required).

4.4.3.2 The agreement manager must ensure that:

(a) contract value represents the total estimated financial commitment over the full term of the agreement, including all options, extensions, and renewals;

(b) for Standing Offer Arrangements or master agreements, the total cumulative value over the anticipated term (e.g. five years) is used to determine the appropriate financial delegation;

(c) contracts are not split, and values are not understated, to circumvent approval thresholds. When value is uncertain, a reasonable upper estimate must be used based on expected usage or precedence;

(d) the final contract reflects negotiated and approved terms; and

(e) all supporting documentation (e.g. approval summary, execution coversheet) is completed and retained. Templates and forms are available on the MyUniSC - Contract management page (login required).

4.4.4 Contract repository and records management

4.4.4.1 Following execution, the agreement manager must ensure the contract is recorded in the relevant contracts repository, including the:

(a) central contracts register (login required);

(b) Research Database – for research contracts, consultancies, or commercial research services; or

(c) Work Integrated Learning (WIL) and Off-Campus Activities Database – for student placements and experiential learning.

4.4.4.2 All contract records must be stored and maintained in accordance with the Records Management – Procedures.

4.4.5 Contract management plan (CMP) requirement

4.4.5.1 For contracts assessed as strategic under the VRM, deemed business critical, or valued over $1,000,000 (excl. GST), the agreement manager must:

(a) ensure a clear performance framework is established (see Contract Performance Factsheet (login required)); and

(b) complete a CMP during Phase 1 to guide Phase 2 management.

4.4.5.2 For all other contracts, the Contract Management Checklist (login required) is sufficient.

4.4.6 Alternates to CMP

4.4.6.1 For University projects (i.e. construction or IT projects), contract management requirements should be integrated into the project management plan.

4.4.6.2 Organisational units can also use alternative contract management templates suited to their operational or industry context, provided this reduces administrative burden and maintains governance expectations. Any alternate contract management templates must be reviewed and approved by Strategic Procurement prior to use.

4.4.7 Kick-off meeting

4.4.7.1 A kick-off meeting is mandatory for contracts requiring a CMP and can be held for all contracts at the discretion of the agreement manager. See Contract Management Checklist (login required).

4.4.7.2 When a CMP is required, the kick-off meeting must be scheduled in alignment with the CMP, which outlines:

(a) meeting cadence and format;

(b) attendance requirements and roles;

(c) responsibilities for contract governance, performance monitoring, and reporting; and

(d) standing agenda items covering delivery, milestones, KPIs/SLAs, and benefits realisation.

4.4.7.3 The purpose of the kick-off meeting is to align internal and external stakeholders prior to commencement, confirm expectations, and embed governance arrangements. Key discussion points include:

(a) escalation pathways and communication protocols;

(b) reporting requirements for deliverables, performance, operational and commercial issues;

(c) confirmation of how benefits (financial and non-financial, including impact procurement commitments such as WIL (Work Integrated Learning), Indigenous or social enterprise engagement, and environmental targets) are tracked and reported.

4.4.7.4 Attendees can include the agreement manager, agreement owner, relevant business users or delivery leads, Strategic Procurement, Legal (when relevant), administrative support (when appointed), and the counterparty’s representatives.

4.5 Phase 2: Contract Management – Performance and Oversight (Post Award)

4.5.1 Phase 2 focuses on ensuring contracts are actively managed to deliver outcomes, maintain compliance, and manage risk. Management activities are proportionate to the VRM classification and guided by Contract Management Checklist (login required) or, for strategic, business-critical, or contracts over $1,000,000 (excl. GST) by a CMP finalised in Phase 1.

4.5.2 Contract administration and information management

4.5.2.1 The agreement manager must ensure that executed contracts are entered into the applicable contract repository.

4.5.2.2 All associated records (variations, correspondence, reports, instructions, performance reviews) must be retained in accordance with the Records Management – Procedures.

4.5.2.3 For projects, capital works, or research contracts, additional documentation may be stored in project systems, but key contractual documents must still be referenced in the applicable contract repository.

4.5.3 Performance management and reviews

4.5.3.1 The agreement manager must monitor KPIs, SLAs, milestones, and deliverables as detailed in the CMP or Contract Management Checklist (login required).

4.5.3.2 Performance monitoring must combine counterparty reporting with internal stakeholder feedback.

4.5.3.3 Contract performance review frequency is guided by the VRM classification;

(a) routine contracts: reviews undertaken only as required;

(b) focused contracts: reviews typically undertaken bi-annually or annually; and

(c) strategic contracts: reviews governed by the CMP, with a minimum quarterly review recommended.

4.5.3.4 Issues, risks, and non-conformance must be recorded and escalated promptly.

4.5.3.5 The recommended method for conducting contract performance review is via face-to-face meetings using the Contract Performance Review Meeting template (login required). Agreement managers must file the meeting minutes with the contract in the contracts repository.

4.5.3.5 Further support and guidance on performance management and reviews is available on the Contract Performance Factsheet (login required).

4.5.4 Financial oversight and spend management (when applicable)

4.5.4.1 The agreement manager must monitor expenditure and revenue to ensure compliance with approved budgets, expected income and University Delegations – Governing Policy. This includes:

(a) tracking expenditure and revenue in the University’s finance systems;

(b) ensuring variations, renewals, and extensions are approved before additional commitments are incurred or revenue arrangements are altered;

(c) monitoring invoicing and receipts for accuracy, under/over-servicing, scope creep, or revenue leakage;

(d) advising Strategic Procurement where actuals exceed 5% of the original contracted value (expenditure or revenue) or shift the contract into a higher VRM classification; and

(e) documenting increases in expenditure or decreases in expected revenue through a formal variations, ensuring approval is obtained from the correct authorised delegate.

4.5.5 Risk management

4.5.5.1 Contract risks must be reviewed periodically by the agreement manager, with timing defined in the CMP or otherwise at least annually.

4.5.5.2 Key risk categories include delivery, compliance, WHS, privacy, cybersecurity, financial viability, and sustainability.

4.5.5.3 Shared risks must have clear ownership and documented mitigation plans.

4.5.5.4 When risks are rated high/critical, additional oversight and treatment plans must be coordinated with Strategic Procurement and Governance and Risk Management.

4.5.6 Managing unsatisfactory performance or disputes

4.5.6.1 Proactive, planned contract management helps prevent disputes. Formal dispute resolution (e.g. mediation, arbitration, legal action) is a last resort.

4.5.6.2 The agreement manager is responsible for proactively addressing counterparty performance issues and managing disputes to minimise impact on the University.

4.5.6.3 When performance issues are identified, whether through KPIs / SLAs, stakeholder feedback, audits, or complaints, the agreement manager must:

(a) initiate early engagement with the counterparty to clarify expectations and seek to resolved under-performance; and

(b) determine whether a formal performance management or dispute resolution process is required based on the severity of the issue.

4.5.7 Dispute management and escalation

4.5.7.1 When a dispute or difference arises between the University and the counterparty, including unresolved performance issues. The agreement manager should:

(a) engage with the counterparty constructively and openly;

(b) allow the counterparty to respond to concerns;

(c) collaboratively identify solutions;

(d) seek expert support when needed; and

(e) escalate where authority or complexity warrants (Strategic Procurement, Legal Services, Office of Research, Governance and Risk Management, People and Culture).

4.5.7.2 When the CMP does not define a dispute resolution process, the agreement manager should consult Strategic Procurement and Legal Services for guidance.

4.5.8 Project handover (when applicable)

4.5.8.1 When a contract is initiated as part of a project, a formal handover from the project manager to the nominated agreement manager must occur to ensure continuity of oversight beyond project closure.

4.5.8.2 The handover process should be documented within the project management plan and include:

(a) relevant contract documentation;

(b) status of deliverables;

(c) performance history; and

(d) any outstanding issues or risks.

4.5.8.3 The following requirements must be completed as part of the handover process:

(a) the agreement owner must confirm the formal appointment of the ongoing agreement manager at the point of handover;

(b) all contractual obligations, risks, and dependencies must be clearly transferred to the agreement manager with sufficient time and support for transition;

(c) the project manager must provide the agreement manager with access to all relevant contract records, performance data, stakeholder inputs, and communication logs;

(d) any unresolved contract issues, variations, or milestones must be flagged and documented in the handover file;

(e) Strategic Procurement must be notified if there are material variations, counterparty concerns, or assurance gaps at the point of handover; and

(f) the change in accountability must be recorded in the University’s contract register.

4.5.9 Variations

4.5.9.1 During the contract lifecycle, circumstances can require the contract to be varied. Variations must comply with the University Delegations – Governing Policy. Variations that alter scope, value, risk, or term must:

(a) be documented using the University variation letter or equivalent;

(b) be supported by the agreement manager;

(c) be approved by the authorised delegate and agreement owner; and

(d) be uploaded to the contract repository.

4.5.9.2 Substantial changes to scope or value can require a new procurement process. Strategic Procurement should be consulted if the variation increases the original contract value by more than 25%, or if the new value exceeds $250,000 (excl. GST).

4.5.9.3 The agreement manager must consult with relevant stakeholders to review and approve the change.

4.5.9.4 The variation must then be documented formally, either through a contract amendment or variation letters available on MyUniSC – Procurement forms and templates page (login required) signed by all authorised parties. All updated documents should be stored in the contract repository.

4.5.10 Extensions, renewals or new procurement

4.5.10.1 A minimum of 6 months prior to the expiry of any contract, the agreement manager must assess whether there is an ongoing requirement for the goods or services being delivered.

4.5.10.2 This assessment must:

(a) consider performance to date;

(b) determine whether existing contract arrangements remain fit-for-purpose; and

(c) identify the appropriate forward strategy, extension, renewal, or new procurement.

4.5.10.3 When a formal extension option exists in the contract, this does not remove the obligation to conduct a formal review and make an active decision to proceed. Rollover clauses must not be actioned passively.

4.5.10.4 When an extension is not available or deemed unsuitable, the agreement manager must allow sufficient time for procurement activity to be undertaken, including internal approvals, market engagement, and award, to prevent disruption to services.

4.5.10.5 All procurement thresholds and approval processes remain applicable, regardless of the proposed approach. Strategic Procurement should be contacted for guidance when required.

4.6 Phase 3: contract close-out – completion or transition

4.6.1 Phase 3 ensures contracts are finalised, closed out, or transitioned by confirming that all obligations have been met, financials reconciled, records completed, and renewal or transition planning in place to support continuity or exit.

4.6.2 The Contract Management Checklist (login required) provides guidance on the required contract close-out activities based on the contract’s classification as determined by the VRM.

4.6.3 Final performance review

4.6.3.1 While recommended for all contracts, this is mandatory only for strategic contracts deemed business-critical or valued over $1M under a CMP.

4.6.3.2 Before closure, the agreement manager should conduct a final performance review, with findings documented and shared with the counterparty where appropriate. The review should consider:

(a) achievement of objectives;

(b) counterparty performance;

(c) user satisfaction;

(d) variations and disputes;

(e) spend vs. budget;

(f) planning and process issues; and

(g) audit outcomes.

4.6.4 Transition and change management

4.6.4.1 When goods or services continue under a new contract or counterparty, the transition process carries high risk.

4.6.4.2 The agreement manager must prepare a thorough transition and change management plan that addresses:

(a) key differences between current and new contracts;

(b) revised communication plan;

(c) impacted internal and external stakeholders; and

(d) updates to internal processes and procedures.

4.6.5 Contract closure

4.6.5.1 The matters that should typically be considered at the conclusion/expiry of the contract, include:

(a) all deliverables and milestones are completed;

(b) University equipment and property is returned;

(c) final reports and documentation are collected;

(d) all system access and physical passes are revoked;

(e) final invoices and payments are processed; and

(f) contract status is updated in the central contract register or applicable business register.

4.6.6 Lessons learned

4.6.6.1 At the conclusion of the contract, the agreement manager should capture lessons learned to support continuous improvement. Key insights should be recorded as a list of lessons learned in the relevant section of the contract repository, particularly for complex, strategic, or long-term contracts. Prompts for reflection include:

(a) what worked well, and what didn’t?

(b) how were risks or issues identified and resolved?

(c) were timelines, deliverables, and expectations realistic?

(d) what changes to governance, communications, or internal processes are recommended?

(e) what could improve counterparty performance in the future?

5. Authorities and responsibilities

5.1 As the Approval Authority, Chief Financial Officer approves these procedures to operationalise the Contract Management – Operational Policy.

5.2 As the Responsible Executive Member the Chief Financial Officer can approve guidelines to further support the operationalisation of these procedures. All procedures and guidelines must be compatible with the provisions of the policy they operationalise.

5.3 As the Designated Officer the Director, Strategic Procurement & Major Contracts can approve associated documents to support the application of these procedures.

5.4 These procedures operate from the last amended date, with all previous iterations of procedures on contracts management replaced and no longer operating from this date.

5.5 All records relating to the contracts management must be stored and managed in accordance with the Records Management - Procedures.

5.6 These procedures must be maintained in accordance with the University Policy Documents – Procedures and reviewed on a shortened 2-year policy review cycle.

5.7 Any exception to these procedures to enable a more appropriate result must be approved in accordance with the University Policy Documents – Procedures prior to any deviation from these procedures.

5.8 Refer to University Delegations – Governing Policy in relation to the approved delegations detailed within these procedures.

5.9 The following roles and responsibilities are specific to these procedures and have been aligned to the authorities and responsibilities in the Contract Management – Operational Policy.

6. Appendices and supporting documents

UniSC Contract Execution Sub-Delegations (login required)