Partnering toolkit template containing trust-building measures to be considered on projects.
|Schedule of trust-building mechanisms to be deployed and measures/initiatives to enable these.|
|Company__________________________ Name __________________________________|
|ID||Possible trust-building mechanisms to be deployed on project as part of Collaboration Toolkit||Descriptions, examples, and justifications||Adopted (yes or no)||Where adopted, how will this mechanism work and be integrated into the project? List the measures and initiatives to enable this|
|Mechanism 1||Regular workshops and review meetings at executive and project team levels.||Communications, briefings and engagement with wider supply chains.
Jointly address problem-solving.
Pooling of ideas.
Focus on mutually aligned objectives and allocation of risks.
|Mech 2||Social functions/network events.||Team-building events.
Relational development between different individuals and teams.
|Mech 3||Introduction of incentivisation schemes.||Intrinsic reward mechanisms with emphasis on recognition of teams and individuals.
Financial incentives to reward through performance related bonuses.
|Mech 4||Open communication strategies.||Newsletters.
Regular emailed updates and briefings to wider partnering participants.
Promotes informal communication channels and alternative forms of engagement.
|Mech 5||Styles of leadership||Emphasis on recognition and team working.
More democratic and relational management styles as opposed to autocratic.
Provides the right positive environment, climate and culture for job satisfaction, morale and interaction to flourish.
|Mech 6||Introduction and development of partnering charters.||Encapsulating codes of conduct and sets of behavioural principles.
Outlines expectations linked to behaviour and attitudes to underpin partnering philosophies.
Alignment of partnering visions, aims and objectives.
Reinforces spirit of partnering and inter-organisational respect.
|Mech 7||Ensuring fair and equitable contract terms and deployment of resources.||Use of appropriate and fair contract terms and conditions.
Consistency and fairness through “pain share/gain share” provisions.
Fair balance of power, risk and rewards between partners.
Fairness and equality are paramount to any sustainable incentives.
|Mech 8||CPD and teaching and learning||Raising awareness of ethical considerations and standards to raise compliance.
Increasing levels of knowledge to ensure participative decision-making.
Training to improve cooperative and collaborative behaviours and reduce adversarial attitudes whilst maintaining ethical values.
|Mech 9||Professional recognition of partnering organisations and individuals.||Codes of conduct and good practices associated with such institutions.
|Mech 10||Joint and transparent evaluation and accounting policies.||Open book accounting with joint selection processes for key subcontractors and suppliers.
Timely payment for contractors, subcontractors and suppliers.
Fair and transparent contract award processes.
|Mech 11||Partner selection processes and joint recruitment policies.||Robust procedures geared to ensuring right partners are appointed.
Evaluation to identify aligned synergies between partners and good cultural fit with similar values, structures, visions and strategies.
Should be geared around selecting the right individuals on board with complementary skills, expertise and experience.
|Mech 12||Senior management commitment.||Communication/transgression of inter-organisational objectives and partnering goals throughout all levels of the organisation.
Sufficient investment in resources to maintain and develop partnering arrangements.
Contribution from senior managers at key meetings e.g. executive workshops.
|Mech 13||Compatibility/complementary nature of management systems.||Processes/systems to share information and resources e.g. BIM.
Specialist toolkits to increase integration of management and information systems e.g. web-based procurement portals.
|Mech 14||Relationship management policies and co-location.||Robust measures to assess, evaluate and review partnering status, gain feedback, identify any potential conflicts and resolve any difficulties at various stages of projects.
Could form the basis of regular questionnaires that could be completed to raise issues for discussion at workshops.
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