Politics is not always adversarial. The mere existence of coalition government in Westminster shows that politicians can work together. There is previous experience of coalitions in the UK in Scotland and Wales and, importantly, in local authorities as well. But despite all this, public affairs campaigns often think one dimensionally and concentrate on the majority party in Parliament. This is wrong as public acceptance, not just raw politics, comes into decision-making.
It may suit the politicians to show that there is clear distance between the political parties but working on this type of level is fraught with difficulties. The parties are happy to use organisations as case studies ‘for’ their policies and / or ‘against’ their opponents. That can leave you in the position of being used as a political football. That could bring some short term benefits but risks long term damage.
A very political approach also fails to take into account how Parliament works and the role of Select Committees where for instance, the chairs vary in party. By it’s very nature it can rule out or rule in future activities that may involve parliamentarians from across the spectrum.
If a very political approach is adopted and that then fails, it can be difficult to change position. That can make the campaign seem flawed and the organisation involved mercenary. Again, hardly likely to ensure a successful conclusion.
Too political an approach will also not appeal to civil servants who are always a starting point for campaigns. It instantly makes any decision a political one and can rule out any more administrative type change. The civil servants will simply not want to get involved and it may also make them less likely to provide constructive input and assistance. A campaign should, on the whole, seek to make friends, not alienate.
A political approach only considers central government, whereas decisions and implementation could well take place at a local level where the politics may be different or not as straightforward. As the coalition continues to place an emphasis on the devolution of powers and also gives bodies such as Local Enterprise Partnerships more say and finance the campaigns have to consider not just the short term achievement of a goal but its long term implications as well. A good campaign has to think in both short and longer term horizons.
For many organisations, such as charities, it is simply not allowed to push a political agenda. Others may also need to think about the implications, for instance, involved in delivery of services to government. There are risks involved so the campaign should not always be the sole focus.
Instead, very often a more balanced approach which reflects the mixed political make-up of the political institutions can be much more effective. It also means a campaign is able to flex over time and if a more high profile approach is necessary then the public are less likely to be put off. If large numbers of people are needed then too political an approach early on will make this less likely to happen.
So public affairs should be focused on bringing together a coalition of (potentially diverse) interests. It should also assist in working with a range of political audiences and avoid all the potential pitfalls of being seen as party political. The advice delivered should focus on helping to build bridges and identifying the common ground to allow alliances to be built.
Politicians can work together and an effective campaign often requires this to secure its aims. That is where public affairs can help.