Page 144 - Procurement guidelines for smart sustainable cities - A U4SSC deliverable

Dos and don'ts

Table 26: Dos and don’ts-Manage contract changes
Table 26: Dos and don’ts-Manage contract changes

Do Don’t

be aware of any risks caused by contract do not allow contract changes that go
changes significantly beyond the scope of your original
requirements
agree changes in writing with your
supplier

keep evidence of any contract changes
in case of disputes and to maintain an audit trail

Table 27: Dos and don’ts-Close the contract
4.4.4 Close the contract

Do
Work with suppliers to close projects and review how they went. Don’t
plan well in advance for contract closure do not close a contract without carefully
Why it's important considering the continuity of services
ensure that data and technology can be
transferred back to you or to a new supplier
Closing a contract should begin well in advance of the end date of a specific project. This is so that
public officials and stakeholders can:
review the buying process and the
delivery phase at the end of the contract
• ensure they received what was agreed from their supplier;
• pay the supplier;

• manage any handover issues; and

• review how the whole project went.

This work may need to be done while public officials and stakeholders are simultaneously managing
an existing contract or starting a new procurement. However, it is a crucial step to help inform
future buying decisions.

What it means

There will be a number of administrative steps to carry out with suppliers at the contract closure
stage including:

• formal acceptance of deliverables;

• payment of invoices;
• transfer of data and information;

130 Procurement guidelines for smart sustainable cities | May 2023

Procurement guidelines for smart sustainable cities | May 2023 9