Public Affairs In Practice

Public affairs has evolved rapidly during the past 20 years, becoming less about trading on contacts and links into a Government, and more professional. Estimates suggest that the industry has doubled in size since 1991 and this growth, can be put down to a changing political and media environment.

What is clear is that public affairs, which brings together lobbying and other communications skills such as media relations and issues management, is increasingly recognised as a profession in its own right.

There is now more legislative activity and regulation and a greater need to engage with political and policy-making audiences. Organisations are more aware of the level of scrutiny they are underand individuals are increasingly liable for the actions they take in the name of the organisation – both tend to sharpen the mind. A more vociferous and “story hungry†24-hour media also means that organisations have to take increasing steps to protect their reputations with a range of audiences.

Public affairs can:

• Protect an organisation from the perceived threat of a new policy initiative or regulation
• Offer protection against adverse comment being made by government, politicians or others in the industry by being in a position to keep them informed
• Protect and enhance the reputation of the organisation, as a good name will stand you in better stead if you need to campaign against a policy
• Assist in the building of support through a wider network of contents
• Reduce the possibility of adverse action being taken by government or a regulator, as they are better informed about your activity
• Help identify and take advantage of new market opportunities
• Ensure that personal reputations are enhanced

Public Affairs in Practice explains how public affairs is now much more than just political lobbying. Modern public affairs means working with other policy-making bodies, such as regulators, commercial organisations and other interested parties. The book examines the methods public affairs professionals use to make an impact. It takes each skill in turn and looks at the tools involved in delivering a full public affairs programme including lobbying, media relations, crisis management, stakeholder relations, issues management and corporate social responsibility. The inclusion of case studies and “top tips†from leading industry figures make this a practical “how to” guide.

In general terms, there are a number of “top tips†you need when developing a public affairs programme:

1                   Get involved as early as possible in policy-making

2                   Build up contacts inadvance of really needing them

3                   Have a political monitoring system in place so you know what is going on

4                   Know the way that policy and decisions are made and who key people are

5                   Build your argument and support it – gather evidence and friends

6                   Pre-empt how you may be argued against and build in the defence mechanisms so that you are not caught out

7                   Be clear in what you are asking for and ALWAYS provide solutions to problems

8                   Tailor your messages and approach depending on how you are dealing with – are they commercial, political, a civil servant?

9                   Know when to widen the scope of your campaign for instance by getting the media or your stakeholders involved

10               Always start by talking to the civil servants, do not go straight to the top without having first tried to raise and resolve your problem with those really doing the work

Public affairs can offer real benefits, Public Affairs in Practice can help you to realise them.

Telegraph Business Club, March 2007