Presentation at the International Public Relations Conference, Barcelona 2 July 2013. ‘Redefining the Identity of the Public Relations Profession In a Borderless, Digital World – the New Leadership Role’. (Author: Dr Beige Pureau, bpureau@gmail.com, phone: (+61) 0437 101 272). Paper to be released in October 2013 after publishing. ABSTRACT Public Relations (PR) is more important now than ever before in a digital age and a borderless society where boundaries are blurred between professional, social, local and global environments. With the remodelling of organisations in this new territory, the PR profession has changed and a myriad of challenges and opportunities are presented in redefining its identity. PR has re-focused upon interactive engagement, relationships, open discussion, and participation in decision-making. It is more strategic and socially-aware and there is a higher demand for leadership, to guide organisations through the minefield of governance issues. The one-way, controlled, mass media tools historically used are less feasible in a digital space, where everyone’s a contributor, with a voice. For over a decade, Australian local government has recognised that innovative technologies present the opportunity to communicate and engage with residents, provide services online and enable participation in decision-making (Berryman 2004; Thomas 2004; Shackleton, Fisher & Dawson 2005). The reality also presents challenges for the PR profession. This study: ‘The implications of innovation in e-government and communication strategy in Australian Local Government organizations: An investigation of current and emerging practice’ (Pureau 2012) presents an insight into the practice and changing role of PR in government. Following an extensive international literature review and comparison, the study examined 100 local government websites in 2009/10 and included a follow-up review of 30 of these websites in 2012, together with reflection on 14 international websites providing examples of innovative practice. The study also included 13 qualitative in-depth interviews with a range of industry representatives and academic commentators, including PR industry leaders. The study observed PR practice in local government and how changes such as technology, e-government, social media and digital communications are radically altering the landscape of organisations and how this requires a re-think of the PR position. It also provided advice for practitioners navigating this landscape. Please refer to full research: Doctoral Thesis http://researchbank.swinburne.edu.au/vital/access/manager/Repository/swin:31909

1. Redefining the Identity of the
Public Relations Profession In a
Borderless, Digital World
– the New Leadership Role
BEIGE PUREAU

2. • This study observed PR practice in local
government.
• Changes such as technology, e-government,
social media and digital communications are
radically altering the landscape of
organisations.
• Requires a re-think of PR role.
INTRODUCTION

3. Local
GLOBAL
Blurred Boundaries
Public/Private
Instant
Expectations of
Responsiveness Viral Social
Everyone is an
Expert
Collaborative
DIGITAL
Interpersonal
A reflection of our changing environment, changing customer
demands and a changing business model for organisations
WHAT IS THE IDENTITY OF THE PR
PROFESSION IN 2013?
SERVICES 24/7

4. The Study (2005-2012):
‘The implications of innovation in e-government and
communication strategy in Australian Local Government
organizations: An investigation of current and emerging practice’
(Pureau 2012)
• Investigated local government organisations in the digital space
(innovation in e-government and social media)
• Provided a benchmark for the industry in Australia
• Looked outward at international research
• Looked at innovative examples of practice
• Talked to people in PR practice, academia and industry
• Looked behind the scenes at what was causing the issues
• Presented advice for PR practice
• Pointed to the importance of the PR LEADERSHIP role
OVERVIEW

5. UNDERSTANDING OF DEEPER ORGANISATIONAL AND SYSTEMIC ISSUES
CRAFTING OF ADVICE TO INDUSTRY
13 INTERVIEWS with Industry Practitioners and Academics
BENCHMARKING STUDY 2009/10: 100 local government websites in NSW & VIC
Measuring 30 features of e-government (Based on audit tool by West 2000-08)
REVIEW OF LITERATURE
DEVELOPMENT OF CONCEPTUAL FRAMEWORK: 4 CLUSTERS OF CAPABILITY
1. Interactive Capabilities 2. Understanding Users 3. Connectedness & Integration 4. Governance
WEB SITE FOLLOW UP REVIEWS 2012 (Innovation and Best Practice):
30 Local Government Websites in Australia
14 International Websites (USA, Canada and UK)
THE STUDY

6. No. Feature Measured % features across 100 Councils Cluster Ref
1 Phone information 100% GOV
2 Address information 100% GOV
3 Email information 100% GOV
4 Links to other sites 93% CON/INT
5 Publications 100% GOV
6 Databases 95% UC&R
7 E-news 52% UC&R
8 Audio/Podcast 20% UC&R
9 Video 24% UC&R
10 SIteMap 63% GOV
11 Search Capability 98% GOV
12 Quickfind 86% GOV
13 Presence of fully-executible services 98% (5 on average) IC
14 Security Statement 43% GOV
15 Privacy Statement 93% GOV
16 Accessibility – Disability Access 48% GOV
17 Language Translations 29% GOV
18 Email interactivity 98% IC
19 Post Comments (Social media/Consultation) 25% IC
20 Email Updates / RSS 53% IC
21 Broadcast (Blogs, Chats, Discussions, Twitter) 22% IC
22 Website Personalisation/ Customisation 4% UC&R
23 Online Forms / Surveys 84% IC
24 Website Campaigns 7% UC&R
25 Advertisements 2% UC&R
26 User payments 92% IC
27 e-services 98% IC
28 Portal Link 0% CON/INT
29 Digital Signature 0% IC
30 Credit Card use 93% IC
Benchmarking
Study Features
and Results
2009/10
KEY FOR
PRESENCE OF
FEATURES
High presence
80% -100%
Medium Presence
50%-79%
Low Presence
0%- 49%
KEY FOR
CLUSTERS
GOV Governance
CON/INT
Connecting
Services/Integration
UC&R User
Customisation &
Responsiveness
IC Interactive
Capabilities

7. BENCHMARKING
• In 2009/10 - Low levels of interactivity (e.g. 25% use of social
media/engagement), but pockets of innovation.
• Only 5 Service online on average (17 highest, 0 Lowest).
• 18 out of a total of 30 features were present on average.
• Low customisation/personalisation, audio, video.
• Low accessibility, language translation, security statements.
REVIEW
• By 2012 a review of 30 websites indicated more were
demonstrating adoption of interactivity in Australia and 14
international examples of best practice revealed innovation.
KEY FINDINGS

8. STONNINGTON COUNCIL, VIC
• Use of engagement portal
including online polls,
community forums, social
media interaction, videos and
e-news.
MOSMAN COUNCIL, NSW
• Use of engagement
forums to consult the
community in planning
and decisions
• Community ideas
• Social media interaction
EXAMPLES

9. Los Angeles,
USA > Ideas LAB
Dedicated
Planning forums
and integrated
social media
EXAMPLE

10. MOONEE VALLEY COUNCIL, VIC
• Mobile Apps (Snap Send Solve)
• Interactive Online Mapping
EXAMPLE

11. Customisation of websites QR Codes
Online mapping /
‘near me’
Mobilisation of content
UK and USA Australia
Use of Real Time
technology to aid
preparedness
(snow/weather/
traffic conditions)
Applications for
specific services
(arts/culture)
User-driven
engagement
OTHER EXAMPLES

12. When flooding occurred in 2011, Brisbane Council
used social media: Facebook, Twitter, YouTube to
communicate with residents.
 Social media channels enabled the sharing of
messages from authorities - Police and SES.
 Social media was used to gain intelligence from
the public for the Local Disaster Centre.
 Social media channels were monitored
continuously and common queries from the
public were fed back to obtain responses which
could then be shared publicly.
 It was used to co-ordinate volunteers.
 It was used to assist evacuation when other
sources of contact failed.
The campaign was a huge success.
SOCIAL MEDIA DATA:
Facebook
• Grew from 759 likes
to 12,679
• 17,546 comments
• 4,641,232 post views
Twitter
• Grew from 2,955
followers to 8,291
• 561 tweets sent in
January
• 2,207 re-tweets
• 8,322,516 impressions
Social Media In An Emergency Case Study
Flooding: Brisbane City Council (2011)
EXAMPLE

13. 13 Interviews (8 men + 5 women)
CEOs, PR and Community Engagement Directors, Academics
SOME OF THE ISSUES RAISED:
• Reconfiguring the organisation’s business model to match capabilities
with user expectations of seamless service delivery.
• The requirement for culture change away from traditional ways of doing
business.
• The need for local government to loosen control to keep pace with the
dynamic nature of social media and take up online tools that allow people
to genuinely participate in decision-making, while working with
governance frameworks.
• The organisation implications of changes in communications
roles/processes.
• Communication needs to be considered in a strategic context and
consumer needs should be researched.
• Importance of ensuring that the value of face-to-face and interpersonal
communications is not lost.
INTERVIEWS: KEY FINDINGS

14. PR has re-focused upon interactive
engagement, relationships, open
discussion, and participation in decision-
making.
It is more strategic and socially-aware.
There is a higher demand for leadership,
to guide organisations through the
minefield of governance issues.
The one-way, controlled, mass media
tools historically used are less feasible in
a digital space, where everyone’s a
contributor, with a voice.
THE CHANGING ROLE OF PR

15. Traditional communications
practice involved careful
preparation, editing and formal
approval processes for
communications materials, key
messages, scripted media releases.
Communication in the Web 2.0
environment and via social media is
immediate, less formal, socially
focused and conversational –
requiring immediate response in a
potentially global space.
CHANGING COMMUNICATIONS
THEORY AND PR PRACTICE

16. From one way (hypodermic) model to
two-way (feedback and dialogue) to
real-time, multidimensional,
collaborative, dynamic
communications, direct / no
intermediary
Information > consultation >
engagement > decision-making
The dynamics have changed but some
elements remain (importance of face to
face, personal service / social contract,
accessibility)
CHANGING COMMUNICATIONS
THEORY AND PR PRACTICE

17. The challenges are less to do
with the continuing rapid
evolution of technology than
the functional, organisational
and systemic capabilities
required: business models,
culture, processes, systems,
skills and structures.
THE CHALLENGES ARE NOT
ABOUT THE TECHNOLOGY

18. Customer expectations are high. Organisations
need to reinvent their business models in order
to succeed in a fast-paced and dynamic digital
environment, 24/7.
These complexities are also about:
– Staff policies, the need for skills and training,
empowerment to respond directly
– Ensuring governance - such as the protection of
citizen privacy, security, accessibility
– The ability to facilitate open feedback and allow
participation in decision-making.
THE CHALLENGES AFFECT THE
WHOLE ORGANISATION

19. Boundaries in a digital era are blurred on
many levels (e.g. social media: employees
can have both a professional and a
personal presence online). Defining where
the boundaries lie, is critical. Policy is key.
Organisational boundaries that
traditionally existed, based on
geographical locations and local
communities, now extend to communities
of shared interests that can attract global
attention. Intermediaries and gatekeepers
are no longer as relevant, as citizens
communicate and collaborate with each
other, directly, in real-time.
BOUNDARIES ARE BLURRED

20. FRAMEWORK FOR INTERPRETING BOUNDARIES (Hernes 2004)

21. The 30 features reviewed through
the 2009/10 benchmarking study
map the functional capabilities
required from a local government
organisation to achieve successful
e-government.
However, the development of these
functional capabilities goes well
beyond issues of technology and
brings into play fundamental
organisational capabilities of skill,
agility, confidence, learning and
cultural practice.
CULTURE, CAPABILITIES & LEADERSHIP

22. Schein’s (2010) three levels of culture in an organisation can help understand the
complex dimensions of the organisation in a digital world.
Seen through Schein’s
three levels of culture,
the website
benchmarking study
focused on artefacts
(such as the presence
of interactive
communications tools
including social media).
The interviews and
literature draw attention
to the underlying
assumptions, beliefs
and values that people
hold about using
technology, about
change and risks.
CULTURE, CAPABILITIES & LEADERSHIP

23. 1. Reviewing the business model
2. Conducting research to identify customer needs
3. Identifying services
4. Developing a plan
5. Setting objectives
6. Choosing the right channel of delivery and targeting
7. Understanding and choosing the right technology
8. Establishing a governance framework with
protocols
9. Managing resources in terms of people, skills,
empowerment, culture and responsiveness
10.Evaluation, analysing data and reporting
ADVICE: 10 Guidelines

24. Reinventing an organisation to operate
successfully within a digital environment
requires strong leadership that challenges
traditional ways of thinking.
It is about changing the organisation
culture and business model, empowering
people and ensuring governance whilst
embracing openness and innovation.
The new PR role is about providing
strategic advice on navigating this complex
territory.
THE NEW PR ROLE

25. Communications +
IT / Technology Expert
Human Resources (policy / training)
Change Management
Customer Service (empowerment /
responsiveness)
Governance (privacy, monitoring, records)
LEADERSHIP
THE NEW PR ROLE