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Commonwealth Competition Council

1111 East Broad Street
Executive Office Building
Patrick Henry Building
Room 5040
Richmond, VA 23219

(804) 786-3812

(804) 225-3291 FAX

The political champion

First, a political champion is needed to lead the development of competitive government. This new approach requires formulating new paradigms and accepting broad patterns of change. Change causes many people to move out of their comfort zones. As political leaders, these champions of change are in the pivotal position of being able both to communicate the competitive sourcing philosophy and to garner public, business and political support for implementing it. A good idea is only of value when it is implemented. The champion works to achieve actual implementation, rather than a succession of studies that lead nowhere. Such a leader is in a good position to explain the benefits of competition to the taxpayers, and show how it can help government create value for them.

The following series of key questions was developed as a result of the GAO audit of privatization. They will repay careful study and application in almost any competitive sourcing project.

1. Who in the government will provide leadership in assessing the case for privatization and supporting the privatization effort once it is under way?
2. Is the activity viewed by policymakers and other stakeholders as one the government should (1) provide and produce, (2) provide but not produce, or (3) not produce, and have other options to improve the activity been considered?
3. Should the government involve the private sector in the activity, or is the activity so intimately related to the public interest that it is "inherently" a core function of government?
4. Will private sector participation improve performance of the activity? That is:
1. Are there substantial problems in current service delivery?
2. Are there benchmarks that indicate potential for cost savings or service quality improvements?
3. Will privatization increase choices available to citizens?
5. Do policy makers, agency officials, and other stakeholders agree on the goals the privatization is to achieve?
6. Will the users of the service, interest groups, or public officials be resistant to changes in service providers? If so, how will this resistance be mitigated?
7. Is there a need for an advisory group or commission to identify activities that are candidates for privatization and to build consensus for it?

Peggy.Robertson@dpb.virginia.gov

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