1. HOW TO BE AN EFFECTIVE DISABILITY POLICY ADVOCATE KNOWLEDGE IS POWER

2. 2 Presentation Bobby Silverstein Principal, Powers Pyles Sutter & Verville, PC Director Center for the Study and Advancement Of Disability Policy Email: Bobby.Silverstein@ppsv.comBobby.Silverstein@ppsv.com www.disabilitypolicycenter.org

3. 3 1. HISTORICAL AND POLICY CONTEXT  TREATMENT OF PERSONS WITH DISABILITIES Surveys, Profiles Literature  CURRENT POLICY Strengths Inadequacies  WHY CHANGE IS NECESSARY  NATURE AND SCOPE OF NEEDED CHANGES

4. 4 2. VALUES AND PRINCIPLES  Why important— Helps bring coalition together Helps guide decisions by coalition Clarifies intent of policy  Difference Between Old Paradigm/Approach vs.New Paradigm/Approach of Disability Policy Old—People with disabilities defective, vulnerable, in need of fixing New—Disability is a natural part of the human experience

5. 5 2. GOALS OF DISABILITY POLICY EQUALITY OF OPPORTUNITY FULL PARTICIPATION INDEPENDENT LIVING ECONOMIC SELF-SUFFICIENCY

6. 6 3. POLICY IS MADE IN A POLITICAL CONTEXT  POLITICS  POWER  SELF-INTEREST  COMPROMISE POSITIONS, NOT PRINCIPLES

7. 7 4. NEEDS OF POLICY-MAKERS  Self-interest Re-election Status among peers Status among interest groups  Time Pressures  Dependent on others for Advice

8. 8 5. NEEDS OF STAFF  Promote and Protect Boss  Help in carrying out responsibilities: Research--What’s real and what’s posturing Fiscal estimates ID key players Draft viable policy options, report language, floor statements Political strategy

9. 9 6. ORGANIZED COALITION  Policymakers demand it  Source of Power  Cohesion  Supplements/assists staff  Synergy  Leadership

10. 10 6. Organized Coalition (con’t)  Tasks Vision Political strategy Policy development Fiscal Analysis Lobbying Grassroots Media Intelligence (strength of opposition)

11. 11 7. STRATEGIC PLAN  Planned spontaneity  Pre-meetings  Reality check  Why change is now possible  Vehicle  Nature and degree of opposition  ID key policymakers

12. 12 7. Strategic Plan (con’t)  Frame the issue  Message (Branding) Target Audience Personalize the message  Dynamics of the debate  Fiscal estimate  Viable policy option

13. 13 8. POWER OF PERSONAL STORIES  Telling personal stories in isolation ineffective  Must be tied to policy objectives and the message  Best stories demonstrate positive impact of policy intervention Problem Intervention Problem addressed

14. 14 9. LONG-TERM RELATIONSHIPS & IMPORTANCE OF THE MESSENGER  Long-term relationships maximize influence  Who delivers the message more important than the message Select best spokespersons (not necessarily the person with most impressive title) to contact policymaker Select best policymaker to influence other policymakers

15. 15 10. Strengths and Limitations  Put ego aside  Don’t over-commit (e.g., time and ability to produce)  Don’t agree to policy option when lack sufficient knowledge of consequences  Don’t agree to policy option on behalf of others when not authorized to speak for them