1. Public Policy Engagement
October 12, 2010

3. “My advice to nonprofits is: Stop being so timid! Take strong positions. Inform and educate people about the real problems of the people you are serving. Speak up!”
John Kemp President and CEO, VSA Arts

4. Defining Public Policy
Examples of Advocacy
Issue identification, research and analysis;
education of the public on crucial issues;
lobbying for or against legislation;
voter registration and education;
litigation;
participation in referenda or initiative campaigns;
grassroots organizing and communication with local leaders;
testifying before governmental bodies;
lobbying governmental agencies at all levels;

5. Ask yourself…
How could improved public policies contribute to your mission?
…make your community activities more effective?
By engaging in public policy, can you enhance other aspects of your work?
What is the right balance among providing services, fundraising, public policy and other activities for your organization?

6. “We have a personal story to tell about our experiences that can educate legislators. We have the experience. We have the passion. We just need to do it.”
Wendy Hamilton Immediate Past President Mothers Against Drunk Driving

7. You can make a difference
Grassroots networks
-- all politics is local
Policy focused data is a commodity
Issues people care about and vote on

8. Right and Responsibility
Policymakers need your expertise.
They need to hear from your community.
Supportive public policies help fulfill your mission.
1st Amendment right

9. “The legitimate object of government is to do for a community of people whatever they need to have done, but cannot do, at all, or cannot so well do for themselves – in their separate and individual capacities.”
Abraham Lincoln
July 1, 1854

10. Community Engagement & Vision
Because government is a critical decision-
maker and the major provider and funder
of health and human services, we must
actively engage in public policy and develop
partnerships that include local, state and
federal governments.

11. Public Policy & Community Impact
If your organization is committed to creating sustained change at the community level, government must be viewed as a critical partner because of the long-term implications of policies, regulations and funding.
The depth and reach of government’s investment in social services requires that any serious player in this field be at the table to affect decision-making as an advocate for community needs.

12. The Basics
Have a Board level committee that has oversight and responsibility for public policy and authorizes the policy issues advocated by your non-profit.
Have a Public Policy agenda that reflects your community’s priority issues.
Communicate what that agenda is to key constituencies and advocate for it.
Panelists… this is spot where I would like you to talk a bit about how your agency organizes itself to engage in public policy, sets its agenda, etc.

13. What do you want to do? Decide your issue.
Enlist colleagues and constituents who care about the same issue.
What do you want to get done?

14. What makes a good issue? Immediate Actionable Clear and Specific
Unifying
Winnable
Has a clear target
Panelists: how does your agency set goals? Identify an issue that your group took on successfully.
From the handout:
1. Set goals
Gather reliable, timely information about the policymaking environment, including both threats and opportunities – this is an ongoing process.
Assess the organization’s lobbying resources and potential resources:
Specialized knowledge, technical expertise
Access to real people’s stories
Constituents who care
Public communications (messaging capacity, media relationships, social networking, etc.)
Personal connections with policymakers
Organizational networks with other agencies and colleagues that are likely to collaborate.
Make a wish list of public policies or budget decisions that would serve the organization’s clients.
Assess the strengths and weaknesses of adversaries that can be expected to oppose the items on you wish list. This includes interests that may not directly disagree with you but that will compete for scarce resources.
Prioritize items on the wish list. This is a triage process that involves making judgments about:
the urgency of needs/threats
whether the political or economic climate supports or hinders particular goals
the strength of your opposition
the policymaking methods required (e.g., agency policy, rulemaking, budget decisions, legislation) to achieve organizational goals
the likelihood that the organization (alone or in league with others) can make a difference.
Select the one or more key priorities (affirmative or defensive goals) on which the organization will focus. In selecting priorities, being “opportunistic” is a good thing, not a dirty word. Your organization cannot control the external environment, so you need to cultivate the ability to recognize and exploit the opportunities that the environment offers you.

15. Influencing Policy Long Term Goals Short Term Goals Months, Years
Timelines
Assigned responsibilities
Short Term Goals
Days, Weeks, Months
From the handout
Set a timeframe for achieving your goals. For example, if the organization can achieve its priority through a short term media campaign or at a pending administrative rulemaking hearing, the timeframe may be a matter of only few weeks or months. If it involves the passage of legislation, a multiyear strategy may be required.
Set timeframes and assign responsibilities for achieving your objectives. Your organization already does this in other areas, from fundraising to the delivery of program services. An advocacy campaign is just the same. If there are deadlines and task assignments, the work gets done. If there aren’t, it doesn’t.

16. Resources/Strengths/Challenges
What resources/strengths are brought to the effort?
How will achieving the targeted goals further strengthen the group
What internal challenges or obstacles will need to be addressed if goals are to be achieved?

17. Stakeholders, Allies, Opponents
Who cares about or supports these issues?
Who will oppose these efforts?
How strong are they?
Who is the targeted audience?
Panelists: please tell us about how you identify and recruit allies---- examples of successes in working in coalition with others
What do you do about opponents? How do you try to minimize their power?

18. Develop a Work Plan Establish working relationships with partners
Maintain capacity for gathering and using timely intelligence
Have an internal communication plan
Have an external communication plan
Identify advocacy tactics
Produce technical output
Recruit champions
Panelists: Please share examples of how you have used these elements to launch a successful campaign
2. Develop a work plan
Develop objectives in each of the following areas:
Establishment of working relationships with advocacy partners. This should come early in the process, so that discussions with allies inform your other plans, and so that you can coordinate your efforts.
Maintenance of a capacity for effectively gathering and analyzing timely intelligence.
An internal communication plan for engaging, mobilizing and informing your own constituents.
An external communication plan for disseminating information and mobilizing the public or constituencies outside of your organization.
Identify appropriate advocacy tactics (e.g. holding public hearings, meetings with elected officials, event to dramatize your issue, etc.) to achieve those objectives
Producing technical work output. This may mean drafting a bill, a legislative amendment, an agency rule or a council resolution. Or it may be a budget analysis, a research summary, a policy brief, a press kit, a coalition statement of principle, or a petition. Or some combination of all of these.
Recruiting your champion(s). Whatever your strategy, you will need to identify the policy makers or influencers who you will have to rely on to champion your cause, and you will need to get them on board early in your campaign. This may involve persuading key legislators to sponsor your amendment. It may involve convincing a particular media outlet to give sustained attention to your issue.
Set timeframes and assign responsibilities for achieving your objectives. Your organization already does this in other areas, from fundraising to the delivery of program services. An advocacy campaign is just the same. If there are deadlines and task assignments, the work gets done. If there aren’t, it doesn’t.

19. Achieving Your Goals Personalize and humanize the issues and needs
Offer facts and data
Build a diverse and broadly based constituency
Set specific achievable goals
Reinforce policymakers for their involvement and action
Provide awareness and education as a continuous process

20. Achieving Your Goals Influencing policymakers Influencing the public
Using the tools of public awareness and media
Building alliances
Panelists – examples of policy advocacy with your organization that demonstrates the need to be flexible, ability to compromise, when to draw a line in the sand.
4. Stay flexible
Don’t be a slave to your plan. Policy advocacy always involves numerous variables that you cannot anticipate or control. As Churchill observed, although planning is essential, the world has a way of making plans themselves unimportant.
Maintaining alliances calls for flexibility and compromise. “If you are working in coalition and it isn’t hard, you aren’t working in coalition.”
You must be willing to compromise, alter plans and change tactics. You can do so with integrity as long as you maintain your organization’s principles and keep focused on the ultimate goal. Know what your organization can live with, so you know when to draw the line.

21. Never doubt that a small group of thoughtful committed citizens can change the world; indeed, it is the only thing that ever has.
Margaret Mead