Of change,training and public affairs in Europe

European public affairs practitioners need to be increasingly professional in their reactions to an EU undergoing transformational change. The paper offers a comprehensive summary of the subtleties of institutional change in Commission, Parliament and Council in 2004. In particular, the author argues that expansion from 15 member states to 25 has fundamentally changed the nature of the Union's politics and the skills required to influence it. This new EU requires more of practitioners than experience and amateur instinct: to achieve results and avoid restrictive regulation, the public affairs community must adopt effective training strategies, challenging competence targets and regular self‐assessment of its performance and ethics. Copyright © 2004 Henry Stewart Publications     

Public relations for public affairs

The term ‘public affairs’ has now become a much‐discussed topic in continental Europe's political and economic circles, including Germany and Austria. The problem is that few people really understand just what the term means. Many people have the impression that ‘public affairs’ is another way of describing lobbying. Others perceive it as classic public relations. In Europe many decision makers of the business world lack the specific knowledge of policy making; however, until now just a few such executives have taken advantage of the real opportunities opened up by using the services of professional public affairs consulting. Communications companies in Europe are now offering public affairs consulting as part of their services, with increasing success. The first task to make public affairs better known in Europe therefore must be public relations for public affairs. Copyright © 2001 Henry Stewart Publications     

Emerging US public affairs practice: the 2000+ PA model

Many larger US corporations are re‐assessing their participation in the public policy process and their entire approach to managing public affairs. This paper will attempt to synthesise much of what is happening to US corporate public affairs. It describes the forces driving the changes and addresses the ways corporations are responding to these forces. Finally, the paper offers an argument of the ‘New Public Affairs’ 2000 and beyond model as it will likely be practised in the USA, and perhaps elsewhere, at least early into this decade. Copyright © 2001 Henry Stewart Publications     

The evolving profile,qualifications and roles of the senior public affairs officer

Leading a public affairs department or function in North America has become increasingly complex, difficult, and valued in the last decade. The knowledge, skills and abilities (KSAs) to perform this role effectively have undergone a transformation and become reflective of the socio‐political challenges entailed in the fast‐moving, global, information‐intensive economy. The top public affairs officer (PAO) will need to be a strategic thinker who can communicate effectively, have unquestioned integrity, maintain an international perspective, be an effective manager, and have the experience and savvy to navigate the trickiest of public policy processes and structures. These positions can be greatly rewarding for those individuals who are up to the task. Copyright © 2002 Henry Stewart Publications.     

Public affairs: an American perspective

This paper explores the development and broadening scope of public affairs practice within the United States of America and charts the factors that have influenced its current development. To understand the scope of how public affairs has developed in the United States, it is necessary to examine the historical evolution of the function in the USA and the early 20th century influence of the US government on defining and regulating its definition of public relations and public affairs, which resulted in the still‐in‐effect Gillett Amendment. Since then, public affairs has expanded into the private as well as the public sectors as corporations and organisations recognise the need to gain public trust for their ventures. In the US today, public affairs practitioners perform duties that range from issues management to environmental scanning to legislative affairs. Copyright © 2001 Henry Stewart Publications     

Managing public affairs through storytelling

Storytelling has recently been discovered as an important tool for gaining the support of those external constituencies the organisation critically depends upon. This paper explores the narrative approach to public affairs by reporting an in‐depth case study of the storytelling practices of representatives of the global foods industry and environmental activist groups during the recent introduction of genetically modified food crops. The analysis reveals that these parties use competing versions of what are essentially the same narratives to gain the support of regulators and the public at large in the various market and non‐market arenas in which these groups compete. Copyright © 2002 Henry Stewart Publications.     

How political and social change will transform the EU public affairs industry

The EU public affairs industry is failing to recognise that political and social change is rendering its traditional approach to lobbying redundant. The key change is the growing importance of public opinion. Politicians are tending to follow rather than lead public opinion. The public is becoming more individualistic and more prone to emotional appeals. Pressure groups are increasingly setting the political agenda. The Internet is reinforcing all these trends and multiplying the number of political actors. To survive and prosper, public affairs practitioners need to adopt a strategic view of public affairs, which is aligned with companies' brand strategies. This view must be based on a holistic view of politics and recognition that winning public trust, acceptance and support is the prerequisite of successful lobbying. The emphasis will therefore shift away from traditional elite lobbying towards NGO‐style campaigning and mobilisation of public support. Copyright © 2003 Henry Stewart Publications     

What have public affairs and advertising got in common?

The author argues that to be successful companies need to adopt a stakeholder view of how they interact with society—in short their communications need to be integrated. Rather than focusing purely on their consumer markets, advertisers should be aware of the impact of their messages on public opinion, pressure groups, politicians and others that make up the ‘political market’. Equally, public affairs practitioners should be more involved in the commercial activities of their colleagues in advertising and marketing. Integrated communications, in the author's view, is not only an operational necessity for companies, but a strategic imperative for sustainable success in a global world with differing local expectations. Copyright © 2002 Henry Stewart Publications.     

Corporate public affairs: necessary cost or value‐added asset?

This paper examines the valuation tools available to measure the financial contribution that public affairs activities add to the corporate bottom line. The paper begins with a consideration of the state of quantification in public affairs. Next, theoretical frameworks for broad classes of valuation methodologies are presented. Specific models applied by companies are also examined, outlining their advantages and limitations. The paper concludes with recommendations for implementing quantitative financial measures and opportunities for future research. Copyright © 2003 Henry Stewart Publications     

The development of competencies in international public affairs

This paper provides guidance to managers in the corporate public affairs (PA) community for internationalising their professional development and competency acquisition. It is increasingly necessary that PA managers have competencies in the range of global socio‐political matters that impact their organisations. Unfortunately, the provision of this knowledge, skill and ability (KSAs) has mostly come through unsystematic, personal and on‐thejob experience. This paper develops a list of international PA competencies, and calls for improved dedication by all PA leaders, to internationalising the developmental, experiential, on the job and post‐secondary educational ‘curriculums’ for PA managers. Copyright © 2003 Henry Stewart Publications     

Analysis and analytical tools for managing corporate public affairs

This paper examines the place of analysis in corporate public affairs practice. It examines analysis in the larger context of organisational decision making, examines models, tools and techniques available to the CPA practitioner, and identifies factors why analysis has not received the prominence it deserves in the field and beyond. Copyright © 2002 Henry Stewart Publications     

Public affairs,issues management and political strategy: methodological approaches that count

This essay reviews the primary methods that have been used to study corporate public affairs, issues management, and corporate political activity (PA/IM/CPA). We identify three tractable areas of research in these areas: (1) the determinants of PAM/IM/CPA; (2) the effects of PAM/IM/CPA on public policy outcomes; and (3) the effects of public policy outcomes on overall firm financial performance. Despite the considerable difficulties in gathering data to test these phenomena, we posit that scholars have made progress in understanding some aspects of these relationships. Still, we conclude that the greatest weakness for the advancement of methodological progress is the lack of a theoretical model describing the PAM/IM/CPA process, which ultimately hinders the ability of empiricists to seek the ‘proper’ data to test such relationships. Copyright © 2001 Henry Stewart Publications     

The ideal profile of the PA expert at the EU level

If public affairs management is what public affairs managers do, then there is no stable definition of the ideal profile of such a manager. There is, however, a need for this in practice. If an interest group decides to strengthen its public affairs function and to open a vacancy, what then should be the text of the profile? The question also has much academic relevance, as it invites a selection of the most important characteristics required for effectively handling and influencing a specific playing field. Below is presented the ideal profile of the public affairs expert at the level of the European Union. As the ideal is always above the reality, we suggest in addition specific training of skills and development of talents in order to bridge the gap. Copyright © 2002 Henry Stewart Publications.     

BNFL National Stakeholder Dialogue: a case study in public affairs

This case study explores the very early days of the British Nuclear Fuels Ltd (BNFL) National Stakeholder Dialogue. The dialogue is arguably the most intensive, consistent and difficult engagement with stakeholders ever undertaken by a UK company. It involves a wide range of individuals and organisations interested in or concerned about nuclear issues and aims to inform BNFL's decision‐making process around the improvement of their environmental performance in the context of their overall development. The process is designed and convened by The Environment Council, an independent third party with expertise in stake‐holder dialogue. The aim of this paper is to examine how the dialogue came about, why stakeholder dialogue was used as a process, some of the problems encountered by the process and the link that can exist between public affairs and stakeholder dialogue. Copyright © 2003 Henry Stewart Publications     

The state of public affairs in Austria

Following almost five decades of federal coalition government between Social Democrats and People's Party alongside an interest mediation system that gave exclusivity to only a few institutions, from 2000 to 2006, Austria underwent a rapid transformation in the direction of a pluralistic free-market interest mediation system. However, this short but intense interlude, which led to the development and establishment of professional public affairs in Austria, was stopped short by the return of the traditional Austrian interest mediation system. Following a series of so-called lobbying scandals, in 2013, Austria introduced a mandatory lobbying and interest representation register at the federal level. Two years earlier, the industry formed its own trade association, the Austrian Public Affairs Association. A study commissioned by this association has for the first time shed light on the young public affairs industry, its actors, and the working environment. Copyright © 2014 John Wiley & Sons, Ltd.     

The state of public affairs in Bulgaria

This paper studies the recent post-communist developments of linkages amongst organisations, society and government in Bulgaria. I argue that public affairs is in a very early, embryonic stage of development. This is to a large extent due to the very slow re-establishment of the non-centralised market economy; this is very specific to Bulgaria compared with the rest of the Central and Eastern European countries and can be explained by the significant heritage from the communist period. Today, the economic actors in Bulgaria are represented by two extremes—a myriad of small and medium enterprises, lacking the capacity and resources to develop government relations, and a few monopolistic groups with an unclear structure and ownership, which are influencing the government policy in a non-transparent way. Despite the exceptionally strong state tradition, the government institutions are very often paralysed by the lack of long-term political vision. As a result, the government was and is still easily subject to external influences. However, the situation is progressively changing, although not without external pressure from the European Union and the internal pressure of foreign investors. Public affairs will therefore develop at the speed of the development of political democracy, a modern corporate culture and the establishment of economic operators with long-term vision and interests. The profession of public affairs consultant, almost non-existent today, will then progressively find its natural place, acting as a catalyst for the development of business–government–society linkages. Copyright © 2014 John Wiley & Sons, Ltd.     

IPO effects: corporate restructuring when a firm goes public

The public affairs of a firm issuing an initial public offering (IPO) are a critical part of the corporate restructuring efforts which firms face during the process of going public. In this paper, Bowman and Singh's (1993) definition is used to illustrate how issuing an IPO is a significant form of corporate restructuring. Public affairs are critical during both the pre‐IPO phase and during the period leading up to the IPO, as the firm must negotiate a heavily institutionalised process to successfully complete the issue. Here, the six‐year life of ‘Deja News’ is used as a way to illustrate and explain the public affairs during the process of preparing for and issuing an IPO. Copyright © 2004 Henry Stewart Publications     

The state of public affairs after 11 September

There is a curiously subtle relationship between the public affairs function and the political world which it seeks to influence. A shock to the political system of the magnitude of the attack on the World Trade Center has effects on the practice of public affairs. Some of these impacts are obvious. Others will only become apparent with the passage of time. In its 15 years of existence the European Centre for Public Affairs has sought to be a ‘safe space’ in which the elements of the political world could meet and discuss in an independent manner and with a degree of academic rigour. From the moment of our founding, we rejected the idea of a world divided between government and lobbyists. It has always been our view that journalists and the media, lobbyists, both from civil society and from the corporate sector, and ministers, members of parliament and civil servants all form part of one seamless political world. They have the same fascination with power and with process. They are intimately and umbilically linked. With this holistic view of the political world, it is natural for the ECPA to be interested in assessing the impact of the events of 11 September on the practice of public affairs. Jointly with The Journal of Public Affairs and The Public Affairs Newsletter, we created a seminar at Chatham House on 9th January, 2002 entitled ‘Public Affairs and the World Crisis: What has changed since September 11th?’ Copyright © 2001 Henry Stewart Publications     

Tools of digital innovation in public affairs management: A practice-oriented analysis

While the literature on digital transformation is growing in several fields, research on the effects of digital innovation in the practice of public affairs is still scattered and unsystematic, mostly focusing on interest groups' social media strategies. However, digital innovation has begun to change the practice of public affairs management in many areas, especially in the form of datafication, AI analytics, and cloud-based knowledge management platforms. Growing possibilities in the use of data science and evidence-informed strategic decision-making have arisen in domains traditionally shaped by intuitions and non-codified professional experience. Based on desk research of case studies and hands-on analyses of three increasingly popular public affairs management software platforms (FiscalNote, Quorum, KMIND), this article develops a practice-oriented analysis of various digital tools and functionalities available to public affairs practitioners today, tackling a gap in the literature on how digital innovation can impact the management of several activities along the different phases of a public affairs campaign (monitoring and analysis, strategy design, action, assessment). The article thus highlights how digital innovation goes way beyond the sheer use of social media in communication activities, impacting the practice of public affairs on a deeper and more strategic level.     

The diffusion of mediated state public affairs information

• The strength of a democracy rests with having an informed public. The relatively recent advent of C‐Span at the national level and the state‐based equivalents such as CT‐N in Connecticut now provide the most thorough and unbiased coverage of public affairs information that has ever been disseminated in the U.S. The importance of these networks rests with the word of mouth influence that the smaller, demographically diverse, opinion leader audience for these stations have on the rest of society. A series of surveys of CT‐N viewers over three years provides a good picture of what their opinion leader audience looks like and how it is evolving. This information may be useful for other public affairs television networks.

Copyright © 2010 John Wiley & Sons, Ltd.