16.2 Communication strategy

A communication strategy is an integral part of project development and delivery. Internal or external resources may be used to develop the communication strategy. Endorsement or sign-off in accordance with jurisdictional procedures would be necessary and would usually encompass approval or endorsement at a departmental and Ministerial level.

The initial public statements are critical in framing the general public and market perception of the project. Particular attention should be given to public statements regarding the monetary value, delivery timetable and objectives of the project.

It is critical to communicate clearly the scope and definition of the PPP project to ensure there is no mistaken understanding about the role of the private sector in the provision of public infrastructure. It may also be necessary to distinguish between the government's desired outcomes (e.g. improved health services in a region) and the project's outputs (e.g. new hospital facilities). The success of the procurement team should not be related to the outcomes sought by government nor the validity of the process which defined the required outputs. Clarity about this distinction can be particularly important, and the procurement team's work should relate only to its specific commission.

Project communication has a variety of distinct purposes. The interests and needs of various stakeholders (bidders, users, investors, trade unions, politicians at local and state levels and various special interest groups) vary widely, as do their perceptions of a particular project. A communication strategy should take account of the differing recipients.

Consistency and clarity in communication are important. A communication strategy must identify the individuals authorised to speak for particular purposes and the means by which their communication can be relayed quickly to others connected with the project.