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Navigating the New Paradigm of Canadian Public Affairs
Gov Business Review | Monday, November 17, 2025
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In an era defined by data, mobility, and the need for instant, reliable communication, government agencies are increasingly moving away from a one-size-fits-all approach to connectivity. Public networks, while suitable for commercial use, often fall short of the stringent security, reliability, and control requirements of mission-critical government operations. This has led to the rise of Private LTE (Long-Term Evolution) networks as a cornerstone of modern government communications strategy.
The Unmatched Advantages: Control, Security, and Reliability
The strategic appeal of private LTE networks for government use lies in their ability to provide absolute control, fortified security, and unwavering reliability—advantages that public networks cannot guarantee. When a government entity owns or leases its network, it gains full authority over design, operation, and performance, enabling granular Quality of Service (QoS) management. This ensures that mission-critical data, such as police body-camera footage or firefighter biometric information, is prioritized above all other traffic. During emergencies, the network remains fully available for government operations without competing with commercial users for bandwidth.
Security is also significantly enhanced, as all data traffic is contained within the government’s private infrastructure, effectively isolating it from the public internet and minimizing exposure to cyber threats. This “air-gapped” or firewalled setup drastically reduces the attack surface, while SIM-based authentication provides a stronger layer of protection than conventional Wi-Fi passwords, preventing unauthorized access. Reliability, meanwhile, is built into the very architecture of private LTE. Public networks often experience congestion during large-scale emergencies or public gatherings—precisely when communication is most essential. Private LTE networks, however, are engineered for high availability and resilience, capable of maintaining continuous service even in remote or challenging environments such as underground tunnels, borders, or offshore facilities. By eliminating dependency on public networks, governments can ensure that mission-critical communications remain stable, secure, and under complete institutional control.
The Government as Architect: Policy and Partnerships
The adoption of private LTE represents more than a technological shift; two central mechanisms enable this transformation: spectrum allocation and public-private partnerships. Spectrum, often referred to as digital real estate, is the foundation of every wireless network. Governments worldwide are introducing innovative policies to ensure spectrum is available for secure, efficient use. Some nations dedicate specific frequency bands exclusively to public safety and critical infrastructure; for instance, the United States’ FirstNet initiative operates on a dedicated 20 MHz block of Band 14 spectrum, guaranteeing first responders a permanent, prioritized communication channel. Others employ shared-spectrum models, such as the U.S. Citizens Broadband Radio Service (CBRS), which allows government and commercial entities to share access through automated priority systems, reducing barriers to entry and maximizing utilization.
Alongside spectrum management, public-private partnerships (PPPs) play a crucial role in scaling deployment. Building a nationwide or sector-specific LTE network requires both technical expertise and significant capital investment. The FirstNet model again provides a successful blueprint: the U.S. government, through the FirstNet Authority, sets the policy framework and supplies the spectrum, while a private partner, AT&T, builds, operates, and maintains the network. This model combines private-sector innovation and efficiency with public-sector oversight and mission alignment, ensuring that the resulting network serves national interests while remaining sustainable and future-ready. Ultimately, through strategic policy design and collaborative partnerships, governments position themselves not just as beneficiaries of private LTE—but as architects of a more secure, resilient, and data-driven digital infrastructure.
The move to private LTE is not just an endpoint; it's a critical stepping stone to private 5G. The core infrastructure built for private LTE is designed to be upgraded to 5G, unlocking even more advanced capabilities, such as ultra-low latency for robotics, massive-scale IoT, and holographic AR. By investing in private LTE now, government bodies are not just solving today's communications challenges—they are building a secure, private, and future-proof platform to deliver the next generation of public services.
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In today's ever-changing business landscape, building strong relationships with government entities has become essential to success. As such, government relations have become crucial for many organizations looking to engage with and influence public policy. This article explores the importance of government relations and offers tips on building successful partnerships with the public sector.
What are Government Relations?
Government relations, or public affairs, build relationships between organizations and government entities. These relationships aim to influence public policy, promote organizational objectives, and build goodwill with the public sector. Government relations aim to establish mutually beneficial partnerships between the private and public sectors that can help drive economic growth and improve social outcomes.
Why are Government Relations Important?
The public sector plays a major role in regulating and shaping industries and markets. Government policies can impact business operations, market access, taxation, and other critical factors that affect an organization's success. As such, organizations must engage with government entities to ensure their interests are represented and protected.
Moreover, government relations can also help organizations build credibility and goodwill with key stakeholders, including regulators, policymakers, and the public. Successful government relations can foster long-term partnerships to help organizations navigate regulatory challenges, secure funding, and access new markets.
How to Build Successful Partnerships with the Public Sector?
Building successful partnerships with the public sector requires a strategic and systematic approach. Here are some tips on how organizations can establish and maintain effective government relations:
1. Understand the Public Sector
Organizations must clearly understand the public sector's structure, priorities, and decision-making processes. This knowledge can help organizations tailor engagement strategies and ensure their messages resonate with key stakeholders.
2. Identify Key Stakeholders
Organizations must identify and prioritize their key stakeholders within the public sector, including regulators, policymakers, and elected officials. Engaging with these stakeholders can help organizations understand their perspectives and build relationships based on mutual interests.
3. Develop a Comprehensive Engagement Strategy
Organizations should develop a comprehensive engagement strategy that outlines their objectives, messaging, and tactics for engaging with key stakeholders. This strategy should be flexible enough to accommodate changes in the public sector's priorities and should be regularly reviewed and updated.
4. Build Relationships Based on Trust and Respect
Successful government relations require trust and respect between organizations and government entities. Organizations should prioritize building long-term partnerships based on mutual interests and respect for the public sector's role in shaping policy and regulations.
5. Communicate Effectively
Effective communication is critical in building successful government relations. Organizations should ensure their messages are clear, concise, and tailored to their audience. Communication channels should be carefully selected based on the preferences of key stakeholders.
6. Monitor Regulatory and Policy Changes
Organizations must monitor regulatory and policy changes that may impact their operations. This information can help organizations proactively engage with the public sector, develop strategies to mitigate risks and capitalize on opportunities.
In Conclusion
Building successful partnerships with the public sector is essential for organizations looking to achieve their business objectives and drive social outcomes. Effective government relations require a strategic and systematic approach that prioritizes building relationships based on trust, respect, and mutual interests. By understanding the public sector, identifying key stakeholders, developing a comprehensive engagement strategy, building relationships, communicating effectively, and monitoring regulatory and policy changes, organizations can establish long-term partnerships that can help drive economic growth and improve social outcomes.
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A robust public affairs strategy is a key pillar for local governments, enabling them to create persistent partnerships that transcend personnel changes and unleash sustained success. It emphasizes the mutually beneficial relationship between skillful leadership and successful public affairs tactics. The term "public affairs" describes how a company cultivates and maintains connections with important stakeholders, especially those in politics and government. It codifies and simplifies the essential networking activities that local leaders do, including contacts with local MPs, community leaders, Whitehall representatives, industry leaders, the media, think tank consultations, and policy stakeholders.
In the corporate sphere, large private sector entities recognize the pivotal role of public affairs strategies, allocating ample resources to this function, making it an integral part of their operations. In contrast, within local government and other public service providers, such as health trusts, the concept of a designated public affairs lead is relatively scarce.
The apparent ubiquity of public affairs activities in the modus operandi of councils may lead to the misconception that a formal public affairs strategy is redundant. Indeed, there are noteworthy achievements in public sector organizations at the local level, all attained without formalizing a public affairs strategy.
While a leader is not an absolute prerequisite for public affairs success in local public service providers, a well-defined strategy becomes imperative in their absence. Some local leaders prioritize the operational aspects of their organization over networking and external relationship-building, a legitimate focus depending on the circumstances. In such cases, the organization necessitates a team-centric approach to public affairs. Establishing robust relationships between leaders and managers across different echelons may prove more sustainable in the long run than relying solely on a handful of relationships at the highest level.
Formalizing a public affairs strategy offers several advantages. It encourages reflection on crucial questions that enhance the efficacy and sustainability of your influencing endeavors over time. Effective networks and relationships thrive when they align with a common purpose and shared objectives. The prevalence of collaborative efforts and partnerships in delivering local public services presents ample opportunities for joint public affairs initiatives. Campaigns to secure investment for major infrastructure projects benefit significantly from a partnership involving public service leaders, local universities, airports, and major businesses.
A public affairs strategy offers a structured framework for sustained engagement and advocacy. Projects with long-term objectives, such as constructing a new bridge airport or reopening a tube station, often span many years, if not decades. These endeavors must focus on more than just a few relationships, even if held by leaders. They must endure significant political and economic shifts while remaining steadfast in pursuing their objectives. Success in these cases hinges on gradual growth, involving more supporters, partners, and advocates, culminating in the realization of the project.
Strategic communications, a part of public affairs, transcends the domain of the communications team or hierarchical delegation from a press office to senior leadership. It necessitates a symbiotic partnership between communication professionals who facilitate seamless communication, including public affairs and organizational leaders. The latter should actively contribute to strategy development, play a direct role in execution, and collectively assume responsibility for the complex, nuanced, and influential leadership demanded in contemporary times.
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In a world that is becoming more complicated and diverse, it is crucial to ensure justice and fairness in government hiring. A major obstacle to accomplishing this objective is implicit bias, which refers to the unconscious attitudes and prejudices that affect people's decisions and judgments. As a result, implicit bias training (IBT) has become a popular, although contentious, tool for hiring in the public sector.
The Rise of Implicit Bias Training in the Public Sector
Government agencies worldwide are implementing IBT as part of diversity, equity, and inclusion initiatives. IBT aims to raise awareness, promote fair practices, and foster inclusive environments in government hiring. Examples include the Department of Justice in the US and Washington's annual anti-bias training for state employees.
Trends and Approaches in IBT
One prominent development is adopting competency-based hiring practices, prioritizing measurable skills, experience, and education over subjective evaluations. This approach includes designing competency-aligned qualifications and interview questions that reflect job requirements. In parallel, structured interviews have become a standard, utilizing standardized questions and evaluation rubrics to ensure consistency and reduce reliance on personal intuition or bias.
Blind recruitment techniques are also increasingly used, particularly during the initial screening phases, by removing identifying information, such as names, photos, or demographic details, to minimize the influence of unconscious bias. Technology is critical in supporting these efforts, with AI and e-recruitment platforms enabling anonymized screening, structured evaluations, and data-driven hiring decisions. However, careful oversight is required to ensure such algorithms are free from embedded biases.
There has also been a move toward continuous training programs that support long-term behavioral change, rather than relying on isolated training sessions. These programs are supported by regular analysis of hiring data to identify and address patterns of bias. Modern IBT strongly emphasizes practical behavior change, offering clear strategies and tools to mitigate bias in daily decision-making. Positive framing is also key, with diversity and inclusion presented as core organizational values that bring tangible benefits, rather than as compliance obligations. Finally, diverse interview panels ensure a range of perspectives are represented during candidate evaluations, further enhancing fairness and objectivity in recruitment processes.
Leading experts and recent research emphasize that IBT is most effective within a broader Diversity, Equity, and Inclusion (DEI) framework. This comprehensive approach should encompass structural interventions, such as standardized processes, blind resume screening, and diversified interview panels, to systematically minimize opportunities for bias. Equally important are accountability mechanisms that include setting clear diversity goals and regularly analyzing recruitment data to identify and rectify disparities. Cultivating an inclusive organizational culture is also essential—one that promotes open communication, values diverse perspectives, and supports employees through initiatives such as mentorship programs and affinity groups. A visible and sustained commitment from leadership further reinforces the importance of equitable practices across all levels of the organization. Finally, the continuous assessment and refinement of DEI initiatives, including IBT, ensures that strategies remain responsive to outcomes and evolving organizational needs.
Implicit bias training plays a significant role in raising awareness about unconscious biases and their impact on government hiring. While its direct effect on changing implicit biases may be limited, its value lies in prompting introspection and providing tools for bias mitigation. However, for IBT to be truly effective, it must be part of a broader, well-designed, and continuously evaluated DEI strategy. This ongoing evaluation reassures the audience that the approach is responsive, addressing individual attitudes and systemic barriers within government hiring practices. By combining targeted training with robust structural changes, accountability, and a commitment to an inclusive culture, government agencies can move closer to building truly diverse, equitable, and meritocratic workforces that better serve the public.
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