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. We will provide the required works, to the highest standard, with the minimum input from the client, with meaningful performance criteria. In return we expect adequate reward which will again avoid the adversarial conflicts all too often experienced in other contracts.

Below we have set out the aims and beliefs which we introduce to this type of contract. This is not an exhaustive list but a set of working ideas to which we develop with each individual client to improve the level of service to the public.

  • Improve service levels to public
  • Minimise unnecessary bureaucracy
  • Collaborative not confrontational working
  • Monitoring progress against the agreed objectives and values.
  • measuring the success of partnering.
  • Extending partnering to suppliers and third parties.
  • Inducting new opportunities
  • Identifying areas for Best Value review and implementing agreed actions for continuous improvement.
  • Monitoring service delivery and continuous improvement.
  • Keeping partnering alive.
  • Resolving problems quickly and efficiently

The Three Essential Features of Partnering

Peek has gained a broad range of experience of partnering contracts. We currently have in excess of 50 term contracts with local authority clients and the strength of many of these relationships is based on a strong partnering culture.

One lesson learnt so far is that all relationships, customer requirements and expectations are different and working arrangements need to be modified to reflect this.

   The Three Essential Features of Partnering

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

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 and output focused element of the Partnering process. We agree that the key performance indicators set out in the documents should be developed as a Partnering activity and that this approach should apply both to the "fine tuning" of standards in use and the results of monitoring systems. 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.

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