What is political consulting?

What is political consulting?
Published by the German Association of Political Consultants
(Deutsche Gesellschaft für Politikberatung e.V. - de´ge´pol)
Reinhardtstrasse 6
10117 Berlin
Tel: +49 30 280 40 303
Fax: +49 30 280 95 458
Editor-in-chief: Dominik Meier
Editorial: Dr. Marco Althaus, Peter-Alberto Behrens,
Jochen Keinath, Heiko Kretschmer, Juri Maier,
Constanze Miller, Anja Schlicht, Christoph Selig,
Dr. Steffen Wenzel, Kathrin Zabel
January 2006
Design: Hesselbom Berlin Ltd
Sponsored by Hesselbom Berlin Ltd,
johanssen + kretschmer
Contents
About political consulting
4
What is political consulting? 6
Campaign consulting 8
Policy consulting
9
Public affairs
9
Tools
11
Prospects for professionalisation 18
de’ge’pol code of conduct
20
Quality management in political consulting 24
About political
consulting
The German Association of Political Consultants (de’ge’pol) is the first association of German-speaking professionals who are active in the field of political consultancy in Germany and in Europe. Founded in May 2002, de’ge’pol
considers itself a part of the European and international profession of political
consultants.
It has set itself the task of furthering the professionalisation of political consulting and conveying a clear profile of political consulting to the public, business
and politics. De’ge’pol is independent and non-partisan and is sustained exclusively by honorary work.
With this brochure we aim to encourage the discussion of the self-conception
of political consulting, its tools and quality standards, its code of conduct and
its professionalisation. We want to conduct this discussion in a European and
international context.
We are aware that reservations, false preconceptions and mistrust constrain the
co-operation with political consultants in Germany. Thus, it is all the more important that information is made available on the fields of work and the regulations of this young profession. As an association, this is our overriding interest.
Political consulting is a professional service. It must be measurable by the
standards of quality, transparency and credibility. Only then will it - in a positive
sense - become more professional.
The German Association of Political Consultants wishes to support this process. It aims to contribute to the formulation and further development of the
theoretical and conceptual foundations of the professional field, and identifies
itself with the ethical standards of the profession. This requires interaction with
clients, competitors and critics. Also important, however, is the code of conduct
adopted by de’ge’pol and the criteria catalogue on quality management in political consultancy for its members.
This brochure is not a scientific paper, nor does it claim to be exhaustive. The
contributors, however, are political consultants with many years of practical experience. The text is based upon lengthy discussions, internally within
de’ge’pol, as well as externally with experts from politics, business, academia
and society.
Berlin in August 2005
Dominik Meier
What is political
consulting?
To state in advance; the term is not one that lends itself well to a single interpretation. Rather it is multifaceted.
However, the expression ‘political consulting’ has increasingly established itself
as a collective term for a broad, yet specific, spectrum of professional services
in the political field.
Fundamentally we can differentiate between two forms of political consulting:
the consulting of political decision makers, groups and parties,
the consulting of decision makers, organisations and businesses which
operate within the political sphere.
Political consulting thus takes on a function of dual mediation.
On the one hand, political consulting mediates between politics, business and
the public.
On the other hand, political consulting builds bridges between science and
political practice.
Present day political consulting can be divided - at least in Germany - into three
fields of activity:
campaign consulting
policy consulting
public affairs
These three fields within the scope of political consulting utilise different
consulting tools.
Campaign consulting
The objective of campaign consulting is the generation and transmission of
political messages that aim to generate high levels of awareness and approval
among specific target groups.
Campaigns are concentrated, temporary and conducted with defined goals by a
campaigns team in accordance with the principles of the project management.
The planning, implementation, coordination and control of a campaign are described as campaign management, which establishes the operative framework
for the implementation of political forms of communication.
Flexibility and the ability to act and react in a particularly dynamic environment
are the preconditions for campaign consulting.
The concept of the political campaign derives from the election campaign, as
well as from protest and citizens’ movements.
Following the examples of political parties, non-profit-organisations, citizens’
initiatives and trade unions, businesses too are finding new opportunities to
transmit arguments and information to political decision-makers and societal
opinion-formers. For this, instruments are also employed that have been borrowed from election campaign management, political marketing and advertising.
Policy consulting
Policy consulting is the strategic consulting of organisations and decision makers in order to implement proposed solutions in a specific political area of activity and, in the long term, to achieve specific objectives as regards content.
Political consulting presupposes a particularly high textual and analytical competence, as well as relevant academic qualifications.
Political consultancy mediates intensively between science and political practice. Strategic and operative concepts are formulated based on empirical and
scientific analyses of the political field. Political consulting thus is based on
knowledge of governmental strategy, as well as of the formulation, implementation, coordination and evaluation of political programmes.
Public affairs
Public affairs is the strategic management of decision-making processes in the
dialogue between politics, business and society. It integrates businesses, associations, interest groups and organisations into this process in the long term.
Public affairs organises the external relations of an organisation, above all, with
governments, parliaments, authorities and communities. Public affairs is the
representation and mediation of the interests of organisations, employees and
members in a political context. This can be done either directly or indirectly, via
decision-makers or opinion-formers, or via advertising and the media.
Public affairs is thus not limited to the interests of business, but also embraces
social, societal and other interests.
10
The scope of public affairs reaches from the joint shaping of legislative and
administrative areas of activity to active involvement in controversial public
debates.
In doing so, public affairs is based on the awareness that business must now
operate to an ever increasing extent in the public sphere.
The tools
of political
consulting
Campaign consulting, policy consulting and public affairs utilise a broad spectrum of common tools. These include:
fundraising,
image management,
issues management,
political IT consulting,
lobbying,
monitoring,
network building,
strategy consulting,
strategic research,
knowledge transfer.
11
Fundraising
Organisations, projects and campaigns need to be financed. Fundraising, as a
systematic tool for the acquisition of donations, funds and sponsoring, creates
and ensures a permanent solid financial basis for projects, political initiatives
and organisations.
12
While the acquisition of donations and sponsors is based on personal address
and the adoption of modern technologies of relationship management and dialogue marketing (databases, address administration, mailings, telephone- and
web-marketing, events), fundraising consulting comprises of the sounding out
of tenders, the preparation of project applications and the building up of project
partnerships.
Image management
Decision-makers in organisations and businesses must construct and maintain
a targeted image in order to acquire personal credibility and competency in
their communications. This is managed through the professional preparation of
public performances.
This consulting service includes personal training and coaching before the camera, in interviews and discussion situations, as well as in front of the public.
The classical presentation techniques involving gesture, speech and breathing
techniques are supplemented by the mastering of body language and modern
forms of presentation. A precondition for a credible performance is the adoption
of the operating modes of the modern media landscape.
Issues management
Issues are topics of public interest that possess a high degree of relevancy for
an enterprise or an organisation.
These themes are not fixed and unchanging, but move along a dynamic of arguments and awareness. Theme flows and cycles are spoken of, which map the
changing of positions, priorities, competencies, conflict and consensus.
Issues management plans and directs the communication of these topics on the
political and public agenda. It can bring them to the centre of media and public
attention and discussion in order to identify specific positions to the respective
addressee (agenda setting); build up a topic step-by-step via various actions
or publications (agenda building); or enable the profiting from the popularity of
current or emerging issues (agenda surfing).
In connection with political events, topics can often develop their own- dangerous- dynamism. Issues management, therefore, also involves the prevention of
crises and crisis management. It ensures the ability to react quickly in a controlled manner, in order to maintain credibility, maximise the number of courses of
action in a crisis, and from this to extract new opportunities.
13
Political IT consultancy
14
The internet and the multiplicity of electronic online platforms (intranets, chat
rooms, newsgroups and email newsletters) have profoundly altered target group
orientated political communication. Virtually every form of political organisation
and communication today has an online component. State institutions use electronic channels to enable simpler and less bureaucratic procedures in administration and in their contact with citizens (e-government).
Multimedia-based, interactive and continually updated products must be established and overseen by specialists; often in order to supplement more traditional
tools.
Political consultants strategically use this information technology and integrate it
into their communications planning. At the same time they advise organisations
in order to improve their internal flow of information, and thus their productivity.
Lobbying
The direct communication with representatives of state institutions - in particular governments, parliaments and authorities - regarding the agenda and position of an enterprise or an organisation towards specific political, legislative and
administrative plans, is termed as lobbying or government relations.
Monitoring
Monitoring describes the continual observation of developments, policy fields,
programmes and media reports that are relevant for an organisation. With the
help of continual monitoring, themes and policies identified as relevant can be
detected early and an early-warning-system can be built up.
Network building
Addresses, details and information regarding crucial contacts constitute the
foundation of all political communication. For this an information system is
required that offers continually updated details of areas of interest of the most
important political, business and societal players.
Political consultants process this information for strategic application. They prepare suitable channels of information and events in order to reach the contact
persons.
Strategy consulting
Strategy consulting has two dimensions: the analysis of the general framework,
actors and interests in the political sphere, as well as the implementation of
courses of action. It is essential that the scope for manoeuvre is identified and
practical courses of action are formulated.
A part of strategy consulting is the continual examination and updating of the
joint strategy formulation and strategy development.
15
Strategic research
Market and opinion research contribute to the formulation and optimising of
political strategies via their quantitative investigation and qualitative analysis.
16
Using these results, political consulting identifies important characteristics and
interests of players and population groups in order to detect the conditions for
effective and efficient communication.
Quantitative research identifies representative results for specific population
groups that can be conferred onto a larger group.
Qualitative research attempts - for example in structured group discussions (focus groups) - to gain information regarding the nature of material and psychological foundations for positions.
Knowledge transfer
Strategic consulting requires the analysis and identification of knowledge relevant to actions and thus, in turn, the gathering and preparation of information
and documents.
Decision-makers are hindered in equal measures by a surplus, as well as a lack
of information. Political consultants separate the important from the less important, and establish criteria for so-doing. They support the research and training
of those who gather and work on information. They also support the setting up
of internal webs of knowledge and the qualification of personnel.
17
Prospects
for professionalisation
Political consulting as a profession requires a systematic educating and training on the
basis of a recognised code of competency and knowledge. Political consulting is, irrespective of whether it is carried out as an external consultant or as an employee, a career
whose standing depends on the achievements of those who pursue it.
18
Access to the field of political consulting is open, and rightly so. Political consultants in
Germany are primarily still career-changers and autodidacts. The vocational field of political consulting is lacking a clear profile. This can lead to attacks on the integrity of political
consulting as a whole.
At the same time, however, there is a demand for specialists and executives who can
demonstrate serious and legitimate qualifications in political consulting on a scientific
level.
Further training in the occupational fields of campaign consulting, policy consulting
and public affairs today relies on an ever increasing provision of seminars and training
courses, from commercial and independent agencies to foundations with links to parties.
The traditional forms, goals and disciplines of the university qualification in Germany do
not suffice to meet the demands of a modern training in political consultancy, neither in
the undergraduate nor the postgraduate varieties. The offerings of the German universities in legal, economic, political and communication studies are too remote from political
practice and from the reality of the competing interests and mediums, as well as from the
communications dynamic of modern societies.
The de’ge’pol strives for dialogue with higher and further education and training facilities,
especially with universities. It speaks up for the intensification of research into the practice and theory of political consulting. Furthermore, de’ge’pol supports and furthers initiatives for the establishment of a modern form of further education for political consultants
in Germany, merging specialised management knowledge, strategic thinking and a sense
of democratic responsibility into a new qualification. The de’ge’pol supports an alignment
with international standards of university-linked further education for political consulting
as they emerge, above all in Brussels and in Anglo-Saxon countries.
Professional conduct demands that de’ge’pol clearly commits itself to greater transparency, democratic values and ethical career codes of conduct for a practice that must be
taught and learnt, in accordance with the code of conduct and the catalogue of criteria
for quality management in political consulting.
In addition analytical competencies and medial key qualifications are required, as well
as practical knowledge for the strategic management of political institutions, processes,
communications and representation of interests.
19
Code of Conduct
German Association of Political Consultants
Preamble
20
Political consultants play a mediatory role between economics, politics and
the public. This presents them the challenge of maintaining the interests of the
client, on the one hand, and, on the other hand, ensuring as an objective of
political consulting the protection of the common good when implementing the
individual interests of a client.
The constant transition between the fields of politics, economics and the public
thus demands from political consultants a particular sensitivity and transparency
in carrying out their work.
Against this background, codes of conduct have already been adopted by the
Society of European Affairs Professionals (SEAP), based in Brussels, the American Association of Political Consultants (AAPC) and the British Association of
Professional Political Consultants (APPC).
In the context of the process of professionalisation within political consulting, to present a clear sign of its transparency to the public and clients from
the spheres of politics, economics and civil society, the German Association
of Political Consultants e.V. (de’ge’pol) has produced a self-contained code of
conduct,
de’ge’pol members are professionals from the fields of public affairs, policy
consulting and campaign consulting.
The code of conduct
Political consulting is an integral part of the democratic process. In carrying out
their careers political consultants respect and advance the basic principles of
international law, and the guidelines of the national legislation, in particular the
basic principles of freedom of speech, the right to information, independence of
the media and the protection of individual rights.
Integrity, the maintaining of democratic rules of play, as well as respect for
the democratic basic order create the preconditions for debate regarding the
foremost ideas and concepts. With this concept of self-definition, members of
de’ge’pol stand for the professionalisation of political consulting.
The members of de’ge’pol commit themselves to follow the following basic
principles in carrying out their professional activities:
Truthfulness
A commitment to truthfulness with clients, political institutions, the media and
the public:
de’ge’pol members work solely with information that, to the best of their knowledge, reflects the truth.
Close attention is paid to transparency and avoiding misinforming by utilising
false information. In carrying out their professional activities, they disclose the
name of their client as long, as they are working on their behalf.
21
Discretion
A commitment to discretion: confidential information from current or previous
clients is only to be passed on with their express consent.
22
Furthermore, de’ge’pol members are careful to avoid potential professional conflicts of interest by simultaneously representing directly irreconcilable interests.
The client should be informed about any possible conflicts of interest.
No financial incentives
In the communication and realisation of interests, de’ge’pol members do not exert any
dishonest or illegal influences, especially not via direct or indirect financial incentives.
No discrimination
In their professional activities de’ge’pol members commit themselves to allowing no form of racist, sexist, religious or other forms of discrimination, and from
taking part in them.
Respect
de’ge’pol members treat clients and colleagues respectfully and are committed
to respecting their professional and personal reputations.
Clear separation
In their professional consulting and representation, de’ge’pol members hold in
high regard the strict separation between, on the one hand, their professional
activities, and, on the other hand, further political positions, mandates and
functions.
No disrepute to profession
Each de’ge’pol member fundamentally avoids activities that could damage the
reputation of the community of political consultants, political consulting or the
public image of de’ge’pol.
With their membership the members of de’ge’pol have accepted this code of
conduct and will promote its abidance, circulation and further development.
23
24
de ge pol –
criteria
catalogue
for quality
management
in political
consulting
Political consulting contributes considerably to the preparation, coordination
and mediation of political decisions. With the ever growing demands on politics, the need for quality assurance in political consulting is also increasing.
The German Association of Political Consultants e.V. (de’ge’pol) views the
development and continual improvement of standards as an indispensable
precondition to the professionalisation of consulting activities for organisations that engage political consultants.
The
quality of political consulting can thus be measured by:
the ability to effectively direct the planning of resources towards the
preconceived goals and the available means in political, economic and
societal conflicts and in competitive situations,
the individual and specialist knowledge of the political consultancy
personnel,
the efficiency and verifiability of the process of political consulting.
Internal and external political consultants always act in the interests of their
clients or businesses, and are aware that they also outwardly represent
them during the course of the assignment. In this respect they understand
customer orientation.
The
quality criteria offer political consultants and clients a basis for:
an optimising of their own services,
a differentiation within the field of political consulting,
assistance in differentiating between the choice among providers of
consultancy services.
The de’ge’pol criteria catalogue for quality management in political consulting, which was adopted in 2005, complements the de’ge’pol code of
conduct from the year 2003. The code of conduct and the criteria catalogue
comprise the basic principles of professional political consulting, as held by
de’ge’pol*.
* The texts of the de’ge’pol criteria catalogue and the de’ge’pol code of conduct are copyrighted.
The de’ge’pol prohibits thus political consultants who are not members of de’ge’pol from advertising
any adherence to the de’ge’pol regulations in their documentation. de’ge’pol members are required
to notify the board of corresponding malpractice.
25
1. Personnel
1.1 Quality of expertise
1.1.1 Political expertise
Political consultants seek solutions that do justice to the standings of scholarship, the development of the branch and their respective assignments to
the best of their ability.
Political consultants know of the relevant political organisations, institutions
and processes of decision making and communication, as well as the basic
constitutional standards, processes of legislation making, rules of procedure
and executive and legislative codes of practice.
Political convictions, basic principles and Weltanschauung are important
starting points for the work of political consultants. They are, however,
required to separate clearly between their own political opinions and the
political goals of their consulting.
Political consultants maintain a far-reaching web of contacts in the political
sphere that they use as resources for their consulting activities under adherence to the de’ge’pol code of conduct.
26
1.1.2 Communicative competency
Professional political consulting places high demands on communicative
competence and the ability to analyse the respective stakeholders, and from
this to derive recommended courses of action.
Political consulting presupposes the ability to convert specific political expertise into goal oriented communication measures. Among this is included,
on the one hand, a good knowledge of the instruments which are made
available to political scientists and communications scientists, and on the
other hand a personal integrity and communications skills for appearances
and dialogue with stakeholder groups.
1.1.3. Competency in problem solving as a condition of the
assignment acceptance
Political consultants only take on assignments for which their skills, experience and personnel meet those required for the work.
Political consultants in their responsibility for personnel only assign this
responsibility to staff members when they posses the required professional
and commercial qualifications.
1.1.4 Training and development
Political consultants continually keep up with the latest developments in
political practices in their specialist area and the scientific disciplines relevant to them. They continually strive to improve their knowledge, skills and
methods of procedure.
Characteristics of a continual improvement in the rendering of political consulting services are appropriate measures of further education, the acquiring
of additional qualifications, as well as the utilisation of scholarly literature.
1.2 Personal qualities
1.2.1 Independence, neutrality and integrity
Professional political consulting is carried out in accordance with the professional issues and goals of the client. In their consulting activities, political
consultants strive, as far as possible, for a personally impartial, objective
and neutral analysis and evaluation. They inform their client of particularly
critical positions and situations in order to avoid conflict of interest or goals
in good time.
Political consultants who are active as external consultants inform their
members of staff of the assignment and the requirements for independent
consulting, especially in consideration of financial and personal relations to
clients, and supervise their members of staff in this respect.
1.2.2 Confidentiality/ discretion Discretion is understood in the sense of the de’ge’pol code of conduct.
Political consultants are aware of particular position of confidentiality in the
consulting relationship.
They treat all information regarding the consulting relationship as strictly
confidential.
Political consultants inform their members of staff of the obligation to safeguard the relationship of mutual trust, and explain to them the consequent
requirements and supervise their members of staff accordingly.
27
2. Process/ assignment processing
2.1 Process orientation as quality management
In political consulting, processes are often difficult to define and distinguish
from one another. Effective and goal orientated political consulting thus requires an intensive exchange of information between consultant and client,
in order to analyse processes, to plan, to lead and to improve.
This includes information regarding:
process functions,
working stages,
timing,
resources,
costs,
employees,
documentation,
evaluation.
28
2.2 Efficiency
2.2.1 Objectives
Political consultants ascertain and adhere to the client-intended goal of a
process-orientated course of action. This goal builds the fundamental foundations of the assignment and allows for the formulation of strategy, as well
as for its implementation.
In the implementation of public affairs and lobbying measures, political consultants orientate themselves to the concrete business goals of their client.
The measuring of success and results is based upon the fulfilling of goals of
clearly defined process stages.
Individual stages and goals will be defined with the client in close consultation prior to the start of collaboration, and will be reviewed at regular
intervals.
2.2.2 Formulation of assignments
Based on the defined goals, political consultants formulate concrete tasks in
consultation with the client. They build the requirements for the formulation
of a process-orientated procedure.
Political consultants develop proposals for priorities and scenarios as an aid
to the assignment formulation, which could lead to alternatives contingent
on different situations. They take into consideration both external factors
and internal factors of the client.
2.2.3 Resource planning
An appropriate planning of resources is necessary, which guarantees an appropriate and methodical development of the consulting.
The elements of a goal and appropriate planning of resources involve:
knowledge of clients, political and thematic fields,
information on qualifications and availability of members of staff,
leadership experience of the project manager,
appropriate time scheduling,
planning of buffer times.
2.2.4 Orientation towards stakeholders
Political consultants systemise and analyse the complex relationship networks of the stakeholders that are relevant for the implementation of the
assignment.
The achieving of goals and fulfilling of assignments requires the capability of
the political consultant to research, identify and analyse the significance of
all relevant stakeholders and their specific interests.
In their consulting, political consultants take into consideration all players
who could be or become meaningful as stakeholders for the goal/ assignment.
2.2.5 Assignment supervision
Political consultants assure supervision of the assignment, which incorporates the consulting process from the establishing of contacts to the following-up at the end.
This includes:
the gathering, processing and preparation of information (including the
compiling of new information) in order to fulfil the assignment.
the control and, if need be, correction of the detailed plan of work with all
individual tasks and quality requirements.
the appropriate co-steering of the consulting process from the client.
the adherence to the control of proceedings and successes that have
been agreed upon when accepting the assignment, if possible not only after its conclusion, but while the project is being carried out.
Political consultants who are active as external consultants inform their
clients, without prompting and at regular intervals, about the proceeding of
the assignment, unless the client specifically demands another arrangement.
The informing must take place in such form that it remains possible for the
client to give instructions regarding the direction of implementation.
29
Political consultants who are active as external consultants adopt modern
procedures of project planning and project management, in order to continually observe the use of instruments and operating procedures according to requirements of an optimal cost-value-ratio, and from this to derive
options for supervision.
2.2.6 Reliability of services
Political consultants inform their clients as early as possible if stipulated
binding guidelines cannot be observed, and declare the precise reasons for
this. Political consultants guarantee a monitoring of deadlines for legal and
other dates relating to the assignment (such as meetings of bodies, midterm presentations, the releasing of reports.)
30
2.3 Adequacy of process strategy
2.3.1 Structures
In the consulting of clients political consultants are aware of the decision-making processes, decision-makers, courses of action and deadlines
predetermined by the client.
Political consultants appropriately propose alternative structures which may
be more beneficial and effective for the consulting process and the development of strategies.
Political consultants particularly propose alternative structures if the implementation of strategies by the consultant or the client demands other decision-making processes, decision makers, courses of action or deadlines.
2.3.2 Resources and instruments
Political consultants are aware that resources such as time, funds and
personnel must be clearly defined and organised in order to carry out a
strategy. Political consultants thus give their clients clear advice and recommendations as to how their proposed strategies can be best carried out
using the corresponding resources. They also give clear recommendations
as to which resources should not be utilised.
Political consultants identify and recommend appropriate instruments for
the implementation of strategies by exhausting all relevant fields of political
consulting and political agencies.
2.4 Dynamic adjustment
2.4.1 Continual observation
Political consulting is ideally a service where the consulting and its supply
required by the client are available according to the specific requirements,
at the right time, on the right scale, to the required quality and in the right
place. Regarding quality assurance, political consultants continually adapt
their actions to the changing circumstances.
Political consultants ensure an optimal flow of information and continually
observe the political situation and the relevant respective players in order
to optimise their consulting performance and the consulting process. They
observe in particular:
the political sphere and relevant players,
the client’s opponents and their behaviour,
economic issues of other market participants and their
relationship with the market.
Political consultants document the acquired results, which can be compared
and from which lessons can be learnt, and instruct their clients as well as
their colleagues accordingly in order to optimise the applied strategy for
comparative cases in the short- and long-term.
2.5 Verifiability
2.4.1 Continual observation
Political consultants agree areas of authority and responsibility for procedures and project contents with clients and colleagues.
This agreement takes into consideration the qualifications of those responsible and the internal business practice in the consultancy firm, as well as of
the client.
The client will be provided with a contact person for all phases and sections
of a project, whom the client is guaranteed to be able to reach for the duration of the project.
2.5.2 Information and documentation
Political consultants continually update and improve the level of information
in the consulting process via exchange with the client. They strive for regular
work and project reviews.
31
Professional political consulting includes systematic and easily understandable documentation, which, above all, lists costs and resources, expenditure,
activities and appointments.
Political consultants who are active as external consultants should present
their activities in a written agreement to the client in two sections:
as documentation in the project plan or project handbook;
to be used as a guide,
in the project report documenting the individual stages of planning,
organisation and implementation. These individual stages include plans
for mid-term and final report production, of milestone and end presenta
tions, information, demonstration and learning functions, monitoring,
supervision and evaluation.
32
Political consultants who are active as external consultants document
projects through administration of;
proposals, planning documents, statistics and released documents,
correspondence, meeting protocols and contract amendments,
phase reports, activity reports, appointment reports, concluding reports,
cost receipts,
other project documents.
Political consultants administer documents via measures which comply with
the legal protection of data and the regulations on the saving of data.
2.5.3 Supervision
Political consultants are aware that political activities and communication,
as part of the strategic management, represent a business added value
factor to the client. Political consultants make this business management
connection transparent and accept it as an assessment factor of their work.
Political consultants who are active as external consultants accept that the
establishment, supervision and control of strategic political activities and
communications must be adapted to the supervisory system of the client.
Political consultants take part in the further development of methods and
indices for the supervision of their services. Political consultants see it their
responsibility primarily, however, along with the pure microeconomic quantification, to bring the societal and political perspectives to a position of equal
standing.
2.6. Acquiring and carrying out of assignments
2.6.1. General rules for the acceptance of assignments
Political consultants who acquire assignments as external consultants are
aware that political decisions and procedures are associated with public
goods. The integrity of state run institutions and political processes must
not be allowed to be damaged by the carrying out of assignments. Political consultants who acquire assignments as external consultants guarantee to diligently observe laws, professional rules and developments during
an assignment. This applies especially to tenders and anti-corruption regulations. They inform their members of staff correspondingly.
Political consultants only accept or undertake such assignments that can
be carried out in accordance with the regulations mentioned in the previous
paragraphs.
Political consultants examine all risks linked to an assignment that could
compromise the reputation or the economic situation of the client.
Political consultants who are active as external consultants provide a rough
planning of the assignment in their bid.
On accepting an assignment, political consultants who are active as external
consultants recommend to their clients an unambiguous and written agreement regarding the content, scope, and aim of the assignment, as well as
the allocation of responsibility. This agreement should include:
the form the service takes,
regulations regarding the evaluation of the success of the consulting,
the limits of liability,
the time and appointment planning,
personal allocation and responsibilities,
the utilisation of third parties affecting the consulting,
the remuneration.
2.6.2 Fair competition
Political consultants respect the intellectual authorship of proposals,
concepts and publications of others, and use such material only with clear
references.
When necessary for reasons of subject or expertise, political consultants
employ only those colleagues who adhere to the quality criteria of the
de’ge’pol.
33
When cooperating with others, political consultants who are active as external consultants define to the client the project responsibility as well as the
type and scope of the cooperation openly and clearly – unless it concerns
simply a short-term cooperation for reasons of personnel shortage.
2.6.3 Reliable pricing
Political consultants who are active as external consultants charge fees
based on the nature and scope of the assignment.
Political consultants who are active as external consultants provide fixed
price quotations only for those projects whose scope can be overviewed.
Scope and difficulty of the problems to be solved are precisely and bindingly
specified, and are subject to review by both parties to the contract.
Political consultants who are active as external consultants render their
proposals precisely so that the client is clearly aware of any additional costs
involved in the invoicing beyond the basic fees.
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2.6.4 Reliable advertising
Political consultants who are active as external consultants practice competitive restrain in advertising. They present their qualifications exclusively in
respect of their competencies and their experience.
Political consultants who are active as external consultants adhere to the
current standing when presenting their turnover, employees, areas of activity
etc. The representation is bound to the principles of accuracy, clarification
and honesty.
References or descriptions of concluded projects may only be made public
with the prior consent of the client regarding the wording.
Political consultants who are active as external consultants and who are
members of the de’ge’pol inform clients and third parties of their membership of the de’ge’pol where possible and of the basic principles of the
profession that are included in this catalogue of criteria.