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TOR01-#4572403-v5-sa_how_to_be_an_effective_lobbyist_presentation.PPT

  1. 1. HOW TO BE AN EFFECTIVE LOBBYIST Presentation to the 6th Annual Federated Press Conference “Essentials of Lobbying: Key Strategies for Influencing Government Decisions” January 21 and 22, 2015 J. Stephen Andrews Government Relations Advisor Borden Ladner Gervais LLP 416-367-6219 sandrews@blg.com
  2. 2. 2 Overview  Outline the profile of an effective lobbyist  Identify key communication strategies for making your case to government  Discuss the role of pressure and persistence  Understand the factors that influence policy makers to move  Case Study: Securing a $200 million budget increase for Community Living in Ontario
  3. 3. 3 Profile and Characteristics of an Effective Lobbyist  Two key dimensions: personal characteristics and knowledge base The Personal:  Strategic mind set: can identify key client objectives and formulate plans  Communication skills that use stories and metaphor to frame messages  Respectful of government timelines, pressures and processes
  4. 4. 4 Profile and Characteristics of an Effective Lobbyist cont’d. The Personal (cont’d):  Ability to cultivate a wide range of networks— from stakeholders to business  Works within strict ethical boundaries  Tenacious: can persist in the face of set backs, new challenges  Capacity and drive to continuously learn and absorb new information.
  5. 5. 5 Profile and Characteristics of an Effective Lobbyist – cont’d. Knowledge Base: 5 Key Areas 1. Government processes and policy development 2. Public Affairs research, communications, stakeholder relations 3. Motivational psychology 4. Strategic planning 5. Business and organizational drivers
  6. 6. 6 1. Government Processes  Knowing about and experienced with government and public policy development  The ability to navigate through government process to achieve specific outcomes  Understands the legal rules of lobbying and abides by lobbying codes of conduct  Recognizes the limits of lobbying and has sound political judgement
  7. 7. 7 2. Public Affairs Research, Communications, Stakeholder Relations  Can conduct or direct the production of research – quantitative/qualitative intelligence gathering, media audits, stakeholder mapping etc.  Utilizes strategic communications techniques to help set policy agenda’s and deliver messages. This includes understanding how to frame an issue using stories, arguments, metaphors to define a problem and a set of acceptable solutions.  Knowledgeable about key stakeholders, opinion leaders and various “influencers” around government
  8. 8. 8 3. Motivational Psychology  Understands what motivates or drives different government decision makers. This involves, at a minimum, an actors interests, key drivers – control, power, reputation, relationships and mental models, or pre-existing frameworks for ordering information and making meaning of the world.
  9. 9. 9 4. Strategic Planning  The ideal lobbyist obviously knows the key elements of developing a government relations strategy: identifying key objectives, conducting a SWOT analysis, leveraging opportunities and managing down risks, pinpointing key success factors, and designing action plans.  But another key skill is “Strategic Thinking” – being able to integrate government, public affairs and stakeholder relations’ strategies together with business or organizational strategies that promote the interests of the business or organization. Strategic thinking is being able to recognize and formulate action plans that maximize advantage and minimize risk posed by government and public policy.
  10. 10. 10 5. Business and Organizational Drivers  This skill relates to understanding what is really driving a client’s business and assessing government policy impacts on the business. The key is to convince clients that a good government relations strategy that links to its core processes and drivers really is an integral feature of overall corporate strategy.  It also involves understanding the policy capacity of the organization, the amount of time that the business can devote to executing government relations strategies.
  11. 11. 11 Identifying Key Communications Strategies for Making Your Case to Government  Getting beyond the obvious: sometimes lobbyists think narrowly in terms of communication strategy. Who to talk to, when, key messages, meetings and so on.  Key factors in determining the communications strategy: nature of the lobbying campaign, its key objectives, credibility of the group and stage of issue in the policy cycle.  Its pointless asking for a face to face meeting with an elected officials if issue is not on their policy agenda.
  12. 12. 12  Creative alternatives: new media vehicles, grass roots mobilization, use of third party policy, polling research, market research.  Issue advertising: reinforcing the need to deal with a policy problem or managing public opinion to favour a given course of action. Identifying Key Communications Strategies for Making Your Case to Government cont’d.
  13. 13. 13 The Role of Pressure and Persistence  A lobbyist can have all the right characteristics, knowledge base and even strategy and yet fail to make significant gains without the ability to persistent in the face of set backs, delays and various challenges.  The key strategic issue is when to persistent, when to apply pressure and to whom? 1. Knowledge of the policy process is key: no sense placing a lot of pressure on key actors when the policy issue is not sufficiently motivated or the research to support a position is incomplete or weak
  14. 14. 14 2. Knowing the policy actor’s motivation, drives and mental models is critical 3. Timing: if the lobbyist has been diligent in the execution of his or her campaign, key messages have been framed persuasively and delivered with tact and sensitivity, then “gentle pressure” or keeping the decision makers “feet to the fire” is generally recommended. The Role of Pressure and Persistence – cont’d.
  15. 15. 15 Understanding the Factors that Influence Policy Makers to Move  Having credible policy research and well framed messages that speak to the interests of key decision makers  Knowing where public opinion lies on the issue  Representing broad constituencies that are able to move its members into action  Signalling that the campaign is not going away and is able to persist over time  Anticipate objections from policy makers and opponents and have credible answers
  16. 16. 16 Case Study: Securing a $200 Million Budget Increase for Community Living in Ontario  In the Ontario government’s 2007 budget, persons with intellectual disabilities received a permanent increase in base funding of $200 million annually for the programs they receive from various Community Living agencies.  Toronto Community Living, the agency leading the lobbying campaign on behalf of its disabled clients and other local community living groups, brought together all the elements of an effective lobby over a period of several years to secure this funding result.  Organization: Government Relations Committee of the Board; fulltime in-house government relations staff with strategic communications experience.
  17. 17. 17  The agency has the ability mobilize its members—self advocates and parents and children with disabilities quickly; deep volunteer base with a wide range of expertise in government; relationships with all policy makers and elected officials and the capacity to make strategic plans across many different community living agencies and execute them over several years. Case Study: Securing a $200 Million Budget Increase for Community Living in Ontario
  18. 18. 18 THANK YOU 4572403v.5

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