Quick answers to someone confused by Autumn statement.
What is it? The autumn statement is an update on the government’s plans based on the latest forecasts from the Office of Budget Responsibility.
How can I get on top of the main points quickly? BBC news
And if I need a bit more detail? Treasury documents and regional map.
Or you could try out politics.co.uk and the Guardian’s autumn statement charts
Hope this helps. If it did why not leave a comment. Oh and please do follow me on twitter @busineses4good.
Someone recently came for advice on how to design an effective communication plan to manage a new project. A good place to start is to draw up a stakeholder map. This is a map of people, groups and organisations who might be interested in your project. For instance, a list of stakeholders for a medium-sized charity might have politicians (local and national), journalists (local, regional and national), think tanks, local community groups, staff, volunteers, donors and funders.
A stakeholder map has an axis for interest – the level of interest someone has in the project because it’ll either impact on them; and another for influence – the level of influence or power an individual has in shaping the project and it’s direction.
Someone’s position on the grid shows you the type of interaction and communication that would be helpful to success.
High Influence, High Interest: These are the people you must fully engage and make the greatest efforts to satisfy. They are “key players”. Regular communications and face-to-face meetings are a must either 121 or as a group.
High Influence, Low Interest: Keep satisfied but not so much that they become bored with your message. You may need their help in the future.
Low Influence, High Interest: Collect feedback from this group to make sure that no new issues are coming up. Tailor your communications to their needs. They’re often essential to the detail and success of the plan. Often in-house.
Low Influence, Low Interest: People who simply need to be kept informed. Don’t bore them with excessive communication.
If you are interested in digging deeper on this subject then it’s worth having a look at:
Please do follow me on twitter @businesses4good. I’d love to hear if you found this of value. Please do leave a comment.
Painting by Bella Opacic
Be honest. Hand on heart. Would you feel confident getting in contact with a government minister about a local issue? If the answer’s no, and you’d like a bite-size bit of advice, here’s six steps to help you build your confidence.
Step 1: Believe it’s possible. Having a can-do mind-set goes a long way.
Step 2: Do your research. Who’s got responsibility over the issue in government? Who has it as a constituency challenge or a personal interest?
Step 3: Be clear about your issue and your solution. Think it through carefully and collect your evidence (stories and statistics that show you’ve made a difference to people’s lives).
Step 4: Create a perfect pitch. Following the “Six Ps” for pitching will help.
- Position yourself: who are you?
- Identify the problem.
- Project forward into the future (what’s the wider impact?).
- What’s your proposal to solve this problem?
- What proof do you have to back this up?
- What project are you currently working on?
Step 5: Gain access through you local MP, one of the minister’s special advisers or through someone you know who knows them.
Step 6: Persevere . . . Dream the dream . . . But don’t put all your dreams in one basket.
If you have any tips you’d like to share on this topic then please do add a comment or get in contact. I’d love to hear from you. Please follow me on Twitter @businesses4good.
Painting by Bella Opacic
Getting to grips with how parliament works can be a bit bewildering even to the most hardened UK public affairs professional. But there’s free help at hand with the House of Commons Information Office guides. These cover:
• what parliament does
• how it makes laws
• how it debates its business and much more.
Knowing how parliament works puts you in a better position to engage and influence and make change happen.
Quick tip: If you have a parliamentary query you can get free advice from the House of Commons Information Office on 020 7219 4272.
If you’d like some help on a specific public affairs issue – whether it’s policy, campaigning or lobbying – then why not contact me on 07966 369579. Please do leave a comment if you found this public affairs blog of interest.
What do you think? Is it possible to develop a new market – what some people call a social impact market – where the pro-profit, non-profit, and government sectors work together to make social innovation (social good/positive social change) happen?
Here’s some pointers to frame thinking:
- Roles: How would roles have to change in each of the sectors?
- Mindsets: How would each sector have to change its thinking?
- Dialogue: How could a dialogue for collaborative cross-sector working at the local, single issue level be promoted?
- Metrics/measures: How could we capture volunteer input/in kind contributions; and continuous improvement?
I’d be glad of any thoughts you may have to start this debate rolling.
Zach Frechette, Co-Founder and Editor-in-Chief of GOOD Magazine, believes that you can. That we can reach a point where people think it’s cool to be good. That good can be a mainstream thing. That we can care about the world and the people in it.
Click here and hear what Zach has to say. I’d love to know what you think: can the idea of good be re-branded?