Managing change is an important part of project management and is crucial to the overall success of a project. Changes made in construction projects can happen at any stage of a project’s lifecycle and are a major cause of time delays and cost overruns. Every organisation should have a change control system or process in place because, without the appropriate coping mechanisms or structured change system, the process can result in many disruptive effects, including project failure. Therefore, the aim of this study is to investigate the change control systems that are implemented on construction infrastructure projects by a County Council (local authority) in Ireland. In doing so, it also aims to identify and document any differences, if any, between change systems in public and private sector organisations. The research method undertaken is qualitatively based, encompassing four semi-structured individual interviews with construction professionals on projects located throughout the local authority region. The resultant data is assessed manually using coding techniques, with the keywords and phrases placed into flow charts highlighting the change control system methods that are implemented for both the public and private sectors. Although based on a small sample size, the findings indicate that, in general, the change control systems currently in place are satisfactory; however, many issues are evident, including time, communication, decision-making, root causes, and overall impact. Considering these issues and themes, a new and improved change control system is formulated that is projected to benefit both the public and private sector, particularly the local authority. Overall, the key contribution of this research illustrates that current change control systems are effective; however, improvements can still be made. Nevertheless, this research formalises and develops an improved strategic approach to change control systems on infrastructure projects, which can be utilised by various local authorities in Ireland.