How can you use your knowledge of public affairs to inform strategic planning?

Another way to think about this is through the systems perspective. How does your organization fit into a broader system? How many systems is your organization a part of? If you are a public agency, you're likely part of multiple systems (justice system, healthcare system, federal/state/county systems). As you begin strategic planning, keep in mind what system you are planning for because it can change your perspective of what your objective might become.

Step 1: Identifying stakeholders who share a similar message that can be bolstered with your organization or contribute to theirs. Having a 'champion' group of industry stakeholders to relay key messages and collectively bring to targeted audiences will carry more weight. Step 2: Identifying the appropriate audience begins with networking, conversations, and building relationships to understand who is influential and how you can add to their perspective to boost their influence to meet your collaborative goals.

In my experiences, we have more than just one option for the first step. It is basically a planning process where different companies can have different strategic approach, in example: 1. define "why" we need this mission/value/objectives (old step 3); 2. consider "where" we are (old step 2); 3. identify "who" we can influence (old step 1); 4. formulate the "strategic plan" to get what we need. (old step 4). Meanwhile, strategic planning is theoretically the so-called formulation process "before" the implementation process included (step 5) and the review after implementation (step 6). If it is the case, now we can discuss the role of public affairs knowledge in these 4-step strategic planning process.

Identification of participants in public strategies with relevant institutions, the main role is the factor of mutual knowledge with relevant institutions as well as access to initial information to frame them in the event. Then, there are the steps, meaning the analysis and presentation of the objectives of the strategy or the project that is thought to be developed with them.

Neste processo de mapeamento e identifica??o de stakeholders é importante que você analise normativas governamentais para verificar os atores do setor público, reconhe?a grupos ligados à universidades, organiza??es da sociedade civil ou pessoas que mesmo individualmente sejam atores relevantes. N?o se esque?a da perspectiva intersetorial.

Policy articulation is not done in a vacuum. It is therefore essential to analyse the context within which a specific policy is being formulated. The context helps us understand the different motivations of the various stakeholders and this can help us define and refine the strategy and tactics to be used to address a specific challenge. For example, if a policy initiative is aimed at increasing tourism, then depending upon SWOT and resources, one could develop a strategy that focusses on either improving facilities at existing tourist locations and/or development of new locations. Within each of these, then the tactics could be further formulated to address specific challenges of facilities, capacities, access etc.

Prudence in Resource Management is a key aspect to consider in your strategic planning. As you seek to develop a comprehensive X year plan, it's important to emphasize policy that protects existing investments

In case you are drowning in a sea of tools and frameworks and you don't know which is the right thing to do, I humbly suggest simple formula: evidence-based assumption, justified economic principle, accurate input data, and the ethical/social value of the context.

In my experience, a knowledge of public affairs helps you look around corners when doing strategic planning. It's the connective tissue between government, business, and what citizens want and need. It's particularly critical when working with stakeholders, and understanding the external and internal factors that affect your work - be they economic, political or social.

The construction of a strategy aimed at achieving certain objectives, in public policies and factors within institutions, stakeholders and the media, requires specific proven commitments and skills. Above all, by channeling the present energy towards the objective, without leaving aside the interferences which not infrequently deviate or make unintentional attempts to deviate the course of action for achievement.

After the basic documents of a strategy have been completed, including the action plan with predetermined or planned costs, monitoring and evaluation of achievements is a significant factor, from which other documents, even sector strategies, can be produced.

La visión de los asuntos públicos puede tener gran relevancia en el proceso de la planeación estratégica porque, además de su perspectiva de lo externo, es quizás el área que junto con la Dirección General llega a tener la visión más integral del negocio / actividad. Incluso hay organizaciones globales que en lo local carecen de una figura de Director(a) general real y el responsable de los Asuntos Públicos juega además un rol de mediación entre los diversos intereses a lo largo de la organización.

Be careful with disinformation, be agile with negative externalities from political risk, and be brave with innovative solutions.