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Robert called Peter at the city’s Building and Construction Trades Council. Peter is responsible for negotiating partnerships between the local union building trades and building contractors. Having worked with Peter in the past, Robert knew that he and Peter could figure out a way to meet each other’s needs. Robert set up a meeting. In most cases, an organization would conduct a needs assessment to figure out what they needed in a partnership. But in this case, both Robert and Peter knew exactly what they needed from each other. They had partnered before on many successful projects. Robert’s primary concern was to have the building completed on time. Second to this he needed to meet the tight budgetary guidelines given to him by the client. Naturally the budget proposal sent out requests for pricing to many different subcontractors.
Since pricing was a concern, he knew he needed something more from Peter than just a time commitment. He needed to be sure the bids were competitive. He wanted to use union labor, but the price had to be right. At the meeting, Robert began to express his needs. If he and the unions were to be partners, he needed a no-strike agreement and a commitment to provide the skilled and licensed labor when required— and the bids needed to be competitive with nonunion labor. Peter’s top priority was simple: a union work site with all-union labor. He also needed to be sure that negotiated wages and benefits were paid to the trade members and that management followed union work and safety rules. Based on their discussion, both Robert and Peter determined that they could satisfy each other’s needs. They agreed to explore what it would take to partner on this project.
