Partnerships

Peek believes in adopting a partnership approach to all projects we undertake. Such a partnership may be established under a formal charter which is used to monitor all progress and activities on a contract. The partnership may also include other key stakeholders in a particular project, including consultants and other supply chain partners.

When a relationship is built on this partnering philosophy, effective monitoring with clearly understood performance criteria will provide 'best value' to the customer.
 

Partnerships VIEW LARGER

Peek sees the specific objective of Partnering is to establish a working relationship between the client and the contractor based on trust. All too often adversarial conditions are employed which do not benefit either party.

Below we have set out the aims and beliefs which we introduce through our partnering approach. This is not an exhaustive list but a set of working ideas which we develop with each individual client to improve the level of service delivery on each specific contract.

  • Improve service levels to public ; focus on outcomes

  • Minimise unnecessary bureaucracy

  • Collaborative not confrontational working

  • Monitoring progress against the agreed objectives, values and defining Key Result Areas

  • Measuring the success of partnering

  • Extending partnering to suppliers and third parties

  • Identifying areas for Best Value review and implementing agreed actions to achieve continuous improvement.

  • Monitoring service delivery

  • Resolving problems quickly and efficiently


The Three Essential Features of Partnering

The strength of many of our relationships is based on a strong partnering culture.

All relationships, customer requirements and expectations are different and working arrangements need to be modified to reflect this.

We pride ourselves on building caring, professional and well maintained relationships with our clients.
 

The Three Essential Features of Partnering


Partnering is not a soft option, and its aim of improving performance can only be achieved with the application of effort and resources. Agreeing performance standards, monitoring performance and identifying improvements are therefore an important element of the Partnering process. We agree that key performance indicators should be developed as a Partnering activity as well as defining key result areas, with a focus on the outcomes. An open assessment of performance in "real-time", rather than when the monthly, quarterly or annual figures are collected, checked and distributed (often some time after the event) offers all partners the opportunity to adjust and correct at a practical service delivery level quickly and efficiently, delivering immediate results.



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