LOBBYING EXECUTING POLICY ADVOCACY

LOBBYING EXECUTING POLICY ADVOCACY
DAY 3, SEMINAR POLICY ADVOCACY AND LOBBYISM

Objective of Today To explore and discuss:
What to do as a lobbyist when you wish to influence political decision making. The objective of today: To explore and discuss: What to do as a lobbyist when you wish to influence political decision making. Which elements are nessasary to include in a advocacy strategy to be successful and how to do it in practice.

Origins of ”Lobbying” The Willard Hotel, Washington D.C., United States During the American Civil War ( ) political operatives stayed in the lobby of The Villard Hotel I Washington D.C. to approach political and military leaders pushing for various causes. General U.S. Grant often enjoyed brandy and a cigar in the lobby and nicknamed them lobbyists The word lobbying and lobbyist is a peculiar word, that we are using around the world. But where does it com from and what does it mean? The story behind the word goes back to the American Civil War i the 1860’s. At that time political operatives employed by various companies stayed in the lobby of The Villard Hotel I Washington D.C. to approach political and military leaders about various interests, when they stayed in the lobby or came passing by on the way to their hotel rooms. Typically they wanted contracts to deliver various material to the government or army. Here at the Villard Hotel. The United States high commander, General Ulyssus S. Grant often enjoyed a brandy and a cigar in the lobby from were he could watch all this commotion, and nicknamed all the company representatives “LOBBYISTS” because of them hanging out in the lobby.

Definition of Lobbying
Direct face-to-face communication with policy makers in government, parliament, political parties or the public administration. Indirect communication through intermidiaries such as the public, the media or influencial groups are supplementary activities for direct communication. Lobbying can be applyed to both formal and informal decision making processes. Formal decision making is open, transparent, and it is clear who the participants are. Informal decision making is closed, blurred, and the decision making processes and the participants are not viewable. Myths about lobbying For many people “lobbying” has negative connotations about political manipulation by strong private interests. Lobbying simply means encouraging change of laws and policies through effective audience centered communication, securing that decision makers really understand your views and proposals. Lobbying is about influencing the basis knowledge and giving views, facts and information, that speak the language of the policy makers. Remember our definition of the term lobbying from day 1? ”Lobbying describes the specific activity of persuading public policy makers through communication with policy makers in government, parliament, political parties or the public administration. Both in connection with formal and open decision making and in connection with informal and closed decision making” For many non-profit organizations, “lobbying” has negative connotations or provokes anxiety. Lobbying simply means encouraging the adoption, defeat, or modification af laws and policies. Lobbying involves giving views and information to decision makers in order to influence them toward the action you want. The objective is not to threaten or antagonize, but to influence on the basis of your knowledge and understanding of the issue.

Workshop: Selecting Lobbying Targets
Complete the stakeholder map Take 10 minutes to place your key stakeholders in the power/interest grid Read the guide for the stakeholder map and decide which are your key stakeholders, and what your behaviour towards the other stakeholders should be.

Annex to question 1: Stakeholder map

Annex to question 2: Guide for reading the stakeholder map: High power/interested people: These are the keyplayers you should focus your efforts on, fully engage and make the greatest efforts to satisfy. They should be involved in all decicion making and governance, engaged and consulted regularly. High power/less interested people: Meet the needs of these players, engage and consult them on their interest area to increase their level of interest and move them into right hand box of key players. Put enough work in to keep them satisfied, but not bored with your message. Low power/interested people: Show consideration and keep adequately informed and consulted on (low risk) interests areas, to precent major issues to rise. These people can often be helpful with details of your project and are potential supporters or goodwill ambassadors. Low power/less interested people: Monitor these people, but do not bore them with excessive communication. Try to move them into right hand box of people you should show consideration via general communication: newsletters, website, mail shots.

Sharing your experiences with the team Present your key stakeholders for the team, one group at a time: Why did you chose these stakeholders? How would you interpretate the stakeholders position in the grid?

Selecting Lobbying Targets
Annex to Question 2 Direct and indirect targets: asking policymakers to do something or asking others to ask the same. Direct targets Groups of or individuals stakeholders who holds direct influence over the policy issue and whose practices, habits or behaviours you want to change in order to reach your objectives. Direct targets can include parliamentarians, members of the government, cabinet or executive office, public authorities, influencial public servants, political advisors or party officials. Indirect targets Intermediaty groups of or individual stakeholders that can influence the choices and priorities of your direct targets. In other words they can not make a decision on the policy proposal them self, but they can get direct decision makers to make it. Secondary targets can include the media, the public, influencial groups or private interests, the military etc. Why Conduct a Stakeholder Analysis You can use se stakeholder analysis to: Identify people, groups and institutions that can or will influence your project either positively or negatively. Anticipate the kind of influence, positive or negative, these gruops will have on your project. Develop strategies to get the most effective support for your projekt and reduce any obstacles for pursuing your policy issues.

Decide your direct and indirect lobbying targets Take 10 minutes to interpretate your key stakeholders in the power/interest grid Read the guides for selecting direct targets on the stakeholder map and decide which are your direct targets. Read the guides for selecting indirect targets on the stakeholder map and decide which are your indirect targets.

Annex to question 1: Guide for selecting direct targets/audiences Once you have mapped your stakeholders you can focus your advocacy efforts on the highest priority groups, namely the groups or people with high power and high interest, while providing sufficient information to keep less powerful groups happy. Groups and people with high power and low interest can also be direct targets, if they could be a serious problem, should they get some interest for the subject one day (for instance the military).

Annex to question 2: Guide for selecting indirect targets/audiences Groups and people high interest but low direct power over the proposal can be relevant as indirect targets, that can provide you with information and intelligence about the subject and the primary targets. In addition think about which other indirect targets that could be relevant for you. Is the proposal about a subject that is on the mind of your members and potential member, the media could be relevant.

Sharing your experiences with the team Present your direct and indirect targets for the team, one group at a time: Why did you chose these targets? How would you interpretate the stakeholders position in the grid?

Example of selected direct and indirect lobbying targets One you have completed the mapping of the stakeholders and categorised stakeholders after importance, you are going to select your direct targets and indirect targets for your advocacy campaign. Try to keep your direct targets down to a handful. Example of simple stakeholder targeting, DCI-Sierra Leone DCI-Sierra Leone (Defense for Children International): Successful Advocacy to Raise the Age of Criminal Responsibility from 10 to 14 Years (2005 to 2007): DCI-Sierra Leone identified the following direct and indirect targets for their advocacy work: Direct targets: Parliamentarians, Minister in charge of Social Welfare, Gender and Children affairs Indirect targets: public opinion via the media (radio, TV)

Example of detailed stakeholder targeting from american NGO

Creating Custom Policy Messages
Identifying goals of direct targets and creating win/win strategies for dealing with them After identification and analysis of direct and indirect stakeholders you should develop an audience centered strategy for advocacy action. First by identifying the key players and what they want now and long term (their goals) This will require some effort, but it is well worth the time as it will help to ensure that your stakeholder engagement strategy is focused and effective. When you know who the key players are, and have identified what they want, you could stop and allready have increased your chances of lobbying success. However, you need to put the results of your hard work into action, by identifying win/strategies for lobbying to further increase the chances of success. This will also require some effort, but it also well worth the time as it will help to ensure that your stakeholder engagement strategy is focused on providing support and constructive solutions for the policy maker.

Workshop: Creating Custom Messages
Identifying key targets needs and creating win/win strategy Take 20 minutes to identify the goal of your key target and draft a win/win strategy for lobbying purpose Write each direct target down on a piece of paper. Identify the goals of your direct targets (what they want now and long term) and write them down in one row beneath the target. Identify win/win strategies for engaging with them and write them in another row beneath the target.

Workshop: Creating Custom Messages
Sharing your experiences with the team Present the goals of your key target and a win/win strategy for the team, one group at a time: Why did you identify these goals for your target? Why did you identify this sort of win/win strategy for engagement? Does the win/win strategy considers how to address the targets goals and how to present your proposal, so it adresses problems and barriers that could be standing in the way of realising your wishes from the targets point of view

Delivering Policy Messages
Develop a communication plan Once you’ve decided which targets to focus on, you must determine all the ways you can access and influence the process, using the information you have gathered in the previous steps, the next step is to write a communication and reporting plan that documents the information requirements: Regularity of communication Costum made content, language and non-verbal factors Delivering the message Channels of communication

Regularity of Communication
Securing regularity of communication Maybe the most important factor in setting public and political agendas Moving opinions is a long, repetitive task Acumulating a long string of inputs to an impulse for action Do not change your message till it has been absorbed by the audience. Deliver the same message in different ways Media and other intermediaries can remind the policy maker about your proposal. Securing regularity of communication Maybe the most important factor in setting public and political agendas Moving opinions is a long, repetitive task over an extended period of time. Only when you are getting sick and tired of listening to yourself saying the same short oneliners in one way or another, your message will – maybe – just be about to stick to the political and public agenda. Everytime an audience gets an input about your proposal it leaves a mental mark on him. The challenge is to acumulate these marks to an impulse for action, that maybe one day can move policy makers on the issue. Consistency is crucial so do not change your message until it has been absorbed by your audience. Deliver the same message in different ways, using different words, so it does not become boring. Media and other intermediaries can be helpful reminding the policy maker about your proposal. The more others talks about the issue the more it becomes a common debate theme, with no visible biased interests.

Content of Costum Messages
Costum made message: content A message is a concise and persuasive statement about your advocacy goal that captures what you want to achieve, why you want to achieve it (the positive result of taking action and/or the negative consequence of inaction), how you propose to achieve it, and what action you want the audience to take. Develop a message for each group of stakeholders Since the underlying purpose of a message is to create policy change, your message should include the specific action you would like policy makers to take. Divide your target stakeholders into groups and develop a message to which each group will respond. Think about the ideas you want to convey and what arguments you will use to persuade your audience? Example, message to parliamentarians about family planning: Involving men is the key to reaching Kenyas family planning goals Investing in family planning education programs for men brings birth rates down. Pass the Mens Family Partnership Act now.

Language of Costum Messages
Custom made message: Language Create a message that the audience will understand. Use the language of the target group. Avoid technical terms or jargon. If your message presentation uses charts, keep them clear, simple and easy to understand. Use words or phrases that have positive images, rather than terms that may have negative connotations. For example, it is sometimes better to say child spacing rather than birth control or family planning. Likewise it is better to talk about an educational contribution rather than an educational tax for employers. Also think about which language, that is interesting when using the media or speaking in public. For instance saying something should be illegal to do is more exiting than saying than something should be mandatory to do.

Non-Verbal Factors of Costum Messages
Custom made message: non-verbal factors Language Body language Source/Messenger Format Time and Place What is not said Language: Successful messages often incorporate words, phrases or ideas that have positive connotations or particular significance to a target group. What words will you choose to get your message across clearly and effectively? Are there words you should or should not use? Body language: If you are visiting a policy maker who is ideologically or in other ways opposed to you, try not and show that you are uncomtable being in the lions cage. Source/Messenger: Who delivers the message? Who will the target stakeholders respond to and find credible? If you are trying to reach the public through the press, use a newspaper that is widely read and well respected. If you are targeting high ranging policy makers try to reach them through their advisors or allies of your that have a closer relationsship to the policy maker. Format: Which way(s) will you deliver your message for maximum impact? This demands knowledge of your target. Does he like to talk all the time and only leaves you five minutes a the end of the meeting to present your proposal, use the five minutes effectively and focus only on the proposal. Time and Place: When is the best time to deliver the message?Where does the meeting take place? Is there a place to deliver your message that will enhance its credibility or give it more political impact? What is not said: Sometimes what is not said delivers a louder message than what is said.

Using the Right Communication Channels
There is no matrix or grid for selecting channel of communication for each target, however some rules useally apply: Using a variaty of channels over an extended period of time leaves the strongest accumulated mark Alway start out by informing the direct targets before employing indirect communication for instance through the media. Informing the policy maker first is a sign of respect and coorporation. Choosing additional channels to underpin direct communication with selected targets should be decided on a case by case basis. Using the right communication channels There is no matrix or grid for selecting channel of communication for each target, however some rules useally apply: Using a variaty of channels over an extended period of time leaves the strongest accumulated mark and the most consistent message in the public and political debate. You cannot visit a politician every day or week and so he has to be reminded through other channels about the importance of your proposal. Alway start out by informing the direct targets before employning indirect communication for instance through the media. The more the policy makers know about the issue the better chance that their will not reject it the first time they get contacted by the media. Informing the policy maker first is a sign of respect and coorporation. After that keep him informed via diverse channels. Send him an between your meeting, informing at the status of the issue without lobbying him. Choosing additional channels to underpin direct communication with selected targets should be decided on a case by case. Are there any potential allies, you could get to support you, are the proposal suited for media exposure (can it be kept short, simple, understandable and be linked to peoples everyday life?). Do you even have access to the media?

Multible Communications Channels
Multible channels for influencing public policy 1) Direct communication with policy makers Througt face-to-face meetings, lobbyists can provide policy makers with information about a policy proposal, that the policy maker might not otherwise have access to, and cast the matter in a favorable light in accordance with the policy makers present agenda. 2) Communication with network and coalition partners Coalitions and alliances must share common goals, desire collaboration, possess human and financial resources and put issue ownership over individual pride. Maintaining momentum requires consistent internal communication, and coordination by one partner. 3) Attending agenda forums with other professinal actors Interest groups, experts, think tanks, politicians, media and business representatives meet at conferences, hearings, roundtables and summits to assess certain policy areas and create consensus among qualified opinions regarding certain policy issues.

Multible Communication Channels
Multible channels for influencing public policy (continiued) 4) Speaking through broadcast media and the press Using TV, radio and newspapers to make politicians and the public support for changes in policies. Policy makers and the publics understanding of the political challenges, is guided by the news media, who play a differing role in public dialogue. 5) Building pressure by mobilizing public and members Grassroots lobbying occurs when the communication is directed to the general public or the members of an organization and encourages the recipient to take action on legislation. 6) Communicating with the military In some newly democratic states with a history of military rule, the military watches political developments from a distance like a sleeping tiger, that can be awoken any time. The military especially looks out for its own position and for civil or political unrest that can threaten it. Therefore it is important to keep the military informed in advocacy processes involving political change.

Direct Communication with Policymakers
24 Universal tips for communicating with Policy Makers 1) Don’t assume knowledge on the part of the policy makers 2) Target your policy activities 3) Research your targets and try and adjust to their logic and behaviour 4) Provide positive proposals and options. Stay away from mere critique! 5) Keep your message short and focused 6) Provide case studies : “How did/will this affect person x?” 7) Start with international best practice, and make recommendations to close the gap 8) Use proxies wherever possible. Opposition politicians. Larger NGOs. Coalitions. 9) Bring money: suggest how your policy proposal can be finansed 10) Evaluate your lobbying and build your credibility 11) Target the messages persons with real influence. 12) Consider the time for lobbying and seeking audience. 1) Don’t assume knowledge on the part of the policy makers It is very propable they don’t know the facts and don’t know the difference between a tax relief and a tax credit for instance. 2) Target your policy activities Speak the language of different targets. One language for each group of policy makers, another language for the media and other secondary targets. 3) Research your targets and try and adjust to their logic and behaviour For instance some policy makers are interested in facts, some in their position, some in ideology, some in the people, and often you have to bind it all together. Likewise the media has certain formats, how long are the interview sequences in TV for instance, and what do they typically ask you about. Likewise with the etiquette of your audience, how do they dress and sit, and what do they laugh of. 4) Provide positive proposals and options. Stay away from mere critique! Negative openings and unwillingness to contribute provide (often finansial) solutions from the policy makers point of view don’t make them view your relationship as fruitfull, but maybe even as a hassle. 5) Keep your message short and focused The more you explains and justifies your message, the more blurred it gets for the audience. Express your motivation (the proplems and the good the solution of the problems will do) as well as the proposal itself in few precise sentences. 6) Provide case studies : “How did/will this affect person x?” Being able to show concrete examples of the problems or documentation of the effects of the proposed solutions, could be experiences from respected countries, makes your case less opinionated and more objective “true”) 7) Start with international best practice, and make recommendations to close the gap Being able to compare your proposal to respected countries and bodies gives it positive connotations and strenghens the probability of the results you are promising. 8) Use proxies wherever possible. Opposition politicians. Larger NGOs. Coalitions. Somebody else powerful who can lend your proposal legitimicy and weight and cut the mental connection to your special interests. When everybody talks about your proposal, but no one credits it to you, your lobby work has been succesful. 9) Bring money: suggest how your policy proposal can be finansed Often the biggest obstacle to good policy proposals are not unwillingness un the part of policymakers but them being unable to provide the finansing of the proposal. Therefore try and think creatively about a way to find the money. Even if the policy maker won’t follow your suggestions, it makes him much more positive towards your case, if you show consideration towards his dilemmas and reality. 10) Evaluate your intervention and build your credibility Reflect on your experience with policy makers and indirect targets, what seem to work, what do they respond to, and try to incorporate that in your future advocacy. 11) Target the messages persons with real influence. You have use your ressources the most effective way, try and avoid meeting with policy makers that are totally irrelevant with respect to your goal, issues and propositions. It is generally most effective to direct your messages against key desicion makers, who are undecided un a given question, while maintaining relations with positive decision makers. 12) Consider the time for lobbying and seeking audience. With limited ressources you have to time your activities right, so they come at the most beneficial time. Try not and approach policy makers when they are tied up with other things, unless it is nessesary. Audience must also be considered i a world with limited ressources. Audience towards leading decision makers must be reserved for really important issues, so that time and goodwill is not used up.

Direct Communication with Policy Makers
13) A convincing presentation. 14) Thorough preparation 15) Effective presentation 16) Decide who will make which points 17) Give the decision maker time to talk. 18) Open the meeting by pointing out areas of common ground 19) Approach the meeting with a clear idea of what the decision maker can do 20) Say that you will get back to the person with the information later, if a question comes up that you can’t answer. 21) At the end of the meeting, restate what you understand what the decision maker said he will do. 22) Leave a positionpaper (one page). 23) Follow-up with a thank-you letter 24) Remember: Direct lobbying is not public relations. 13) A convincing presentation. To present your case convincingly you have to inform the decision maker and keep him informed about shared interests. That demands intimate knowledge about the political system, especially when the topic is not in the immidiate interest of the public. This demands technically knowledge about legislation, strategic and political sense of the political situation as, professional skills to deal with complex issues as well as being able to show consideration for the powerbase of both the politician and his party. 14) Thorough preparation is the most important aspect of succesfull presentation. Skilled lobbyists has done their background work, is velinformed about both their own and other political areas, knows the appropiate expressions, who to communicate with and how to obtain inside information. Interest groups with a reputation for providing reliable information is in an especially strong position to influence public policy. 15) Effective presentation is crusial in an environment where time is short and the byrden of information is heavy. It is a challange to communicate as much relevant information in as little time as possible. The message must be easyly interpretated. 16) Decide who will make which points, if more than one person in your group attends the meeting. Have the highest ranking member of your group present first and run the meeting. Make your most important points first; you might get interrupted or not have as much time as you think. 17) Give the decision maker time to talk. Do not dominate the discussion. It is important to find out the decision makers thoughts about your issue and what he/she is willing to do. If the meeting gets off track, politely interrupt and bring the discussion back to your issue. 18) Open the meeting by pointing out areas of common ground and mutual interest, if you know your audience will be hostile to your position, Then proceed with your presentation. Always start with positive issues and only bring up negative issues at the end of the meeting 19) Approach the meeting with a clear idea of what the decision maker can do to help your effort, but be flexible. Perhaps the decision maker will suggest some other supportive action he or she would be more comfortable taking. 20) Say that you will get back to the person with the information later, if a question comes up that you can’t answer, Always follow-up on a promise to do so. 21) At the end of the meeting, restate what you understand what the decision maker said he will do. For example, Thank you very much or meeting with us and were very glad that you’ll be able to..... 22) Leave a positionpaper (one page). Always leave a position paper at one page only at the end of the meeting 23) Follow-up with a thank-you letter to the decision maker, restating his/her position and what you understand he/she will do. 24) Remember: Direct lobbying is not public relations. Public Relation can only be used as a supplement and can be of use if the public opinion has influence at a certain case, but can not substitute knowledge and advisory techniques and understanding of the political reality.

Direct Communication with Policy Makers
Put effort into dialogue and relationship building How to build good relationships with key individuals Although no set formulas for human relationships exist, you can examine the following list for some hints on developing good ties with decision makers: Offer to help with causes or issues about which they care Find out how you can help them accomplish their job. Be a trustworthy, credible and reliable source of information. Be sociable. Keep in regular contact and be patient. Create ”pictures” of the issues. Offer to help with causes or issues about which they care (and which do not conflict with your interests). Find out how you can help them accomplish their job. Be a trustworthy, credible and reliable source of information. Be sociable. Open the meeting by praising the decision maker for past support on your issue (if indeed he/she really has been supportive). Talk about other thing than politics when starting and ending a meeting, or bumping in the policy maker to conferences and the like. Say something about the view from hia office for example or compliment him on a letter of opion in the newspaper. But alway mean what you say. Keep in regular contact and be patient. It is crusual, that you do not only come to the policy maker when you need to get something from him. If you meet regularly and talk about other subject to keep him informed and to know if there is anything, that you can can do for him, it is much more comfortable to ask something from him, when you really need it. Create ”pictures” of the issues. Invite the policy makers to come and visit som people affected by the issue or to visit a program of yours

Communication in Advocacy Networks
Building an Advocacy Network As an advocate, networking is essential to meeting your goal, can often do what no one can do alone, and is built deliberately to assist in executing advocacy work. Networks and coalitions take time and energy to develop and maintain because they involve building relationships of trust with other people, but they can be woth it, if you have the time and energy. Four steps for building an advocacy network Get to know people and organizations working toward the same objective. Build an open and trusting relationship from the beginning Discuss your ideas/objectives with them and be open to their suggestions Ask them to do something specific to help you reach your objective. Building an Advocacy Network As an advocate, networking is essential to meeting your goal, can often do what no one can do alone, and is built deliberately to assist in executing advocacy work. Networks and coalitions take time and energy to develop and maintain because they involve building relationships of trust with other people, but they can be woth it, if you have the time and energy. Four steps for building an advocacy network Get to know people and organizations working toward the same objective. Include people who can influence decision makers in your network, and, if possible, the decision makers themselves. Keep your eyes, ears and mind open others who can help you. Build an open and trusting relationship from the beginning by collaborating on projects of mutual interest, helping bring attention to their work, assisting with special projects, sharing information with and attending their meetings and inviting them to yours. Discuss your ideas/objectives with them and be open to their suggestions; it is helpful when others feel that they have some ownership of the idea. When they support the objective, they will be much more interested in helping you. Ask them to do something specific to help you reach your objective. Start small, “could you mention to the department manager that this idea has merit? As your relationship is strengthened, ask them to do more, “could you arrange for us to meet with the department mananger and present the proposal together? Remember that the more they do for you, the more you should do for them.

Communication in Advocacy Coalitions
Building a coalition Organized coalition is another option for advocacy effort by working together in a coordinated fashion toward a common goal among a group of organizations. Coalitions require far more work than networks, but the results can also be much greater. Coalitions can take many different forms: Permanent coalitions Temporary coalitions Formal coalitions Informal coalitions Geographic coalitions Multi-Issue coalitions Single Issue coalitions Building a coalition Organized coalition is another option for advocacy effort by working together in a coordinated fashion toward a common goal among a group of organizations. Coalitions require far more work than networks, but the results can also be much greater. Coalitions can take many different forms: Permanent coalitions are incorporated organizations with a staff and board of directors with structured and systematic decision making and cost sharing. Temporary coalitions come together for a specific purpose or goal and disbands when the goal is achieved or takes on another goal. Formal coalitions arises, when members formally join the coalition as coalition members on letterhead, coalition statements, etc. Informal coalitions have no official membership, why members, issues and tactics constantly change. Geographic coalitions is based on a geographic area such as a school district or a region. Multi-Issue coalitions works on a number of issues or advocacy objectives. For strategic and organizational purposes though, the coalition may choose to work on one issue at a time. Single Issue coalitions works on one issue or objective.Sometimes strange and noteworthy alliances can evolve between organizations which is normally seen to oppose one another, thereby creating legitimacy, consensus

Advocating in coalision
THREE YEAR JOINT RESPONSE TO YOUTH EMPLOYMENT IN SIERRA LEONE ( ) Adopted 2010 by the Government and the key development partners in Sierra Leone: The United Nations Family, German Development Bank and the European Union. Announced at an informal meeting of the Sierra Leone configuration on 26 March 2010.

Attending Agenda Forums
Sierra Leone Conference on Development and Transformation February 2012 “50-year plan of economic development”

Broadcast Media and the Press
Different ways of using the media in different countries The media can be an either efficient, indifferent or a not even acessible way to communicate messages to policy makers, depending on the nature of the media in the current country, and the relationship to those in power. Modern western media ”creates” media events. In West Africa no medias function predominantly on the basis of western professional criteria for good news, which prescribe, that newsstories must be current, identifiable for the audience, focus on conflict elements, be significant, sensational and preferrable exclusively for the one media. Traditional press ”refers” public and political occurrences together with biased commentary On the contrary West African medias holds feutures similar to different parts of the western press 50 years ago, which as its most distinguisting features had that the press did not create storys but referred to, what the politicians did, often followed by an ideological comment, as most newspapers were connected to a political party, except the tabloid newspapers, and radio and tv was controlled by the state. In general the press likes stories with a human angle, that the readers, listeners and viewers could relate to. Different ways of using the media in different countries The media can be an either efficient, indifferent or a not even acessible way to communicate messages to policy makers, depending on the nature of the media in the current country, and the relationship to those in power. Modern western media ”creates” media events. In West Africa no medias function predominantly on the basis of western professional criteria for good news, which prescribe, that newsstories must be current, identifiable for the audience, focus on conflict elements, be significant, sensational and preferrable exclusively for the one media. On the basis of these criterias western journalists ”creates” news by collecting comments from political actors and placing them in relation to a specific chosen context by the journalist, hereby creating a medieevent. Traditional press ”refers” public and political occurrences together with biased commentary On the contrary West African medias holds feutures similar to different parts of the western press 50 years ago, which as its most distinguisting features had that the press did not create storys but referred to, what the politicians did, often followed by an ideological comment, as most newspapers were connected to a political party, except the tabloid newspapers, and radio and tv was controlled by the state. In general the press likes stories with a human angle, that the readers, listeners and viewers could relate to.

Exercising media management in your country Several kinds of medias exists in West African countries, including paid media. Political/ideological media Newsmedia that refers political occurrences with an ideological or biased angle (Ghana). Therefore it is important, that you do not let your self get ”trapped” by journalists asking biased or misleading questions or cutting up your comments and using them in a whole different way, than what you intended. Manage what and how mush to comment on. Only give statements as long as a typical interview sequence, so not to provide extra material to manipulate. Stick to your message and talk around uncomfortable questions, getting back to your message (spinning tecniques). Don’t use sentences, that can be cut up and used fragmentary.

Exercising media management in your country (continiued) State controlled media State controlled media (Togo, Benin, Niger, Sierra Leone) is a reminder of recent dictatorship and only covering news on the basis of government interests with the purpose of reversing or ignoring oppositional issues You only get exposure in state controlled media by invitation. I that case use tecniques of sticking to your message, adjusting the length of your statements and employing spinning tecniques, to avoid uncomfortable questions and get back to your message. Private (and paid) media Private media is accessable for money, though coverage often is of low, referring and uninterested quality (Togo, Benin, Niger, Sierra Leone). Try and write the story for the journalists beforehand as a newsrelease, as a short press pitch with a catching headline, some facts and a few citations that makes it easy for the journalist to use, interesting for the public and the members to hear about. And allows you better get your message through. The same can be tried when trying to sell a story without payment.

Timing media campaigns right Access to the media is always limited, as are interesting input from you from a media point of view. Therefore you have to time your use of the media right. Relate to possible upcoming political negotiation. Additionally your media input has to set the tune for political opportunies. But you also have to take you access to the media into account. You have to make the most of your media input or the money you pay to speak through the media. In this regard you can try and identify some periods where it is more easy to figure in the media than in other periods. For instance during national vacations.

Suggested content and format using media Message content The press likes to know how situations affect individuals and often reports human interest stories by using someones experience as an example that readers, listeners and viewers can relate to. The media are usually interested in new, groundbreaking information or in how an issue relates to a current high profile event. Message formats News release Press conference or media event Issue briefing for journalists Graphics or illustrations Fact sheet or back ground sheet Media packet/press kit Letter to the editor/op ed Media pitch with a facts, short description of the situation and a few citations.

Broadcast Media and The Press
Example: Human Interest Story Nester, a Kenyan farmer in his 30’s, has four children and would like to have another child. His wife, Wangari is happy with four children and after having a very difficult last pregnancy she would like to avoid another, but will ultimately respect her husbands wishes. Nester and Wangari have not discussed the subject with one another. The Kenya Mens Family Education Project recently distributed booklets and ran a series of radio programs on the economic benefits of smaller families. Nester heard the program. I have always wanted a large family, but I would like to provide adequately for the children I have now. He is now more interested in discussing the issue with his wife. Suggested Message Content

GLO MOBILE TO LEAVE GHANA? The front page of Ghana’s leading newspaper Daily Graphic, today offers a deep insight into the woes of Glo Mobile in Ghana with the news, that the major telecommunications operator intends to pull out of Ghana according to “an authoritative source close to the company”. “Another major area of concern for Glo is the ban on the erection of telecom masts by the Environmental Protection Agency (EPA). The development is said to have affected Glo the most, it being the only network building a nationwide telecoms company from scratch.” This “autoritative source” is probably the company themselves who by selling a good story to the newspaper gets to send the government a firm message without being hold directly responsible for it.

Broadcast News and the Press
Creating a media event Campaign intensifies against water privatisation with joint declaration To halt the government of Ghana's policy of privatising the water supply a coalition of individuals and non-governmental organisations in 2001 formed the Ghana National Coalition Against the Privatisation of Water (Ghana National CAP of Water) A campaign document, "Accra Declaration on the Right to Water", calling on the government of Ghana to reverse the privatisation process, was an outcome of a four-day workshop organised in May by the Integrated Social Development Centre (ISODEC), a local research and advocacy institution.

Adding expertice/substance to the media
The Diabetes Policy Audit Policy Recommendations

Mobilizing Members and the Public
Digital petition for Ghana President John Atta Mills requesting dual citizenship for Africans born in the Diaspora launched by ONE AFRICA, Africa for the Africans and Pan African Diasporan Coalition of Ghana in 2010 and signed by 804 people as at 29/04/2012.

Messages to the General Public
Suggested Message Content Messages to the general public should be simple, clear, concise and persuasive, and action-oriented. People often want to know how a program will directly affect or benefit them. Suggested Message formats Promotional items, e.g., buttons, fans, pens banners Presentations at community meetings Pamphlets, brochures, fliers, Newspaper ads or articles, Fact sheets Radio shows Television shows or news “Community” summary of report Example Fathers Count: Mens partnership is the key to slowing Kenyas population growth and ensuring a quality future for our country. The Kenya Mens Partnership Program will give you information you need to make the right decisions for your family. For information, contact the Kenya Mens Partnership Foundation at The general public is an increasingly relevant and forceful constituency for policy change. Ultimately, the public is the end-user of programs, therefore, it is useful to direct advocacy messages to citizens. Long-term public education will build a larger constituency for your cause, so try to include public outreach in your long-term advocacy planning. Suggested Message Content Messages to the general public should be simple, clear, concise and persuasive, and action-oriented. People often want to know how a program will directly affect or benefit them. Suggested Message formats Promotional items, e.g., buttons, fans, pens banners Presentations at community meetings Pamphlets, brochures, fliers, Newspaper ads or articles, Fact sheets Radio shows Television shows or news “Community” summary of report

Lobbying the Military Lobbying Autoritarian Military
In newly democratic states with a resent history of military rule, the military often watches politics from a distance. Like a sleeping tiger that can be awoken any time, if the military feels its position threatened. For them military rule is superior to civil politics. Keep the military regular informed about your activities to reassure and keep them from preemptive actions. Present your proposals as means to securing stability and order to convey an image of you as an allied. Speak the militarys language and make your case in term of security, stability and order. Be careful about trade union language, that is marked by freedom, democracy, assembly, justice and equality, that feels threatening for the military. Play to the tradition of the “authoritarian bargain”, where citizens relinquish political rights for economic security. Expanding social services to the informal sector vil contribute to bring people out of poverty, a main cause for societal stabilisation

The Ideal Lobbyist Personal characteristics of effective lobbyists
Listener Observant Courtesy Relationship skills Honesty Integrity/Credibility Empathy Don’t trust anything Sincerity “Do the soft sell” Personal characteristics of effective lobbyists Research from the last 50 years has shown that effective and successfull lobbyists have some common personal qualities: Listener Listening can be as important as talking, as language matters a great deal in politics, and the precise choice of words by a legislator is important during any advocacy encounter. Lobbyists need to listen to policy makers carefully in order to decode the (often subtle) messages they are receiving. Direct lobbying is abmore about talking and pursuading. If you want to make progress, you need to get a feel for how your message is being received, without taking up all the time speaking yourself. Observant Maybe even more important than listening is watching: in a meeting with a politician or official, you can get a good feel for how you are doing by wathing them, because sometimes they can’t stop themselves displaying negative body language. Watching is information-gathering. Are there any photos in the office;, how do they dress, do they have some characteristic body language, that gives them away? If you talk to much you do not get that information. Lobbying is about being sensitive to nuances. Courtesy In a meeting with a policy maker, any lobbyist must behave in a pleasant and courteous manner, as pleasentness is probable the most important factor i obtaining and maintaining access to decision makers. The lobbyist is likely to need the legislators support in the future on som edifferent issue, so cannot afford to burn their bridges. Experienced lobbyists appreciate how even their tone of voice matters. Many industries feel vary aggrieved by the things that politicians are doing to them and so their instinct is to smash the door. Neither go to the other extreme and be ever so humble and sorry to trouble the politician. Relationsship skills Closely related to courtesy is the notion that a good lobbyist should possess the ability to form and develop solid relationships. Few lobbyists can survive without a sense of and enjoyment in dealing with people. A confident but restrained personality plays a very important part in the success of a lobbyist. An individual can have the facts and information regarding a certain issue, but fail in his goal if he does not have the right kind of personality that is so necessary to gain acceptance of the audience you are adressing. Lobying in particular is very relationship driven. It is not enought to establish a direct and personal relationship with a policy maker, the relationsship must also be maintained over time. Honesty It is important, when making your position clear to a policy maker, to also deal with any contrary arguments. A good lobbyist does not just present his own side of an argument, he also presents the argument for the other side. Presenting them with all sides of the argument, makes you much more effective. All lobbies will have a point of view. But they will lose a legislator unless they recognise that no issue is singlesided. Integrity/credibility Any succesful lobbyist will depend on his or her personal integrety and credibility. Integrety inplies that the individual lobbyist has a set of personal values which ensures that he or she will not engage in any lobbying activities that are not comfortable. The coin of politics is trust. Ones word is ones bond. If you do not stick to your word you will quickly lose all credibility and access. Credibility requires that the lobbyist establishes a reputation for being knowledgeable about relevant policy issues, for being reliable and honest in the provision of both information and opinion to policy makers and for being consistent over time. Empathy Being able to put oneself in others position is a fundamental skill for succesful lobbyists. That entails the ability to understand different views than your own. When other comes to different conclusions than you, it does not not mean they are not capable of rational thinking – it simply mean that they bases their views on other values or worldviews. Being able to express understanding for the legistators logic is essential in building good political relationsships. That does not mean, that you recoqnise the opposing view or that you lose. It simply creates a more fruitful emvironment when people feel heard and understood. Empathy is also about using your skills to predict other peoples reaction in advance. If your case or issue stands contrary to that of the legislator and his beliefs it is better not to contact him at all and concentrate on other stakeholders. Trying to persuade a legislator, that his values and beliefs are irrational or wrong is plain rude and won’t get you and your reputation long. Dont trust anything A lot of politicians will let you believe that they hold influence over the desired matter, even though they dont. That is why it so important to map and select the stakeholders with influence on the matter before yoy start lobbying. That especially goes for political backbenchers, that are not that used to be courted by lobbyists may fall for the temptation to pretend that they are more important than they in fact are. Conversely with higher ranking politicians, who most often tells you straight away if they are the right person to turn to. Sincerity. Get through the best in the battle of political and public attention. A good lobbyist can understand the interest of the organization he represents but can also present arguments for and against hes own case. The truth can be presented in different ways but facts and information must be correct. ”Do the soft sell”. The emphatic lobbyist won’t press the decision maker but make sure, that he has understand the trade unions position

LOBBYING EXECUTING POLICY ADVOCACY

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