Influencing policy

1. Influencing policy Presentation to EQUAL March 2004

2. What is policy? • A course of action pursued by government • We therefore need to address the process, structures, procedures, actors whereby decisions are taken for the allocation of money, resources, the public good and the regulation of society • It is not a clear process. Many parts are hidden from public view

3. Who makes or influences policy? • Government • The Oireachtas • Public service, administrators and regulators • Local government • Political parties • Lobbyists and interests • Social partners • Voluntary and community organizations • European Union • Think tanks (ESRI, TASC) • Media Different bodies that must be addressed in different ways Details of all relevant bodies in IPA Yearbook

4. Policy making: a rational model? • Problem is defined • Information is gathered and researched • Information is analysed • Government may appoint committee/task force • Options are considered A, B, C, D • Decisions are taken (e.g. white paper, budget, legislation) • Implementation systems are set in place • After a period of time, evaluated • Cycle is recommenced But is it really quite this simple…?

5. Not a clear process • Some players are hidden from view • Some enter and exit unevenly • Balance of forces difficult to assess • Outcomes not always clear or decisive • A dynamic process • Four stages: defining the issue, getting in on the political agenda, shaping the response, implementation and monitoring

6. First steps to influencing policy • Step back from the day to day work • Identify the policy domain • Deciding that you want to influence policy • Set down objectives • Set down a system of planning, evaluating, using resources, mobilization, ensuring support • Time to reflect

7. Identifying the policy domain • Who decides, shapes policy in your area? [e.g. ministers, parties, European Union, government department] • Where are the expressions of policy?(white paper, budget, statement in Dail)What is the policy? Does it work? • Who are the current actors? • What else is on the policy menu? What other solutions are on offer? • Who are the other potential actors?

8. What is influencing policy? • A systematic course of action for a special purpose • This means that it is planned and has objectives • Its aim is a different result, outcome, a change in behaviour (either new behaviour, different behaviour, ceased behaviour), with changed values or procedures. • It could also involve different spending patterns or priorities, including people who were not included before, consulting people who were not consulted before. • Raising awareness is not changing policy.

9. Planning to influence policy • What is the problem, the difficulty, the issue? • Why is it a problem? Why are its effects so serious? What costs does it impose? • Is it a problem of policy, resources, procedures or what? • What do we want done about it? • What would be the consequences of this change? • Who might oppose it and why? • What are the benefits, to whom, if the problem is solved? • So who do we want to do what?

10. Getting started • Agreement on objectives • Researching and preparing one’s case • A plan for engagement: who are we planning to change, how and in what way? • Setting up allies and supporters • Contact points and organizers: Who does what? • Resources • Ensuring a continued mandate

11. What is needed to influence policy • Information and analysis • Knowledge of how the system works • Presenting one’s case to people, media personably • Writing letters • Building links and networking • Doing mundane activities well (e.g. annual reports) • Persistence, persistence and persistence • A belief in success • More knowledge, determination than the other side • Making mistakes, stopping, evaluating, humour

12. Why influencing policy is difficult • Not knowing where to start • Lacking information • Keeping up to date • Not being able to get in the resources • Negotiating with the suits • Making mistakes

13. Influencing policy: general principles • Set short, medium and long-term objectives • Winning of small, early successes • Setting down priorities, not everything at once • Period of review • Matching skills to people • Conserve energies. Most take a long time. • Make decisions about style and approach • Creativity

14. Working with the political system • Which part should we approach? Officials, ministers? Public servants (at what level?) • Who has responsibility? Who can solve the problem? Who else is involved? • Ireland has an accessible but poorly resourced political system.

15. Influencing the Oireachtas • Value and importance under-rated • A pressurized, overloaded, reactive, verbal system. One page only. Driven by incoming. • Responds well to specifics. • Several avenues: questions, adjournment, debates, Bills, access to ministers. • Work on a cross-party basis. Spokespersons in both houses. Don’t forget the Senate. • Members will offer advice. • Meetings must be businesslike. • Support does not follow predictable patterns. Some have specific interests: follow the debates. • No substitute for systematic lobbying of members.

16. Working with central, local government • Central government well resourced, local not. • Details in IPA yearbook. The importance of going in at the right level. • Civil servants read. • Don’t forget planning units, libraries. • Local authorities poor at documenting their work. • Local authorities accountable through councillors • Benefits of long-term relationships with councillors.

17. Influencing Europe • Know the institutions, role, procedures • Commission is main driver. Identifiable, accessible officials. • Role of the COMDOC • Can be effectively influenced through MEPs, European networks, own government. • Also recognize role of intergroups, agencies, ESC, CoR • Keeping up to date costs time, effort, money, but made easier by: Europa website Irish information sources Networks Independent news sources and guides

18. Commissions and task forces etc • Governments set them up for different reasons (unsure, to collect expertise, build consensus, holding actions, resolve rivalry, legitimize) • Many forms: Commissions, initiatives, review groups, task force, working group, expert working group, interdepartmental group, advisory group, review body, forum • A good opportunity for access, networking • Good opportunity to present own policy • How do you measure and what do you do with the outcome?

19. Role of policy documents • To define a problem • State the facts • Analyse the government’s response • Criticize and sow doubt • Take in models from elsewhere • Look at the policy menus • Put forward options and proposals • Build allies and supporters • Establish organization as a player • Show seriousness of intent • Talk ideas and get money • Can be re-used with other bodies • Only as good as one’s ability to land in the right place, followup work

20. Content of a policy submission • Who we are and why we are doing this • The nature of the problem (causes, extent, outcomes, hardship, consequences) • What can be done, how this can be avoided • What should be done. Who must do what. • Benefits of solutions, costs of non-solutions. Legitimacy – pain - vision

21. Making policy proposals effective • Short, not repetitive, making every word count • Avoid jargon, using plain English • Proper layout, checking, presentation • Decide who it is going to before you start • Making the follow-up plan before you start • Decide who you want to meet afterwards • Plan follow-up letters, questions

22. Testing the impact of policy reports • How many copies left? Best-seller? • Are people still talking about it? • Still debated in Oireachtas? • Referenced by state, research bodies? • Asked to present it to external audiences?

23. Role of research reports • Important for an organization to know its own facts • Vital if planning to convince others • Raise debate from anecdotal to quantifiable • Anticipate the arguments against • Generally considered seriously by govt, media • Only as good as targeting and follow-up

24. Making research reports effective Publication generally regarded as end of process. Many exhausted. But Who will they be sent to, who will be asked to do what, what should it achieve in a year’s time? • Draw up a mailing list of: • Political community • Administrative community • Media • Allies • Research bodies, institutes, think tanks, libraries • Plan for meetings, debates, discussions, promotion campaign.

25. Using newsletters to influence policy • Enables organizations to define issues • Newsletters should bring news • Create a sense of who we are, what we are doing and why we are communicating it to you • Good way of involving people, members in policy • Newsletters should run editorials • Supplement policy, research work

26. Mailing lists • One of the most important tasks. Organization’s effectiveness depends on an accurate up to date and well targeted mailing list. • Essential for newsletters, research & policy reports, annual reports • Represent the universe you wish to reach (political, administrative, research, media). Trawl IPA. • Check it is up to date, delete the dead, add new people, enquirers. Who should be added? • Circulate among members for verification

27. Perspective of the lobbied The lobbied respond best to people who: • Know what they want • Can distinguish short, medium, long term • Are up to date and know their field • Supply regular and reliable information • Get in at the appropriate level, often junior • Are brief and to the point • Leave one page behind • Appreciate another side to the argument • Appreciate the limits of their lobbying