David Stubbs of Astute Security and Jim McKenna of the Travis Perkins Group have built a ‘holistic seven element contract development programme’, based on best practice within the wider business community.
While building this program the authors have considered the content of two management models:
1) The SCOR model advocating careful planning, constant measurement and continuous improvement.
2) London Centre of Excellence (LCE) and London Fire & Emergency Planning Authority (LFEPA) (2007) best practice manual titled You & Your Contractor: a manual of best practice for contract and relationship management practitioners.
The seven elements are:
Set the contract objective(s)
Build a solution in partnership
Identify and communicate with all stakeholders
Set targets and measure performance against those targets
Report performance
Retain and value security staff
Develop security staff in line with the contract objectives
The result: a long term high quality security contract that constantly develops in line with the business objectives of contractor and client.
While presented as a sequential approach many steps act in unison. This article concentrates on the third element: identify and communicate with key stakeholders
Having now established our service solution we must consider the impact of our contract on the operational environment, particularly identifying those who are affected by and have influence over the solutions quality. It is important we understand the impact of our solution on the key stakeholders, include them within the solution sign off process and communicate effectively with them. This is the best way to ensure that they are fully engaged with the solution and that they lend their long term support. We have identified all parties who have influence on the security staff and given them a stakeholder classification. These are:
Operational – (end users/technical support)
Business(contract manager/ relationship manager)
Strategic(senior management/directors/board)
"Communications is fundamental to building trust. It contributes to the creation of an environment of trust around leaders enables them to deliver results." – J Macpherson 2004
We have opened communication routes to our three types of stakeholder and consideration has been given on improving their environment and how they can assist us in achieving our objectives. Having now established communication lines we must maintain them throughout the contract length. We recognise that the implementation of a new contract or the development of an existing contract creates change. Involving the key stakeholders in our decision making process has ensured that they buy in to our proposal and support our objectives. Having now communicated effectively with the key stakeholders we must set clear targets and measure performance against these targets. This will be the subject of our next article in Professional Security. If you want to make a comment or obtain a copy of the full white paper, e-mail [email protected]
