Today’s Morning Buzz is brought to you by Alma Castro, Founder of Civic Confidence LLC, in Long Beach, CA. Connect with Alma on LinkedIn and X.
- What I’m watching: “Industry” on HBO, though I have no idea what they’re talking about.
- What I’m listening to: Records! I just got a record player and I’m on the hunt for Jim Croce, Frank Sinatra, and Nina Simone records.
- Who my pets are: Panchito, he is a loving and joyful pup. He makes me smile everyday.
As an avid watcher of Showtime’s docuseries, “Couples Therapy,” I am rooting for the relationship of local government and vendors. It’s a partnership that’s necessary, and great work does and will continue to happen through this relationship. All great duos have their issues and misunderstandings. A common pain point is the procurement process; it can hinder and damage what otherwise can be a healthy and mutually benefiting partnership.
As a local government employee, I spent hours drafting RFPs. I was even tasked to explore and implement innovative processes to improve the procurement process itself. Fast forward to today, I have my own consulting firm and I now find myself being the vendor. Oh, how the tables have turned! As a small woman of color firm, I primarily partner with local government and nonprofit organizations. Whether it’s through a strategic planning process or implementing citywide programs, I overall consider myself to have a solid understanding of the complexities of local government. Now that I’ve seen both sides, now (yes, this a Joni Mitchell song reference), I’m dedicating this Morning Buzz post to share the three insights I’ve learned along the way.
Insight #1: It may seem obvious, but at times, well most times, both cities and vendors really don’t have an understanding of what both parties are looking for. So, what do cities want? At the heart of it, cities seek vendors who can implement projects smoothly. They want a work plan that guides them clearly through each step of the process, within budget, and data-driven, but is respectful of the limitations that local governments have. An example of a limitation is what and how data can be shared. The ideal client knows what problem they are trying to solve and is transparent about the budget and resources available for the partnership.
Insight #2: Building trust. While vendors strive to meet the needs of their government client, the most successful partnerships occur when both are clear about the objectives, process, and time it will take. Trust building starts with the release of the RFP. We humans are ambitious and optimistic, unfortunately, this can translate to delusion. Let’s do everyone a favor, and avoid love bombing, cities can be realistic about the timeline it will take to review the proposals. Vendors can be realistic about the time and resources needed to get the job done. I get it, we all want to present our best version of ourselves. We can start to build trust if we simply accept that we are mere humans who are subject to change (that is often out of our control). And there’s the fact that government employees and vendors have the basic need to eat, rest, and sleep. Let’s be kind to ourselves and thoughtful about our future partners, and be realistic. It can result in one less addendum for vendors to account for and acknowledge.
Insight #3: Cities are working toward being more equitable but it will take time for vendors to feel the fruit of their labor. I commonly tell my vendor colleagues, “I promise, that government employees aren’t trying to torture us or crush our spirit.” The truth is that it’s actually the opposite. Cities are investing time and money to foster equitable practices that will ultimately benefit them by cultivating a pool of diverse vendors, but yes, there will be bumps along the way. This is a difficult pill to swallow for us small vendors who struggle to allocate the time and resources required when responding to RFPs. The key for cities is to be mindful of the investment made by vendors when RFPs are submitted. (So much more to say about procurement and equity, but let’s tackle this topic one session at a time.)
Ultimately, our work goes beyond just getting the job done, it’s about creating lasting partnerships. Working on our relationship is the foundation to successful outcomes and is good for business. As Dr. Orna Guralnik, the practicing clinical psychologist from “Couples Therapy,” would say, our time is up, for now, until next time!