Professional Documents
Culture Documents
Media Revolution in
Public Affairs:
Where we are and
where were going
Reports from Brussels and
Washington, D.C.
Contents
1 Foreword
2 Introduction
3 Communicating
with Policymakers
in the Digital Age
6
EU Findings
24
Foreword
Leonardo Sforza
Project Leader
Introduction
Social media influence has spread from
consumer marketing to business to politics
and even policymaking. Yet, effectively using
social and digital communications to influence
change in public policy is not yet a universal
practice; there are still substantial opportunities
to expand its use.
This inspired MSLGROUP, a world leader in strategic communications
and engagement, to conduct a research study in Brussels, Belgium, and
Washington, D.C. In these important world capitals, the use of digital
and social media to influence public policy is still in its infancy.
However, the undeniable conclusions of an MSLGROUP-conducted
research study in Brussels and Washington, D.C. is that, although the
use of digital and social media to influence public policy is still in its
infancy, their use and importance will expand significantly.
The findings from MSLGROUPs study are astounding and reveal
tremendous opportunities for public affairs, political, legal and economic
professionals to use social media strategies to get their voices heard in
the public policy arena.
The first step is to better understand policymakers and stakeholders
current social media practices and then to bridge the communications
gap between elected officials and rule makers and the constituencies
who want to reach them.
This is where MSLGROUP comes in. We help businesses and
governments interact, and communication is at the heart of these
relationships. Our job is to encourage and facilitate dialogue among all
parties, and we believe digital and social media is a critical part of the
toolkit. Guiding clients to improve the relevance, reach and trust of their
public policy narratives is worthwhile work. It helps policymakers better
understand the issues, raises their awareness of potential solutions for
more informed positions and enables them to make sound decisions
with full understanding of the consequences.
The intent of our research was to help government affairs, public
relations, public affairs and communication professionals move from
advocacy campaigns to a more contemporary narrative, and from
intrusion to engagement on public interest issues. Our multidisciplinary
teams already support many organizations on both sides of the Atlantic
to make these kinds of communications campaigns successful.
We are grateful to all who participated in our survey and offered their
perspectives on how to improve the effectiveness of current and future
public affairs campaigns.
Communicating
with Policymakers in
the Digital Age
EU Findings
Council of the
European Union
National
Government
European
Parliament
4%
6%
15%
49%
44%
43%
51%
41%
7%
5%
28%
European
Central Bank
6%
8%
European
Commission
60%
15%
26%
57%
7%
25%
3%
Very Good
Good
Poor
Very Poor
Transport
Policy
Data
Privacy
Energy Security
and Efficiency
Migration
Policy
Economy and
Monetary Stability
Health and
Consumer Protection
Environmental
Sustainability
European Integration
(Including Single Market)
Digital
agenda
8%
12%
13%
29%
41%
61%
66%
3
12%
14%
Usefulness of Social
Media Communication
Campaigns initiated by
EU Policy-Makers
21%
80%
Not helpful
Helpful
74%
37%
66%
26%
17%
34%
18%
33%
22%
16%
European
Commission
European
Parliament
Individual
MEPs
Council of
the EU
9
National
Government
European Court
of Justice
European
Central Bank
Effectiveness of communication
and advocacy activities in EU
Public Affairs.
Informal
networking
Your own website/
microsite/blog
Linkedin
45%
5%
37
%
32
37%
21%
40%
4%
10
High
Low
34%
30
%
29
15
%
%
12
10%
5%
%
35
%
21
29
9%
11%
Very low
effectiveness
Low
effectiveness
Change.org
43%
20 %
7%
Very low
2%
2 2%
8%
1%
4%
Very high
36
%
10
11%
24
%
46%
Meeting
decision makers
9%
5%
10%
50 %
7%
18%
20 %
6%
14%
52
%
16%
54%
Written briefing
material
27%
15%
43
%
24%
38 %
Multi-stakeholders
meeting
16
%
35%
%
43
Meeting
with peers
Youtube
%
27
4%
32
1%
54%
26%
37%
33%
Livestreaming App
Sponsoring
conferences
Public consultation
initiated by the EU
40%
35%
8%
7%
Traditional
media
E-newsletter
8%
19%
19%
8%
Digital and
Social media
23%
Sponsoring third
party research
and think tanks
High
effectiveness
Very High
effectiveness
11
23%
Twitter
Meeting
with
Peers
Multi
Stakeholders
Written
Briefing
Material
Meetings
with
Decision
Digital
and
Social Media
Traditional
Media
Public
Consultation
Sponsoring
Conferences
Sponsoring
Third
Party
Change.org
e-Newsletter
YouTube
12
Livestreaming
Apps
8
Digital and social media are widely used
for internal communication, with 95%
of respondents using them to relay EU
developments within their organizations.
37%
High
19%
Low
27%
Very high
13%
Very low
5%
Dont Use
13
Changes planned in EU
public affairs communication
strategy and practices
0%
05
10
15
20
25
30
35
40
Meetings with
descision makers
Digital and
social media
Multi-stakeholders
coalition building
Traditional media
relations
Working
with peers
Working wit h
trade associations
Working with
PA agencies
Respomnding to
public consultation
Sponsoring third
party conferences
14
15
45
50
10
The majority of respondents planned to increase digital and
social media activities on the advocacy channel, change.org,
and on Twitter, confirming the attractiveness of this tool for
public affairs campaigns. Most organizations will not increase
resources dedicated to Facebook and other platforms.
66%
87%
82%
51%
56%
61%
66%
51%
34%
49%
43%
43%
Change.org
36%
Twitter
27%
E-newsletter
9%
10%
Increase
Livestreaming Apps
16
17
11
EU public affairs professionals top work needs include
more resources, original ideas and out-of-the-box thinking,
and metrics to assess the impact of public affairs and
communication campaigns.
47%
More Resources
35%
30%
21%
18%
18%
Personal Recognition
within the Organisation
17%
Board Empowerment
16%
18
19
12
Demography of European
Respondents. Typology and
Demography of Respondents
Nationality
ES
Age
DK
Gender
11%
UK
14%
PL
46%
NL
18%
F
I
54%
58%
UK16%
Spain4%
<40
Belgium16%
Sweden4%
Male
4150
Germany15%
Denmark3%
Female
5155
Italy13%
Other4%
>55
France9%
Netherlands7%
Poland6%
Years of experience
7%
22%
34%
7%
14%
30%
14%
22%
22%
49%
63%
Director
> 20
> 10
Manager
15-20
6-10
Head of office
11-15
4-6
Other
< 11
1-3
20
16%
13
Type of organisation
5%
Local Public
Authority
27%
Corporate
14%
28%
Think Tank
Professional
association
26%
NGO
21
22
Axel Wallrabenstein
Chairman MSL Germany
Ole Wulff
Account Director MSL Germany
23
Mike Craven
Partner, Lexington Communications
24
Recommendations
Social and digital media are widely used in Brussels, but need
to better demonstrate their full added value to public affairs
professionals. One-third of public affairs professionals are not yet
completely convinced of the effectiveness and impact of social
and digital media for their campaigns.
Digital and social media are tools for innovative campaigns but
must be part of a holistic analysis and bespoke approach. Each
campaign must have the right mix of instruments that mirrors
business goals, corporate culture and policy issues at stake.
Innovation should not come only from the tool used, but reflect a
new way for organizations to engage policymakers, stakeholders,
public opinion leaders and media.
25
Conclusions
Recommendations
Identify and address knowledge gaps in areas under
policy review which require more factual evidence to
ensure more balanced decisions
by policy makers.
Inspire or sponsor original research by trusted people
and organizations to develop new thoughtful analysis
contributing to more informed decisions by policy makers.
Contribute directly and indirectly to formal and informal
public consultations and inform policy makers and
stakeholders about your direct experience on the ground.
Digital and social media have the power to bring the public
back to the centre of public policy debate and reduce the gap
between institutions and citizens, consumers, employees,
business leaders and entrepreneurs.
Explore the opportunity to mobilize and engage your
business partners and suppliers in your campaigns by
leveraging social and digital media toward inclusive and
direct dialogue with policymakers and stakeholders.
Create passion portals to connect like-minded
individuals and drive narratives on policy issues.
Use social listening tools to track conversations
and sentiment to inform and adjust messages to
policymakers.
Use low-tech vehicles to communicate to policymakers
their constituents sentiments gathered through digital
and social media.
Ensure that the practice of stakeholder relationship is in
line with corporate governance principles.
Identify and engage with relevant stakeholders within
your organization in the early stages of the campaign
briefing.
Set up a communication campaign steering team
involving multi-disciplinary and multicultural
experts from different parts of your organization and
independent advisors to help design and implement
the campaign.
Define what success means before campaign launch
taking into account the policy and social context.
Determine measurable and realistic indicators of
performance that connect output to success for each
action and range of activities and consider the potential
risk and implication
of inaction.
Regularly assess cost effectiveness of each action and
adapt accordingly.
Leonardo Sforza
Managing Director MSLGROUP Brussels
26
U.S. Findings
27
1
Very good
Rating government
institutions
Good
Poor
Very poor
18%
11%
51%
6%
15%
17%
21%
10%
53%
18%
9%
6%
9%
44%
46%
56%
21%
8%
Congress
30%
12%
2%
18%
40%
37%
2
Economic and monetary stability (45%) and environmental
sustainability (30%) were the issues most important to
respondents organizations.
28
Corporate
Taxation
Transportation
Digital
agenda
Global
competition
Free trade
agreements
Energy security
and efficiency
Data
privacy
Capital
Market
Regulation of
financial services
Immigration
policy
Health and
Consumer protection
Environmental
Sustainability
Economic and
monetary stability
3
Respondents had mixed feelings about the helpfulness of digital
and social media communications provided by major government
institutions. Of six institutions tested, executive branch agencies
and departments (58%) were the only institutions where a
majority found such communications helpful. Only 33% found
communications from Congress helpful.
58%
46%
31%
42%
42%
39%
43%
41%
Congress
48%
53%
36%
33%
Helpful
Not helpful
20
10
0
Very high
High
Low
29
Very low
6
Personal meetings with peers (78%) and informal networking
(64%) were considered the most important communication
tools for D.C. influencers. Fifty-five percent considered digital
and social media important. Traditional media was considered
important by 56% of respondents, placing it alongside digital
and social media.
Effectiveness of Digital
and Social Media Tools
Used for DC Influencers
Written briefing
material
E-newsletter
9%
30 %
24%
15%
36
14%
24%
25%
Multi-stakeholders
meeting
Meeting with
your peers
24%
Importance of various
tools to DC Influencers
6%
22%
5%
%
28
%
20
19%
20 %
24%
36
13%
19%
2 2%
43
%
16%
Youtube
18
%
13
%
42
Traditional
media
5%
3%
%
23
39%
9%
%
23
9%
9%
Informal
networking
9%
20 %
30
High
importance
Low
importance
Very low
importance
Very low
effectiveness
Low
effectiveness
6%
4%
23%
11%
5%
Very high
importance
%
24
2 2%
%
10
27%
37%
14
%
10%
10
%
5%
6%
3%
34%
%
16
8%
12
8%
14%
25%
27%
9%
24
%
7%
Digital and
Social media
Sponsoring third
party research and
Livestreaming App
28
13
%
11%
25%
26%
29 %
%
11
Sponsoring
conferences
High
effectiveness
Very High
effectiveness
31
Change.org
13%
5%
Twitter
7
Very effective
Fairly effective
Not very effective
Not effective at all
%
50
40
30
20
10
0
Network
Television ads
Television ads
run on cable TV
Newspaper
ads
Direct
mail
32
Online ads on
news websites
Ads on
Facebook
Radio
ads
Changes planned
in digital and social
media tools
Own website
and/or blog
Dont use
Keep the same
e-Newsletter
Livestreamg
App
Youtube
Decrease
Increase
Change.org
%
0
10
20
30
40
33
Multi-stakeholders
coalition building
10%
Internal
communications
14%
Traditional media
engagement
7%
Work with
peers
23%
4%
We do none
of these
9%
3%
27%
Meetings with
decision makers
Sponsoring third
party conferences
3%
14%
Law firms
support
1%
9%
Respond to public
testimony and
3%
34
35
10
When asked what their organizations were doing too little
of, respondents said personal recognition (22%), social
media expertise (13%), technical support (12%) and board
empowerment (12%).
6%
Public recognition
8%
More original ideas
8%
Metrics to assess the impact of...
9%
Resources
12%
Board empowerment
12%
Adequate external consulting
12%
Technical support
13%
Social media expertise
22%
Personal recognition
36
37
11
Position
Age
Gender
38%
31%
53%
40%
47%
69%
22%
Head of office
< 50
Male
Director
50+
Female
Other
Type of organisation
22%
Years of Experience
39%
31%
69%
39%
Corporate
< 20
Professional association
20+
Other
38
The results of the MSLGROUP public affairs survey in the U.S. raises red flags on the
sectors point of view on social and digital media as a communication strategy with
policymakers. Our insights and recommendations on how to mobilize social and digital
media in an evolving environment are outlined below.
Conclusions
Recommendations
Digital and social media are not yet seen as substitutes for
personal influence in Washington, D.C.
Stan Collender
Executive Vice President, Qorvis MSLGROUP Washington, D.C.
39