There is a significant movement within the construction sector towards relationship contracting, with an increasing number of relationship models to choose from. These models vary in their detail, but share a number of common factors, including:
• a focus on building an effective relationship, breaking down the barriers between the respective parties
• a clearly articulated vision for the project, both in terms of outcomes and the methods used to achieve those outcomes
• a move away from adversarial relationships and towards a "no-blame" culture;
• a focus on problem-solving on a best-for-project basis
• the use of financial, rather than contractual, incentives for excellence and disincentives for poor or average performance.
In the UK, NHS Estates (the Executive Agency of the Department of Health, involved with health estate management, development and maintenance) is taking steps to bring relationship contracting into all of its contractual partnerships, including those under the PFI. NHS Estates has instituted a pilot-partnering project known as ProCure21. Under ProCure21, organisations will be invited to undertake an innovative partnership with the NHS by entering into a four-year framework agreement. During the agreement, organisations will each take single point responsibility to the NHS for the delivery of construction schemes, including those under PFI agreements. This move follows recognition that the adversarial approach to contractual relationship building is inefficient and outdated.
Government should be moving towards the relationship models established in its public private partnership contracts.