Major repairs - partnering processWest Highland Housing Association is currently delivering its Dunollie Regeneration Project through the use of Project Team Partnering. The project to refurbish 57 flats and regenerate the surrounding environment of Dunollie has to date been very successful, which we believe can be attributed to the use of a true partnering process.
Project Team Partnering requires working culture based on teambuilding. The essential components of successful partnering are formalised mutual objectives, agreed problem resolution methods and an active search for continuous measurable improvements.
It is important to note that partnering is not:
- A soft option
- A quick fix for a weak business
- About systems and methods.
It is about people, enabling them to operate more effectively and efficiently.
The critical success factor for partnering is the commitment of all partners at all levels to make the project a success. All those involved in partnering need to understand what the process means and there should be a clear understanding of each party's role and responsibilities. |
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Partnering principles promote a climate of trust and agreement on mutual objectives and are applicable to most contracts, whether for development, planned or reactive maintenance. The extent to which this is reflected in a formal Partnering Agreement or Charter will depend initially on the commitment of the RSL to the potential benefits. RSLs should then reflect this in the value based selection procedures for appointing consultants and contractors. These should ensure an appropriate level of knowledge and experience of, and commitment to, the partnering approach.
Major clients of the construction industry are claiming significant benefits in terms of cost and time reductions linked to improved quality from partnering arrangements.
Partnering is only appropriate for organisations who share the fundamental belief that people are honest, want to do things which are valued, and are motivated by challenge. Such organisations trust their people and seek ways to enable them to add value to their business.
Partnering may not be an appropriate procurement tool for all construction or maintenance projects and programmes. For example, it should not interfere with existing successful working relationships developed over time without recourse to partnering. |
