WHY CHOOSE PARTNERING

2

WHY

CHOOSE

PARTNERING?

For too long the construction

industry has been divided by

factionalism and conflict, which

has contributed to poor

performance, dangerously low

profit margins and poor morale

among consultants, constructors

and suppliers. Understandably,

clients in both the public and the

private sectors have become

increasingly dissatisfied. What

they see is unpredictability and

under-performance. What they

receive is too often of poor

quality, late and overpriced,

provided by a process seldom

offering best value.

A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

Much had been done and much more is beingdone to address these major issues facing theconstruction industry. In 1998 the ConstructionTask Force set up by the Government publishedits report Rethinking Construction. This gavebirth to the Movement for Innovation (M4I) anda pool of demonstration projects, which in thenew spirit of openness, provide a bank ofknowledge on good practice and innovation.The Government has followed this up with itsown guidance documents produced by theTreasury.

The Construction Industry Councilenthusiastically supports these initiatives and thenew thinking and cultural change they arehelping to engender in clients, consultants,constructors, specialist contractors and suppliers.

At the heart of Rethinking Construction is theconviction that an integrated project processwill deliver the best value to the client anduser. The process must however embrace thecombined talents of the full project team asearly as possible. The team must be in placefrom concept to completion and be whollyfocused on the needs of the client and users.

Central to this integrated processis project team partnering - astructured managementapproach to facilitateworking together. Theproject partnering teammust include the clienttogether with consultants,constructor/constructionmanager, key specialists, andkey suppliers. The team membersform a ‘virtual company’, acting co-operativelyand making decisions in a blame-freeenvironment of trust. This will raise thecollective performance and aid more effectiveworking, with the focus firmly on agreedcommon goals.

Underpinning the successful project partneringteam will be openness, clearly articulatedmutual objectives, a problem resolvingstructure, a commitment to continuousimprovement - measured against KeyPerformance Indicators (KPIs) - and a

3 A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

mechanism to manage the risks and fairly sharethe rewards.

If conducted properly the benefits will reachwell beyond saving money. There will be:

Greater client and user satisfaction with theend productElimination of barriers that have developedbetween consultants and constructors andspecialistsReplacement of a blame culture with atrusting environmentDramatic cut in waste through less relianceon tendering, using techniques includingvalue engineering and risk management,getting things done right first time, andthrough lean thinkingSharing knowledge

These benefits are becoming increasinglyunderstood, not least by the public sectorauditing bodies who support a “best-value”approach to construction projects. However, tosatisfy the auditors it is essential to:

Plan the partnering procurement process anddemonstrate that it has been followedthrough in a rigorous and clearlydocumented mannerDemonstrate best value through KPIs,benchmarking and continuous improvement

There has been much talk about partnering, butso far there is a severe lack of helpful guidancefor those who wish to embrace this newthinking more fully. This document is aimed atproviding that vital guidance for everyone whosees the potential of partnering but is unsure ofhis or her ground. It gives the key pointers tomany of the questions that newcomers andeven the more experienced will raise.

When should I start looking for partners?Who should be my partners?How should I select partners?How do I ensure that the partnering processworks?

Beyond advice this document also fulfils agaping need by suggesting a template for amulti-party partnering contract. This template

has been developed by leading legal expertsand informed by all sections of our industry.Hopefully it will not only be useful in itself,but will also help inform the developmentof standard contracts.

Change is seldom easy, but the industrymust change, not least because Governmentprocurement policy for all public sectorconstruction projects is predicated on“Rethinking Construction” and theintegrated project process. The NationalAudit Office supports this procurementpolicy, which is enunciated in the TreasuryProcurement Guidance Documents.

Policy and guidance will evolve anddevelop as they are progressively informedby best practice evidence and experience.This partnering guide should also evolve,locked into a process of continuousimprovement. It will be informed not onlyby those M4I and Housing Forum projectsthat demonstrate project team partneringand the integrated process, but also by thecomments and experiences of readers andthose that use it as a practical guide.

C O N S T R U C T I N G A BE

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4A G U I D E TO P R O J E C T T E A M PA RT N E R I N G

WHEN SHOULD I

START LOOKING

FOR PARTNERS?

The whole process starts and ends

with the needs of clients and users.

Having established these needs the

client, in liaison when appropriate

with users and the partnering adviser

(see later), must develop a well

considered brief that spells out the

project objectives and establishes a

realistic budget and programme.

Where relevant, they must properly

evaluate what statutory or regulatory

requirements they will need to satisfy,

such as gaining planning approval,

and how long that will take.

When this has been accomplished it is time tobuild the project partnering team.

It is paramount that the key members of theproject partnering team are appointed at thevery earliest stage and before making a detailedplanning application. In many instances,especially where the client has less experience,it may be that advisers are brought in to helpformulate and articulate the original brief.These advisers may well later become membersof the project partnering team.

The diagram below illustrates the benefits ofearly selection of key members of the projectpartnering team and the advantages ofengaging the talents of specialists in the pre-construction phase.

Added value

Adding value through project team partnering

Start on site Completionon site

Partnering approach

Traditional contractual approach

Pre-construction period

Pre-construction period

Construction period

Construction period

• Faster construction• Higher quality• Cost savings• Less waste• More sustainable• More suitable to use• More creativity• Improved safety• Fewer disputes• Shared knowledge• More fun• Feedback


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A G U I D E TO P R O J E C T T E A M PA RT N E R I N G5

The typical objectives that the client would setbefore starting the selection process might be:

Commitment to enter into a multi-partypartnering contractA given quality standardMinimum on-site construction periodCertainty of completionMinimum whole-life costSustainable solutionAgreed Maximum PriceZero defectsRespect for people

Having established the objectives, the client isthen in a position to embark on a selectionprocess.

Time

Early research and defining unknownsallows for designing out of risks.

Early appointment of key specialists increasesteam knowledge allows for more creativity, improves

buildability of design.Swifter resolution of conflict in blame-free culture.Group committed to quality, satisfying client (user)

needs, best value, better human relations,safety sharing knowledge, sharing gains and

eliminating waste.

Innately adversarial.Project team members face conflictbetween allegiance to project and

allegience to their employer.Few opportunities for creativity as

roles strictly determined by contract.Design rigid before specialists have

opportunity for input

Note there is greatervalue added with the partnering

approach after completion asa result of greater feedback

A G U I D E TO P R O J E C T T E A M PA RT N E R I N G 6

HOW

DO I SELECT

THE RIGHT

PARTNERS?

Clients who regularly undertake

construction projects are likely to

have built up relationships with

consultants, constructors and

suppliers and will often turn to them

first when embarking on a new

scheme. These relationships may be

loose or formalised. However, for the

majority of clients, not necessarily the

majority of projects, teams may be

being built for the first time. What is

essential is that the selection process

is systematic.

One of the more important first appointmentswill be the partnering adviser, whether a clientundertakes work regularly or not. Thepartnering adviser can come from any suitablediscipline, but his or her skills set must be rightfor the role and the proposed project.

It is imperative that the partnering adviser is notthe client’s representative (see glossary), as trustwithin the project partnering team will bethreatened if the adviser is not regarded as anindependent authority with an interest in thesuccess of the project as a whole. Initially andimportantly there must be commitment andtrust in the relationship between the client andthe adviser and this trust must be carriedthrough in the relationships with the appointedpartnering team members.

In general the partnering adviser would not bea party to the partnering contract, althoughthere are no absolutes on this. The role is tofacilitate the smooth creation and developmentof the project partnering team.

The role of the partnering adviser is broadlythe following:

Guide in the selection and partneringprocessAssist in team buildingRecord and document the project partneringteam relationships, the commitments madeby each party and their expectations in amulti-party partnering contractTo provide a first port of call in the event ofmisunderstandings or disagreementsbetween project partnering team members

Alliances

Clients who have established long-termrelationships with various consultants,constructors or suppliers may well also havebuilt teams that they hold in high regard, whichwork well in meeting or exceedingexpectations. Such teams may have evolvedinformally over a number of projects or theymay have been selected as part of a frameworkagreement.


What is imperative is that these long-termrelationships or alliances are working to deliverimproved performance. The relationship witheach individual key member of the projectpartnering team should come about on thebasis of mutual interest and respect.

A high level of continuity from project toproject will afford the team members greateropportunity to co-operate effectively and investin improving their performance, adding greatervalue to each successive project.

As the Construction Task Force said: “A teamthat does not stay together has no learningcapability and no chance of makingincremental improvements that improveefficiency over the long term.”

Project team partnering on a number ofconsecutive projects, or alliancing, is apowerful tool to deliver improved performance.

One-off projects

Essentially partnering is non-prescriptive, butthere is one golden rule: selection should notbe about lowest price, but best overall value.

The key capabilities of consultants,constructors, specialist contractors andsuppliers lie in their people and knowledgebase. When looking to select partners, clientsshould look first to the people and the culturewithin which they work. Similarly thoseconsultants, constructors and suppliers courtingclients or being courted by clients shouldlikewise look to the people and culture of thosewith whom they are seeking to build a closeworking relationship.

For project team partnering to be successful itis important to select on the basis of attitude toteam working and the integrated process, andthe ability to be dynamic, to innovate and offerefficient solutions as well as seek positivesolutions to problems.

Additional criteria might need to bedemonstrated that could include:

True partnering ethos at senior managementlevelEvidence of training and development ofstaff in the culture of partnering and theintegrated processGenuine commitment to open-bookaccountability, to value engineering, todeveloping an Agreed Maximum Price, andto being open about and sharing savings andideasCommitment to building team relationshipsthrough Partnering Workshops, groupactivities and eventsCommitment to measure performanceagainst the Key Performance Indicatorspublished by the Construction Best PracticeProgramme as a minimum, and against othersector specific indicators as they are issuedSound organisation with an establishedcapability of delivering qualityRespect in the market place for reliability,providing a good service and being a fairemployerEstablished stable management andworkforceGood health and safety policy and recordGood working and human relationships withother potential or actual members of theproject partnering teamAbility to empathise with the client'senvironment, culture and personalitiesSufficient resource available when neededSound knowledge base related to the projectEvidence from previous projects of an abilityto improve quality, deliver early and savecosts through innovationSound IT knowledge base andinteroperability of software with other teammembers and client

This is not an exhaustive list; there may beother suitable criteria to include, depending onthe demands of the client or specific project.By adopting the above criteria, or similar, itbecomes simpler to demonstrate and accuratelyaudit best value. The National Audit Officesupports this best value approach for publicsector projects.


But the strongest recommendation must be toselect the best project partnering team that theclient can afford. It is unwise to skimp on costswhen building the team. These costs represent asmall part of the overall expenditure and willinfluence how the rest of the money is spentover the whole life of the project.

Project team partnering must be conducted withtrust. If money and the bottom line point theteam members in different directions, trust willbreak down or disappear.

Quality Based Selection (QBS)

The QBS process provides a practical way toselect potential partners. It has been usedextensively elsewhere in the world and isbecoming more commonplace in both publicand private sector procurement in the UK. Insimple terms it is a process whereby the clientallots a weighting to each and all the selectioncriteria according to their worth to the overallproject. Candidates are scored on each of thecriteria and the weighted totals at the endindicate their relative suitability.

This process is the policy of the ConstructionIndustry Council, in line with its agenda toimprove quality. More detailed guidance can befound in Quality Based Selection ofConsultants: a key to design quality, publishedby CIC. A copy of an evaluation form takenfrom the QBS report is printed in the appendixto this document.

The precise selection process may varyaccording to circumstances, such as the level ofexperience and knowledge of the client, thenature of the project and the specialisation ofthe team member being sought. But thefollowing gives a guide to the principles of theprocess.

Step 1:

The initial step is for the client or users to forma selection panel to assess the candidates. Thepanel may be drawn from key people who willbe involved with the project on a day-to-daybasis, representatives from the users and those

who have specialist knowledge within the clientorganisation. It may also be that panel membersare drawn from outside the client organisation,for instance consultants who are engaged toadvise on the brief and setting the objectives.The important point is to get together the panelthat can best assess the potential partnersagainst the needs of the client and/or users.Government agencies often have specific rulesor policies regarding selection committees.

The criteria that will be used to rank thecandidates must be established and relativeweightings given to each according to theirimportance to the overall objectives.

Step 2:

Potential project partnering team members willbe selected initially from a wide list of possiblecandidates. This may be done from lists alreadyheld or through public advertisement, but forpublic sector projects the Government prefersthat selection be made using its pre-qualification register, Constructionline.

The client will invite the possible candidates tosubmit focused “Statements of Quality”. This isto assess the capabilities of the variouscandidates and their suitability as project teammembers. The requests from the client willprovide all necessary administration and contactdetails, details on the scope of work andbudget, the information required from eachapplicant, the selection criteria and the relativeweightings and any deadlines, along with othernecessary information.

The objective is to create a short-list of three(ideally, but more if necessary) for eachpotential team member.

Step 3:

The statements of quality are evaluated andranked by the client's selection panel, with thegoal of selecting the firm, individual or pre-assembled team most qualified for the project.

Evaluation forms should be used for eachcandidate that include the weightings and theirscores against each of the pre-determined


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selection criteria (As mentioned a sample tallysheet taken from the QBS guide is printed in theappendix). This is a useful tool for evaluating,ranking and ultimately selecting the bestcandidate.

Candidates should be evaluated separately byeach member of the client’s selection panel.The chair of the selection panel will collate theindividual score sheets when all the short-listedfirms or individuals have been evaluated. Thisprovides a documented record of the selectionprocess, which is important for reasons ofprobity and will be essential if the process isaudited or questioned in the future.

The selection panel should achieve the rankingand selection by consensus, rather than bymajority vote. One reviewer should not bepermitted to unduly influence the outcome ofthe selection process, but grave misgivings mustbe taken fully into account as they may taint theproject later.

Step 4:

Having narrowed the field, the selection panelshould conduct interviews with the short-listedpotential team members.

Project partnering team building begins here. Itis crucial to the success of the project that theclient and potential partners get on and have agood rapport and understanding. The interviewswill also provide an early warning of anypotential conflict between likely team members.

The selection panel should visit projects and theoffices of the prospective team members andmeet the senior executives to be totally satisfiedof their commitment to project team partnering.

From the point of view of the potential teammembers the interviews will also provide anopportunity to consider honestly whether theyfeel comfortable with the project, the client and,if any have been selected, other team members.

It is essential to establish from the potentialteam members at the outset that there is acommitment from the key personnel to staywith the project through to its completion.

The interviewing process, while seeking toestablish a rapport with the potential teammembers, should also be conducted with thesame rigour as the initial quality andcapabilities selection procedure. Theinterviewing should be standardised for allcandidates and a score given according to pre-established criteria. The scores should beweighted and assessed in the same way as wasused to rank short-listed candidates.

The client should let all teams, firms orindividuals know when the choice will be madeand when they will receive a communicationregarding the outcome. If possible, the panel'sdecision should be made known on the samedate as the interviews, after the panel has hadsufficient time to evaluate all teams, firms orindividuals.

Step 5:

The client is then in a position to negotiate a feeand finalise terms of contract with those whohave achieved the best score. Clients mustremember that in such negotiations codes ofconduct should be taken into account. Forexample, architects have an obligation to ensureadequate financial resources to carry out theirrole in the project properly, and for them thishas statutory force under the Architects Act.

It may be at this stage that terms cannot beagreed for whatever reason. The client is then ina position to enter into negotiations with thesecond placed candidate.


HOW DO I

ENSURE THAT THE

PARTNERING

PROCESS WORKS?

The key to making the partnering

process work lies in building and

maintaining strong teams. A good

team produces far more than the sum

of the efforts of its individual

members; poor teams more often than

not produce less. Right from the

outset it is essential that team building

and maintenance are in the minds of

those charged with bringing the team

together. Getting the team right will

be at the forefront from the first steps

in the selection process.

Having selected the project partnering teammembers the next move is to bind them into ateam. It is advisable to begin this process atworkshops away from the potential pressurecooker of the actual project. This will allowrelationships to develop in an “interest neutral”environment, where the team members canlearn to work together, get to know each otherand build mutual respect, trust and loyaltywithout the normal commercial perspectivesprejudicing their views of each other.

Workshops:

Once the key members of the team have beenselected a workshop should be arranged withall of them, led by an independent facilitator.This is necessary to start bonding the teammembers including the client and, whereappropriate, the users.

It is important that early advice is taken fromthe partnering adviser to ensure that a suitablefacilitator is appointed. The role of thefacilitator is critical in laying the foundations onwhich the team is built. The partnering advisershould be at all workshops.

This is where co-operative networks start toform and are shaped so that all members of theteam succeed in both their personal andcorporate objectives. The aim is to get the teamworking creatively, co-operatively and evenmore for them to have fun as a team. Energyand effort put in here will generate creativethinking, understanding and innovative workingthat will later benefit the team and the project.

For a successful project team partneringprocess it is essential to define the activitiesclearly and programme them to a critical path.The aim is to foster good, resilient anddeveloping relationships, creativity and totalsupport for each other.

The energy put into this aspect of the partneringstrategy is the key to its success.


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Initial Project Team PartneringWorkshop

The first workshops should include the selectedteam members and their senior staff.

The independent facilitator would usually inviteeach individual to open up and talk about theirstrengths and weaknesses both in their workand social lives. The aim is to identify theindividual's character as well as experiencerelevant to the project.The facilitator will try to identify any fears orconcerns an individual may have of otherpeople in the team and see if these can bedispelled through discussion.

During the workshop it may be that unforeseenclashes between personalities are highlightedthat cannot be resolved through discussion.This should be openly recognised with noblame attached. The solution may lie in anindividual or individuals stepping down tomake way for colleagues more suitable for theteam. For partnering to work, friction must bespotted early and dealt with openly.

The facilitator will devise suitable activities orexercises to underpin co-operative working andcorporate decision making.

Each individual's own objectives for the projectwill be identified first. Then mutually agreedobjectives will be clearly defined relating toquality, delivery, cost, sustainability, partneringcreativity, progress, etc. These will be includedwithin the multi-party partnering contract thatall members of the project partnering team willsign.

It is also appropriate at the initial workshop todefine a regime for open-book accountabilityand to determine how to share fairly among theproject partnering team any cost savings. Abase formula for this must be agreed.

A typical programme of an active partneringprocess for a project of approximately £5million cost might include the following teambuilding activities:

Outdoor eventsTeam activity researchProblem solving - risk analysisTasks to be achieved as a teamAnalysing how the best results areaccomplished together as a teamOvercoming individual fearsDeveloping trust to enable betterperformance from the teamUse the combined intelligence, knowledgeand skills of all the team members todevelop innovative and creative solutions

A timetable for the partnering process activitiesshould be discussed and agreed by the team.(More detail is provided by way of a timetablein the appendix)


WHY A PROJECT

TEAM-BASED

PARTNERING

CONTRACT?

There has been much talk in the press

and comments from industry experts

that may suggest that partnering is not

about contracts. This is partly true.

What partnering is not about is for

each party to use contracts to

strengthen their position at the

expense of others and the overall

project. It is not about the conflict

and the lengthy and costly disputes

that are too frequently the end result

when parties are bound by

intrinsically adversarial contracts.

An effective partnering contract should supportthe full partnering team and aim to deliver anintegrated project process. Logically it shouldreplace any of the existing standard contractforms.

An effective contract can play a central role inpartnering. It sets out the common and agreedrules; it helps define the goals and how toachieve them; it states the agreed mechanismfor managing the risk and the rewards; it laysdown the guidelines for resolving disputes. Butthe central thrust of the new thinking is that acontract should not encourage a self-serving oradversarial stance or a battle with other teammembers for the benefit of one party.

Creating a contract that can accommodatethose aspirations is clearly of paramountimportance in the development of partnering.For the avoidance of doubt what we are talkingabout is a legally binding contract and not anon-legally binding charter or any equivalent.

The Housing Forum published a report this yearcalled How to survive partnering - it won't bite.It was the result of a wide-ranging survey andconcluded that: “There was almost unanimousagreement that partnering agreements shouldbe in place early in the project and that theseagreements should be formalised andeventually merged with contracts.”

Clients, constructors and consultants engagedon partnering projects have frequently lookedfor a project team-based form of partneringcontract that fully embraces the objectives ofthe Construction Task Force and moves awayfrom the adversarial traditions of theconstruction industry.

This raises a number of issues, not least thequestion of the logical contractual structure fora project partnering team. Should there beindividual two-party contracts betweenmembers, or can a construction contract adopta multi-party approach, whereby the client, theconstructor and all consultants and specialistswork together under the same document?

The essence of a multi-party contract forpartnering is that it encourages a joint


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commitment to the project. Otherwise there isalways the temptation, when a problem arises,for team members to disassociate themselvesfrom it by hiding behind their normal two-partydocuments.

The multi-party approach underpins a jointcommitment to innovation, increased efficiencyand reduced waste. It can also embody thescope for agreed project partnering teamincentives and shared benefits.

Fundamental to partnering is that there is anintegrated project process embracing design,supply and construction. The question iswhether a form of partnering contract canaccommodate collaborative designdevelopment and govern the inputs into thedesign from the constructor - including keyspecialists - before and after construction starts.Critical to this is a system of supply-chainpartnering that affords an opportunity for keyspecialists to sign up as full members of theproject partnering team.

So that control remains effective and does notbecome too unwieldy, the project partneringteam can be guided by a core group of keyindividuals (drawn from appropriate projectpartnering team members). They provide anearly warning system for problems and meetregularly to review progress. Taking trust andaccountability to the team as a whole as agiven, this core group will allow the team tooperate more effectively and be more fleet offoot.

Risks and the cost of risks will always be keyissues in any project. These risks must not behidden or ignored in finalising contract termsand an effective partnering contract needs aclear system for reducing and managing risksopenly and fairly. An equivalent agreed systemis needed in advance to cover the cost andtime implications of changes.

A partnering contract should also recognise theneed for measuring performance against agreedproject-focused Key Performance Indicatorsand encourage a commitment to continuousimprovement.

Fundamentally any successful partneringcontract must also discourage parties resortingto lengthy and costly adjudication, litigation orarbitration of disputes. There must be aneffective system for resolving problems quicklyand effectively within a no-blame culture.The following document is a template not amodel contract. It sets out model heads ofterms for a multi-party project partneringcontract, with provisions for alliancing whereappropriate and with explanatory notes. Thisdocument and the explanatory notes are forgeneral guidance. It is essential that furtherlegal and other professional advice is taken onthe drafting of any partnering contract.


1. PROJECTS AND PARTNERING TEAM (NOTE 1)

(A) Identification of (first) Project and, where partneringrelationship covers Strategic Alliancing, futureProjects.

(B) Identification and roles in relation to (each) Projectof:-• Client;• Building/Engineering Constructor (“Constructor”);• Client Representative;• Architect/Structural Engineer/Services Engineer/

Quantity Surveyor/PlanningSupervisor/Environmental Consultant/otherconsultants (“Consultants”);

• Certain Sub-Contractors/Suppliers/Sub-Consultants (“Specialists”) (NOTE 2)

(together the “Project Partnering Team”).

All Project Partnering Team members sign multi-partyProject Partnering Contract. (NOTE 3)

(C) Additional members can join Project PartneringTeam by signing Joining Agreements.

(D) Partnering Team work in collaboration for benefit ofProject.

(E) Recognition of separate Client Representative andother Consultant Appointments and SpecialistContracts but must not conflict with PartneringContract. (NOTE 4)

2. PARTNERING DOCUMENTS

(A) Partnering Contract in place of Building/EngineeringContract documenting all stages of (first) Project and(if Strategic Alliancing relationship) outliningaspiration to undertake (and documenting all stagesof ) future Projects.

(B) Other Partnering Documents include:

• Partnering Charter; (NOTE 5)• Partnering Timetable;

MODEL HEADS OF TERMS

FOR A MULTI-PARTY

PROJECT PARTNERING

CONTRACT

NOTE 1The Project Partnering Contract drawstogether the rights and responsibilities of allmembers of the Project Partnering Team in asingle integrated document. It also governsthe partnering relationship from the earliestpoint, as soon as a Constructor has beenselected and prior to development ofdetailed designs and prices.

Not all of the listed Partnering Teammembers will be relevant for every type ofProject, and on certain Projects more thanone role may be fulfilled by the same party.

NOTE 2If a key Specialist has not been identified intime to sign the Project Partnering Contract,it can sign a later Joining Agreement tobecome a party to the original ProjectPartnering Contract.

NOTE 3Need to consider:

- whether offers from prospectivePartnering Team members should beinvited on a competitive or non-competitive basis;

- appropriate criteria for evaluation ofoffers;

- what procedure should be adopted forevaluating offers.

NOTE 4The Client is free to engage its ClientRepresentative and Consultants underseparate appointments, but theseappointments must not conflict with theProject Partnering Contract.

Similarly, the Constructor can appointSpecialists under separate Sub-Contracts, butagain these must not conflict with the ProjectPartnering Contract.

NOTE 5The terms of the Charter need to be carefullyprepared. Even the provisions of a non-binding Partnering Charter, which wasexpressed not to affect the terms of aBuilding Contract, might be taken intoaccount by an arbitrator or court in making adecision concerning the opening up orreviewing of a certificate under the BuildingContract.

EXPLANATORY NOTES

• Client Brief setting out what the Client requires from (each) Project;

• Constructor’s Proposals for (each) Project;• Price Framework;• Key Performance Indicators;• For (each) Project, set of further Project Partnering

Documents developed in accordance withPartnering Contract. (NOTE 6)

(C) All Partnering Documents complementary - duty ofProject Partnering Team members to warn of errorsor discrepancies as soon as possible, not to exploitthese, and to resolve them constructively within theProject Partnering Team.

3. COMMUNICATION AND ORGANISATION

(A) Commitment to transparency and co-operativeexchange of information.

(B) Communications framework and procedures.

(C) On (each) Project, Project Partnering Team establishcore group (the “Core Group”) to reviewimplementation of Partnering Contract. (NOTE 7)

(D) Meetings and chairing of Core Group, decisions ofCore Group by consensus.

(E) Limits on changes to individuals in Core Group.

(F) Early warning system requiring Project PartneringTeam members to notify each other as soon as awareof any matter adversely affecting or threatening (any)Project or that member’s performance underPartnering Documents.

(G) Meetings of Project Partnering Team.

(H) Project Partnering Team seek to establish broaderinvolvement in partnering by other interested partiesincluding for example:-• Funders• Tenants• Regulators• Insurers• Others as agreed (NOTE 8)

(I) In Strategic Alliancing relationship, ProjectPartnering Team members inform each other ofrelevant potential Projects.

(J) Secondments/office sharing/access to other ProjectPartnering Team members’ computer networks/databases etc - appropriate protocols required.

NOTE 6Partnering documents will not be fullydeveloped at the point of entering into theProject Partnering Contract, but should befully developed by Partnering TeamMembers, and incorporated in a ProjectCommencement Agreement (see Note 22)before any Project commences on Site.

NOTE 7The Core Group are individuals (employeesof certain Partnering Team members) whoare central to implementation of thepartnering relationship. Partnering Teammembers should be notified of and entitledto attend Core Group meetings if they wish.

NOTE 8It is not envisaged that other interestedparties should necessarily become PartneringTeam members but they may be invited toattend certain workshops and otherpartnering events in order to encourage theircontributions to the Project


4. PARTNERING OBJECTIVES

(A) Establishment, development and implementation ofpartnering relationship in accordance withPartnering Documents, in order to achieve forbenefit of (each) Project and Project Partnering Teammembers:-• trust, dedication to common goals, understanding

of each other’s expectations and values; (NOTE 9)• finalisation of designs for (each) Project and

agreed prices for (each) Project and the supplychain for (each) Project;

• innovation, improved efficiency, costeffectiveness, reduction/ elimination of waste andlean production;

• completion of (each) Project within agreed timeand price and to agreed quality;

• measurable continuous improvement by referenceto targets described in 4(B);

• commitment to people including users, occupiersand staff.

(B) Implementation of recommendations and pursuit oftargets identified by Construction Task Force July1998 Report “Rethinking Construction” namely:-

Recommendations:-• product development;• project implementation;• partnering the supply chain;• production of components;

Targets (as indicated in Key Performance Indicators):(NOTE 10)• reduced capital cost and whole life costs;• reduced time;• reduced defects;• reduced accidents;• increased predictability;• increased productivity;• increased turnover and profit;• improved quality; • improved sustainability.

5. PROJECT MANAGEMENT

(A) Role and authority of Client Representative. (NOTE 11)

(B) Framework and procedures for:-• value engineering;• value management;• risk management.

NOTE 9If a duty of “good faith” is adopted as acontractual obligation, it will apply to allPartnering Team members.

Issues in relation to a duty of good faith asan operative contractual provision includeuncertainty, as it may be construed as beingtoo vague to have any legal effect or asrequiring parties to act in good faith in allmatters. Good faith is an uncertain conceptin English law, which may or may not allowa party not to be strict in its application ofcontractual provisions (e.g. as to extensionsof time).

As an alternative, certain obligations couldbe made specifically subject to duty of goodfaith or an analogous but clearer duty (e.g.an obligation to notify other Partnering Teammembers of ambiguities in documents assoon as possible and of potential problemsand disputes as soon as they becomeapparent).

NOTE 10The targets follow the categories of theConstruction Task Force targets, with theaddition of quality and sustainability.Specific targets need to be identified andreflected in the KPIs for each Project in allrelevant categories and such additionalcategories as may be agreed betweenPartnering Team members.

NOTE 11The Client Representative can be from anyprofessional discipline but should beindependent from the other Consultants andthe Constructor, and should have experiencein management of an integrateddesign/supply/construction process.


(C) Proposals for partnering workshops by reference toPartnering Timetable and production of PartneringCharter. (NOTE 12)

(D) Role of Partnering Adviser. (NOTE 13)

6. PARTNERING AND PROJECT TIMETABLES

(A) Subject to satisfying agreed pre-conditions, (each)Project proceeds in stages indicated in PartneringTimetable. (NOTE 14)

(B) Designs and prices developed and completed inaccordance with Partnering Timetable subject toconsultation with Project Partnering Team membersand final approval by Client. (NOTE 15)

(C) Supply chain partnering progressed by reference toPartnering Timetable.

(D) Date of Possession and Date for Completion andProject Timetable for execution of (each) Project onSite for Core Group agreement by reference toPartnering Timetable and final approval by Client.

7. HEALTH AND SAFETY/SITE WELFARE

(A) Designation of CDM planning supervisor andprincipal contractor.

(B) Project Partnering Team members committed toreduce reportable accidents on (each) Project and toimplementing appropriate site welfare measures on(each) Project.

8. DESIGN AND PROCESS DEVELOPMENT

(A) Identification of arrangements for design co-ordination, contributions to relevant aspects ofdesign by each Partnering Team member andcollaborative development of integrateddesign/supply/construction process. (NOTE 16)

(B) Framework and procedure for submission to CoreGroup of reports on alternative solutions forintegrated design/supply/construction process for(each) Project.

(C) Framework and procedure for Partnering Teammember input to integrateddesign/supply/construction process (e.g. workshopsat which alternative design proposals are presented).

NOTE 12Need to consider:-

- the extent to which provisions should beprescriptive in Partnering Contract as totiming and structure of PartneringWorkshops;

- provision for Partnering Workshopsinvolving the supply chain.

NOTE 13The new consultancy role of “PartneringAdviser” is an important resource insupporting the Partnering Team and thepartnering process. It is recognised that,while written guidance can encourageadoption of the partnering process, practicalsupport will be necessary from advisers withthe requisite skills and experience. APartnering Adviser could be from anyconstruction profession, or even the legalprofession, and much will depend on theskills and expertise of the individual ratherthan the organisation.

The Partnering Adviser can guide theselection and development of the ProjectPartnering Team and prepare (on an even-handed basis) the documents that record theteam’s commitments, procedures andexpectations, and will be available to adviseand assist the Partnering Team throughoutthe Project, including as a first port of call inthe event of problems or misunderstandings.

NOTE 14It is important to establish the PartneringTimetable at the time of signing the ProjectPartnering Contract, in order to govern theco-ordinated development of designs andprices and supply chain partnering. Bycomparison the Project Timetable can beagreed between the team later, during theperiod prior to commencement of theProject on Site.

NOTE 15Consultation is an essential part of thepartnering process. The Partnering Contractshould make clear that consultation shall bereasonable but without permitting a delay inthe Project or any necessary decisionaffecting the Project.


- extent of initial design undertaken byConsultants with or without input fromConstructor and Specialists, at whatstage of design the Constructor shouldbecome involved and at what stage theSpecialists should become involved;

- which Partnering Team member shouldbe “lead designer” and co-ordinatedesign input from others;

- role of Client Representative in designdevelopment;


(D) Planning Supervisor involvement in designdevelopment.

(E) Procedure if Client requires changes in brief and/ordesign.

(F) Agreed designs for (each) Project become ProjectPartnering Documents.

9. INTELLECTUAL PROPERTY

(A) Patents;

(B) Copyright and licences.

10. SUPPLY CHAIN (NOTE 17)

(A) Project Partnering Team commitment to open-bookselection of Specialists.

(B) Appointment of Specialists under partneringrelationships equivalent to that between otherProject Partnering Team members, subject toSpecialist demonstrating business case or otherwisesubject to tender against partnering criteria.

(C) Business case for Constructor direct labour packages.(NOTE 18)

(D) Specialist tender/selection documents copied toClient Representative and Core Group membersentitled to attend interviews and meetings.Documents reflect maximum design input andparticipation in integrated design/supply/construction process.

(E) Certain Specialists sign Joining Agreements as andwhen appointed.

(F) Tender/selection/appointment of all Specialistssubject to Client approval and reflects as far aspossible Project partnering relationships.

11. VOLUME SUPPLY AGREEMENTS

(A) Identity of relevant suppliers with whomClient/Constructor/ other Project Partnering Teammembers have volume supply agreements (“VolumeSupply Agreements”).

(B) Framework and procedure to adopt prices and termsof Volume Supply Agreements under domesticsupply agreements subject to agreed profit formingpart of Agreed Maximum Price.

- Client’s input into design;- whether alternative solutions should be

submitted to Core Group for evaluation; - the point (if any) at which elements of

the design should be “frozen”;- any contractual limitation on Client’s

right to instruct designvariations/changes. This wouldsignificantly limit the Client’s contractualrights, but if the design has beendeveloped in a collaborative wayinvolving theClient/Consultants/Constructor/Specialist(and possibly others), it may beinconsistent with this approach for theClient to change design simply byinstructing a variation/change.

NOTE 17Consider scope for market testing;

- Consider how prescriptive it ispossible/desirable to be as to forms ofSpecialist Contract.

NOTE 18This denotes any part of the Project to beundertaken by the Constructor using its owndirect labour rather than Specialists.


12. PRICES

(A) Fee for Constructor’s pre-construction services indevelopment of integrateddesign/supply/construction process. (NOTE 19)

(B) Prices for (each) Project developed and agreed inaccordance with Price Framework and other PartneringDocuments to establish Agreed Maximum Price.

(C) Profit, (NOTE 20), Central Office Overheads and SiteOverheads for (each) Project as set out in/agreedpursuant to Price Framework.

(D) Elements of the price for (each) Project attributableto the Constructor’s proposed Specialists developedin conjunction with relevant Specialists and formpart of business case.

(E) Core Group entitled to analyse all prices.

(F) Where Client (advised by Core Group) satisfied thatprices represent value for money (as part of businesscase), elements of price attributable to Direct LabourPackages or Specialists can be negotiated rather thanmarket-tested.

(G) Where Client (advised by Core Group) not satisfiedthat prices represent value for money, or whereConstructor prefers to market-test prices, thenframework and procedure for Constructor to market-test prices proposed against comparable prospectiveSpecialists.

(H) All risk contingencies forming part of any price to bespecified.

(I) Full set of prices, when prepared by the Constructorand approved by Client and Core Group, compiledto comprise Project Price Framework giving rise toAgreed Maximum Price.

(J) Project Price Framework becomes Project PartneringDocument.

13. INCENTIVES

(A) Core Group investigate potential for savings in costof completing (each) Project against AgreedMaximum Price. (NOTE 21)

(B) Proposals for savings subject to approval of Client.

(C) Net savings shared between Project Partnering Teammembers in proportions agreed by Core Group andapproved by Client.

NOTE 19If the Constructor is to make a substantialcontribution to the development of design, itis important that the Client should agree anappropriate payment for this work,comparable to arrangements agreed withConsultants.

NOTE 20Profit denotes the Constructor’s gain fromthe Project excluding central overheads, siteoverheads and direct labour packages.


- how to define base line against whichsavings are to be judged;

- which cost overruns are shared in full orin part or deducted to calculate “net”savings;

- Possible list of items identified as risksexcluded from shared savingsarrangements.


(D) Links between payment and performance againstKPIs.

(E) Other incentives.

14. PRE-CONDITIONS TO START ON SITE

(A) Start of construction on Site of (each) Project byreference to Partnering Timetable subject to andimmediately following Core Group satisfaction andClient approval as to:-• sufficient progress in site surveys and

investigations;• grant of satisfactory planning permission and

other pre-construction regulatory approvals;• sufficient development of integrated

design/supply/ construction process;• selection and full involvement of sufficient

Specialists;• agreement of Project Price Framework and

Agreed Maximum Price;• agreement of Date of Possession, Date for

Completion and Project Timetable;• sufficient development of health and safety plan;• demonstrated commitment to Key Performance

Indicators.

(B) Project Partnering Team members exercisereasonable skill and care appropriate to their roles tofulfil responsibilities under Partnering Contractnecessary to satisfy pre-conditions in 14 (A).

(C) Sign-off by Project Partnering Team to authorisecommencement of Project on Site. (NOTE 22)

15. PROJECT ON SITE

(A) Rights and responsibilities of Project PartneringTeam members in respect of:-(i) Site possession and Project Timetable;(ii) Project delivery according to Partnering

Documents;(iii) Site access and security.

(B) Accountability for/and ownership of Project (work,materials and equipment on/off site).

16. QUALITY

Project Partnering Team:-(A) Commitment to quality;

(B) Agreement and implementation of QualityManagement System.

NOTE 22The Project Partnering Contract will beexecuted at a very early stage in thepartnering relationship. It should allow forsupplementary agreements to govern earlyactivities on site (a Pre-PossessionAgreement) and to govern full authority tocommence the Project on site (aCommencement Agreement) once sufficientSpecialists have been selected and sufficientdesigns and prices have been furtherdeveloped.


17. CHANGE

(A) Project Change Procedures.

(B) Agreement of time/cost consequences, whereverpossible in advance.

18. RISK MANAGEMENT (NOTE 23)

Constructor management of risk on Site subject to agreedsharing and apportionment among Partnering Teammembers of time and cost effects of, for example,:-

(A) Design and process development;

(B) Ground risk;

(C) Third party consents/works;

(D) Change of law/regulations;

(E) Weather;

(F) Inspections/tests;

(H) Site access;

(I) Client/third party interference;

(J) Terrorism;

(K) Interface between Specialists;

(L) Specialist under-performance/default/insolvency.

All Project Partnering Team members act in a responsibleway to minimise risk.

19. INSURANCE AND SECURITY

(A) Project and Site insurance;

(B) Third party liability insurance;

(C) Professional indemnity/product liability insurance;

(D) Environmental risk insurance;

(E) Latent defects insurance;

(F) Whole Project Insurance policy; (NOTE 24)

(G) Any Bonds and Guarantees. (NOTE 25)

NOTE 23It is important to identify and deal with keyareas of risk openly and fairly. DifferentPartnering Teams will agree and establish adifferent balance of risk.

NOTE 24Insurance requirements of a ProjectPartnering Contract could ideally be dealtwith by insurance of the Project as a whole,in place of the individual policies taken outby Partnering Team members.

NOTE 25The relationships established under a ProjectPartnering Contract should reduce the needfor performance bonds, parent companyguarantees and retention bonds. PartneringTeam members should examine closelyexactly what benefits are derived from thesedocuments, and in particular whether therisks can be covered more effectively byother means for example latentdefects/insolvency insurance.


20. PAYMENT (NOTE 26)

(A) Payment procedures;

(B) Late payment.

21. PROJECT COMPLETION AND WARRANTIES

(A) Project completion procedure;

(B) Defects rectification;

(C) Constructor and Specialist warranties; (NOTE 27)

(D) Third party warranties.

22. KEY PERFORMANCE INDICATORS ANDCONTINUOUS IMPROVEMENT (NOTE 28)

(A) Performance of Client/Constructor/ClientRepresentative/Consultants/ Specialists kept undercontinual review by Core Group by reference tomutually agreed realistic goals using KeyPerformance Indicators.

(B) Project Partnering Team members committed tocontinuous improvement including maximisingpotential for innovation, improved efficiency andreduction/elimination of waste using best valuemethods.

(C) Criteria for continuous improvement set out in KeyPerformance Indicators with such revisions as CoreGroup may agree.

(D) Compliance with Key Performance Indicators subjectto milestone reviews at meetings of Core Group.

(E) Core Group meet after completion of (each) Projectto assess performance and review possibleimprovements for future Projects.

23. JOINT INITIATIVES

(A) Project Partnering Team members identify andpursue other initiatives consistent with objectives ofpartnering relationship.

24. GENERAL

(A) Confidentiality as to private details of ProjectPartnering Team members.

(B) Rights of assignment.

(C) Variations to Partnering Contract.

NOTE 26Payment provisions will need to complywith the Housing Grants Construction andRegeneration Act 1996.

NOTE 27The construction industry’s current rejectionof the application of the Contracts (Rights ofThird Parties) Act 1999 leads PartneringTeam members to continue to rely on directcontractual warranties.

NOTE 28- Detailed guidance on KPIs is provided

by the Construction Best PracticeProgramme;

- KPIs should apply to all Partnering Teammembers;

- Need to consider extent to which, if atall, attainment of KPIs should carryfinancial benefits/deductions forConstructor and other Partnering Teammembers;

- Need to consider whether possible ordesirable to include other sanctions forfailure to attain KPIs.


(D) Procedures for regulatory approvals.

(E) Exclusion of creation of legal partnership.

(F) Undertaking of Project Partnering Team memberscomply with laws and regulations.

25. TERMINATION

(A) Termination by Client for unforeseen businessreasons - subject to agreed compensation.

(B) Termination of involvement of any ProjectPartnering Team member for breach/insolvency -subject to prior review by Core Group.

(C) Suspension/termination outside Project PartneringTeam control.

(D) Consequences of termination.

(E) In Strategic Alliancing termination/variation as tosubsequent Projects for failure to meet KeyPerformance Indicators.

26. PROBLEM SOLVING AND DISPUTEAVOIDANCE/ RESOLUTION

(A) Project Partnering Team member gives written noticeto others as soon as aware of any dispute with anyother one or more Project Partnering Team members.

(B) Solutions proposed by affected Project PartneringTeam members within tight time limits and forreference of dispute within short periods throughDispute Resolution Hierarchy of increasingly seniorindividuals representing parties involved.

(C) If dispute not resolved by individuals withinDispute Resolution Hierarchy, then Core Group(with affected Project Partnering Team members)meets to seek appropriate solution.

(D) For any dispute still not resolved, then pre-determined procedure for amicable resolutionthrough discussions and meetings with PartneringAdviser or other facilitator/ mediator/conciliator orby other agreed form of alternative disputeresolution.

(E) Reference to adjudication of any dispute that cannotbe resolved by negotiation or alternative disputeresolution. (NOTE 29)

(F) Reference to courts/arbitration for any dispute thatcannot be resolved by adjudication.

NOTE 29- Need to consider extent to which right

to adjudicate can be excluded orpostponed pending other procedureswithout risk of inadvertentlyincorporating adjudication provisions ofScheme for Construction Contracts intoPartnering Contract;

- Particular problems arise wherePartnering Team wishes to involve thosewho are not parties to the PartneringContract in the dispute resolutionprocess. If the Partnering Team wishesto achieve this, it is suggested that thePartnering Contract should give specificpowers to the adjudicator to consultwith third parties referred to in thePartnering Contract before reaching adecision;

- Dispute avoidance/resolution provisionsneed to be mirrored in Specialistappointments if and to the extent thatsuch Specialists are not parties to thePartnering Contract.



Used by the Construction Task Force to describe long-termpartnership relationships either informal or formal through, forexample a framework agreement.

CBPP is jointly supported by the Department of the Environment,Transport and the Regions and the Construction Industry Board. Itpublicises and supports the use of improved business andmanagement practices for the UK construction industry. Seewww.cbpp.org.uk

Body set up by the Government under the chairmanship of SirJohn Egan to explore ways to improve the quality and efficiency ofUK construction. The output of the task force was the reportRethinking Construction. See www.construction.detr.gov.uk.

Targets set out in Rethinking Construction for optimisingefficiency, reducing both the cost and time of construction,reducing defects and site accidents while in parallel improvingquality and increasing productivity, profitability and predictability.

The individuals representing key Project Partnering Team membersidentified in accordance with the Project Partnering Contract.

Industry shorthand for Rethinking Construction and the work ofthe Construction Task Force chaired by Sir John Egan.

An external consultant engaged after the Project Partnering Teamhas been formed to run team-building workshops at key stages inthe partnering process.

The industry’s on-line resource for understanding the work of theM4I (see below) demonstration projects and learning more abouttheir achievements. See www.m4i.org.uk.

Key Performance Indicators are the nationally agreed indicatorsused to measure performance against industry averages. M4I (seebelow) and the Construction Best Practice Programme havepublished national KPIs. See www.cbpp.org.uk

Managing and improving the construction process to maximiseprofitability while best matching the customer’s needs andeliminating waste. Phrases used in connection with leanconstruction include “just in time”, “right-first-time” and “zerodefects”.

Alliancing

Construction BestPractice Programme

Construction TaskForce

Construction TaskForce Targets

Core Group

Egan

Facilitator

Knowledge Exchange

KPIs

Lean Construction

GLOSSARY OF TERMS


The Movement for Innovation - a Government sponsored industryorganisation aimed at promoting and spreading innovationthroughout the construction industry. Central to its task is therecording and dissemination of information on demonstrationprojects where the benefits of innovations are made open to all.See www.m4i.org.uk.

Appointed early in the partnering process to assist in the smoothrunning of the partnering process. It is imperative that thepartnering adviser is independent of the client’s representative. See main text.

The client (and/or users), consultants, the constructor, keyspecialists, and any others appointed to the project.

Completion of the project in accordance with the partneringdocuments including rectification of any defects to the agreedstandards necessary for the client to use and occupy the project.

The agreed procedure for the resolution of differences byreference to increasingly senior individuals within strict timelimits.

A structured management approach based on a non-adversarialteam with a client (and/or users), consultants, constructor, keyspecialists working as a team, operating as a “virtual company”,acting co-operatively and making corporate decisions, in a blame-free environment of trust and openness.

An industry initiative aimed at getting the best out of people bymotivating, rewarding and being considerate. It encompasses non-discrimination including the issues of ethnicity, gender, disability,welfare, health and safety, training, staff development, recruitmentand retention. See www.construction.detr.gov.uk

Any party providing works or services or supplies of goods,materials or equipment or forming part of the project.

A term used in describing the environmental impact of the project.A sustainable project avoids waste by better planning andmanagement, uses renewable or recyclable materials, minimisesgenerated energy use and minimises any negative social impact.

25

M4I

Partnering Adviser

Partnering Team

Project Completion

Problem ResolutionHierarchy

Project TeamPartnering

Respect for People

Specialist

Sustainability


Construction Industry Council www.cic.org.uk

The Knowledge Exchange www.rethinkingconstruction.org(portal with links to most related web sites)

Movement for Innovation (M4I) www.m4i.org.uk.

Construction Best Practice www.cbpp.org.ukProgramme (CBPP)

Change the Face of Construction www.change-construction.org.uk

Construction Industry Board www.ciboard.org.uk

Rethinking Construction report www.construction.detr.gov.uk

26

BIBLIOGRAPHY OF

RELATED WEB SITES

We want feedback from you.

This is just the beginning for this guide. It is intended to be a livedocument responding over time to the developments in the industry,the experience of practitioners of project team partnering and theneeds of all those who engage or wish to engage in the process.

To help in this process we invite contributions from anyone whowishes to share their views on how this document can be improved.Whatever your view, it may be a useful web site, book or article, itmay be a practical experience that you do not feel this guide coversadequately. It may be you have specialist knowledge.

We want this guide to be both useful and relevant, so please sendyour comments to:

[email protected]


QUALITY EVALUATION FORM

To the following model, the client should add or delete questions as appropriate for the client’s specific

situation. It is suggested that the weights and values assigned be on the same scale as those used for

interviewing short-listed firms, which the client will do later.

Highest number = most valueRating column = 1-5 pointsWeight column = 1-10 points

Form QBS2, in the publication referred to on page 10, is provided for the person in charge of the selectioncommittee to summarise the results of the process, narrow the number of firms that submitted statementsdown to the number desired for a short list (firms to be interviewed).

QUALITY EVALUATION

Client _____________________________________________________________________________________

Contact Person _____________________________________________________________________________

Project Description__________________________________________________________________________

Consultant ________________________________________________________Evaluation ID No _________

Address ___________________________________________________________________________________

Town ___________________________________________Country __________Postcode_________________

Telephone (_______ ) _____________________________Facsimile ( _______) ________________________Rating Weight

(1-5) x (1-10) = Total

1. Firm’s history and resource capability to perform required service x =

2. Evaluation of assigned personnel x =

3. Related experience (as appropriate):

a. Design service x =

b. Technical documentation x =

c. Contract administration x =

d. Studies x =

e. Other x =

4. Project methodology x =

5. Approach to quality management x =

6. Familiarity with local area geography and facilities x =

7. Ability to relate to project requirements x =

8. Analysis of subjective statements (one page) applicable to the

project as required on the request for qualifications x =

9. Reference check (evaluation transfer from reference check form) x =

GRAND TOTAL_______

Reviewer Name______________________________________________________________________________

Reviewer Number____________________________________________________________________________

27


PARTNERING PROCESS PLAN OF ACTION

TYPICAL PARTNERING PROCESS PLAN OF ACTION ANDRECORD OF ACTION TAKEN

For, say, a typical £5million office project

Planned Actual

Activity Nos. of Duration Time No. of Duration DatesParticipants Hours Month Participants

Ref

Initial Partnering WorkshopEstablish Mission StatementDefine Project Objectives 30 8 -6Define Partnering Champions

Initial Core Team Building Day 30 10 -5

Partnering WorkshopSubs Services, Superstructure, Client 25 10 -2Team Building

Partnering WorkshopServices Finishes 25 10 +4Client Team Building

Creativity Workshops Breakfasts:(i) Subs & underground services 18 4 -5(ii) Suppliers & Cladding 12 4 -4(iii) Services Interface 15 4 -4(iv) Services Interface 15 4 -2(v) Services Interface 15 4 +1(vi) Security & Controls 12 4 +3(vii)Finish Interior & Exterior 15 4 +5

Site Benchmarking Partnering 20 6 1 Workshop Breakfast Lunch Site Benchmarking Review of 12 3 +1Performance. Every 2 months - breakfast 12 3 +3Budget ) 12 3 +5 Time ) 12 3 +7Quality ) Review 12 3 +9Safety ) 12 3 +11Relationships ) 12 3Environment )

Bonus Benefit Sharing8 4 -3

Senior Partnering Champions “ “ 0Review of Current Performance “ “ +3& Future Risk Strategy ” “ +6Relationship Working Lunch “ “ +9Every 3 Months

Evening Bonding EventsCricket ) Variable to 25 4 -3Ten Pin Bowling ) be organised “ “ 1Rounders ) by varying “ “ +14Go Carting ) members “ “Racing ) of the Team “ “5 a side Soccer ) “ “

End of Project Review for future 30 8continual improvement

Key: - = before start on site date+ = after start date

Monitoring the commitment of time ofparticipants to the Partnering Processis fundamental to its success.

The Client or his representative mustensure that the Partnering Process isbeing actioned.

The Partnering Champions RoleThe defined partnering championsestablished at the initial partneringworkshop must monitor commitmentof the partnering ethos by all thoseinvolved. See example of Participants.

Document to be monitored by ProjectManager or similar of recording theactivities processed and recording thepositive added value and innovationcreated by the Team for futurereference to further improve theprocess for future projects.

Note: Assuming 6 months lead inprior to start on site and 12 monthcontract duration of the works.