COLLECTIVE BARGAINING IS A PROCESS FOR IMPROVING EMPLOYEES' WAGES, HOURS, AND CONDITIONS OF EMPLOYMENT. ECONOMIC, POLITICAL, AND SOCIAL FACTORS IN EACH COMMUNITY AFFECT WHETHER OR NOT AN AGREEMENT CAN BE REACHED BETWEEN THE NEGOTIATING PARTIES. ONCE AGREEMENT IS REACHED, A FORMAL WRITTEN CONTRACT IS EXECUTED BETWEEN THE PUBLIC EMPLOYER AND THE POLICE UNION, BINDING THE PARTIES TO THE TERMS OF THE AGREEMENT FOR ITS DURATION. THE CONTRACT NEGOTIATIONS ARE ONLY PART OF THE COLLECTIVE BARGAINING PROCESS; AFTER THE CONTRACT IS SETTLED, THE EMPLOYER AND POLICE UNION MUST WORK BILATERALLY AND INDIVIDUALLY TO INSURE THAT THE TERMS AND CONDITIONS OF THE AGREEMENT ARE CARRIED OUT AS INTENDED. THIS PARTICULAR ASPECT OF THE PROCESS IS TERMED CONTRACT ADMINISTRATION AND INCLUDES: (1) IMPLEMENTING THE CONTRACT TERMS; (2) INSURING THAT SUPERVISORY PERSONNEL IN THE LAW ENFORCEMENT AGENCY HAVE A CLEAR UNDERSTANDING OF THE CONTRACT; (3) RESOLVING GRIEVANCES BETWEEN LABOR AND MANAGEMENT OVER INTERPRETATION OF THE AGREEMENT; AND (4) IDENTIFYING PROBLEMS IN THE CURRENT AGREEMENT THAT CAN BE CORRECTED IN FUTURE NEGOTIATIONS. PERSONNEL ASSIGNED TO THE LABOR RELATIONS FUNCTION WOULD HAVE PRIMARY RESPONSIBILITY FOR ALL ASPECTS OF CONTRACT ADMINISTRATION. THE LABOR-MANAGEMENT RELATIONSHIP BETWEEN THE EMPLOYER AND THE LAW ENFORCEMENT AGENCY UNION WILL BE POSITIVE IF FOUR MAJOR AREAS OF CONTRACT ADMINISTRATION ARE OBSERVED: (1) IMPLEMENTING THE TERMS OF THE COLLECTIVE BARGAINING AGREEMENT; (2) TRAINING MANAGEMENT PERSONNEL ON CONTRACT TERMS: (3) ADMINISTERING THE GRIEVANCE PROCEDURE; AND (4) MONITORING THE CONTRACT. IF THESE PRINCIPLES ARE APPLIED, THE FOUNDATION OF THE EMPLOYER-UNION RELATIONSHIP WILL BE SOUND, AND THE LABOR RELATIONS BETWEEN THE POLICE UNION AND MANAGEMENT AT ALL GOVERNMENT LEVELS WILL BE IMPROVED. THE POLICE OFFICERS' BILL OF RIGHTS AND PROVISIONS FOR A 2-DAY TRAINING SESSION ARE APPENDED, ALONG WITH OTHER RELEVANT FORMS AND LETTERS. NOTES AND A GLOSSARY ARE PROVIDED. (JSP)