WC16 - D14 - Relational Contracting Management

Breakout Session #: D14

Andy Akrouche

Aisha Ghadban

Date: Tuesday, July 26

Time: 11:15am–12:30pm

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Relational Contracting Management

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Challenges

© 2016 Strategic Relationships Solutions Inc. (SRS)

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Need for a More Integrated Approach


Public Sector Agility

4 © 2016 Strategic Relationships Solutions Inc. (SRS)

Public Sector Contracting Process


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Management by Insight, Not Just Oversight


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Relation Between Complexity & Collaboration


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Relational Importance


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Relationships First Approach


Relational Contracting


Relationships First


Relationships Charter


Managing Relationships Means Working In Teams

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• Participating actively on the joint governance structures

• Collaboration – Working in teams, – Working together effectively in a transparent and

collaborative way. – Getting rid of the ‘us’ and the ‘them’ mentality and

embrace the ‘we’ or ‘us’

• Building Trust– Learn to trust each other through experience.

Success of the relationship depends on people working together:


Relational Philosophy


Core Idea: Interest-based


Main Difference Between Traditional and Relationship-based Models


Implementation


Collaborative Convergence Process


Relationship Management Framework Development and Operationalization


Procurement of Relationships


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Leading the Change: Relationships Management Office (RMO)


Takeaways

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• Initiate a culture change process - Shift organizational mindset from adversarial oversight to insight-based collaborative oversight models of management;

• Incorporate the Relationship Charter at the core of the business arrangement in both public-public and Public-private relationships;

• Operationalize the Charter - Create high performing Joint Integrated Teams;

• Establish a Relationships Management Office (RMO) to support individual relationships and to drive the achievement of strategic program objectives.

• Take Action

Recognizing that the relationship among stakeholders is the real pivot for effective delivery management and performance improvement, what can we do?

• Initiate a culture change process - Shift organizational mindset from adversarial oversight to insight-based collaborative oversight models of management;

• Incorporate the Relationship Charter at the core of the business arrangement in both public-public and Public-private relationships;

• Operationalize the Charter - Create high performing Joint Integrated Teams;

• Establish a Relationships Management Office (RMO) to support individual relationships and to drive the achievement of strategic program objectives.

• Take Action

Recognizing that the relationship among stakeholders is the real pivot for effective delivery management and performance improvement, what can we do?


Andy Akrouche [email protected]

+1 613.290.5921

Thank You!


mailto:[email protected]

WC16 - D14 - Relational Contracting Management

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