Paul Thompson
Strategic Adviser
I help CEOs and executive management teams in regulated or politically exposed organisations
turn political and regulatory uncertainty into clear decisions and practical action
Political Risk Clarity Sprint
Turn political and regulatory uncertainty into clear leadership decisions and practical action within 30 days.Political and regulatory change rarely arrives as one surprise event.It builds through drivers like policy uncertainty, shifting government priorities, regulatory pressure, stakeholder noise, media attention, funding risk, reputational exposure, and internal uncertainty.By the time it becomes urgent, public, or expensive, the best options have often narrowed.I help CEOs and executive management teams in regulated or politically exposed organisations make sense of political and regulatory change before it becomes a major problem or an internal crisis.Using the Political Risk Clarity Sprint, I help your leadership team identify what is changing, why it matters, where the real risks sit, what decisions need to be made, and what to do next.
When political uncertainty becomes a leadership problemMost organisations do not suffer from a lack of information.They have updates. Briefings. Stakeholder maps. Policy trackers. Internal meetings. External commentary.The problem is often that this information is not turned into shared interpretation and practical actions for leadership to align and make decisions on at the right time.• Public affairs and Communications may understand the external environment and reputational risk.
• Strategy may understand the material commercial implications.
• The executive team may see pieces of the picture, but not always the whole thing.That is when organisations become reactive.They wait too long.They over-focus on the wrong signals.They treat political risk as one team’s problem.They struggle to decide what to say, who to engage, and what to do next.The real problem is not lack of information.It is lack of clarity about what the information means and what leaders should do with it.
Who is this for
The Political Risk Clarity Sprint is for CEOs, executive management teams, board members, and senior leaders in regulated or politically exposed organisations.It is especially relevant if your organisation is:• Facing political or regulatory uncertainty
• Preparing for a policy, funding, planning, regulatory, or reputational decision
• Trying to understand what a change in government, policy, or regulation means for your strategy
• Dealing with stakeholder pressure or public scrutiny
• Struggling to align leadership around political risk
• Receiving plenty of external information but lacking clear decisions
• Relying too heavily on one person or one team to interpret the external environmentWhat you will have by the endBy the end of the sprint, your leadership team will have clearer answers to five questions:1. What is changing?
2. Why does it matter to us?
3. What risks and opportunities should we prioritise?
4. What decisions do we need to make?
5. What should we do next?You will leave with:• A clearer view of the political and regulatory risks that matter
• A shared leadership understanding of the issue
• Clearer decision points
• Stakeholder engagement priorities
• Communications considerations
• A practical action plan
• More confidence in what to do before the situation escalatesThe aim is simple:Move from reacting to political and regulatory change to seeing it clearly, deciding confidently, and acting before the issue becomes harder to manage.
The process
Week 1: DiagnoseWe clarify the issue, the context, and the decisions your organisation is facing.This may include:• An initial leadership briefing
• Review of relevant documents, plans, policy issues, stakeholder context, or current concerns
• Identification of political, regulatory, reputational, and strategic exposureThe goal is to understand what is really at stake.Week 2: InterpretWe separate noise from material risk.Not every political development matters.Not every regulatory signal requires action.Not every stakeholder concern is equally important.This stage identifies:• The issues that matter most
• The risks that could affect strategy, reputation, operations, investment, or stakeholder confidence
• The assumptions your team may need to test
• The decisions that cannot be avoidedThe goal is to bring discipline to the uncertainty.Week 3: AlignWe work with your leadership team to build shared understanding.This usually includes a focused executive workshop or advisory session to test the analysis, clarify choices, and agree on priorities.The goal is to make sure political and regulatory risk is not trapped in one team, one inbox, or one person’s head.Your leadership team should leave this stage with a shared view of the issue and the decisions it affects.Week 4: ActWe turn the analysis into practical next steps.You receive a clear action plan covering:• Priority political and regulatory risks
• Recommended leadership decisions
• Stakeholder engagement priorities
• Communications considerations
• Internal alignment needs
• Immediate next actionsThe goal is clarity that turns into clear actions.What is includedThe sprint can be shaped around your organisation’s needs, but typically includes:• Initial diagnostic conversation
• Leadership briefing call
• Review of relevant context, documents, policies, plans, or current concerns
• Political and regulatory risk map
• Identification of key strategic, reputational, and stakeholder implications
• Executive management team workshop or advisory session
• Practical engagement and communications recommendations
• Written action plan with priorities, decisions, and next steps
• Optional follow-up advisory sessionWhat this is notThis is not:• A lobbying campaign
• Legal or regulatory advice
• Outsourced public affairs
• Generic political commentary
• A promise to secure a specific government, policy, funding, planning, or regulatory outcome
• A long consultancy project that creates complexity instead of clarityPolitics cannot be controlled.But your interpretation, decisions, positioning, engagement, and readiness can be improved.
Why work with me
I have spent 25 years advising chief executives and senior leaders across politically exposed and regulated sectors, including energy, transport, housing, and the creative industries.I have seen that the organisations that navigate uncertainty best are not always the biggest, smartest, or best resourced.They are the ones that:• Interpret the external environment clearly
• Make decisions before pressure peaks
• Engage with discipline
• Communicate with confidence
• Build political awareness beyond one team or functionThat is what the Political Risk Clarity Sprint is designed to help your leadership team do.
Why now
Political and regulatory risk is easiest to manage before it becomes urgent.Once an issue is public, live, or reputationally sensitive, your options narrow.This sprint is especially useful when your organisation is:• Preparing for political or regulatory change
• Facing a live policy or stakeholder issue
• Entering a new strategic planning cycle
• Dealing with public scrutiny
• Responding to a change in government priorities
• Trying to align leadership before a major decision
• Unsure whether an external issue is noise or material riskThe cost of waiting is not just being surprised.It is making slower, weaker decisions when the stakes are higher.
How we start working together
We begin with a focused diagnostic conversation.In that session, we clarify:• What political or regulatory issue you are facing
• Why it matters now
• Who needs to be involved
• What decisions are at stake
• Whether the Political Risk Clarity Sprint is the right fitIf it is not the right fit, I will say so.You do not need to commit to a long-term retainer before we have established whether this work is useful.The clarity checkpointBefore final recommendations are delivered, we hold a decision-readiness checkpoint.This is where we test whether the priority risks, choices, and next actions are clear.If they are not, we sharpen the diagnosis before moving to the final action plan.The aim is to reduce vague advice and loose recommendations.You should leave the sprint with clarity that your leadership team can actually use.After the sprintSome organisations use the sprint as a standalone piece of work.Others continue with advisory support, leadership training, workshops, or coaching for public affairs and corporate affairs leaders.Follow-on support can include:• Strategic counsel for CEOs and senior leaders
• Political awareness training for leadership teams
• Public affairs and strategic influence workshops
• Coaching for public affairs leaders who need more senior-level impact
• Speaking for conferences, away days, and senior leadership eventsBut the sprint is the starting point.Start with a diagnostic conversationIf your organisation is facing political or regulatory uncertainty and needs to make sense of what it means, let’s start with a diagnostic conversation.We will look at:• The issue
• The stakes
• The decisions involved
• Who needs to be involved
• Whether a 30-day sprint is the right next stepLet’s talk
About
I have spent 25 years advising chief executives and senior leaders across politically exposed and regulated sectors, including energy, transport, housing, and the creative industries.I have seen that the organisations that navigate uncertainty best are not always the biggest, smartest, or best resourced.They are the ones that:- Interpret the external environment clearly
- Make decisions before pressure peaks
- Engage with discipline
- Communicate with confidence
- Build political awareness beyond one team or functionThese are some the organisations
I've worked with or provided services to and made a positive difference to over the years.➡️ VPI|National Grid|Low Carbon Contracts Company|BVRLA|Design Council|UK Power Networks|National Audit Office|Ofcom|Arts Council England|IPSA|Audit Commission|IPPR|Policy Network|UK Parliament| Fleishman Hillard|Field Consulting|Greenhouse PR|GK Strategy|Public Affairs Experts|Community Housing CymruWHAT SOME OTHERS SAY ABOUT ME➡️ Paul is a rare and immensely talented chap who seamlessly develops strategic thinking using his encyclopedic political knowledge to secure outstanding and impressive results. He effortlessly leads the business to amplify on key messages to help cut through complex issues by winning over key stakeholders. Paul produces extremely high-quality results and uses his strengths to collaborate with and build new partnerships. Absolutely pleasure to work with and I’ve learnt such a great deal from him! Jay Parmer, Chief Executive, The Joint Industry Board for the Electrical Contracting Industry➡️ I have managed Paul and also commissioned him as a freelancer. My experience of Paul is that he always tries to deliver his best and consistently delivers to a very high standard. He can confidently work through multiple high-profile political issues at the same time and has delivered great outcomes for me. Paul combines a great understanding of politics and policy, and can translate this into good advice that helps companies chart a way through any problems. Paul is a very good communicator and always aware of the audience he is working with. He works hard and shows a lot of commitment to get a job done well. He is friendly, personable and a pleasure to work with. If you want a government affairs professional who will bring creativity and discipline to a project, I would definitely recommend him. Janine Freeman, Net Zero Transition Leader➡️ Paul is the ideal person to step into an interim leadership role, particularly one that focuses on policy or public affairs. At Community Housing Cymru, I was very impressed by how quickly he got up to speed with core strategic challenges and the deliverables required. Similarly, he swiftly built an understanding of the needs of the social housing sector and the particular political considerations within Wales. Not only did he gain the trust of the team at CHC, member organisations, MSs and officials, he also led work which achieved significant policy wins. Laura Courtney, Head of Policy and External Affairs at Community Housing Cymru.➡️ Paul has the ability to offer sharp insight that helps make better public affairs strategies and improves the quality of engagement organisations carry out. He's able to think about the long-term consequences of public affairs activity and also provide what is needed in the immediate. Having worked closely with Paul, I can confidently say that he's grounded in his thinking, executes and delivers and challenges himself to find the best solution for organisations. I have found his insight and thinking really helpful at different times we've worked together. Iwan Hughes, Director of Regulation and Grid Services, VPI
Contact
Email: [email protected]
AI for Public Affairs Teams
AI is already changing how public affairs, policy and communications teams work.The challenge is not learning how to use a new tool. The challenge is knowing where AI can genuinely improve public affairs work, where it creates risk, and where human judgement must remain firmly in control.AI can help teams move faster, but speed is not the main prize.Used well, AI can help teams process information more effectively, test assumptions, improve advice, strengthen briefings, challenge weak thinking and free up more time for strategy, judgement and influence.This practical one-day course is designed for public affairs, policy, government relations and communications teams that want to use AI confidently, safely and effectively in their day-to-day work.The course moves beyond basic prompting. Participants learn how to apply AI to real public affairs workflows, including political monitoring, policy analysis, stakeholder intelligence, executive briefing, ministerial letters, message development, strategic challenge and responsible use.The focus is practical throughout: how to get better outputs, how to give AI the right context, how to choose the right tool for the task, and how to keep human judgement in control.
Why this course mattersPublic affairs teams are dealing with more information, faster political cycles, greater uncertainty and rising expectations from senior leaders.AI can help, but only if teams know how to use it well.Used badly, AI can produce generic summaries, weak analysis, inaccurate claims or communications that miss the political context.Used well, it can help teams work more efficiently, think more clearly and improve the quality of advice they provide to senior colleagues.This course helps participants understand not just what AI can do, but how to apply it sensibly in public affairs, policy and stakeholder work.Who is it for?This course is designed for:• Public affairs and government relations teams
• Policy teams
• Communications professionals working on policy, stakeholder or regulatory issues
• In-house teams working in regulated, politically exposed or complex stakeholder environments
• Teams that want to use tools such as Microsoft Copilot, ChatGPT, Claude or Perplexity more effectively and responsiblyWhat participants will learnBy the end of the day, participants will understand:• What AI can and cannot do in a public affairs context
• How to improve AI outputs by providing better context
• How to use AI for political monitoring, policy analysis, briefings and stakeholder intelligence
• How to use AI as a thinking partner to challenge assumptions and surface blind spots
• How to improve messages, ministerial letters and campaign narratives
• How to use AI safely, including practical safeguards around confidentiality, verification and human review
• How to build one practical AI workflow to test with the team after the courseWhat makes the course different?Many AI courses focus on prompts, tools or productivity.This course focuses on public affairs judgement.Participants will learn how AI can support the work that matters most in public affairs and policy: understanding what is changing, identifying what matters, advising senior leaders, influencing stakeholders, testing arguments and communicating clearly.The aim is not to use AI everywhere.The aim is to use it where it improves the quality, speed or challenge of your work, without outsourcing judgement.Course formatThis is a one-day interactive workshop.It combines clear explanation, live demonstrations, practical exercises and group discussion. The course can be tailored to the tools your organisation allows, including Microsoft Copilot, ChatGPT, Claude, Perplexity or approved internal AI systems.The session can also be adapted depending on the audience’s level of AI confidence, sector, policy focus and internal governance requirements.Other detailsDelivery: Face-to-face or online
Participants: Up to six participants.
Alternative delivery: Can be delivered as two half-day sessions.
Language: English.
Bespoke: Content can be adapted to your organisation, sector and political context.
Pre-course preparation: Short participant questionnaire may be used.
Materials: Course materials and templates provided.
Evaluation: Post-course feedback collected.Price: from £950 for one participant and up to six participants from £3,250.Interested in discussing the course?To discuss a tailored version for your public affairs, policy or communications team, get in touch to arrange a conversation or request a detailed course agenda.
Introduction to Public Affairs
What you will gain1. A clear understanding of what public affairs is, how it works and the value it can create for an organisation.
2. Greater confidence in understanding how political and policy decisions are made.
3. An introduction to identifying and prioritising the stakeholders who matter most.
4. A better understanding of how to monitor political and policy developments and turn information into useful advice.
5. An introduction to the main engagement methods used by public affairs professionals.
6. A practical framework for planning public affairs activity and measuring whether it is making progress.
7. Greater confidence in operating professionally, ethically and effectively as a public affairs practitioner.It was hugely beneficial to receive public affairs training from Paul and it enabled my team to think about how we can create a more robust internal public affairs strategy going forward. Given that my team mostly operates within the Welsh political sphere, Paul's knowledge and experience of the UK Government was invaluable in determining different engagement opportunities. Paul provided a detailed agenda ahead of the training which included clear learning outcomes and was broken down into three key parts which aided in making the training digestible. Delivered in a calm and approachable manner, Paul offered space for frequent discussions and made the training an engageable delight.Bryony Haynes, Community Housing CymruPaul’s public affairs training was inspiring and informative for the whole Policy and External Affairs team at Community Housing Cymru. It was highly beneficial for those who were new to public affairs, and also for those with many years of experience. It included an excellent combination of context-setting, establishing processes and procedures, and advice on relationship-building and professional practice. It was very well designed to reflect the needs of the sector we work in. I would highly recommend Paul as a trainer in the fields of public affairs and policy influencing.Laura Courtney, Head of Policy and External Affairs, Community Housing Cymru---What we will discuss and work on together1. Introduction
(9.00 – 9.15)We will begin by discussing participants’ experience of public affairs, what they want to gain from the course and the political or policy issues that matter most to their organisation.2. Understanding public affairs
(9.15 – 10.00)We will explore:• What public affairs is.
• Why organisations invest in public affairs.
The difference between public affairs, public relations, policy, communications and campaigning.
• How public affairs supports organisational objectives.
• How public affairs works with communications, policy, legal, commercial, operational and leadership teams.
• The difference between political access, visibility, relationships and influence.
• What effective public affairs professionals contribute to an organisation.What is the value of this section?• You will have a clearer understanding of what public affairs can realistically achieve.
• You will be better able to explain the value of public affairs to colleagues and senior leaders.
• You will understand how public affairs should connect external political engagement with internal organisational priorities.3. How political and policy decisions are made
(10.00 – 11.30)We will explore:• How political and policy decisions move from ideas to implementation.
• The roles of ministers, civil servants, special advisers, parliamentarians and political parties.
• The role of the UK Parliament.
• The role of devolved governments and legislatures.
• How regulators, local government and other public bodies shape decisions.
• The role of external organisations such as businesses, trade bodies and campaign groups.
• Formal and informal routes of influence.
• Why timing matters in public affairs.
• How to identify when a decision can still be influenced.What is the value of this section?• You will better understand where political and policy power sits.
• You will be able to identify who influences a decision, not just who is formally responsible.
• You will be better placed to engage at the right stage, with the right people and for the right purpose.Morning break (10.30 – 10.45)A short break to refresh, check messages and reset before continuing.4. Identifying and prioritising stakeholders
(10.45 – 12.45)We will explore:• What makes someone a priority stakeholder.
• The difference between decision-makers, influencers, advisers, allies, blockers and external validators.
• How stakeholder importance can change during a campaign or policy process.
• How to distinguish between access and influence.
• How to prioritise limited time and resources.What is the value of this section?• You will have a clearer understanding of who matters and why.
• You will be better able to focus engagement on stakeholders who can affect outcomes.
• You will reduce time spent on activity that creates visibility but little influence.5. Political intelligence, monitoring and research
(12.45 – 13.30)We will explore:• The main sources of political and policy information.
• Parliamentary, government, regulatory and political party sources.
• Media, think tanks, trade bodies and stakeholder intelligence.
• How to distinguish useful intelligence from general noise.
• How to assess relevance, reliability and urgency.
• How to organise political monitoring.
• How to identify emerging risks and opportunities.
• How to turn information into useful internal advice.What is the value of this section?• You will understand how to stay informed without becoming overwhelmed.
• You will be better able to identify what matters for your organisation.
• You will gain confidence in turning political information into relevant advice for colleagues and senior leaders.Lunch break (13.30 – 14.15)A longer break for lunch, informal discussion and networking.6. Public affairs engagement, messages and stakeholder asks (14.15 – 15.15)We will explore:• The main methods of public affairs engagement.
• How to choose the right approach for the objective and stakeholder.
• How to prepare for stakeholder engagement.
• The difference between narrative, message, evidence and ask.
• How to make engagement relevant to stakeholders.
• How to make clear, credible and realistic requests.
• Why messages must be adapted for different audiences.What is the value of this section?• You will better understand how to select appropriate engagement methods.
• You will be more confident in explaining what you want stakeholders to understand or do.
• You will be less likely to treat meetings as an end in themselves.Afternoon break
(15.15 – 15.30)A short break to recharge before the final sessions.7. Measuring progress and demonstrating value
(15.30 – 16.00)We will explore:• Why counting meetings is not enough.
• The difference between activities, outputs, outcomes and impact.
• How to establish a baseline.
• How to measure changes in access, relationships and influence.
• How to track progress through a policy process.
• How to demonstrate value over time.What is the value of this section?• You will understand how to measure more than activity.
• You will be able to identify practical signs of progress.
• You will be better equipped to explain the contribution of public affairs internally.8. Ethics and professional practice
(16.00 – 16.30)We will explore:• Transparency, accuracy and honesty.
• Appropriate engagement with stakeholders.
• Confidentiality and responsible use of information.
• Conflicts of interest.
• Political neutrality and organisational reputation.
• Common ethical risks.
• Responding to pressure and difficult situations.What is the value of this section?• You will have a stronger understanding of professional responsibilities.
• You will be better able to protect your reputation and your organisation’s.
• You will have a framework for handling ethical challenges.9. Applying the learning and next steps
(16.30 – 17.15)We will bring the course together by developing a simple public affairs plan for a real or fictional issue, including:• Objective.
• Policy or political outcome.
• Decision-making route.
• Priority stakeholders.
• Core messages and asks.
• Initial engagement activity.
• Intelligence sources.
• Measures of progress.What is the value of this section?• You will leave with a practical framework you can use immediately.
• You will understand how the different parts of public affairs fit together.
• You will have a clearer sense of next steps within your organisation.Other detailsDelivery: Face-to-face or online (Zoom, Google Meet or Microsoft Teams).
Participants: Up to six participants.
Alternative delivery: Can be delivered as two half-day sessions.
Language: English.
Tailoring: Content can be adapted to your organisation, sector and political context.
Pre-course preparation: Short participant questionnaire may be used.
Materials: Course materials and templates provided.
Evaluation: Post-course feedback collected.Some more about meI have worked for 25 years in public affairs, government relations, political strategy and policy influencing across energy, automotive, creative industries and local government sectors.I have worked with FTSE-listed companies, Parliament, regulators, public bodies, trade associations, think tanks, consultancies and agencies.Organisations include:➡️ VPI | National Grid | BVRLA | Design Council | UK Power Networks | National Audit Office | Ofcom | Arts Council England | IPSA | Audit Commission | IPPR | Policy Network | UK Parliament | FleishmanHillard | Field Consulting | Greenhouse Communications | GK Strategy | Public Affairs Experts | Community Housing CymruMy expertise includes:• Advising senior leaders on political engagement.
• Designing public affairs strategies and campaigns.
• Supporting organisations to engage effectively with decision-makers.
• Translating political developments into strategic advice.
• Building stakeholder relationships and coalitions.
• Managing and developing public affairs teams.
• Training and coaching professionals.
• Facilitating strategic discussions and planning.Want to explore how I can helpThe first step is a short compatibility call.We will discuss:• Your participants and their needs.
• Your political and policy context.
• Your desired outcomes.
• Any organisational priorities to reflect in the training.
• Whether I am the right fit to support your team.
Public Affairs Strategy WorkshopWhat you will gain1. A clear foundation for a focused public affairs strategy linked to your organisation’s priorities.2. Greater clarity about what your organisation wants to change, why it matters and what political or policy outcomes are required.3. A practical assessment of the political and policy environment in which your strategy will operate.4. A better understanding of how relevant decisions are made and where influence can be applied.5. A prioritised approach to the stakeholders who matter most.6. The foundations of a clear narrative, supporting messages, evidence and stakeholder asks.7. A focused set of public affairs tactics and an initial 90-day delivery plan.8. Practical measures for assessing progress and demonstrating the value of public affairs.9. Greater clarity about ownership, resources and the internal support required to deliver the strategy.Paul is a rare and immensely talented chap who seamlessly develops strategic thinking using his encyclopedic political knowledge to secure outstanding and impressive results. He effortlessly leads the business to amplify key messages to help cut through complex issues by winning over key stakeholders. Paul produces extremely high-quality results and uses his strengths to collaborate with and build new partnerships. Absolutely a pleasure to work with and I’ve learnt such a great deal from him!Jay Parmer, Chief Executive, The Joint Industry Board for the Electrical Contracting IndustryI have managed Paul and also commissioned him as a freelancer. Paul combines a great understanding of politics and policy and can translate this into good advice that helps companies chart a way through complex issues. He is a very good communicator, always aware of the audience he is working with, and brings creativity and discipline to his work.Janine Freeman, Net Zero Transition LeaderWhat we will discuss and work on together1. Introduction and current position(9.00 – 9.20)We will begin by agreeing the purpose of the workshop, the outcomes the organisation wants to achieve and the main political or policy issues the strategy needs to address.We will explore:• What the organisation needs public affairs to deliver.• What is currently working well.• What may be preventing greater influence.• How public affairs is understood across the organisation.• The internal support required to deliver an effective strategy.What is the value of this section?• You will establish a shared understanding of the purpose of the strategy.• You will identify the organisational outcomes public affairs needs to support.• You will recognise internal strengths and barriers that may affect delivery.2. Six strategic principles(9.20 – 9.30)We will introduce six principles that will guide the workshop:1. Work out what you want to change and why.2. Give people a reason to pay attention.3. Define what you want others to understand, support or do.4. Build relationships with the people who can affect the outcome.5. Bring value to political and policy decision-makers.6. Secure the support and contribution of colleagues across the organisation.What is the value of this section?• You will have a clear framework for testing objectives, stakeholder choices, messages and tactics.• You will be encouraged to focus on outcomes rather than activity.3. Political and policy context(9.30 – 10.15)We will assess the environment in which the strategy will operate.We will explore:• Government, legislative, regulatory and political priorities.• Important political and policy decisions and timelines.• External opportunities and constraints.• Stakeholder positions and areas of support or opposition.• Political risks, uncertainties and assumptions.What is the value of this section?• Your strategy will be grounded in the political environment affecting your organisation.• You will identify important opportunities, constraints and uncertainties.• You will reduce the risk of building a strategy around weak or outdated assumptions.Morning break(10.15 – 10.30)4. Defining the future and agreeing strategic objectives(10.30 – 11.30)We will clarify what the organisation wants to achieve and translate this into focused public affairs objectives.We will explore:• What the organisation wants to protect, change, prevent or create.• The political, policy or regulatory outcomes required.• Who needs to make a decision or change their position.• How the organisation wants to be perceived by important stakeholders.• What success should look like over the next 12 months and beyond.• What is ambitious but still realistic.What is the value of this section?• You will move from broad ambitions to a focused set of strategic objectives.• You will be clearer about what needs to change, who needs to act and why it matters.• You will avoid producing a strategy that is mainly a list of activities.5. Decision-making, influence and priority stakeholders(11.30 – 12.45)We will examine how relevant decisions are made and identify the people and organisations that can affect the outcome.We will explore:• Where formal decision-making authority sits.• Who advises, influences, supports or blocks a decision.• The political stages, deadlines and opportunities that matter.• Stakeholder power, position, relevance and relationship strength.• Existing support, neutrality or opposition.• Gaps in access, trust, evidence and credibility.• How stakeholders should be targeted and prioritised.• Who should own important stakeholder relationships internally.What is the value of this section?• You will understand how important political and policy decisions may be influenced.• You will identify who matters and why.• You will focus limited time and resources on stakeholders who can affect an outcome.• You will reduce activity that creates visibility but little strategic value.6. Reviewing and confirming strategic choices(12.45 – 13.15)We will review the work completed during the morning and confirm:• The most important political and policy opportunities.• The organisation’s priority strategic objectives.• The decision-making routes that matter.• The stakeholders who should receive the greatest attention.• The assumptions and risks that need to be monitored.What is the value of this section?• You will consolidate the main strategic decisions made during the morning.• You will identify any areas that still require clarification.• You will create a clear foundation for developing messages, tactics and delivery plans.Lunch break(13.15 – 14.15)7. Narrative, messages, evidence and stakeholder asks(14.15 – 15.00)We will develop the foundations of a clear and credible public affairs narrative.We will explore:• The wider story the organisation needs to communicate.• Why the issue should matter to political and policy audiences.• The organisation’s strongest messages.• The evidence and examples that support its position.• What the organisation wants stakeholders to understand, support or do.• How messages should be adapted for different audiences.• How to make stakeholder asks specific, realistic and actionable.What is the value of this section?• You will have the foundations of a clear public affairs narrative.• You will be clearer about what you want stakeholders to understand or do.• You will be better prepared for political and policy engagement.• You will reduce the risk of inconsistent or unfocused communications.Afternoon break(15.00 – 15.15)8. Selecting tactics and creating a 90-day delivery plan(15.15 – 16.15)We will identify the activities most likely to support each strategic objective and translate them into an initial plan.Potential tactics may include:• Direct stakeholder engagement.• Written briefings and submissions.• Parliamentary and government engagement.• Events and site visits.• Coalition-building and third-party advocacy.• Research and evidence.• Think tank and trade association activity.• Media and communications.We will assess potential tactics according to:• Strategic relevance.• Likely impact.• Effort and cost.• Timing.• Organisational credibility and capacity.• Political and reputational risk.• Likelihood of success.The initial 90-day plan will identify:• Priority actions.• Owners.• Deadlines.• Dependencies.• Stakeholder engagement.• Evidence and communications needs.• Risks.• Measures of progress.• Review points.What is the value of this section?• You will identify a focused set of activities linked to your strategic objectives.• You will challenge existing activity and identify where effort may be wasted.• You will have a stronger basis for prioritising time and resources.• You will leave with an initial plan for moving the strategy into delivery.9. Measurement, capability and ownership(16.15 – 16.45)We will consider how the strategy will be delivered and how progress will be assessed.We will explore:• The difference between activities, outputs, outcomes and impact.• How to establish a starting position.• How to track changes in access, relationships, sentiment and influence.• The skills, capacity and resources required.• Senior sponsorship and internal support.• Ownership of objectives and stakeholder relationships.• Who approves messages and positions.• How progress should be reported and reviewed.What is the value of this section?• You will understand how to measure more than activity.• You will identify practical signs of progress.• You will be better able to demonstrate the value of public affairs internally.• You will establish clearer responsibility and accountability.10. Decisions, next steps and close(16.45 – 17.00)We will confirm:• The main strategic decisions made during the workshop.• Immediate actions.• Owners and deadlines.• Areas that require further information or internal agreement.• How progress will be reviewed.• What needs to happen after the workshop to complete and implement the strategy.What is the value of this section?• You will leave with a shared understanding of the strategy’s direction.• Participants will be clear about their immediate responsibilities.• The organisation will have a basis for maintaining momentum after the workshop.What you should have by the end of the workshopDepending on the organisation, preparation and available information, the workshop should produce the foundations of:1. A concise political and policy context assessment.2. A clear public affairs ambition.3. Three to five priority strategic objectives.4. A decision-making and influence map.5. A prioritised stakeholder map.6. The foundations of a central narrative.7. Supporting messages, evidence and stakeholder asks.8. A focused set of prioritised tactics.9. An initial 90-day delivery plan.10. Initial measures of progress.11. Agreed ownership and responsibilities.12. Clear next steps for completing and implementing the strategy.Other detailsDelivery: Face-to-face or online through Zoom, Google Meet or Microsoft Teams.Participants: Up to six participants.Duration: One day, from 9.00 to 17.00.Alternative delivery: The workshop can be delivered as two half-day sessions.Language: English.Tailoring: The workshop will be adapted to your organisation, sector and political context.Pre-workshop preparation: A discovery call, participant questionnaire.Materials: Workshop materials and templates will be provided.Follow-up support: Additional support can be agreed to help complete, review or implement the strategy.Some more about meI have worked for 25 years in public affairs, government relations, political strategy and policy influencing across the energy, automotive, creative industries and local government sectors.I have worked with FTSE-listed companies, Parliament, regulators, public bodies, trade associations, think tanks, consultancies and agencies.Organisations include:➡️ VPI | National Grid | BVRLA | Design Council | UK Power Networks | National Audit Office | Ofcom | Arts Council England | IPSA | Audit Commission | IPPR | Policy Network | UK Parliament | FleishmanHillard | Field Consulting | Greenhouse Communications | GK Strategy | Public Affairs Experts | Community Housing CymruMy expertise includes:• Advising senior leaders on political engagement.• Designing public affairs strategies and campaigns.• Supporting organisations to engage effectively with political and policy decision-makers.• Translating political developments into strategic advice.• Developing stakeholder strategies, narratives and campaigns.• Supporting Executive and Board decision-making.• Building and developing public affairs teams.• Training, coaching and facilitating professionals and senior leaders.
Want to explore how I can help
The first step is a short compatibility call.We will discuss:• Your organisation’s priorities and desired outcomes.• The political and policy issues that matter most.• The current position of your public affairs function.• The people who should participate.• The preparation and tailoring required.• Whether I am the right fit to support your team.