1

What on the Hill is going On??

Overview of Government Relations/Advocacy in the

Non-Profit SectorJanuary 30, 2013

2

Overview of Government Relations/Advocacy

1) Definitions2) Why is GR Important3) A Framework for GR 4) Basics of Strategy

3

Origin of the Term - LobbyistInitially (1600’s), petitioners would hang out in the corridors and reception rooms outside the British parliamentarychambers (the lobby) in which the legislature met, and try totalk to and persuade individual Members of Parliament totake up their cause as the Members walked in and out of thesessions.

This area is now referred to as the “Tim Hortons”

4

Federal Definition of LobbyingCommunicate with a Public Office Holder regarding:• Introduction/amendment of any Bill or Resolution • Introduction/amendment of any Regulation • Development/amendment of any Policy or Program• The awarding of any Financial Benefit• The awarding of any Contract• Scheduling of a Meeting

You are able to request publicly available Information!

5

Advocacy vs. LobbyingWhen organizations advocate, they seek to affect some aspect of society, whether they appeal to individuals about their behavior, employers about their rules, or the government about its programs. Lobbying generally refers specifically to attempts to influence government decisions that is more rooted in self-interest.

6

Advocacy vs. LobbyingThe distinction is helpful to keep in mind as the laws/regulations limiting the lobbying done by organizations may not apply to other advocacy activities.

To confuse you further….

We will use the term Government Relations

7

Definition of Government Relations

Communications with Decision-Makersto effect Outcomes

(What?/When?)

(Who?)

(Why?)

8

Why is GR Important?• Pythagorean Theorem

• Gettysburg Address

• Declaration of Independence

• Charter of Rights & Freedoms

24

286

1,300

2,609

9

Why is GR Important?

Regulation on the sale of cabbage……..

26,911 Words!!!!!!!

10

GR –Shift From…

As taxpaying citizen you expect yourgovernment(s) to fulfill certain

responsibilitiesand evaluate governmental actions it terms ofWrong or Right

11

GR –Shift To…

As a person acting in the interests of acorporate entity you need to viewgovernment(s) as rulemaker and viewgovernmental actions through a lens ofLosers & Winners

12

Classification Timeline Analysis (CTA)

A process that involves determining what you are asking government for and then selecting a strategy(s) that incorporates your “ask” with where in the system your issue is.

13

Why CTA?By providing a framework for the process, it allows people to have a conversation about strategy and a basic foundation for developing risk analysis and evaluation mechanisms.

GR strategy is still more art than science!!!!!

14

Classification/Timeline Analysis (CTA)

WHY?

Policy Procurement Presents

Chasing Envelopes

Selling to Martians

Rules of the Game

The first step is to define what category your “ask” is!

15

Procurement: Government as Customer

Classic Marketing Issue:

Product/Price/Promotion/Place“Determine needs and fill them better than the competition”

Feds spend about $13 billion/year on goods and services

16

PROCUREMENT

I used to be disgusted when I read those stories about the military buying $800 toilet seats… now I wonder if the company that sold them actually made any money!Source: Canadian company executive after 2 years of trying to sell to the government

17

PRE$ENTS…..

The Feds give out over $26 Billion a year from over 50 Departments and Agencies from over 700 envelopes!!!!!!!!!!

18

Presents: Federal Money now comes with some Conditions…

• Capacity building for organizations unless directly aligned with the mandate of YOUR organization

• Research and polling activities not directly tied to the mandate of YOUR organization

• Governments don’t like to be criticized with their own resources (Court Challenges Program)

• There will increasingly be less and less in this envelope!

Don’t bite the hand that feeds you!

19

POLICY: Definition

Policy refers to all the legislation, regulationand guidelines that frame, and influence, the environment in which business operates.

The RULES of the game!

20

Classification/Timeline Analysis (CTA)

WHY?

Policy Procurement Presents

Good Rules

Bad Rules

New Rules

Sad Rules

Issue of interpretation of regulations

Drop existing/planned action

Adopt new legislation/regulation

Modernize/adjust existing rules

21

Classification/Timeline Analysis (CTA)

Policy - Good Rules

Key GR Challenge: Getting government to interpret regulation differently

You will be dealing with Bureaucrats, and the outcome willbe based on facts. Don’t waste any political capital on this,a Minister will not overrule their officials. Use yourResources to put together the most persuasive argument(s)possible

22

Classification/Timeline Analysis (CTA)

Policy - Bad RulesKey GR Challenge: Getting the government to drop

existing, or planned, legislation

Your chances of success will be dependent on where you areon the Legislative Continuum. Your argument will need toaddress the fact that the policy objective is not being met,and/or that the unintended consequences outweigh thebenefits

23

Classification/Timeline Analysis (CTA)

Policy - New Rules

Key GR Challenge: Getting the government to adopt new legislation/regulations

You are starting from below zero. You will need to convince policy-makers that there is an issue that requires agovernment intervention and that the solution that yourlegislative proposal represents is the best option. Try to findother jurisdictions that have similar approaches to yours

24

Classification/Timeline Analysis (CTA)

Policy - Sad Rules

Key GR Challenge: Getting the government to change existing legislation

The government has already recognized the need to intervene, so you can concentrate on convincing them that the currentrules are obsolete and need to be modernized

25

Classification/Timeline Analysis (CTA)

On issues of Policy (Rules), it is important to understand where the issue is on the decision-making continuum and what the process for changing/modifying those rules would be.

26

GR Step 2: Determine where your issue lies

Casual Mention

Royal Assent

Formal Mention

Formal Intention

Request for Input

Draft Legislation

Senate Committee

House Committee

GR Opportunities

Formal Approval

Approval in Principle

27

For every action…In government, nothing happens in a vacuum.Once you determine what you are “Asking”government for, you need to review who theother “Winners” would be and who the“Losers” would be. Always anticipate“Pushback”

28

GR Process Basics

1. Clearly Define your “Ask” – Classify it!2. Align Interests (“Winners”)3. Anticipate Pushback (“Losers)4. Intervene as early as possible

29

Components of a GR Program

• Government Activity Monitoring• Communications• Contact Programs• Issue Intervention• Events

30

Government Activity Monitoring

The key consideration here is timeliness.

The sooner you can identify an issue of potential concern the greater your chances of effecting the outcome.

31

Important Sources• Campaign Platform Documents• Speech From the Throne• Budget Speech• Departmental Plans and Priorities• Ministerial Statements and Speeches• Speeches by Senior Public Servants • House and Committee Statements

32

Communications

You have to be RIGHT, in the RIGHT way, with the RIGHT person, at the RIGHT time.

33

Partisan vs. Political Actions• At the foundation of Partisan Action is the

notion of “us” vs. “them” with a overlay of “good” vs. “bad”

• Political Action involves building ongoing relationships with all players that is driven by facts and aligns interests

34

Being Right…..

Be factual, spin is tolerated but dishonesty isnot. Put your argument in the best lightpossible, “Winners & Losers” provides moreopportunity than “Right or Wrong”to stretch your argument(s).

35

In the Right Way…

1. Is this a bureaucratic or political decision?2. Does it require legislative, regulatory or

Order in Council (OIC)?3. Speak Their Language4. Understand Their Situation

36

With the Right Person…

Provincial and Federal governments maintainan online directory (database) of all staff. You can search by:

• Name• Department• Position• Etc.

37

At the Right Time…

If you understand the financial and legislativecycles of government, you will be able toalign your ask/intervention with the decision-makers requirements, timelines and deadlines.

38

Contact Programs

Find your Natural Allies

Know your Respective Ministers/Parliamentary Secretaries/Critics

Know your Legislative Committee(s)

Identify Key Bureaucrats

What is Your Point?

Most overlooked, minimized and under-valued question in the GR process…..

40

Issue Intervention

Your “Point” should include:

• Rationale for change you are seeking• Clear and realistic “Ask”• Reference to change mechanism/process

41

Issue Intervention•Never do any heavy lifting by yourself•Strength in numbers (Blowfish)•Use the media wisely

42

Events

• Great potential for creative strategy• Increased Importance given new lobby rules• Provide Profile for key elected officials

43

The Government Relations (GR) Process

1) Determine your existing/potential points of contact with regulatory framework(s) and monitor the activities of government(s)

2) Identify potential friction points or areas for action

3) Determine the key “Asks” and points of resistance. Align interests of “Winners” and anticipate “Pushback” from “Losers”

4) Develop strategies for intervention and monitor outcomes against identified GR objectives