Every Public Strategies engagement is customized to the unique situation and goals of each client. The efforts may target a few or multiple public groups. The campaigns may be carried out at the local, state, or national level – or all three simultaneously. The expertise required may span a few disciplines, like media relations and coalition-building when efforts are fairly contained, to multiple disciplines because of the stakes, scope, and complexity of the campaign strategy. The work may be completed in less than a year or take multiple years to conclude successfully.

Still, there are broad similarities in the engagement approach across all of these situations. The core team – comprising experts from the client and Public Strategies – carries out the work in three phases. The team interacts frequently with client decision-makers throughout. The client is definitely in charge of the process, deriving clear benefits and making decisions at key junctures, particularly at the end of each phase.

Phase 1: Profile public risks and opportunities

The end product of the first phase is a profile of the public risks and opportunities the client must address. This profile gives clients an objective view of what’s going on in the public arena that warrants action, such as current or pending legislation, special interest activity, lobbying laws, or other initiatives with the potential to impact the client’s business. It also portrays the likely stance of groups that will make or influence key decisions.

Simultaneously, the team analyzes strengths or weaknesses in the company’s internal situation, including any threats or opportunities inherent in the way the board or management have been conducting business, the state of the company’s crisis management preparedness, and the resources and infrastructure available to carry out a winning campaign.

At the end of this phase, the client knows the nature and sources of its public risks and opportunities. Based on the team’s recommended next steps, the client decides how to proceed.

Phase 2: Agree the strategy and success measures

In this phase, the team defines – with the client – a strategy and measures of what success will look like. Victory may mean anything from staying out of the press or getting enabling legislation passed to enlisting the public support needed for a merger or entry into a new market area.

Whatever the success measures, the strategy is customized to achieve them. The team may draw on additional experts from Public Strategies’ practice groups or disciplines to define specific components of the strategy, such as government relations, media relations, coalition-building, or creative services. The team interacts regularly with client decision-makers to get buy-in to the emerging strategy.

At the end of this phase, the team does a final review of the recommended strategy and success measures with the client. Once the client gives the go-ahead, the team is ready to proceed with implementation planning.

Phase 3: Develop and implement detailed campaign

Guided by the agreed strategy, the team develops a detailed campaign plan. The plan lays out the specific actions to be taken, those responsible for those actions, and the timeline. The plan will have the built-in flexibility to adjust as the situation evolves, which is particularly important in prolonged campaigns.

Once the client approves the plan, implementation begins. Public Strategies experts in particular elements of the plan may join the team to help with implementation. If needed, the team coaches and trains client leaders to play their part effectively with the media and other public groups.

The team regularly briefs client decision-makers on progress against the plan and the agreed success measures and makes mid-course corrections if warranted. No one slows down or is satisfied until the desired results are achieved.

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