5 core components of digital PA

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Last year, I produced the digital PA wheel, which, building from three core components of traditional public affairs (intelligence gathering, information provision, relationship building), showed how each can be supported by a variety of digital and social channels, tools and methods.

While I still think the wheel is valid, I think it’s missing a few things, and will be developing the visual on the left further, resulting in an updated digital PA wheel (or matrix perhaps.)

What’s different now?

Management and skills

All organizations are affected by the speed and ubiquity of social media. All functions within them, including public affairs, will require new skills and processes, and sometimes updated technology and resourcing, in order to manage. Although not strictly a communications discipline, a competent digital public affairs professional should be able to advise on how the PA function should adapt. In the commercial world, the term social business is usually applied to describe this area of digital and social competence.

Creative

In PR and corporate communication, digital often owns creative. Not sure whether it’s because creative output channels are frequently digital, or perhaps digital types tend to be more comfortable with creative simply because they have embraced a medium that is manic and unkempt, much like the creative process. Or perhaps no one else wanted it.

Creative has tended to be imbedded in content, and although I think content is its closest ally in the mix, I think it deserves a separate category. Developing a creative concept, whether for a single visual or catch-phrase, or a full-on campaign, should not be an afterthought, even in PA. For starters, the process should involve multiple iterations, concepts should be underpinned by data, and they should be tested. And although process can’t produce creativity, organizations should have a method, from how they structure a creative team through to how they brainstorm, plan and implement.

Intelligence beyond monitoring

Although not detailed in the visual above, intelligence in PA should go beyond monitoring, which has tended to be the core of the offering. Granted, it remains key, but the multiple new tools and methods we have at our disposal to collect and break down data can provide ammunition for the PA professional, from influencer identification through to identifying data that will enable tailoring of message almost per single audience member (e.g. data specific to a decision-maker’s constituency?)

Online grassroots campaigning to support Public Affairs: once overhyped, now largely ignored

Even just a couple of years ago, a fair few people in the Brussels bubble were getting excited about the prospect of online grassroots campaigning.

Their logic was as follows:

  1. Regulation increasingly reflects public sentiment
  2. Public sentiment lives beyond the bubble
  3. Being able to showcase public support in member states is thus key to success
  4. However, building, showcasing and/or somehow aggregating support is very difficult
  5. The web is by nature cross-border and quick: a silver bullet for mobilisation, surely

The concept is no longer in vogue, given that, clearly, it was highly unrealistic in the first place: the assumption amongst a fair few PA pros was that there are people out there willing to be mobilised on any issue overnight as long as you looked hard enough.

This ignores the following:

  • Many organizations are either too unpopular or too obscure to rack up support overnight
  • Many regulatory issues are highly technical, making it difficult to create a “narrative” that makes mobilisation realistic
  • What’s more, even with suitable issues, many decisions will likely be based on consensus rather than who has most friends, especially if the Commission is the key player, making the whole premise pointless in the first place

BUT (and it’s a large BUT) that’s not to say there aren’t instances where it can be very valuable to showcase support or that it can’t ever work:

  • It can if the issue has a very clear public interest angle and the EP is a key player e.g. see the recent fish discards campaigns
  • Clearly, if an organization is popular, it’d be easier to drum up support
  • And in some cases, mobilisation can even work for an unpopular or obscure organization if it goes about it sensibly i.e. keeping expectations realistic and giving it time; and usually focusing on a single key constituency, rather than “general public”

As a side-note, personally, I’m pleased people aren’t seeing it as a silver bullet any longer. On one level, it shows we’re moving from hype to maturity. On another, it means investments in digital PA are being funneled into areas where it is more likely to provide a real benefit, such as analytics, content strategy and search.

In one visual: online support for an issues management programme

If you’re working on an issue in which you represent one side of the debate, you’ll need to present that view online. Why? We’ve been over this before, but in short, people who matter will be looking you up online and if you’re nowhere, they’ll read up on the competition, not you.

So you’ll need to have an online presence, it will need to be fed with content, you’ll need to promote it via online marketing and other tactics, and you’ll need to engage on other platforms where your audiences may be active (social media in particular.) Neatly summarised in this visual (I hope!)