Government Stakeholder Communication
Both sides of the aisle can actually support privatization and outsourcing if the correct information can be presented. Politics will always be prevalent in the process, so this segment of communications will need to be sensitive to that fact. It is imperative not to assume that the government official is up to date on (1) where you have been (2) where you are now (3) where you need to be in the future (4) what are the advantages of outsourcing.
Many government officials have extremely inaccurate information. Their information has been influenced by political winds and ancient history.
We have found the following strategy to work:
1 .Visit with key decision-makers at the very front end of the privatization effort. Listen to their concerns and determine their support. Many times a well-respected lobbying group is worth employing. They have the access and the ability to alleviate the concerns of many legislators.
2. Present the facts to the committee or subcommittee, which oversees the service or property being privatized.
3. If possible, have governmental officials be part of the R.F.P. decision team.
4. No surprises. You must anticipate the bumps in the road and keep the government officials informed.
5. After the R.F.P. has been awarded the process does not stop.
We suggest that the private company have lobby representation not necessarily to lobby for anything but rather to keep the government informed. An effective lobbyist can dispel false rumors and keep the official informed with accurate information as to both the successes and failures. Allow the government officials to see the private operation or at least meet the management in either a formal or informal setting.
Even if an outsourcing project does not accomplish all the original goals, the well-infonned government official can still be your advocate as long as they feel that they have been kept informed.
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