How to tell when Key Performance Indicators mutually benefit a Public-Private Partnership
Partnerships between a service contractor and a public party are common practice. While the pros and cons of a Public-Private Partnership (PPP) have long been debated when embarking in large infrastructure projects, the benefits of PPP in the service industry are uncontested.
To ensure a win-win service proposal, both parties need to clearly define and agree upon quality reporting that will help monitor Key Performance Indicators. Measuring the quality of the service provided to the customer, be it a governmental or a financial institution, is key in making sure the contract is profitable to both parties.
When the Canadian Air Transport Security Authority (CATSA) restructured its business model in 2011, it issued a comprehensive Request for Proposal (RFP) looking for solutions generated by the security services industry, in which a PPP would be brought to a whole different level.
At that time, CATSA sought various business solutions in support of its vision: to excel as a world leader in air transport security. Therefore, any service proposals from interested contractors needed to focus on three main elements: customer service, human resources and partnership.
CATSA recognized that the service contractors needed to profit from this business transaction and the service contractors understood that the expected quality of services had to be maintained during the life of the partnership. When the relationship between a service contractor and a customer is collaborative, both parties reap benefits. In this example, CATSA clearly mapped out its expectations and instilled a robust system of Key Performance Indicators (KPIs) aimed at measuring expectations and rewarding service contractors.
If you are considering entering a Public-Private Partnership try following these three simple steps taken from the CATSA example above.
1) Be certain that the lines of communication are open and that both parties clearly understand the goals of the partnership.
2) Set KPIs that will help you reach those goals.
3) Closely monitor results to ensure expectations are met.
At GardaWorld, our vision of operational excellence has allowed us to work with many types of organizations, namely governmental and financial institutions, with a focus on customer service, a systematic managerial approach and standardization of procedures and metrics. Our model of strict governance over internal procedures and our ability to continuously deliver on our promises makes GardaWorld a trusted service provider and a true partner to our clients. Surpassing KPI targets quickly becomes synonymous of exceeding customer expectations and improving financial results. We ended up winning the CATSA bid by allowing them the ability to streamline their operations and expenditures, and to make best possible use of resources while focusing on their customer experience.
To learn more about our Aviation services and our partnership with CATSA, please visit our website at http://www.garda.com/our-businesses/aviation-services/.