for Passing Local Policy Brian Peterson, Project Director The Center for Tobacco Policy & Organizing Funded by Proposition 99, the California Tobacco Tax Initiative of 1988 Strategic Coalition Development

“Cut spending” Intrastate travel Interstate travel Time travel

In the next half-hour… Policy change and coalitions The most effective type of coalition for passing local tobacco policies. Building coalition power. Key elements of coalition recruitment

P olicy Change Coalitions &

The Draft. AKA, the, “I really, REALLY, need You” approach

The Free Lunch.

Cloning.

The Rhythm Method.

Changing Norms About Tobacco Key objective of CA’s tobacco control program Norm change requires a comprehensive approach Most effective de-normalization strategies: Change public policy Enforce policies we have

Changing Public Policy Begins at grassroots, not from the top Example: Why has California been called “America’s Non-Smoking Section?” 195 increasingly tough smoke free indoor air local ordinances passed in California AB 13 passed by legislature in 1995

Calif. Coalition Status Many local coalitions are unable to effectively pursue policy change Information-sharing not action County staff says don’t rock the boat Few coalition members can lobby Some LLAs adverse to strong leadership Minimal community participation

T he most effective type of Coalition for Policy Change

Calif. Tobacco Control Coalitions Advisory Coalition Primarily public agencies, managed tightly by county staff Meets every 2-3 months Advocacy limited to members testifying Lobbying is discouraged

Calif. Tobacco Control Coalitions Subcommittee Purpose is to pursue policy change Unites activist coalition members Campaign needs determine frequency of Meetings and pace of work Effectiveness limited by membership of parent coalition Difficult to win when faced by serious opposition

Coalition Type for Passing Local Policy Separate Campaign Team Single purpose, time-limited, community- based, action oriented policy campaign Sheds look and feel of gov’t coalition County staff assists, but does not direct or manage Campaign Team Committed to recruitment, developing new leaders and winning tough, contested battles for policy change

B uilding C oalition P OWER

Power and Policy Change Policy change requires political power Coalitions can build political power Some coalition members can legally lobby Can organize by political district Can mobilize large numbers of residents Have resources for mounting a campaign Member organizations are credible with public

Coalition  Power Not every coalition builds power Advisory Coalition doesn’t Subcommittee develops the latent power in an Advisory Coalition Only the separate Campaign Team actually builds & can USE power

Lobbying/Advocacy  Power A campaign needs both, so the coalition needs both Lobbying is the tip of the spear

Organizing By District  Power Demonstrate political strength by district Identify member organizations and organizational members by district Create delegations by district Utilize pressure points within the district Develop on-going political allies not just “issue” friends

Mobilizing Large Numbers  Power What does It take to turnout numbers It takes practice It takes leaders It takes action It takes courage It takes work

Resources  Power A variety of organizational partners yields a variety of resources Funding Regular newsletters and mailings Specialized staff Leaders Volunteers Office resources and phone banks Press and community contacts

Credibility  Power Effective media promotion yields public trust of coalition Members highly regarded by public Voluntary health associations Doctors, dentists, nurses Hospitals, health care systems PTA, schools, youth sports Youth organizations

K ey Elements of Recruitment

Why recruit? You have a policy goal Relative political weakness of anti- tobacco movement Need for new energy Need for new leaders

Recruit Individuals/Orgs that: Have clout/contact with campaign “target” Have public credibility Have strong self-interest in campaign issue Can lobby

It’s not selling …it’s MATCHMAKING

Research: Figure out the connection between your issue and their concerns Professional activities Hobbies Social activities Family

The recruiting meeting Face-to-face is best Know what you want to ask for – have a few options Listen and adjust Forget about being “right” Follow up

L eadership D evelopment Or, “Parenting 101”

A true leader: Inspires Facilitates Gets resources out of others

How do you develop leaders? Give them control Give them responsibility Ask them to do things Keep them supported Make sure their resources and capabilities fit the task

How do you develop leaders? Discussion questions What can you let go of What is your biggest challenge

Conclusion Policy change precedes norm change and begins at grassroots level. A separate Campaign Team is needed to effect policy change. Recruiting is matchmaking Develop & support REAL leadership