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Broxtowe Borough Council: Creating new commercial units to support SMEs Broxtowe Borough Council are supporting small and medium sized enterprises SMEs in the borough by developing new commercial units to boost inward investment and create new jobs. Understanding the cost of economic inactivity for young people Agencia were commissioned through the LGA's Economic Growth Advisers programme to support Hull City Council in understanding the challenges faced by young people together with the cost of economic inactivity.
Reducing littering in the New Forest — a behavioural insights project New Forest District Council commissioned social research agency Social Engine to work with them to develop a new approach to tackle littering in the New Forest. Forest of Dean: Building bridges between the community, businesses and local government for sustainable growth Founded by the Forest of Dean District Council in , the Forest Economic Partnership FEP is an award-winning voluntary community partnership with the vision of making the Forest of Dean a vibrant and thriving place to live, work, study and do business.
Charnwood: Dedicated teams to support retail and hospitality business Charnwood Borough Council set up a dedicated business compliance team at the start of the pandemic to support retail businesses and hospitality venues. Gateshead: Proactively supporting businesses from fish and chip shops to circuses Gateshead set up a COVID business compliance team to ensure restrictions and safety guidelines were adhered to and helped local businesses cope with change.
Sussex: Ensuring smooth coordination in a two-tier area As soon as COVID hit, a pan-Sussex enforcement cell was set up which included the police, Brighton and Hove City Council, the two county councils and the network of district and borough councils.
Rushmoor: 'We looked after our unsung heroes - our food businesses' The environmental health team at Rushmoor Borough Council made it their priority to support local shop owners and kept them up to date with the ever changing guidance and went the extra mile to deliver lateral flow tests. COVID good council practice Councils are doing remarkable work to address COVID, pooling resources, responding to new problems and coming up with creative solutions, including to recovery and renewal.
A public affairs strategy asks, and helps you answer important questions that make your influencing activity more successful and sustainable over time. For example, are you focussing on engaging with the contacts that you have, or the contacts that you need?
People are constantly moving on, both from your own organisation, and from partner organisations, so your stakeholder map should be dynamic and multi-layered. Consider the example of a local clinical commissioning group. The current chief executive has good relationships with: NHS England, the chief executives of two local hospital trusts and the ambulance trust, the chief executive of the county council, the editor of the local newspaper and the health correspondent on local BBC radio.
The CCGs relationships, and public affairs activity will be fragile, and weakened for a time, unless they have created a structure for engagement that will survive people changes, and a depth to engagement that means there are multiple points of contact. A public affairs strategy would help to create structures for joint working, regular dialogue and partnerships that create the glue for your organisation to survive people changes.
It would also identify roles for multiple members of your team, to establish and maintain networks, relationships and joint initiatives. Rope or cable made of many strands is stronger, it spreads the strain and creates greater tolerance for the failure of an individual strand. The metaphor can be applied to any teamwork, and is certainly true of public affairs strategy.
Networks and relationships create the greatest value where there is purpose and a mutual objective. The extent of joint working and partnerships in local public service delivery present many opportunities for joint public affairs activity. In the common example of a visit to Whitehall to request additional support or funding, a joint approach by a range of local public service leaders will be more impactful. Or if the public affairs objective is to secure investment in major infrastructure, then a campaign partnership involving public service leaders, the local university, local airport, and major local businesses, will be much more likely to succeed.
A public affairs strategy creates a framework for engagement and campaigning over time.
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