The business of influence - The public affairs industry is learning how to work with public consultations

From time to time you will all see simplistic definitions of the term ‘consultation’. You know the sort we mean. ‘Listening to people’s views’ is typical, or ‘Asking stakeholders what they think of our proposals’.

Those who have attended Institute courses will know that the defining characteristic of a proposed consultation is that it should influence a decision, a policy or maybe a programme. So, unlike much market or social research, the whole point of consultation is to influence the decision-makers. If there is nothing to influence, there is no point in having a consultation!

So it may be worth reminding ourselves that there is a whole industry out there whose business is influence. The lobbying profession gets a bad press but is actually a very well-established and honourable trade with a curious love-hate relationship with politicians and civil servants. The public view is quite jaundiced – and amounts to thinking that it is wrong for well-heeled commercial interests to seek influence, but probably okay for Barnardo’s or the Royal British Legion to do the same. What most people agree upon is that it should be transparent!

That is why we are still debating the merits of having a Register of Lobbyists with practitioners divided on whether this achieves anything. One result might be for people to realise how much lobbying goes on and how in-house public affairs teams are just as important as the high-profile consultancies that work for a range of clients.

But they all have in common the fact that these days, the art of public persuasion has changed, and one of the factors that has caused this change is the growth of the consultation culture. Years ago, successful lobbyists would cultivate specialist intelligence about who took what decision, the process to be followed, the stakeholders most likely to be considered, and the arguments likely to swing the issue. A timely lunch with Sir Humphrey, a short meeting with a technical adviser and a precisely targeted paper to the right committee; it could well be ‘job done’!

However, as recent revelations about who met Murdoch most reveals, the default position now is that every action of decision-makers is on the record and open to scrutiny. Influence may be discreetly deployed, but it is getting harder for it to be secretly deployed.

This brings us to the problem posed to the lobbying industry by the growth in public consultation. Creating a wide-ranging debate with open access to all who think they have a stake somewhat undermines the previous culture of targeting decision-makers and whispering in their ears. A good consultation opens the argument to everyone and may neutralise the benefit that people expect if they pay lobbyist fees to gain advantageous access.

Of course there are plenty of issues where there will not be any form of open consultation – so traditional lobbying activity can continue there as before. But, where a Government department, a Council or maybe a NHS Trust suspect they have to consult, what then for the lobbyist?

In practice leading edge public affairs consultants will do one of four things:-

• Try to influence the ‘scoping’ debate. How to define the problem being addressed? Should it/Should it not go to consultation? Offer relevant ‘evidence’ Help define the options? • Contribute to the design of the consultation Suggest dialogue methods? Offer help to prepare the consultation narrative Recommend relevant stakeholders • Ensure the best possible response from its client Demonstrate a mastery of the issues Address all opposing arguments comprehensively Where appropriate, publicise the case, or even encourage others to respond • Ensure the process is totally fair to its clients Scrutinise all relevant activities (using FoIA if necessary) Campaign for the client’s interests Challenge if decision seems contrary to consultation responses

This has significant implications.

For the public affairs industry, it needs to become really clued-up on the intricacies of consultation processes. For consultors or those organising consultations, they need to allow for the likelihood of these activities, and to learn how to handle very persuasive and impressive lobbyists working within the consultation processes. But other consultees are also affected. Those opposing professionally-represented interests will face a real challenge, and need to find tools and techniques of their own – such as mass-signatures on e-petitions or even the traditional public meeting.

All this may change the face of public dialogues; it will also change the world of public affairs. It is important we study some of these dynamics and that is why the Institute proposes to take time to explore further how this will work in the coming years.

Trigger Points

• Have you noticed the increased profile of public affairs specialists in the consultation world?
• In designing a consultation, are you able to accommodate the likely involvement of lobbying companies representing stakeholder interests?
• Join us at the first Seminar on Consultation culture and the public affairs industry

This is the 212th Tuesday Topic; a full list of subjects covered is available for Institute members and is a valuable resource covering so many aspects of consultation and engagement