Slides for Public Advocacy-Lobbying by: Yunna Nordin & Rahman Sallehin

1. FUNDAMENTALS OF EFFECTIVE LOBBYING
EFFECTIVE LOBBYING TECHNIQUES &
RESOURCES
ORGANIZING EFFECTIVE LOBBYING TEAM

2.  Persuading
People who have
a say in decision
making to do
what we want.

3.  We all have an important role to play in
educating public officials about issues and
concerns they deal with.
 Politicians need votes in order to get elected.
A strong grassroots network of constituents
represents a vote generating (or alienating)
engine that a good candidate or elected
official cannot afford to ignore.

4. OBJECTIVES AUDIENCES
What do you want? Who can give it to you?
MESSAGE DELIVERY
What do they need to How can we get them to
hear? hear it?
RESOURCES GAPS
What have we got? What do we need to
develop?
FIRST EFFORTS EVALUATION
How do we begin? How do we know if its
working?

5.  Any lobbying effort  These goals need to be
must begin with a defined at the start in a
sense of it’s goals. way that can launch an
effort, draw people to
 What are the long- it and sustain it over
term goals and what
are the short-term time.
goals in terms of
process and the people
you want to get
involved?

6.  Be Well Briefed  Well Aimed (target the
(forewarned & right person)
forearmed)
 Well Developed (bit by
 Be Well Timed (Its no bit graduating to the
use lobbying for more difficult ask)
something after the
decision has been  Well Behaved (don’t
made) ever become angry)

7.  Well Judged (Be  Be Well Prepared –
careful with your use of Index items every day,
the media) build up sources for
information, good
 Well Written – get to retrieval system
know the format for  Always be on the
Standing Orders/PQs lookout for an
etc. Make it easy to opportunity to advance
use. your case.

8.  Who are the people and institutions you need to
move.
 This includes those who have the actual formal
authority to deliver the goods (I.e. legislators) and
those who have the capacity to influence those with
formal authority I.e. THE MEDIA.
 AN EFFECTIVE LOBBYING CAMPAIGN REQUIRES
A CLEAR SENSE OF WHO THESE AUDIENCES ARE
AND WHAT ACCESS OR PRESSURE POINTS ARE
AVAILABLE TO MOVE THEM.

9.  County Councillors
 TD’s
 Senators
 Ministers
 MEP’s
 Organisations
 Institutions
 Public Officials

10.  All Messages must be
rooted in the same
basic truth and be
tailored differently to
different audiences
depending on what
they are ready to
hear.
 Must appeal to the
audience’s self
interest

11.  Telephone
 Letters
 E-Mail
 Press Releases/Letters to the Editor
 Hire a Lobbyist
 Meetings
 Site Visits

12.  Every person who writes represents many others
who feel the same but don’t write
 Be clear about what you want
 Make it real – use an example
 Ask for a direct response with his/her positon

13.  Keep your Group Small
 Make your group diverse
 Discuss in advance how to handle the
meeting
 Be direct but not threatening/Don’t Be
Fobbed Off
 Know your facts
 Leave informational material
 Try to put timings on agreed actions

14.  DECIDE THE ONE THING YOU WANT TO
SAY AND SAY IT WELL – NOT SEVERAL
THINGS BADLY.
 Are you responding to previous editorial or is
it a “soapbox letter” – make it clear. In the
first sentence.
 Be brief – Focus, Force & Style
 Remember Newspapers are in the NEWS
business.

15.  Send a thank-you note.
 Repeat commitments that were made in the
meeting and your understanding of them.

16.  Be Fair and Reasonable  Give credit where
 Kill them with kindness credit is due
 Be Realistic and willing  Don’t get too
to compromise emotional
 Never leave in anger  Education, Motivation
 Contact with regularity and Activation
 Be Actual and Factual  Prioritise concerns
 Everything in Writing
 Do not accept
generalities

17. How did the campaign Was the outcome in the
further your Mission? interests of your group?
Did you achieve your
key campaign objective?
Did you achieve What new
subsidiary campaign contacts/relationships
objectives? How have resulted?
How will you build in What will you do
the Campaign? different next time?

18. Do
 Get to the point soon and focus on your issue.
Time is precious.
 Keep it simple. Explain in simple and
straightforward terms the logic supporting
your position.
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19. Do
 Get to know rep’s staff – they can be as
important as the lawmaker.
 Know your issue.
 Remember there’s strength in numbers.
Many issues are decided on the volume of
communications received.
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20. Do
 Remember important information. (Your
contact information with all your
communications, pertinent data, bill #, etc.)
 Commit to your cause. Follow-up with letters
and calls after the initial contact.
 Be a good winner and loser; remember, you
win some and you lose some.
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21. Do
 Be patient. Results could take several
months – or even several sessions.
 Ask lawmakers to state their positions.
 Thank your lawmaker, no matter what
the outcome.
 Use the media.
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22. Don’t
 Cover multiple issues in one communication.
 Use form letters to convey a consistent message.
 Underestimate the weight given to letters and
phone calls.
 Make one contact to the lawmaker, then drop the
issue.
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23. Don’t
 Let the lawmaker know that your organization has
asked you to contact him/her.
 Ignore opportunities to visit your lawmaker at
home.
 Lie – never.
 Forget that you and your lawmaker need each
other.
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24. 1. Get to know the political powers before you ask
them to do something for you.
2. Establish a positive relationship with your
representatives through visits, phone calls, E-mails,
etc.
3. Visit your representatives in your district.
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25. 1. Invite your representatives to your work site.
2. Provide them with background information
and offer yourself as a resource.
3. Provide recognition and visibility in exchange
for their support.
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26. 1. Know and plan delivery of your message.
2. Practice, practice, practice! Nothing is more
impressive than a smooth and professional
presentation.
3. Be brief. Show you value their time.
4. Get to the point.
5. Be courteous.
6. Don’t forget to close. Ask for their support.
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27.  Punctuality
 Know where to go
 Arrive at least 15 minutes early
 Physical Appearance
 You only get one chance to make a first
impression
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28. Proper Dress
• A suit is recommended for both men and women.
• Men may wear pants and jacket.
• Women may wear a skirt and a jacket. (appropriate length)
• Best colors are navy, black, and beige.
Shoes
• Men should wear polished dress shoes.
• Women should wear polished, medium heels with
closed toes.
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29. Jewelry
• Jewelry should be neat and simple.
• Guys should not wear earrings.
Makeup
• Makeup should be applied neatly and conservatively.
• Lipstick color should be a natural or light shade.
• Nails should either be polished clear or red.
Hair
• Hair should be neat.
• Wear long hair pulled back away from face.
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30. Body Language Conveys Confidence
• Stand and sit straight. (Practice by placing a book on your head.)
• Promote a positive image with a pleasant facial expression.
(Practice in a mirror.)
• Be the first to extend your hand in greeting.
• Place your arms on the chair’s armrests or by your side with
your hands gently locked in your lap. (avoid fidgeting)
• Keep both feet on the ground.
30

31. Rose Conway-Walsh

32.  Organizing effective lobbying teams requires
adequate infrastructure and a lobbying plan.
Teams form the infrastructure of your
lobbying campaign.
 The infrastructure has 2 broad categories:
management and functional teams that
enable the effective planning, organization,
and implementation of campaign.
Rose Conway-Walsh

33.  The lobbying plan explains how to gain
support and minimize opposition. It helps
maximize the use of your resources to
increase the likelihood of success.
Rose Conway-Walsh

34.  The infrastructure has two broad categories of district yet
interdependent teams, management and functional teams
that enable the effective planning, organization, and
implementation of your campaign.
 The size of your organization will determine the number of
individuals available to serve on each team. Small
organizations may find it necessary to combine team
functions and work with other associations.
Rose Conway-Walsh

35.  It is suggested that the management team be
comprised of persons from each interest group
within your organization.
 This is responsible for strategic planning,
decision-making, overall project management.
This team will organize the project and appoint
members to the functional teams.
Rose Conway-Walsh

36.  The lobbying team is composed of your
organization’s members and the contract lobbyist, if
any. The management team assigns broad
legislative goals to the lobbying team.
 The lobbying team lobbies lawmakers and staff,
supporters, and opponents face-to-face, attending
and testifying in committee hearings, and
monitoring the activities of lawmakers, supporters,
and opponents throughout the life of the bill.
Rose Conway-Walsh

37.  The bill manager chairs the lobbying team. The bill
manager is responsible for overseeing day-to-day
activities of the lobbying effort.
 Coordinates the grass roots lobbying activities of the
members of the organization.
 The designated contact for the organization’s contract
lobbyist if one is used. The bill manager provides feedback
to the management team about the bill’s progress so that
changes can be made in policy or resource allocation, if
needed.
 Another important responsibility is assuring the
organization meets the legislature’s ethical requirements.
Rose Conway-Walsh

38.  The drafting team is another functional team that
writes the bill and supporting information that will
be given to the legislature.
 It is suggested that drafting team members all
write clearly and can understand legal
requirements.
 The initial supporting information and committee
testimony will be drafted prior to bill introduction
and revised, as needed.
Rose Conway-Walsh

39.  Bill Historian
An important member of the drafting team is the bill
historian. This position requires a detailed-oriented person
who records and is able to explain all actual and proposed
changes in bill language following its publication to interest
groups and introduction into the legislature. As the bill
advances through the legislative process there will be
proposed and actual changes in its language and concepts.
The historian must be able to explain all changes to those
who inquire so that you do not appear to be dishonest or
incompetent if asked about differences among successive
drafts.
Rose Conway-Walsh

40.  The lobbying plan explains how to gain support and
minimize opposition. It helps maximize the use of your
resources to increase the likelihood of success. When you
assess political strength you consider the difference between
internal and external factors. Consider the following
elements when developing a lobbying plan: people, cost and
benefits, timing, place, campaign contributions,
communication with the media, avoiding unnecessary
conflicts, and maintaining confidentiality.
Rose Conway-Walsh

41.  People
Identify those persons that can impact your effort
as you design the lobby plan. These will include
prospective sponsors and co-sponsors, members
of committees of referral, and your bill’s likely
supporters and opponents inside and outside the
legislature. As you identify each one, consider
why each might support or oppose you based on
your relationships and the language and ideas in
your bill.
Rose Conway-Walsh

42. i. Identify executive agencies that might be lobbied to gain political
support for your bill. The legislature will give considerable attention to
the recommendations from experts within these agencies.
ii. Special interest groups may be found as corporations, associations,
and local governments. It is suggested that you predict which special
interest groups may oppose your bill for substantive or political reasons.
Locate potential supporters and find ways to actively involve them in
supporting your bill. Look for nontraditional allies for your issue; think
broadly and creatively when considering alliances with others.
iii. Constituents are critical to success. In each district, identify those who
can be mobilized to visit a lawmaker, organize a letter writing campaign,
develop a phone tree, or use other methods to generate contacts with
their lawmaker.
Rose Conway-Walsh

43.  Assess the financial, political, social, and personal costs to
your organization, the supporters and opponents of your
goals, legislators, and others. List the benefits of your
legislation and then compare the benefits to the probable
costs.
 Try to identify the amount of lobbying needed to maintain
support and estimate the cost and benefit associated with
each new alliance
Rose Conway-Walsh

44.  Often the success of a legislative effort is
dependent upon timing. An ill-timed legislative
effort may fail despite a meritorious concept.
Consider the following questions:
i. Can this legislation wait until next year?
ii. Would this legislation advance more readily in another year?
iii. Will this year’s allies still be in office or otherwise able to support you
next year?
iv. When should lobbying begin?

Rose Conway-Walsh

45.  Place
Before taking your bill to the state or federal legislature
consider where the best or easiest place might be to obtain
precedent-setting legislation.
 Campaign contributions
Will campaign contributions be part of your lobbying plan? On
a member-by-member basis determine how your support of a
legislator’s re-election campaign will garner goodwill. If you
need support of legislators with whom your organization has no
constituent interests, campaign contributions may improve
access. However legislators have the greatest interest in
constituents, especially those who make campaign
contributions. Contributions whether in cash or labor show a
lawmaker that you are a member of his team.
Rose Conway-Walsh

46.  Consider how to use the media to promote your bill. Develop
press releases that explain the identity of your organizations,
its members, and its lobbying goals.
 Select articulate, credentialed, or well-known members of your
organization to represent you to the media. Your issue may
suffer from media attention if it brings unwanted interest from
opposition groups.
 However favorable attention may help you overcome the
opposition and increase your membership.
Rose Conway-Walsh

47.  It is suggested that associations ensure that its legislative
goals and activities do not unnecessarily conflict with those
of its members or allied organizations. Your members or
allied organizations often have legislative agendas unrelated
to the issue advocated by the association. Lobbying efforts
need to be coordinated to avoid sending conflicting
messages to the legislature.
Rose Conway-Walsh

48.  Maintaining confidentiality
Maintain confidentiality about your lobbying plan.
 Conducting legislative research
 Internet research
 Drafting your propose bill
 Drafting the bill yourself
 Drafting the supporting information
Rose Conway-Walsh

49.  Why Lobby?
To make biker rights a reality, you must convince
legislators that your position makes sense. Visiting a
legislator is an essential tactic for furthering your
campaign. Lobby visits can be made on the local, state, or
national level, depending on the particular issue you are
supporting. A lobby visit can be an incredibly rewarding
experience, and all bikers should meet with their elected
officials to discuss motorcyclist rights issues.
Rose Conway-Walsh

50.  Be Prepared
Know the issue.
 Prepare Position Papers
Gather your facts and organize them into a one sided
(two, only if absolutely necessary) page fact sheet
 Make an Appointment
It is always a good idea to make an appointment to be sure
that the appropriate people will be in the office.
 Before the Visit
Dress appropriately for your visit or in other words wear
your leather.
Rose Conway-Walsh

51.  Visit the Bill's Sponsor
If you are lobbying for a particular piece of legislation, it is a good idea
to call or visit the bill's sponsor before lobbying. They usually will be
very eager to assist you in reaching the right members and will offer
input on ways to present the issue.
 The Opening of Your Visit
It is important to be as relaxed as possible during your visit. Expect to
be a little nervous
 Answer Only Questions That You Know
Answer questions and offer your side of a stance. If you do not know
an answer, tell your representative that you will get back to them.
NEVER make up an answer. If you give out incorrect information, you
will eliminate the credibility of yourself . Offering to get back to them
also offers you a chance to re-familiarize them with your topic.
Rose Conway-Walsh

52.  Don't Get Mean
After discussing the issue, if your representative or LA does not give
you an answer that you want to hear politely thank them for their
time, let them know that you still hold your position, urge them to
reconsider, and politely leave. Do not get argumentative. No one likes
working with someone who refuses to negotiate.
 Be Flexible
If your representative opposes the bill that you want, see if you can
come up with some common ground. Always offer to follow up on any
new developments, and ALWAYS make sure that your fact sheet has
all of your contact information.
Rose Conway-Walsh

53.  Follow Up
After your visit, it is important that you follow up on any questions
that you were unable to answer. Always send a note thanking your
representative or LA for their time. If necessary, set up another
appointment if you need to follow up on a new topic. If your
representative does what you told them to do, then be sure to thank
them and let them know that you appreciate their efforts.
 Benefits of the Visit
Your visit will not only help to persuade your representative, but it will
also be an educational experience for you. During your visit, you will
get an inside look at the political climate, and get insight on how to
better promote your issue. Never be afraid to ask an LA a question
about the actual mechanics behind government.
Rose Conway-Walsh

54.  Effective lobbying is how we persuading people
who have a say in decision making to do what we
want. Much depends on the lobbyist’s own powers
of analysis, knowledge, commitment and ability to
find the right structure and mediate in the right
processes at the right moment. A lobbyist needs
personal commitment and passion, as well as the
courage to take risks and, last but not least, stamina
and perseverance to continue looking for new
opportunities in often difficult (political)
circumstances.
Rose Conway-Walsh

55. 1. Kenneth M. Goldstein , Interest Groups, Lobbying
and Participation in America, Cambridge
University Press, 2nd Edition, 2003.
2. Robert H. Salisbury & David Cohen, Lobbying,
Pluralism & Democracy, Palgrave, 3rd Edition, 2001
3. Ken Kollman, Outside Lobbying, Public Opinion &
Interest Group Strategies, 1998
4. Paul S. Herrnson & Ronald G. Shaiko & Clyde
Wilcox, The Interest Group Connection, 2nd Edition,
2005