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How to work with Government. Our Government Queen FEDERAL G.G. House Legislature Senate Ministries Comm. P.M. P.M.O Cabinet Executive PROVINCIAL L.G.

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Presentation on theme: "How to work with Government. Our Government Queen FEDERAL G.G. House Legislature Senate Ministries Comm. P.M. P.M.O Cabinet Executive PROVINCIAL L.G."— Presentation transcript:

1 How to work with Government

2 Our Government Queen FEDERAL G.G. House Legislature Senate Ministries Comm. P.M. P.M.O Cabinet Executive PROVINCIAL L.G. Legislature L.A.O Ministries Comm. Premie r P.O Cabine t Executive JUDICIAL Supreme Federal Provincial Municipal

3 Our Government Provincial Ministries Education Municipal Affairs Municipalities School Boards

4 Knowing the Players

5 The Mayor is a decision maker, but he is not THE decision maker. The people who have the power to meet your objective and give you what you want. Decision makers

6 Knowing the Players A Chief of Staff cant make a decision, but she is an asset in getting the right decision made. The people who influence decision makers. Targets

7 Knowing the Players Your dad wants you to win, but he is not an ally because he cant help you. The people who can help you and are already willing to - not the people that like you. Effective Allies

8 Knowing the Players A Minister who likes the environment but needs to keep spending down is an effective enemy. The people who can and will hurt you – not the people who hate you. Effective Enemies

9 Knowing the Players Your dad, although he likes you, doesnt have an impact on the outcome. The people who dont care about the outcome and arent going to help or hurt you. Effective Neutrals

10 Knowing the Players ActorsGroup Responses Decision Makers Targets Effective Allies Effective Enemies Effective Neutrals

11 Knowing their Motivations People do what you want because they will get something they want out of it. People will do what you want because they are afraid of a person or consequence they will have to face if they dont. People will do what you want because its too much trouble to get in the way of what you want.

12 Decision Making Structure Committee consultation and/or staff process? Staff, public committee? Open/closed?

13 Decision Making Style Politically or bureaucratically driven. Centralized or decentralized decision making. Pragmatic or principled.

14 Knowing their Motivations MotivationsGroup Responses Desire Fear Inertia Mode Concentration Ethics

15 Knowing the Play ObjectiveGoalsTacticsResources

16 Knowing the Play The objective of an election campaign is to win enough seats to form a government The desired ultimate outcome Objective

17 Knowing the Play In a campaign, goals can include gaining the support of key leaders in the community or getting positive media. Accomplishmen ts along the way toward the objective. Goals

18 Knowing the Play Tactics, or activities, can include calling a press conference or meeting with Councillors. The things you do to achieve your goals. Tactics

19 Knowing the Play Resources can include volunteers, a budget, and an ally. All the things you have that you can use to carry out your tactics. Resources

20 Playing to Win Tests for a strategy Practical Each element of the play needs to have an impact on the element its aimed at. Sufficient The total impact of a set of elements has to be enough to cause the desired result. ConsistentThe elements cant be mutually exclusive.


22 Knowing your Play Elements and Tests of a Strategy Group Responses Objective Goals Tactics Resources Practical Sufficient Consistent

23 Six Rules to Win Start early Find the win/win message Win early Persuade staff Win at the first encounter Always know the outcome

24 What Politicians Need Be Familiar Most care more about their own neighbourhoods rather than whats happening City-wide Most are influenced by things they know best Keep them aware of your activity and acknowledge their interactions with you Find the Hook Find out what they care about by looking at what they spend their time on Attach your issue to ones you know they care about Show how your issue links to the issues they already care about Heart Over Head Facts dont mean as much as examples – one story shows a politician the problem is worth 10 statistic profiles Keep arguments simple Experts arent always effective, especially if the politician doesnt know who they are

25 Competitive Messages What your decision makers & targets want Which ones might want you Your strengths & weaknesses Opposition strengths and weaknesses Mirror opposites, stand alones Spin Inoculation Positioning

26 Competitive Messages Distinctive Salient Consistent Simple Clear Memorable Your Message Your Image

27 Cooperative Messages No opponent Focus on motivations What do you have to offer? How well does it fit with their needs? How can you overcome their inherent reluctance? Cooperative Messages

28 Competitive vs. Cooperative Competitive MessagesCooperative Messages What your decision makers & targets want Your StrengthWhat you offer Your WeaknessWhat you need Opposition StrengthWhat they dont want Opposition WeaknessWhat they want Mirror Opposites, Stand alonesShared goals, Benefits Spin Inoculation


30 Spin it! ? Michael Ignatieff Barack Obama George Bush

31 Messages & Messengers Impartiality, experience, expertise and a track record. Interpersonal channels of communication are more influential than mass media. The distinction between a messenger that delivers or collaborates a message.

32 Whats the Winning Message? In 2008, the TCHC capital repair backlog hit $300 million resulting from poor capital reserves when housing was downloaded. TCHC has repeatedly asked the province to correct the capital reserve issue. They have been told NO every time. The City has shown the limited capacity of City reserve to help. TCHC has provided condition analysis of the buildings and demonstrated the cost increases resulting from delays. Tenants remain in homes with mould, holes in ceilings, windows that bring in more air than it keeps out, and elevators that never work. A group of TCHC tenants have come together to address the issue. Whats their Winning Message?

33 Barriers to Engagement ?????

34 Reaching Audiences Universal Regent Park Had to reach all, but doubts about process held people back Focused on meeting full range of needs, addressing fears Created culturally familiar settings everyone could relate to Coalition of the Willing Brahms Had to reach as many people as possible but no reason to engage Focused on finding meaningful gains – maintenance, not $ Process gained from listening to real experiences of residents

35 Finding Messengers Targeted How are different people affected by the issue? Who is in your community: cover all bases. What experiences and skills do you need? Coalition of the Willing Who is affected by the issue? Who is interested in getting involved? Who is available?

36 Engagement Strategies QuestionIndividual ResponseGroup Responses Describe the group. What would be the best ways to engage with them? What resources would you need? What are some of the barriers/areas of sensitivity?


38 Sustaining Engagement A sustainable engagement process should: Build trust Trust whats built Show value Address power and its privileges Maintain lists Value rest and relaxation

39 Engagement: Risks Losing Momentum After the initial excitement, there is often a let down Plan for ways to regain enthusiasm with short term victories Power Imbalance Imbalance in experience Imbalance in skills You encounter some imbalances and create others Plan for it Loss of Focus Forgetting the goals Getting overwhelmed Losing confidence in process

40 Engagement: Risks Mixed Motivations Business development, power, self promotion, networking All happen to some extent Cultural Dynamics Resistance to inclusion Power brokers objecting to new players Turnover Participants will come and go Plan for shifts in the group

41 Addressing Conflict Respect different perspectives and approaches to the work Dont wait for the problem to get bigger Ensure there is space for discussion to talk through issues as they arise Ensure space for a range of solutions, and test for support and agreement Practice active listening to make sure you understand what is at the root of the problem Stay factual and avoid misunderstanding Agree to disagree Work with the group to develop ground rules and refer back to them as necessary


43 How to work with Government

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