3.12 We previously recommended that the Department and Mapeley should develop a single business focus, recognising that a partnership arrangement was essential to the success of the deal. Our discussions with the Department and Mapeley indicated that there is not yet a fully effective partnership in place, although there have been improvements since 2007.
3.13 The Department considers that the negative publicity at the start of the contract about Mapeley's offshore ownership put a strain on the relationship which has influenced the handling of issues such as changing the contract, adding new buildings, and agreeing the revised performance measurement system.
3.14 The two organisations do not share key information in a consistent manner, such as having a shared database of the properties and a joint understanding of the vacation allowances used. Our focus group indicated that the organisations do not have a good understanding of each other's objectives and strategies. There is also no shared risk register, although discussions on risks take place regularly.
3.15 Since 2007 there have been improvements in the relationship. The Department identified the need to have appropriately skilled staff to manage the contract as an intelligent customer, and appointed staff with property experience. Mapeley considered this has improved the partnership. In 2008 the Department and Mapeley ran joint road shows to obtain staff feedback on the service provision, and introduced a joint Service Improvement Plan, targeting key aspects of performance such as cleaning and health and safety. The Department monitors progress through joint performance meetings and a Liaison Committee. The impact of the vacations programme and the falling property market has also led to improved communications.