public policy advocacy eng.pdf
TRANSCRIPT
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New Perspectives for Women
65, Stefan cel Mare bd. office 603 Phone: +37322.271.290 [email protected] Chisinau, Republic of Moldova Fax: +37322.272.489 www.winrock.org.md
PUBLIC POLICY
ADVOCACY
Chiinu, Republic of Moldova
2005
Former Lt. Governor for the State of South Dakota
Carole Hillard
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Public Policy Advocacy Training Manual for
Business Associations
Contents
Training Manual
Lt. Governor Carole Hillard Curricula Vitae
Winrock International heartily appreciates Senator Fred Whitings materialsPublic Policy
Advocacy Training Manual for Business Associations and his generosity to share this
publication in Moldova. Winrock InternationalsNew Perspectives for Women (NPW),
funded by the US Government through the United States Agency for International
Development, works to create opportunities for a better future for young rural women aged
16-24 through integrated economic empowerment programs, crisis prevention and a complex
network of support services. Winrock provided Romanian and Russian translation.
This publication in Moldova was made possible through support provided by U.S. Agency for International
Development (USAID) Mission for Ukraine, Belarus and Moldova, under the terms of Grant No. 121-A-00-04-
00709-00. The opinions expressed in this publication are those of the author(s) and do not necessarily reflect theviews of the U.S. Agency for International Development.
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PUBLIC POLICY ADVOCACY
TRAINING MANUAL
FOR BUSINESS ASSOCIATIONS
Deliverable for B MI Component, Task No.233.5Contract No.278-C-00-02-00201-00
May 2002
Ach ievem ent o f Market-Frien dly Init iati ves an d Resu lts Pro gram
(AMIR Program)
Funded by U.S. Agency f or International Development
2
This training manual has been prepared by State Senator Fred C.
Whiting, a contract employee of the Center for International Private
Enterprise (CIPE), under subcontract to Chemonics International Inc.,
prime contractor to t he The author acknowledges the incorporation
herein of excerpts from CIPE training materials developed for its
programs supporting the increased role of business in public policy and
democratic development around the world.
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Table of ContentsSlides
Public Policy Advocacy - What is it? 5 9
Public Policies Include 10-12
Goals of Business Advocacy 13-16
Advocacy is Critical 17
Advocacy is Critical to Business Associations 18-20
Advocacy is Critical to Law-Makers and Regulators 21-22
What Law-Makers & Regulators Need from Advocates 23-24
Step #1 - Creating the Advocacy Team 25-28
Step #2 - Issue Identification 29-34
Step #3 - Research 35-38
Step #4 - Establishing Goals 39-41
Step #5 - Budgeting 42-44
Step #6 - Advocacy Targets 45-48
Step #7 - The Message 49-52
Step #8 - Advocacy Materials 53-55
Step #9 - Create Grassroots Advocates 56-59
Step #10 - Work with the Media 60-64
Step #11 - Become Part of the Governmental Process 65-68
Step #12 - Build Coalitions 69-73
The Final Step - Advocacy Evaluation 74-77
And Finally --- 78
4
PUBLIC POLICY ADVOCACY FORBUSINESS ASSOCIATIONS
SENATOR FRED WHITING AMMAN, J ORDAN
MAY 2002
LIEUTENANT GOVERNOR CAROLE HILLARDMOLDOVA 2005
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PUBLIC POLICY ADVOCACY
z WHA T I S I T ? ?z * ISSUEORIENTED
z * FOCUSED AND
z LIMITED IN SCOPE
z * PRO-ACTIVE as well
z as REACTIVE
z * ACHIEVABLE
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PUBLIC POLICY ADVOCACYWHAT I T I S NOT !
* TROUBLE-SHOOTING / FIRE-FIGHTING
* SINGLE INCIDENT* ATTEMPT TO ASSUME THE ROLE OF
A LAW FIRM* MOVING MOUNTAINS OR CHANGING
THE WORLD
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What is public policy advocacy ?
It is very important that your busi ness association members understand from the outset what
is meant by public policy advocacy.
Your associations advocacy efforts should be focused on public p olicy issues. Advocacyshould seek to ensure that public pol icies are business-friendly that they create an
atmosphere in which free enterprise business can thrive. Advocacy should seek to ensure
that laws and regulations governing busin ess activities are consistent with such policies.
Advocacy should seek to ensure that the laws and regulat ions are consisten tly fol lowed by
those charged with their execution and that they are consistently and fairly enforced.
Your associations advocacy efforts should focus on those issues that impact your
associations interests. You will of ten want to enter into coalitions w ith other associations to
advocate issues of mutual interest. But be careful in becoming engaged in social or politi cal
issues which are not of immediate interest to your association. You have a limited amount of
political capital and must spend it wisely!
Your advocacy efforts should be focused and limited in scop e. Your goals should be well-
defined. Some issues will need to be dissected and dealt with as a number of related sub-
issues, rather than being tackled as a single effort.
Your advocacy goals should be r easonably achievable within a limited time-frame. Some
goals will be long-term, while others will be short or medium-term. Prioritize your advocacy
goals so that your resources can be used efficiently.
8
What public policy advocacy is not !
Public policy advocacy must be distin guished from the mere seeking of favorable orpreferential treatment from government by one company or bus iness sector. The public policy
advocacy program of a business association would normally be limited to seeking to impact
important policy issues on a long-term basis as opposed to seeking to troubl e-shoot or
fire-fight for members in their day-to-day business activities. Of course, policy problems are
reflected in ind ividual cases. But rather than tackling an ind ividual case (the symptoms of a
problem), your advocacy effort should tackle the basic pr oblem (the disease). A reasonable
volume of individual cases will provide you with the evidence that will enable you to
demonstrate the existence of a problem and the need for change; but your focus should be on
the overall problem, not the particular cases.
Your members should not expect your association to provide day-to-day problem solving
services relating to the normal course of their business tr ansactions. Your advocacy task is
not to settle disputes between your members and government. Most such daily problems wil l
have to be settled in-house by your members or outside through the services of law firms,
collection agencies, consultants and other dispute-resolving and problem-solving experts.Your advocacy effort should focus and the big picture long term, policy changes.
Your advocacy efforts should focus on the possible those issues that your association,
either alone or in coalition with others, can reasonably impact. Do not attempt to correct your
countrys balance of payments problem, stop deficit spending, halt inflation, strengthen your
currency, revise the entire tax code. Instead focus on is sues that are limited in scope, issues
that are amenable to a reasonably clear solution, issues that are politically acceptable and
with whi ch your members are particularly familiar.
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Pro-active vs. Reactive Advocacy
It is always easier to close the door before the horse has run from the barn than it
is to capture the horse and return it to the barn. Likewise, it is easier to effect
public policy before it has become a fait accompli. Once a policy has becomeentrenched, there will be vested interests in perpetuating that po licy. It is
incumbent upon your association, through its Advocacy Committee, to be forward
looking to anticipate policy determinations that are coming down the road and
to contribute to the policy debate at an early stage. To this end, your Committee
will need to monitor and analyze what is happening on fronts, including the
activities of individuals or groups that are competitive with or in opposition to your
association.
There will be instances, however, when a policy (e.g., a regulation) comes into
effect without pr ior warning. It is thus impor tant for your Advocacy Committee to
also serve a watch-dog function, to be on the alert for policy changes impacting
your members that should be nipped in the bud, that is, addressed before they
become entrenched and more difficult to alter or cause hardship to your
association members.
Your advocacy will be most effective when you set your own agenda !!
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PUBLIC POLICIES INCLUDE :
* LEGISLATION
* REGULATIONS
* EXECUTIVE DECREES/ ORDERS
* ADMINISTRATIVE ACTIONS (ORLACK OF ACTION)
* POLITICAL PARTYPLATFORMS
* PUBLIC OPINION
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Dealing with Government Inaction
In addition to governmental actions that we normally think of as public policy,
your Advocacy Committee should broaden its focus in several directions.
Government inaction may affect your association members as much as
government action.Al l too of ten, government agencies and bureaucrats fail to
carry out activities or to perform enforcement functions mandated by laws,
regulations or executive orders. This cou ld apply to long-standing laws,
regulations or orders or it could apply to your advocacy efforts. You may
succeed in advocating for a policy change only to find that implementation is
being blocked by bureaucrats. Priority issues to be dealt with by your Committee
may thus include advocating for already-authorized actions to be taken.
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Shaping Public Opinion
The shaping of public po licy even before it reaches government decision-
makers is also critical to successful advocacy. It may be necessary for you
to influence special interest groups or key private sector ind ividuals before
you are in a position to pursue your advocacy with government. It may be
necessary, for example, to bring a labor union or environmental
organization on side before you are in a position to advocate your pos ition
to government. On an even more elemental level, it may be necessary to
shape public opinion more generally before you can effectively advocate
your position to government. This may mean advertising your position in
the media, launching a letter-to-the-editor campaign, speaking to civic
groups, making your case to the editorial board of newspapers in your area,
etc. It can be quite useless to swim upstream with your advocacy effortsagainst the current of public opin ion. Your advocacy efforts may have to
first be addressed to changing public opinion. Only then can you hope to
effect government policy.
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GOALS OF BUSINESS ADVOCACY
* TO CREATE A FAVORABLE FREE
ENTERPRISE BUSINESS ENVIRONMENT
* TO BECOME PART OF THE LAW-
MAKING/ REGULATORY PROCESS
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GOALS OF BUSINESS ADVOCACY
* TO CREATE A FAVORABLEENVIRONMENT TO ELIMINATEECONOMIC DISPARITY AND STOP THEILLEGAL MOVEMENT OF WOMEN ANDCHILDREN
* TO ESTABLISH CLOSE WORKINGRELATIONSHIPS WITH GOVERNMENTDECISION-MAKERS ANDADMINISTRATORS
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GOALS OF ADVOCACY
* TO BE ABLE TO BE PRO-ACTIVE
* TO BE ABLE TO REACT
EFFECTIVELY
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Become Part of the Process !
The fundamental goal of bus iness association advocacy i s, of course, to
create a favorable environment in which our association members can pursue
their business activities. To accompli sh this goal on a long-term sustainable
basis, our association must come to be seen by policy-makers as an integral
part of the law-making process. Our ultimate goal as advocates must be to
become so much a part of the process that those who are involved in the law-
making/ regulatory process automatically turn to us for advice and assistance
in formulating policies impacting our members. We must seek to establish
such c lose working relationships with po licy-makers that we are seen by them
to be constructive members of the policy-making team. We must be seen as
facilitators of the process, not as road-blocks. If we can achieve this status,
we will be able not only to re-act effectively to proposed policy changes, but
we will be able to pursue our own agenda on a pro-active basis.With our special knowledge of the needs of our members, we should play a
pro-active, leading role in establishing the ground rules that will govern our
members business activities. Rather than meekly submitting our association
members to the will of others, by becoming part of the policy-making process
we ensure that we will be major players in shaping the environment in which
our association members will pursue their business activities. By becoming
pro-active advocates, we become masters of our own fate.
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ADVOCACY IS CRITICAL TO:
WOMENS ORGANIZATIONS
LAW-MAKERS
THE BUREAUCRACY
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ADVOCACY IS CRITICAL TO
WOMENS ORGANIZATIONS
* TO CREATE A FAVORABLE EQUITY
ENVIRONMENT
* FOR STABILITY IN POLICIES
* TO ENSURE SENSIBLE LAWS AND
REGULATIONS
* FOR FAIR AND REASONABLE
ADMINISTRATION OF LAWS AND
REGULATIONS
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ADVOCACY IS CRITICAL TO
WOMENS ORGANIZATIONS
* FOR EFFECTIVE APPLICATION ANDENFORCEMENT OF LAWS AND
REGULATIONS
* TO ENSURE ACCESS TO GOVERNMENT--
TO BE IN THE LOOP
* TO ENSURE THE RULE OF LAW
20
Advocacy is Cri tical to your Organizations Members !!
Your members require a political and economic environment conducive to the
successful operation of their business activities. They need sensible policies,
stability in pol icies, reasonable policy implementation through regulations and
effective administration.
An effect ive advocacy program thus has tremendous value to your members:
Enabling your association to be part of the policy-making process to havea voice in the formulation of po licies affecting your association members.
Enabling your association to be in the loop to become aware of policychanges before they become law or regulations.
Enabling your association to be pro-active as well as effectively re-active.
Enabling your association to promote democracy, the free market economy,the role of law and other fundamental issues that w ill create a political and
economic environment favorable to the prosperity of the nation in general
and to your association members in particular.
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ADVOCACY IS CRITICAL TO LAW-
MAKERS AND REGULATORS
z THEY NEED :
* INFORMATION REGARDINGISSUES
* PUBLIC AND CONSTITUENTOPINIONS
* HELP IN THE LAW-MAKING
PROCESS
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Your advocacy is Critical to Policy-Makers !!
It is simpl y not possible for polic y-makers to be expert in every field (even with good staff).
Policy-makers need input from the public , especially those members of t he public actively
engaged in t he area under con sideration. If clear and concise in formation is presented to
them in a non-confrontational manner, policy-makers generally welcome input from
knowledgeable members of the public .
Your association can further assist pol icy-makers by helping them move policies through
the bureaucratic and legislative process. You can provide advice and assistance in the
drafting of legislation and in explaining the issues to those in the executive and legislative
branches of government who must agree to the policy changes.
Policy-makers, particularly elected officials, are sensitive to the opinion of their
constituents. They are much more interested in issues of general concern than they are in
issues of concern to a small group of individuals or businesses. It is thus important to
impress upon them that your associations policy position s have broad support among
your membership and are acceptable to the public generally. By engaging in informational
activities among the public, you can shape public opinion and create the demonstrable
public support necessary to con vince policy-makers that, by acting in the interests of your
association, they are also acting in the public good
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WHAT LAW-MAKERS & REGULATORSNEED FROM ADVOCATES
* LEGITIMACY* HONEST PRESENTATION
* BALANCED OPINIONS
* RESPECT FOR CONFIDENCES
* POLITICAL SENSITIVITY
* PLAY BY THE RULES !
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What Policy-makers Need from Advocates
Policy-makers need to know that you r association and i ts representatives are legitimate
that they truly represent a significant cons tituency rather than the special interests of
a few.
Credibility is critical to your success as an advocate. You must be totally truthful and
balanced in the presentation of your case present both sides of th e argument and
explain why your si de is to be preferred. Present facts and figures, not just emotional
arguments. Show that your position is best for the greater good, not just of your
association members, but of society as a whole.
Your advocates must be politically sensitive. You must understand the various political
forces at play regarding your issue and the pressures they bring to bear on policy-
makers. At times, advocates may find themselves trying to negotiate a political mine-
field, with a need to de-fuse opposition to their positions before they can expect polic y-
makers to seriously consider them. And timing may be critical to successful advocacy fo r example, po li tical ly sensi ti ve i ssues of ten are best not raised just befo re an
election; issues requiring government funding are best not raised in a period of
economic recession and government budget-cutting.
Dont fall into the corruption trap ! In addition to inevitably bringing embarrassment and
penalties to t hose involved, illegally influencing policy-making will almost certainly be
unsuccessful in the long term. You will be building your castles on sand. The best
advice is to play by the rules and taken no shortcuts.
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STEP #1
CREATING THE
ADVOCACY TEAM
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THE ADVOCACY TEAM
* THE CAMPAIGN MANAGER:
CHAIRMAN OF THE ADVOCACY
COMMITTEE
* THE ADVOCACY COMMITTEE
* STAFF
* OUTSIDE CONSULTANTS* COALITION MEMBERS
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STEP #1 - Creating the Advocacy Team
The first step in the advocacy campaign process is to f orm a standing committee of your
association charged with the advocacy functi on, then to assemble your advocacy campaign
team.
(Note: Various names may be used for yo ur advocacy committee, for example: GovernmentRelations Committee, Government Affairs Committee, Policy Committee)
The key team member is the campaign manager the Chair of your Advocacy Commit tee, who
will b e responsible for push ing the agenda and ultimately achieving the set goals. Ideally, the
Chair must have the following qualities:
a good understanding of the indust ry that your association represents, the environment itoperates in and the issues confronting it
team-building, leadership qualitiescommitment to t he advocacy funct ion of the associationtime to d edicate to leading the advocacy campaigngood connections w ith the relevant policy-makers
The Advocacy Committee Chair need not necessarily be a Director of t he association. It is more
important th at he or she have the above-mentioned qualities. Linkage to t he Board of Directors
can be provided by having a Board member sit on the Committee and serve in a liaison rolewith the Board.
Members of t he advocacy committ ee should include those indi viduals who have experience
with the key issues faced by the association members.
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It is crit ical, however, that they be willing to devote their energies to the common goo d of the
membership and not just to the issues that impact their own busin ess. It is, of course, useful if
the Committee members have some personal connection w ith policy-makers, but it is more
critical that they have an understanding of the issues, the commitment to the advocacyfunction and understanding of the advocacy process.
Their role is primarily to organize the advocacy functi on of the association they can tap
others to make personal approaches to policy-makers.
The Advocacy Committee will need staff assistance to accomplish its goals, particularly in th e
areas of issue research, media and publi c relations, community r elations, regulatory affairs
and marketing. Consider utilizing volunteers and staff of association members as well as staff
of the association itself. Ideally such staff members would have the ability to cult ivate working
relationships with the staff of polic y-makers.
Consideration should be given to including outside consult ants, where necessary for needs
not addresses internally. Such consultants could serve either as members of the Advocacy
Committee or as advisors to the Committee. The Committee will need the services of t hose
with professional advocacy experience, legal skills, the ability to draft legislation and
regulations, media and public relations experts, etc. They could be volunteers or hired on afull-time or part-time basis. For example, consideration could be given to retaining the
services of a retired bureaucrat, a retired parliamentarian or a retired attorney with good
connections to government.
As some i ssues wil l go beyond the par ti cu lar in terests o f your associati on members and thus
lead to coalitions w ith other associations, it may be useful to include on the Advocacy
Committee members of other associations, perhaps on an ad hoc basis as regards specific
coalition issues.
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STEP #2
z ISSUEIDENTIFICATION
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ISSUE IDENTIFICATION
* CAST A WIDE NET
* MEMBERSHIP POLLING
* FOCUS GROUPS
* LONG TERM / SHORT TERM
ISSUES
* PRIORITIZE
* COALITION ISSUES
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ISSUE IDENTIFICATION
*PRO-ACTIVE ISSUES
*MONITORING (WATCH DOG)
ISSUES
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STEP #2 - Issue Identification
Obtain Advocacy Committee consensus regarding the business obstacles, suggested reforms and other
issues that you intend to focus on. Issues should be:
those relevant to a substantial portion of your membershipdeal with significant policies, not single incidences or particular transactions
focused on matters that you can influence no point in choosing the national budget deficit as one ofyour issues
amenable to specific, definable solutions a clear fixpolitically feasible
those on which t here is a consensus among your members (but don t let a few members veto your chosenissues or your pr oposed solutions you cant please all your members all the time)
those for which approval by your Board is likely
For starters, ask your staff for their suggestions regarding priority advocacy issues and recommendations
for sol utions. They should have a feel for bus iness obstacles facing your members and may know of
policies being considered by government that would impact your members.
Survey your membership for issues critical to your associatio n. To give your membership the proper focus
for their sugg estions, it may be useful to define the criteria for iss ues (as above) and to give them some
suggested issues for them to consider. (These could be issues initially identified by your association staff
as possible advocacy issues). Be sure to ask the members to prior itize their suggested issues. And be sure
to ask them to propose specific solutions for each issue they suggest.
Re-survey issues periodically (at least annually). Keep your issues fresh up to date. Assess your
progress on issues being advocated and be prepared to drop those for which progress is pr oving too
difficult or which have become less significant to your members.
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Consider convening one or more focus groups from among your membership. Often ideas will come
to the surface in a focus group discussio n that would not have come out of a survey. The use of a
facilitatorsomeone who has a good feel for the industry and government policy impacts on it -- is
often criti cal to the success of a focus grou p. Again, issues should be accompanied by proposed
solutions / desired outcomes a clear plan for policy-makers or administrators to overcome problemsidentified.
It will often be most effective to break issues down into specific sub-issues and component parts to be
tackled in sequence. For example, rather than st reamlining the Bureau of Customs procedures, it
may be most effective to specify the procedures most in need of reform and tackling them individually.
As sug gested above, speci fic solut ions s hould be p ropos ed for each i ssue. The recommendat ions
should show policy-makers or administrators exactly what needs to be done to resolve a certain issue.
Try to look at your i ssues from a policy-makers point of view your proposed solutions should reflect
political realities. Providing policy-makers with a convincing and ready-to-implement recommendation
increases the possibility that the recommendation will be adopted.
Having obtained issues and recommendatio ns from members, have the Committee staff analyze them
and make recommendations to the Committee regarding their im portance to the general membership
and the feasibility of associ ation advocacy. The Advocacy Commit tee must then prioritize the issues,
based upon their relevance to the general membership, the feasibilit y of their resolut ion and the
availability of adequate association resources. In some cases, the Committee may deem it advisable to
submit the list of recommended issues to the general membership for prioritization, possibly reserving
to itself the final determination.
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Issue briefs should be prepared by the Committ ee staff for those prior ity issues selected by the
Committ ee or the general membership. Issue briefs should include:
a title for the issue (e.g., Customs Procedures )
description of the specific problem
background
proposed association position
advocacy objectives/ desired outcomes
the other side of the issue
(See sample US Chamber of Commerce issue brief Appendix A)
The issue briefs will be submitted to the association Board for final approval of t he issues and the
advocacy campaign. Board approval should include prioritization of the issues and approval of
recommended polic y positio ns/ solution s. The Board will generally approve an annual advocacy
program, recognizing that issues may develop during the year that require insertion into the
program.
(As a footno te: At the outset of its advocacy efforts , the association may be well advised to select a
few issues that have a clear chance of successful advocacy in the short term to make clear to the
association membersh ip that the advocacy effort can bear desirable results and that the Advocacy
Committee is not just tilting with windmills.)
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STEP #3
RESEARCH
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RESEARCH
* ASSIGN RESEARCH RESPONSIBILITY
* IDENTIFY INFORMATION SOURCES
* DO OPPOSITION RESEARCH
* ASSESS PUBLIC OPINION and the
POLITICAL ENVIRONMENT
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STEP #3 - Researching the Issues
A key s tep in any advocacy campaign is to gather all of the relevant i nformat ion
concerning both s ides of an issue. Information also should be developed regarding all of
the policy-making entities involved and their role in the policy-making process as regards
the issue. A sound research component will min imize the risk of surprising inf ormation
coming to the surface during the campaign.
Opposition research shoul d be conducted in order to obtain a clear understanding of th e
arguments on the other sid e of the issu e and to be able to prepare rebuttal arguments.
Public opinion must b e assessed as part of the research effort. Elected government
officials are particularly sensitive to public opinion. Misjudging public o pinion can spell
disaster for an advocacy campaign. If it i s determined that a significant segment of public
opinion is against your associations po sition on an issue, it may be necessary to back off
and seek to t urn public opinion around before proceeding to attempt to influence policy-
makers. Among ways of measuring public opinion are opinion/issue polling, telephone
surveys, and focus group testing. It may be necessary for th e Advocacy Committee to hire
a professional pollster and commission a poll or survey to judge the public opinion
impacting your issue. Of a significant number of the public and the views of key segments
of the public need to be incorporated into your message development and overall strategic
approach to advocacy.
Research should include an analysis o f the overall political environment as it i mpacts your
advocacy issue. Political environment analysis paints a pictu re of the political forces
bearing on your issue and the direction policy is moving as regards your issue, enabling
you to focus your advocacy efforts on the most product ive pressure points.
38
Research results will permit re-assessment of t he issue, the proposed soluti ons and the
feasibility of su ccessful advocacy. The Advocacy Committee should review the research
results with an open mind and be prepared to recommend to the Board a shift i n positio n
regarding the issu e or the proposed solutions.
The responsibility for research usually falls on the association staff assigned to the
Advocacy Commit tee. Staf f o f associati on members might be assigned research
responsibilities as well. If adequate staff are not available, it may be necessary to farm out
some or all of the research effort to qualified professionals.
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STEP #4
ESTABLISH GOALS
40
GOALS
* DETERMINE FEASIBLE GOALS
FOR EACH PRIORITY ISSUE
* ESTABLISH TIME-LINES
* ESTABLISH MEASUREMENT
CRITERIA
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STEP #4 Establishing the Goal
Any advocacy effor t m ust start wi th a sense of its goals. Am ong those goals some d is tinc tions are
import ant. What are the long-term goals and what are the short-term go als? What are the content
goals (e.g., policy c hange) and what are the process go als (e.g., establishing a worki ng relationshi pwith th e Ministry of Trade and Industry)? These goals need to be defined at the start, in a way that
can launch an effort, draw people to it, and sustain it over tim e.
Your Advocacy Commit tee should, as to each advocacy issue, establish reasonable goals as to
what is to be accomplished and the time-line for accomplishment.
Based upon the research that has been done for t he Committee, consideration shou ld be given as to
precisely what goals can be realisti cally accomplished. It may be determined that only a partial
soluti on to the probl em is feasible at this time, or that the final desired result can be achieved only by
the successful achievement of a series of sub-goals. This determination wil l dictate the advocacy
strategies to be adopted by the Committee.
Research wi ll also in dicate the feasible time-line for advocacy of the issue. It will be seen that some
issues have the possibility of short-term accomplishment while others will require a long-term
commitment.
Based upon the targeted goal and the time-line for accompl ishment, the Committee will have to
assess the resources required for t he advocacy campaign and compare those resources to the
resources available. The inevitably fini te resources will t hen have to be allocated on a priority basisto the advocacy issues to be undertaken.
Establish measurement criteria for each goal so that you can measure your success (or lack
thereof) along your time-line.
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STEP #5
BUDGETING
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BUDGETING
* SELECT PRIORITY ISSUES AND
GOALS
* LIST ACTIVITIES PLANNED FOR
EACH PRIORITY ISSUE
* BUDGET FOR EACH ACTIVITY
* DETERMINE GLOBAL BUDGET
* ALLOCATE BUDGET AMONGCOALITION MEMBERS
44
STEP #5 Budgeting
Al l advocacy campaigns have a fin ite amount of resources human and
financial to work w ith, and it is within this framework that your Advocacy
Committee must allocate the proper funding and other resources to ensure
that the advocacy campaign goals can be realized. Preparing a budget will
provide your Committee with a tool to assess how far it can go in designing
campaign strategies that might be necessary or desirable to accomplish the
established goal.
Having designed the campaign strategies and related activities (tactics), the
Committee can estimate the cost of the campaign and, comparing that to the
initial budget allocation, either (1) revise the budget for this campaign basedon a reassessment of the priorit y position of this campaign as compared to
the other issues to be advocated or (2) revise the campaign strategies and
tactics for this campaign.
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STEP #6
ADVOCACY
TARGETS
46
ADVOCACY TARGETS
* IDENTIFY KEY POLICY-MAKERS
AND ADMINISTRATORS +
OTHERS WHO INFLUENCE THEM
* DETERMINE TARGET APPROACHSTRATEGIES
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STEP #6 Advocacy Targets
Who are the people and institut ions you need to move? This incl udes those who have actual formal
authorit y (e.g., top minist ry offici als, parliamentarians). This also includes those who have the
capacity to infl uence those with form al authority (e.g., lower level bureaucrats/staff, the media and
key constit uencies). In both cases, an effective advocacy effort requires a clear sense of who these
audiences are and what pressure points are available to move them.
For maximum effectiveness with limi ted resources, you will want to use a rifle rather than
shotgun approach to targeting your advocacy directing your money and other resources towards
the individuals and organizations that are key to the advocacy issue. Priorit ize your targets to
effectively allocate your advocacy resources. A sound targeting strategy will give your advocacy
campaign the necessary focus. The success or failure of your advocacy campaign rests on g etting
your message across to key audiences. Targeting allows you to do this effectively.
Become familiar with the policy-making/ regulatory processes so that you can determine the points
in the proc ess where your advocacy can be most eff ective. Determine who t he real decision-makers
are (for example, key ministr y offici als, staff, parliamentary leaders and commit tee members, political
party leaders) and determine how best to approach and work w ith them. Keep in mind that many
issues may be remedied by administrative rather than policy-making or regulatory means.
The most cri tical target may not always be the top person in a government ministr y. Sometimes it
will be most effective to start by targeting key staff and then working your way up through the ranks.
It may in some cases be most effective to init ially target a key bureaucrat or parliamentarian who you
know is symp athetic to your c ause, using him/her to gain access to other key persons. Ideally, you
would be able to find a key ally in government, provide that person w ith the necessary inform ation
and use him/her as the point person in getting your message to the target group.
48
Determine who within your association (or even a friend outside your membership) might have
special access to the target. Give them adequate information and preparation to make a
successful approach then send them forth!
Even in situations wh ere it is necessary to launch a broad PR campaign to infl uence public
opinion generally, there will be key segments of the overall popul ation (for example, consumer
groups, environmental organizations) that are key to your issue and will leverage your efforts by
coming o n side. It may be necessary to do some polli ng or other research to determine whic h
segments of the general population need to be priority targets.
Specific target audiences will usually require the formulation of specific messages for maximum
impact.
Note: A few key points of contact in the Jordanian government structure might be:
Palace Economic Consultative Committee
Prime Ministry Legislation BureauMinistries Ministers
Secretary General
Policy Units
Parliament Secretary General of the National Assembly
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STEP #7
THE MESSAGE
50
THE MESSAGE
* CREATE POSITION PAPERS FOR EACH
ISSUE & AUDIENCE
* BASED UPON RESEARCH AND POLLING
DATA
* CONCISE WITH EXECUTIVE SUMMARY--
WITH BACK UP DETAILS AVAILABLE* SEND THE RIGHT MESSENGER
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STEP #7 The Message
Reaching vario us audiences requires crafting and fr aming a set of messages that will be
persuasive. Although these messages must always be rooted in the same basic trut h, they also
need to be tailored dif ferently to dif ferent audiences. Your messages will so metimes depend on
your judgm ent as to what the target audience is ready or willing to hear. In most cases, advocacy
messages will have two basic components: an appeal to what is right and an appeal to the
audiences self-interest.
Aft er you ve set measurable goal s and det ermined the targets of you r advocacy, you wi ll need t o
develop tight, well-thought -out messages that get your ideas across in a persuasive manner. The
more concise your m essages are, the better chance you have of getting your audience to buy int o
what you are trying to sell them.
Messages shoul d be tailored to t he target audience. Different audiences may respond to dif ferent
messages.
Policy-makers will want to know:
Why is this issue important?
What are the positi ve and negative consequences of your prop osal?How will th is be viewed by my politic al base?
How do laws and regulations affect employees, investors, suppliers and customers?
What specific law or regulatio n needs to be changed?
What wording would be most appropriate and effective?
It may be necessary or useful to do some polling or focus group testing to determine the most
effective message.
52
A publ ic relations fi rm or other out side cons ult ant may b e usefu l in c reat ing ef fec ti ve mes sages
The Messenger
The same message can have a very different i mpact depending on w ho commu nicates it. Who are
the most credible messengers for different audiences? In some cases these messengers are
experts whose credibility
is largely technical. In other cases we need to engage the authentic voices who can speak from
personal experience.
When meeting with policy-makers or administrators, remember: be brief, be factual, be truthful.
Start with the main points only and let them draw out specifics dont overwhelm them with detail,
but have the facts and documentation ready. Be prepared to provide draft wordi ng. Specifically ask
for his or her support on a specific vote, sponsorship of a specific policy proposal or support
within deliberations.
Never approach an advocacy target with problems for which you have not
considered suggested answers !
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STEP #8
ADVOCACY
MATERIALS
54
ADVOCACY MATERIALS
* POSITION PAPERS AIMED AT
ADVOCACY TARGETS
* POSITIVE/NEGATIVE IMPACT
STUDIES, EXPERT OPINION
* FACT SHEETS, Q & A PAPERS* SPEECHES, OP-ED PIECES, PRESS
KITS, BROCHURES
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STEP #8 Advocacy Materials
Having the right materials available on a timely basis i s vital to an
advocacy campaign. Being able to respond in a timely manner, withavailable materials or with custom-created materials, can make the
difference between winning or losing an issue. Some of the materials
needed for a campaign include:
position papersnegative/ positive impact studies
fact sheetscase historiesspeechesquestion & answer documentsop-eds
brochurespress kits
Match your materials with your advocacy targets and have them ready
for presentation.
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STEP #9
CREATE GRASSROOTS
ADVOCATES
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CREATE GRASSROOTS ADVOCATES
* EDUCATE YOUR MEMBERS, THEIR
SHAREHOLDERS, EMPLOYEES &
CUSTOMERS -- ---
ON THE ISSUES ---
ON THE LAW-MAKING
PROCESS
* USE THEM TO EDUCATE OTHERS
58
STEP #9 Create Grassroots AdvocatesInform and educate your association members (through pu blications, seminars,
workshops, etc.) so that they can be active and effective formal or informal advocates
for your organization. Educate them regarding:
your advocacy issuesthe law-making/ regulatory process
One of the most p owerful, but often und er-utilized, assets of a business association are
the members of its extended corporate family the shareholders of association
members, their employees, retired employees, customers and suppliers. Similarly,
there are often other stakeholders who can be mobilized to assist in your campaign
environmentalists, women, students, consumer groups, professional groups (lawyers,
accountants, engineers), etc. Inclusion of these individuals in your campaign can help
the association put on a human face in its advocacy efforts and provides credibilit y to
policy-makers.
The following are the key steps in mobilizing a dedicated group of grassroots activist
advocates:
Education --- the what message
Motivation -- the why message
Acti vat ion -- the how message
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These messages should be tailored to the particul ar audiences you wish t o involve. For example, the
messages to employees may differ from the messages to shareholders or cus tomers.
Your grassroot s advocates can be mobili zed by a series of mailings addressing each of the above
steps, by convening meetings and workshops and enlisting their help in reaching your advocacy
targets throug h letter writing, telephone, fax, e-mail campaigns, personal visit s, etc. Be careful
however, to use discretion in these effor t an undue volume of identical messages can be annoying
to the advocacy targets and reveal the orchestrated nature of your campaign. But the fact is that
government officials, particularly elected officials, usually respond positively to a volume of contacts
by citizens.
Ano ther m eans o f engagi ng your as soc iat ions extended famil y and stakeho lders is to establ ish an
advisory group to assist in your advocacy campaign.
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STEP #10
WORK WITH THE
MEDIA
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EARNED MEDIA
* ESTABLISH MEDIA RELATIONS
PROGRAM
* IDENTIFY MEDIA TARGETS
* CREATE MEDIA ACTIVITIES
* CREATE MEDIA MATERIALS --
FACT SHEETS, BACKGROUND
INFO, PRESS KIT
62
PAID MEDIA
* USE AN ADVERTISING FIRM
EXPERIENCED IN ADVOCACY
* BASE ADS ON SURVEY FINDINGS
* GENERAL VS SPECIFIC
AUDIANCES* CREATE THIRD PARTY &
COALITION ADS
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STEP #10 Work with the Media
Earned Media Media coverage that results from your associations activities being
news-worthy is referred to as earned media, as opposed to paid media. Earned media
coverage results from media coverage of your activities, press releases, convening newsconferences, submittin g op-eds and letters to the editor, conducting editorial board
visits, etc. Earned media has a high degree of credibility with the public as it is viewed as
news as opposed to advertising.
As an impor tant part of your advocacy campaign, you should:
assign a member of your Advo cacy Committee and staff to oversee development andimplementation of a media relations pro gram
develop media lists t o focus on media targets that will be receptive to your messagesdevelop a press kit to include fact sheets, background information and other of yourmessage materials
create a schedule of media relations activities
Paid Media Paid media encompasses television and radio ads, newspaper and radio
ads, billboards, etc. The paid media component of your advocacy campaign w ill also use
a targeted approach to make the most of your advocacy campaign funds. As much aspossible, target only those audiences that you need to influence.
64
The most important consideration for a paid media campaign, besides targeting, is a
concise message.
If you use an advertising firm, use a firm that has advocacy experience as opposed to
a firm who se expertise lies with development of branded products . These are two
very different types of advertising.
In order to deliver a targeted message to a targeted audience, base your advertising
campaign on your survey or polling findings.
Establish a placement schedule for paid advertising that w ill maximize its impact
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STEP #11
BECOME PART OF THE
GOVERNMENTAL
PROCESS
66
BECOME PART OF THE GOVERNMENTALPROCESS
* ESTABLISH WORKING
RELATIONSHIPS WITH LAW-
MAKERS AND BUREAUCRATS
* WORK CLOSELY WITH STAFF
* ORGANIZE BRIEFINGS* PROVIDE RESEARCH
* ASSIST IN DRAFTING LAWS AND
REGULATIONS
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STEP #11 Become Part of the Governmental Process
The fundamental objective of business association advocacy is for associations to become
considered by government to be part of th e policy-making and policy-implementing
(regulatory) process.
There are countless t actics that c an be utilized to this end, all of which need to be tailor ed to the target
indivi duals. For example :
Begin the advocacy process with candidates for public office. Provide them with information regardingyour associations issues and urge them to publicly state their support for your position.
Avo id becoming ident if ied w ith any one pol it ical par ty .
Aft er parl iamentary elec tions , invit e the succes sful cand idates to br ief ing ses sions , poss ibl y includi nga social event
Let elected officials know t hat you are watching them and keeping track of their statements and voti ngrecords regarding your issues.
Keep track of the agendas of policy-makers and regulatory bodies (e.g., throug h their websites ifexistent or through personal contacts) so that your association can make timely interventions.
Hold briefing sessions or roundtable discussions on key issues with policy-makers, regulators /administrators and your members.
In addition to establishing good working relationships with policy-makers, regulators / administrators,
work closely with their staff; establish staff-to-staff relationships between your association andgovernment.
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Public officials look to their staff for guidance on issues, so it behooves you to build good on-goingrelationships with them. Become a resource for them regarding your members industry sector and
commend them (by letter with a copy to their boss) for their work. Remember: mid-level administrators
and staff will usually survive changes in government and will provide continuity and stability in policies
and administration. It is therefore particularly important to establish good working relationships with
them.
Provide position papers regarding issues under consideration.Arrange for exper ts to provi de briefings or tes timony on issues under consid erat ion .
Arrange for your m embers to visit Parl iament dur ing sessi on to impress par liament arians w ith thenumbers and interest of your members; host a lunch for parliamentarians during such a visit.
Sponsor a lunch or banquet at which top officials will report on the activities of their ministry, of theparliament or a parliamentary committee.
Host regular meetings bringing together government officials that do not normally interact for example nat ional, dist rict , ci ty of fi cials ; or nati onal of fi cials from vari ous depar tments dealing w ith related issues
(e.g., Ministry of Trade & Industry wit h the Bureau of Customs).
Hold r ecognition events to honor policy-makers a banquet, lunch or other special event; take out
newspaper ads or issue press releases highlighting successes within their ministries.Personally thank those who have been particularly involved with your associations issues.
See sample of an actual annual calendar of events of an association advocacy commit tee Appendix B.
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STEP #12
BUILD COALITIONS
70
BUILD COALITIONS
z SUCCESS IS ON THE SIDE OF
THE BIG ARMIES
z MUCH CAN BE ACCOMPLISHED IF
YOU DONT CARE WHO GETS THECREDIT!
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STEP #12 Build Coalitions
Policy-makers respond most readily to the demands of large numbers of their constituents. You will be
much more effective in your advocacy efforts if you form coalitions and alliances with like-minded groups.
In some cases, you may have to compromise your position to create a bigger tent to bring in a broader
grouping of advocates.
Identifying and working wit h allies is a key to winning advocacy campaigns. Other associati ons and groups
are invaluable to your campaign because they can be used to broaden your base of support and establish
a credibility that is difficult for a single advocacy group t o accomplish.
In some cases, it will be most effective to work with such allies in a closely-coordinated coalition, sharing
the work l oad and expenses (human resource and monetary). Establish a clear chain-of-comm and and job/
responsibility descriptions to avoid confusion as to roles and responsibilities within the coalition. Organize
the coalition so that you speak with a unified voice through designated spokespersons.
While some organizations may be willing to t ake on an active cooperative role regarding a certain issue,
they may be reluctant to add their name to a coalition . In such a case, work w ith them on an arms-length
but coop erative basis. Try to establish a comm on ground and com mon or related message with them,
possibly approaching the same issue from different angles. Provide them with research information, polling
data, media support , invitations t o your events connected wit h the advocacy campaign and whatever other
support you can offer.
In addition to coalit ion partners and like-minded allies, broad-based public interest groups can be very
useful in adding to the credibility of your advocacy and providing broad public support, whether offering
active support or a simple endorsement.
Be sure to communicate regularly with all members of the coalition to keep them informed about recent
activiti es and developments. Give them ample notice of any major polic y initiative or other developments
in the coalition. Coalition members who feel out of touch or uninformed are not coalition members for long.
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A NATIONAL BUSINESS AGENDA
z CONSENSUS FOR CHANGE--
BUSINESS COMMUNITY ADDRESSES
GOVERNMENT WITH A UNIFIED
VOICE
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The National Business AgendaAs bus iness asso ciations and other group s and or gani zations in the c ountry establ ish their advocacy
agendas, common issues will arise that will permit the formation of a broad-based national business
agenda. Such an agenda will lik ely tend to deal with br oader policy is sues as opposed to t he very
specific issues and their solutions that should be the focus of individual or coalition business
association advocacy. Here is where we deal with such i ssues as :tax policiesbalancing national budgets
accounting standards
labor lawspension reform
welfare reform
environmental quality standardsproperty rights
international t rade agreements
monopolies lawprivatization of industry
securities laws
telecommunications infrastructureeducation policy
transportation issues
immigration policies
(and many more !)
The same basic princ iples that apply to indivi dual association and coaliti on advocacy apply to advocacy
of a national business agenda. As these issues tend to be national in sco pe, however, it will b e more
important to seek to influence public opinion in order to create the broad consensus, massive support
and momentum necessary to successfully address such
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THE FINAL STEP !
ADVOCACY
EVALUATION
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ADVOCACY EVALUATION
* IS OUR ADVOCACY WORKING??
z EVALUATE: ISSUES-OBJECTIVES-
TARGETS-MESSAGE-MESSENGERS-
DELIVERY-RESOURCES
* IS A MID-COURSE CORRECTION NEEDED
??
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THE FINAL STEP Advocacy Evaluation
As indicated in Step #4, business associat ion advocacy of any issue should be based
upon very specific goals and time-lines. It is important that, at pre-determined intervals,
your Advocacy Committee steps back and evaluates the status of the advocacy effort.
The Committee should ask such questions as;
Is the issue still r elevant?Has the issue changed in any way?Is furt her research required?Are our goals and t ime-lines st il l r elevant and feasib le?Are we p rogress ing along our time-l ine?Should we revise the time-line to be more realistic?Have we identified the correct t argets fo r advocacy?Are we managing to reach those targets?Do we have the right messengers?
Are the targets responsive to our message?Does the message need revision/ f ine tuning?Are our advocacy s trateg ies and tac tics proving ef fec ti ve?Are our resources (financial and human) proving to be adequate?Have we fully exploited coalition opportunities?
Are our coal it ion partners and o ther al lies coord inating effect ively?
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Having reviewed the above and other relevant questions, we must ask i f a mid-course
correction is necessary in any aspect of o ur advocacy campaign and, if so, how does that
correction impact t he other aspects of the campaign.
And based on your periodic assessments be sure to promote to your associat ionmembers the benefits produced by your advocacy efforts ! Having reviewed the above and
other relevant questions, we must ask if a mid-course correction is necessary in any
aspect of our advocacy campaign and, if so, how does that cor rection impact the other
aspects of the campaign.
And based on your periodic assessments be sure to promote to your associat ion
members the benefits prod uced by your advocacy efforts !
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AND FINALLY-------
NEVER QUIT !
(BUT OCCASIONALLY
COMPROMISE)
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APPENDIX A
DRAFT BUSINESS AGENDA
United States Chamber of Commerce Federation (1994)National Business Agenda
Regulatory Reform
Objective:Achieve regulatory relief for business and consumers, and establishinstitutional reforms to help ensure that future regulations will not be unnecessarilyburdensome or harmful.
Problem: Federal regulations are drafted and imposed without due consideration for theirultimate and unintended consequences, in particular how they may interact with otherregulatory and economic factors.
Background: Government regulation of private markets, whether good or bad,constitutes indirect taxation on individuals and business. That regulatory burden has beenrising dramatically. Businesses are now facing an onslaught of new regulations fromrecently enacted legislation while regulations already in force have caused
unemployment, bankruptcies and harmed the nations competitiveness in the worldmarket. Unchecked, the new regulations will raise prices and limit economic growth.According to the March 1992 issue of the Journal of Regulation and Social Costs, regula-tion costs businesses and individuals over $400 billion annually.
Action Needed: Secure regulatory relief through a hold on new regulations and establisha permanent review process for business and consumers.
Chamber Position
Imposing a temporary holding period on theimplementation of all new regulations until the
economy reaches a targeted growth ratewould provide time to review theseregulations, and would afford businesstemporary relief from the onslaught of higherregulatory costs.
The Other Side
A freeze on implementation of newregulations provides little economic
benefits and prevents the enforcement ofhealth and safety related regulations.
Outcomes:- Fewer unnecessary regulations on business.- Reduced cost of regulatory compliance.- Increased competitiveness in the global market.
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APPENDIX B
RAPID CITY AREA CHAMBER OF COMMERCE2002 PROGRAM
NAME OF COMMITTEE: Governmental Affairs
COMMITTEE OBJECTIVE: To increase business involvement in political andlegislative issues at the local, state and national levels.
CHAIR: Barb Thiistrap, Black Hills Corp.
LIAISON: Qusi AI-Haj, Micro SolutionsSTAFF: Jim McKeon, Executive Staff
PROJECTS ;,"DATE TO" BE
ACCOMPLISHEDEST
INCOME-EST
EXPENSE
1. Research issues for Chamber Public PolicyPositions
Year Round 500
2. Joint Service Club Luncheon/Pre-Crackerbarrel/Gov's Address
Dec 4000 3500
3. Represent the Chamber before the City, County, and
School Board
Year Round 50
4. Enhance lobbying efforts at the State Legislature Year Round
5. Sponsor Crackerbaxrels Jan/Feb 250
6. Sponsor Trips to Pierre Jan/Feb 5200 4200
7. Sponsor Candidate Forums Congressional Prior to ElectionsSep/Out
200
8. Sponsor "State of Local Governments" March (after session) 1800 1500
9. Post Legislative Appreciation Event Apr-Jun 8500 3500
10. Provide forum for Congressmen Quarterly 200
11. Provide liaison to host Good Morning Rapid City Monthly 100
12. Monitor legislative agenda items for purpose ofdeveloping a chamber position for 2002 session Conduct research Survey members
100500
NOTE: Projects below are also adopted strategies fromcommunity strategic plan Frontiers Forging our Future.
13. Legislative Liaison Program EncourageRepresentatives to become a Frontiers Forging Our
Future Vision Partner (Government, 4)
Jan/Feb Oct-Dec 100
14. Monitor the "Water Quality" study and theHydrology study. Work with government agencies asto their plans and rules to insure water quality andquantity.
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EFFECTIVE ADVOCATING(Elected Officials, Boards and Bureaucrats)
Methods of contact:
Personal visits (most effective)Personal letter (next most effective)PetitionsLetter to EditorPhone call or email (least effective
When making phone calls, writing letters or making personal visits, always be polite andcourteous. State your name and the reason for the contact.
Next, state the talking points with absolute undeniable facts. List reasons in order ofimportance.
Always be courteous but firm in your presentation.
Answer questions truthfully. If you do not know, say so and tell them you will get back with theanswer soon. Then do so!!
Thank the person for their time and ask for their favorable vote or other action to support your
project.
When visiting a person at their home or business, go as a group of two or three persons.There is strength in numbers. Substantiatedo not intimidate!
Try to get a vote count before the meeting. Who is firm, who is wavering and make contactsaccordingly.
When attending public meetings, organize beforehand with main speakers speaking first-ontheir area of expertise and facts.
The first speaker should ask that all those in the audience in favor of your proposal pleasestand. This shows strength and support.
Do a summary of all the points by one or two of your main speakers.
Do not be afraid to ask questions and ask for verification of the oppositions points.
If you need more time to develop your plan, ask for a delay until the next meeting. Beprepared!
Thank the board &/or officials for their time and consideration.
Have a group meeting of supporters immediately after the meeting to summarize and developyour next course of action.
Factual information combined with the courage of your convictions is a powerful tool toaccomplish your goal.
A lobbyist &/ lawyer may also be hired to help with legal issues.THE BEST GOVERNMENT STARTS AT THE GRASSROOTS LOCAL LEVEL!
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LIEUTENANT GOVERNOR CAROLE HILLARDPO Box 9088
Rapid City, South Dakota 57709Phone: 605-343-7979 Email: [email protected]
EDUCATIONUniversity of Arizona, Tucson, AZ (BA; Special Education) l957University of South Dakota (MAEducation) l983South Dakota State University (MAPolitical Science) l985Harvard University, Cambridge, MA (Certificate, Leadership) l997
GOVERNMENT SERVICE Rapid City Common Council l983-l990 City Council President Chairperson Public Works Committee Chairperson, Legal and Finance Committee
1991 - 1995 Member, South Dakota House of Representatives Vice-chairperson, Judiciary Committee Chairperson, Legislative Audit Committee Member, Local Government, Education committees
1995 2003 Lieutenant Governor President, South Dakota Senate Chairperson, Workers Compensation Commission Chairperson, Fetal Alcohol Syndrome Symposium
PRIVATE SECTORMost of my career has been in the private sector, working as an owner-operatorin a medium/large automobile dealership (Rapid Chevroletl40 employees).1990 - Chairperson, Rapid City Chamber of Commerce.
CONSULTANCIES/OFFICIAL MISSIONSYear 2004
Business Association DevelopmentEgypt
Partners in ParticipationQatar
Election MonitoringPhilippines
Trade DevelopmentBahrain
Project SupervisionPhilippines
Year 2003
Long-Term Election MonitoringNigeria
Small Business-Association BuildingAfghanistan
Political Party Building/Candidate Recruitment and TrainingQatar
Pluralistic Democracy TrainingSierre Leone
Year 2002Political Party Building/Candidate RecruitmentNigeriaPre-Election AssessmentPakistanElection DevelopmentSomilandPolitical Party DevelopmentEast TimorDemocratic Development/Citizen ParticipationNigeriaExpanding Womens Participation in GovernmentMexico
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Democratic Development/Decentralization of GovernmentSwitzerlandEmpowerment of Women/Domestic Violence/Crisis Intervention/Small Business
Development/Access to Education/Health IssuesMexico
Democracy Training/Gender Issues in PoliticsIndonesia
Women in PoliticsQatarAlliance Building/Decentralization of Organizational ControlTanzaniaElection MonitoringMaliAssessment of African agricultural programsKenya/UgandaMaking Small Agriculture More Competitive in Global EconomyPoland
Year 200l
Democracy Training/Human Rights Issues/Crisis InterventionBrazilDemocratic Development/Decentralization of GovernmentMexico
Federalism/Decentralization of GovernmentKoreaDevolution Training/Infrastructure DevelopmentNigeriaBoard Building/Participation/Responsibility/Fund RaisingSouth Africa
Bill Drafting/Constituent Relations/Effective MediaRussia
Federalism in the United States/Balanced Federalism DevolutionPakistan
Year 2000
Foreign Investment Attraction and Support
Samara, RussiaPotential trade exchanges/health care needs/technology statusCubaElection MonitoringKyrgyzstanAssessed progress and programs of Governors elected one year earlierNigeria
Recruitment and Training of Women in PoliticsRepublic of GeorgiaPublic Policy Advocacy-Government, Staff Development-Human
ResourcesJordan
Federalism and Democracy Training/Corruption/Institution BuildingBrazil
Training of Candidates in an Emerging DemocracyMongolia
Year l999
Tariffs, Trade, Agriculture Technology Exchange
TaiwanQuotas, Equal Opportunity, Access to CreditJordanIncreasing Association Membership, Networking with Other
AssociationsZimbabwe
Federalism, Devolution, Corruption in GovernmentCanadaForum of FederationTechniques of Training Trainers and Motivating ParticipantsPoland
Training for Parliamentarians/Intergovernmental RelationsBrazil
Budgeting, media relations, time management, cabinet relationsNigeria
Consultation of US Ambassador to BosniaSarajevo, Bosnia
Year l998Election MonitoringCambodia
Project supervision, Assessment of sustainability of programsBolivia/Peru
Recruiting and Training Women for Leadership PositionsAngola
Year l997
Election Supervision, Caucus ParticipationBosnia
Training of Female LegislatorsHawaii
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Year l996Consultation with Japanese trade officials and cultural exchange
dignitariesJapan
Year l992
Assessment of National Guard programs in Central AmericaPanama/SanSalvador
Year l99l
Political Assessment and Advising
Czech Republic
PUBLICATIONSCenter for international Private Enterprise (2001)*:
The Art of Leadership Boards, Committees and Meetings Leadership and Development Applying Leadership Skills Communication and People Skills for Leaders
*Co-authored with Senator Fred C. Whiting
The Presidents Child Safety PartnershipWhite House Publication (1985)
AMERICAN RED CROSS1998 Completed all Red Cross training for Disaster Relief. Certified asdisaster team leader. (Damage Assessment)
ACADEMIC GUEST LECTURER Pakistan College of Law (Lahore)
- Federalism: Devolution of Government Authority Fatime Jinnah Womens University (Rawalpindi)
- Federalism: Devolution of Government Authority Pakistan Armed Forces Administrative Staff College (Lahore)
- Federalism: Devolution of Government Authority University of South Dakota (USA)
- Democracy and Free Elections South Dakota School of Mines and Technology (USA)
- Entrepreneurship/Foreign Commercial Transactions Dakota Weslyan University (USA)
- McGovern Food for Peace Conference
BUSINESS HISTORY1998 to present International business/economic/political consultant1980-1995 Co owner/operator Rapid Chevrolet Inc (Rapid City, SD)1972-1979 Co owner/operator Dodge Town, Inc (Rapid City, SD)1958-1965 Teacher, Arizona School System
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COMMUNITY INVOLVEMENTPresent: President, Heifer International Foundation
Director, American Red CrossBoard MemberChildrens Home Society
Past: President, Rapid City Chamber of CommerceChairperson, United Way CampaignPresidential Appointee, Presidents Child Safety PartnershipDirector, Michigan National Bank
President, SD Childrens SocietyPresident, SD Corrections CommissionTrustee, SD Public Assurance AllianceMember, Rapid City Child Care Task ForcePresident, SD Board of Charities and CorrectionsChairperson, Pennington County Jail Advisory BoardVice President, Downtown Development Foundation