Unit 8: Communicating and engaging markets and communities
Summary
From identifying needs and defining problems to implementing a solution and measuring results, communication is the key to success. Yet, it is not common for cities to have a communications plan related to public procurement projects. One objective of effective communication is transmitting the right message to the right recipient, at the right time. The second objective is to listen, detect needs and act on them.
In the context of procurement, communications captures how the city government engages with multiple stakeholders — both internally and externally — throughout the procurement process and beyond. This unit explains the relevance of communication at every stage of the procurement process. It includes practical recommendations for effective communication through a variety of channels.
After reading this unit, you will be able to unlock the potential of communication to make your City more responsive and empathic to advance your agenda.
Why communication in procurement matters
Procurement can become a mechanism for engaging the private sector and civil society in problem solving. Officials in charge of procurement should work collaboratively with other departments and external stakeholders in order to acquire the goods and services that best address citizens’ needs.
Opening up cities’ needs by publishing them increases the quality and quantity of bidders, which results in more competition. Fostering the participation of smaller and more diverse providers to submit proposals may result in new and transformative ideas coming to light.
Communication further encourages local community engagement in the procurement process and assists in building awareness of and participation in how the City solves problems, as well as inviting feedback on how the City could do a better job. This involvement enables citizens to become entrepreneurial problem-solvers in partnership with their local government. Better understanding among those collaborating in solving problems delivers better outcomes.
Example
During a time of fiscal constraint, the City of Oakland tried a citizen-centered design to rethink a cumbersome government process that affected many city agencies and community members. Through research and workshops with internal and stakeholders they identified pain points for both the end-users and the city officials. They started with stakeholder needs and then tried to identify a technology solution to procure.
Communication is a powerful and necessary tool from the earliest stage of the procurement process. On the one hand, communication with different stakeholders allows your city to build internal and external understanding of its overall objectives. On the other hand, it helps the city government to become more aware of market needs and expectations.
The following table outlines the objectives of effective communication in each stage of the procurement process.
As shown above, communication can help you achieve multiple objectives at each stage of the procurement process. It enhances cross-functional collaboration in the City, helps to reach a broader provider base, and increases citizen engagement.
“When governments work in isolation, they don’t share knowledge and best practices and this is a disservice to their government, because if they communicated and shared experiences they would learn from each other and improve their own processes”.
Rick Grimm, Chief Executive of NIGP, the National Institute for Public Procurement
Moreover, effective communication will help you and others fulfill their responsibilities. Actions to take include:
- Build an understanding of the problem you are trying to solve.
- Collaborate across departments.
- Create strong channels of dialogue and internal collaboration.
- Engage with local community and market.
- Gain support from the city government and the local community.
- Position your city globally.
Who should get involved
As introduced in Unit 1, we propose an open approach to involving stakeholders in procurement. This approach makes the process more accessible and attractive for non-traditional stakeholders.
How to communicate effectively
Effective communication is about starting a dialogue that triggers action and collaboration. It is therefore important to tailor the message to the specific stakeholder that you aim to reach in order to engage with their interests (you can go back to the stakeholder map in Unit 1 to recap on stakeholder interests and influences or make your own).
Getting your message out
As the table below highlights, there are some key aspects of effective communication that should be incorporated into your communication strategy.
Keeping these guidelines in mind, you should proactively communicate. By seeking communication with stakeholders you can establish the narrative of the procurement (i.e. what it is responding to, what it will achieve, and so on) and so lead the interpretation of the process. For example, you might emphasize that a particular procurement is about experimentation in technology or citizen engagement, or it might be about cost-saving, creating opportunity, diversifying the provider base.
“Real change and innovation begins with understanding people’s needs, wants, and values.”
Kiran Jain, former Senior Deputy Attorney at City of Oakland
You could also consider what is explicit and implicit in the procurement, for instance the values guiding your decisions. You may decide to frame the process using an underlying value that might otherwise be invisible, such as equality, inclusivity or security. Think first about the needs that the procurement is addressing: what are the values behind your City’s desire to solve these?
Getting responses and listening
As mentioned earlier, effective communication is a 2-way process. So, how can you elicit this feedback? At the earliest, most crucial stage of the procurement, how can you come to understand citizens’ needs? The following table provides some examples of how other cities have engaged with their community by asking the right questions, listening, consulting and inspiring.
Communication channels
Many cities have begun to explore how technologies can streamline the procurement process and encourage new businesses and citizens to participate. An online communications campaign coupled with conventional channels will open up your procurement process and increase transparency.
Example
The NYC Department of Education used an engaging video to encourage software developers to submit apps and games that enhance math teaching and learning in middle schools.
At the same time, many cities want to assure the participation of disadvantaged or hard-to-find/engage businesses or communities who may not be digitally proficient. Assuring your message reaches all relevant target groups is an important responsibility.
Below you will find a comprehensive list of channels that can be used for communication purposes in procurement:
Online channels
Technology can make bid information more open and accessible, becoming an important facilitator in the communication process between the city government and providers. For example, widely-used, innovative technologies such as social media, if effectively used, can become a tool to strengthen procurement initiatives as they:
- Help cities to announce tenders in a way that reaches a wider audience.
- Enables stakeholders to actively respond and engage with the process.
- Increases transparency, which in turn could improve the efficiency and effectiveness of the procurement process.
- Enable you to reach an audience beyond your city, sending a strong message to the market — both to investors and providers.
Experience has shown that eProcurement platforms can make accessing public procurement easier, particularly for small and medium-sized enterprises (SMEs), and can therefore stimulate competition and innovation. They have also proven to provide more consistent, up-to-date information. An eProcurement platform can significantly contribute to the number and diversity of potential solution providers interested in participating. After implementing an eProcurement system, Virginia (USA) doubled the number of bids received for purchases of $50,000 or less.
You should also consider using existing or new online channels (e.g. email campaigns, newsletters, and so on) as tools to improve the internal communication between departments in the city. One of the most innovative campaigns to-date has been the BCN | Open Challenge online campaign that combined a micro-site, direct email campaign, video and outdoor media to engage over 55,000 people.
Offline channels
In order to assure that your communication campaign reaches a variety of providers you should use offline communications channels, and consider traditional as well as creative or alternative means. Broader usage of local media, newspapers, and even radio for your outreach gives greater visibility to the problems that need solving and can build understanding of the City among the local community.
Why not to use advertising space in public transport to promote procurement as well? For example, the City of Barcelona showed its creativity in the BCN | Open Challenge, a $1,5M request for proposals. The City implemented a communications campaign that reached citizens through both online (see above) and offline channels, such as by using the screens on buses and metros.
You should feel free to be creative and use creative or unconventional ways to reach out to your local community.
Communicating results
Communications should not finish after awarding a contract, but continue as a tool to demonstrate results once the solution is implemented. This builds trust internally and within the local community by informing and including them in the whole process, as well as helping to nurture a widespread culture of innovation and stronger sense of civic pride. Collecting data on impact allows you to understand the value created for citizens and achievement of the City’s goals and therefore communicate information based on robust data.
Define what is important to communicate. What was the value of your procurement? You should have a clear idea of what this was to be when developing your problem statement. Have any unexpected benefits been identified during the procurement process? Communicate theses, too. You can be transparent about not having foreseen them. For example:
- Experimentation in technology
- Citizen engagement
- Cost-saving
- Better quality services
- Creating job opportunities
- Preparing the city for disaster
- Addressing a social issue
As far as possible you should have data prepared to back up your claims. Remember that it is not always necessary to use this data in your communications, but rather the message should be given priority.
Your City should communicate the results of its activities in a way that is accessible and meaningful for citizens. Here are some suggestions of how to do so:
- Set up the narrative of the procurement and frame the underlying value.
- Aim to build understanding of your actions and promote success stories. You can show how you are working to help your local community and giving them the opportunity to participate in that process. This may encourage citizens to participate in future City calls.
- Reflect, learn and share. Understanding what has worked and what has not — and openly communicating it — will build trust, improve the design of future processes, and inform policy and decision-making.
Key Takeaways
- Communication is a two-way process in which the City: 1) opens up the defining and prioritizing of its needs, provides data and procurement information, and 2) gathers feedback and ideas, listening to the market and citizens’ needs.
- Internal communication refers to the cross-departmental collaboration required at each stage of the procurement process. External communication refers to the engagement with potential providers, the extended business community, as well as citizens.
- Go back to your stakeholder mapping exercise and think about what the relevant message is for each stakeholder. Also consider how it is best to communicate with them, and whether the type of communication channel appropriate may change according to the stage of the procurement.
- Ensure simplicity and clarity in all communication. Accompany each procurement project with a communications campaign from beginning to end. Remember that the success of a sourcing document depends directly on whether the right people learn about the opportunity.
- Open and engaging communication will result in more bidders, driving competition, lowering price, and improving quality. Think of alternative and creative channels to reach your citizens and entrepreneurs and encourage them to become problem-solvers in your city.
Now do your homework!
Now get a copy of your Worksheet to understand the value that effective internal and external communication can bring to your city’s procurement.
