Partnering is not a technique – it’s an attitude. An
attitude born of the belief that more can be achieved in an atmosphere
of co-operation and trust than can be achieved in one of suspicion
and conflict.
David Miles and Partners have always partnered; long
before Egan. It
was instrumental in the development of the Practice in the early
1980’s and has sustained it through times of recession.
Not
called ‘partnering’ back then was the simple
view that to understand what a client required (not always what
a client wanted) meant getting to understand that client (the
organisation and the
people) and operating as an extension to the client’s business. At
times it meant behaving like a satellite office.
As a Social
Housing Specialist in Mechanical and Electrical Services this
necessarily encompassed resident consultation, which inevitably
required an understanding of residents’ views
and proffered guidance (sometimes firm) to ensure that correct
technical solutions were not compromised.
Whilst this approach
would result in a satisfactory design it was worth little without
involving a contractor willing to approach the work in a similar
spirit of co-operation for mutual benefit.
Even in the 1980’s
there were (and still are) a number of specialist M & E installers
prepared to work with client and consultant without reverting to
the formal, written, conventional contract document. The
approach was simple, with one or two initial review meetings followed
by continuous dialogue and flexibility to achieve prompt completion
within budget whilst minimising disruption.
Notwithstanding this apparently
informal approach all significant decisions were recorded to provide
an audit trail for subsequent examination.
This approach of ‘co-operation,
not contention’ has
been applied whenever possible with, in the main, any errors
and omissions by any party accommodated by the ‘team’ overall.
This
last 25+ years of experience in the social housing market has identified
some key elements to successful partnering.
- True specialists in the field must be used. This applies
to all types of consultant and contractor / sub-contractor. They
must have experience and a good track record.
- Whilst a firm or organisation must have a stated commitment
to co-operation this is of little value unless the personnel
on the ground are at least equally committed and are fully
supported by their management.
- Risk sharing must be understood by all parties and
accepted by all, including the client.
- ‘Added Value’ pre-construction comes from really
knowing what is required and delivering the appropriate design
solution. This is based in experience and being a true
social housing specialist (as well as a general practitioner).
Some particular techniques have proved useful in encouraging
contractors to ‘add-value’.
- Requiring an installer to undertake, say, 3 years defects
rectification, service and maintenance following contract completion,
with the enlightened seeing this as additional income in exchange
for a better quality product / materials.
- Writing service and maintenance contracts for extended periods
to give the contractor ‘guaranteed’ turnover
in return for reduced unit costs.
What has been learned over the years?
- Partnering isn’t new. It’s ‘getting
along’ to mutual benefit, even when it sometimes means
compromise. It relies on people, not contracts.
- It is, understanding that everyone has problems and working
together as a team to resolve them.
- It’s not a culture of ‘no blame’. It’s
more a culture of ‘no recrimination’.
- More recently, within formal and informal ‘structured’ partnering
arrangements, the use of a Partnering Advisor within the team
has proved useful. This ‘independent’ member
of the team can take the ‘chair’ with all active
members feeling ‘equal partners’.
What is our experience of ‘partnering’ in its
current sense?
Major projects include:-
- Full partner in a £18m new build development for
Stadium H.A.
- Informal partnering with Southern Homes, and others, on a
stock transfer regeneration project in Hackney. Here, the client
team, design team and three separate contractors worked together
to deliver a quality product.
- A five-year programme of lift service, maintenance, repair
and renewal for Hyde Southbank Homes.
- Decent Homes packages (total £45m) for various
estates in L B Islington (2005-2010)
The
high enquiry level of previous years is maintained with “partnering” in
all sorts of forms apparent.
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