It's always annoyed me -- the silliness of some of criticizing public sector organization practices, especially by people who appear to have little clue what they're talking about. This bond trip is one of two examples that stick out in my mind over the past year.
Staffing the Big Sales Presentation
Most taxpayers feel that as "investors" (albeit in a non-voluntary arrangement) in the company that is their government, they are fully empowered to express their displeasure at the way government employees function. (In Frederick City's case census stats indicated there are 65,239 residents currently making up "investor" families). How lucky for the knee-jerk complainers to have a public forum to vent their jabs, which are often unresearched and unfounded. (You don't see the trips of local companies' CFOs and COOs questioned in the local press).
Many of these critics, who ranged in both cases from radio commentators, websites and Letters to the Editor in local newspapers, are the same ones who purport to believe government should act more like private business. Do they really mean what they are saying?
The two large corporations I've worked for over the years made a point to send knowledgeable staff to meetings if a critical deal was at stake. That's what our local governments (Frederick City and County) both followed-- common private sector practice of having the best people at the table to answer questions for the rating agencies. That's what you do if you want to close the deal, save the money, make the pitch. You can bet your competitors are doing it, and the audience expects it.
David Dunn, County Manager and Susan Harding, the city's Public Information Officer, were very patient and provided lots of details about who went, where they stayed etc. , I know many people would find that info the "juicy" part of this. But I'm not going there (you can read about it in my attachment if you want) because it just distracts people from my point: government leaders who want to be effective need to run their organizations---and empower their organizations to run--like the best private companies.
Employee Engagement--But Not for Government Employees??
Another recent example of overzealous criticism of a local public sector practice that is commonbusiness practice: allowing Frederick County Government employees time during their workday to come to a public hearing about privatization of government.
All of the large companies where I've worked have held employee meetings on work time to air out changes in company policy, so that they could engage their employees in the new policy. When government leaders attempt to operate like their private sector colleagues, they are taken to task on the radio, in blogs and letters to the editor about the practices that occur in good companies all the time.
I challenge the critics to think twice about what they're saying, whether their motivation is political, or whether they really wish to tear apart government but disguise that with a disingenuine campaign to "make government operate like a private business."
To me its clear that these critics have either not worked in private industry, or have only worked in small businesses (which governments are not) and do not understand what it takes for large organizations to be effective.
I would love to know your thoughts!
*Should government be run more like a business?
*What are the pitfalls and the benefits?
*If you're in private business, share your experiences about why representation is or isn't important at these types of meetings.
*Do private companies abuse their business travel opportunities? How do companies monitor that, and how can the public sector adopt the same controls?
