Public Policy Advocacy eng.pdf

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New Perspectives for Women

65, Stefan cel Mare bd. office 603 Phone: +37322.271.290 [email protected] Chisinau, Republic of Moldova Fax: +37322.272.489 www.winrock.org.md

PUBLIC POLICY

ADVOCACY

Chiinu, Republic of Moldova

2005

Former Lt. Governor for the State of South Dakota

Carole Hillard


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Winrock International/New Perspectives for Women ii

Public Policy Advocacy Training Manual for

Business Associations

Contents

Training Manual

Lt. Governor Carole Hillard Curricula Vitae

Winrock International heartily appreciates Senator Fred Whitings materialsPublic Policy

Advocacy Training Manual for Business Associations and his generosity to share this

publication in Moldova. Winrock InternationalsNew Perspectives for Women (NPW),

funded by the US Government through the United States Agency for International

Development, works to create opportunities for a better future for young rural women aged

16-24 through integrated economic empowerment programs, crisis prevention and a complex

network of support services. Winrock provided Romanian and Russian translation.

This publication in Moldova was made possible through support provided by U.S. Agency for International

Development (USAID) Mission for Ukraine, Belarus and Moldova, under the terms of Grant No. 121-A-00-04-

00709-00. The opinions expressed in this publication are those of the author(s) and do not necessarily reflect theviews of the U.S. Agency for International Development.


3/48Winrock International / New Perspectives for Women 1

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PUBLIC POLICY ADVOCACY

TRAINING MANUAL

FOR BUSINESS ASSOCIATIONS

Deliverable for B MI Component, Task No.233.5Contract No.278-C-00-02-00201-00

May 2002

Ach ievem ent o f Market-Frien dly Init iati ves an d Resu lts Pro gram

(AMIR Program)

Funded by U.S. Agency f or International Development

2

This training manual has been prepared by State Senator Fred C.

Whiting, a contract employee of the Center for International Private

Enterprise (CIPE), under subcontract to Chemonics International Inc.,

prime contractor to t he The author acknowledges the incorporation

herein of excerpts from CIPE training materials developed for its

programs supporting the increased role of business in public policy and

democratic development around the world.



3

Table of ContentsSlides

Public Policy Advocacy - What is it? 5 9

Public Policies Include 10-12

Goals of Business Advocacy 13-16

Advocacy is Critical 17

Advocacy is Critical to Business Associations 18-20

Advocacy is Critical to Law-Makers and Regulators 21-22

What Law-Makers & Regulators Need from Advocates 23-24

Step #1 - Creating the Advocacy Team 25-28

Step #2 - Issue Identification 29-34

Step #3 - Research 35-38

Step #4 - Establishing Goals 39-41

Step #5 - Budgeting 42-44

Step #6 - Advocacy Targets 45-48

Step #7 - The Message 49-52

Step #8 - Advocacy Materials 53-55

Step #9 - Create Grassroots Advocates 56-59

Step #10 - Work with the Media 60-64

Step #11 - Become Part of the Governmental Process 65-68

Step #12 - Build Coalitions 69-73

The Final Step - Advocacy Evaluation 74-77

And Finally --- 78

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PUBLIC POLICY ADVOCACY FORBUSINESS ASSOCIATIONS

SENATOR FRED WHITING AMMAN, J ORDAN

MAY 2002

LIEUTENANT GOVERNOR CAROLE HILLARDMOLDOVA 2005



5

PUBLIC POLICY ADVOCACY

z WHA T I S I T ? ?z * ISSUEORIENTED

z * FOCUSED AND

z LIMITED IN SCOPE

z * PRO-ACTIVE as well

z as REACTIVE

z * ACHIEVABLE

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PUBLIC POLICY ADVOCACYWHAT I T I S NOT !

* TROUBLE-SHOOTING / FIRE-FIGHTING

* SINGLE INCIDENT* ATTEMPT TO ASSUME THE ROLE OF

A LAW FIRM* MOVING MOUNTAINS OR CHANGING

THE WORLD



7

What is public policy advocacy ?

It is very important that your busi ness association members understand from the outset what

is meant by public policy advocacy.

Your associations advocacy efforts should be focused on public p olicy issues. Advocacyshould seek to ensure that public pol icies are business-friendly that they create an

atmosphere in which free enterprise business can thrive. Advocacy should seek to ensure

that laws and regulations governing busin ess activities are consistent with such policies.

Advocacy should seek to ensure that the laws and regulat ions are consisten tly fol lowed by

those charged with their execution and that they are consistently and fairly enforced.

Your associations advocacy efforts should focus on those issues that impact your

associations interests. You will of ten want to enter into coalitions w ith other associations to

advocate issues of mutual interest. But be careful in becoming engaged in social or politi cal

issues which are not of immediate interest to your association. You have a limited amount of

political capital and must spend it wisely!

Your advocacy efforts should be focused and limited in scop e. Your goals should be well-

defined. Some issues will need to be dissected and dealt with as a number of related sub-

issues, rather than being tackled as a single effort.

Your advocacy goals should be r easonably achievable within a limited time-frame. Some

goals will be long-term, while others will be short or medium-term. Prioritize your advocacy

goals so that your resources can be used efficiently.

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What public policy advocacy is not !

Public policy advocacy must be distin guished from the mere seeking of favorable orpreferential treatment from government by one company or bus iness sector. The public policy

advocacy program of a business association would normally be limited to seeking to impact

important policy issues on a long-term basis as opposed to seeking to troubl e-shoot or

fire-fight for members in their day-to-day business activities. Of course, policy problems are

reflected in ind ividual cases. But rather than tackling an ind ividual case (the symptoms of a

problem), your advocacy effort should tackle the basic pr oblem (the disease). A reasonable

volume of individual cases will provide you with the evidence that will enable you to

demonstrate the existence of a problem and the need for change; but your focus should be on

the overall problem, not the particular cases.

Your members should not expect your association to provide day-to-day problem solving

services relating to the normal course of their business tr ansactions. Your advocacy task is

not to settle disputes between your members and government. Most such daily problems wil l

have to be settled in-house by your members or outside through the services of law firms,

collection agencies, consultants and other dispute-resolving and problem-solving experts.Your advocacy effort should focus and the big picture long term, policy changes.

Your advocacy efforts should focus on the possible those issues that your association,

either alone or in coalition with others, can reasonably impact. Do not attempt to correct your

countrys balance of payments problem, stop deficit spending, halt inflation, strengthen your

currency, revise the entire tax code. Instead focus on is sues that are limited in scope, issues

that are amenable to a reasonably clear solution, issues that are politically acceptable and

with whi ch your members are particularly familiar.



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Pro-active vs. Reactive Advocacy

It is always easier to close the door before the horse has run from the barn than it

is to capture the horse and return it to the barn. Likewise, it is easier to effect

public policy before it has become a fait accompli. Once a policy has becomeentrenched, there will be vested interests in perpetuating that po licy. It is

incumbent upon your association, through its Advocacy Committee, to be forward

looking to anticipate policy determinations that are coming down the road and

to contribute to the policy debate at an early stage. To this end, your Committee

will need to monitor and analyze what is happening on fronts, including the

activities of individuals or groups that are competitive with or in opposition to your

association.

There will be instances, however, when a policy (e.g., a regulation) comes into

effect without pr ior warning. It is thus impor tant for your Advocacy Committee to

also serve a watch-dog function, to be on the alert for policy changes impacting

your members that should be nipped in the bud, that is, addressed before they

become entrenched and more difficult to alter or cause hardship to your

association members.

Your advocacy will be most effective when you set your own agenda !!

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PUBLIC POLICIES INCLUDE :

* LEGISLATION

* REGULATIONS

* EXECUTIVE DECREES/ ORDERS

* ADMINISTRATIVE ACTIONS (ORLACK OF ACTION)

* POLITICAL PARTYPLATFORMS

* PUBLIC OPINION



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Dealing with Government Inaction

In addition to governmental actions that we normally think of as public policy,

your Advocacy Committee should broaden its focus in several directions.

Government inaction may affect your association members as much as

government action.Al l too of ten, government agencies and bureaucrats fail to

carry out activities or to perform enforcement functions mandated by laws,

regulations or executive orders. This cou ld apply to long-standing laws,

regulations or orders or it could apply to your advocacy efforts. You may

succeed in advocating for a policy change only to find that implementation is

being blocked by bureaucrats. Priority issues to be dealt with by your Committee

may thus include advocating for already-authorized actions to be taken.

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Shaping Public Opinion

The shaping of public po licy even before it reaches government decision-

makers is also critical to successful advocacy. It may be necessary for you

to influence special interest groups or key private sector ind ividuals before

you are in a position to pursue your advocacy with government. It may be

necessary, for example, to bring a labor union or environmental

organization on side before you are in a position to advocate your pos ition

to government. On an even more elemental level, it may be necessary to

shape public opinion more generally before you can effectively advocate

your position to government. This may mean advertising your position in

the media, launching a letter-to-the-editor campaign, speaking to civic

groups, making your case to the editorial board of newspapers in your area,

etc. It can be quite useless to swim upstream with your advocacy effortsagainst the current of public opin ion. Your advocacy efforts may have to

first be addressed to changing public opinion. Only then can you hope to

effect government policy.



13

GOALS OF BUSINESS ADVOCACY

* TO CREATE A FAVORABLE FREE

ENTERPRISE BUSINESS ENVIRONMENT

* TO BECOME PART OF THE LAW-

MAKING/ REGULATORY PROCESS

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GOALS OF BUSINESS ADVOCACY

* TO CREATE A FAVORABLEENVIRONMENT TO ELIMINATEECONOMIC DISPARITY AND STOP THEILLEGAL MOVEMENT OF WOMEN ANDCHILDREN

* TO ESTABLISH CLOSE WORKINGRELATIONSHIPS WITH GOVERNMENTDECISION-MAKERS ANDADMINISTRATORS



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GOALS OF ADVOCACY

* TO BE ABLE TO BE PRO-ACTIVE

* TO BE ABLE TO REACT

EFFECTIVELY

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Become Part of the Process !

The fundamental goal of bus iness association advocacy i s, of course, to

create a favorable environment in which our association members can pursue

their business activities. To accompli sh this goal on a long-term sustainable

basis, our association must come to be seen by policy-makers as an integral

part of the law-making process. Our ultimate goal as advocates must be to

become so much a part of the process that those who are involved in the law-

making/ regulatory process automatically turn to us for advice and assistance

in formulating policies impacting our members. We must seek to establish

such c lose working relationships with po licy-makers that we are seen by them

to be constructive members of the policy-making team. We must be seen as

facilitators of the process, not as road-blocks. If we can achieve this status,

we will be able not only to re-act effectively to proposed policy changes, but

we will be able to pursue our own agenda on a pro-active basis.With our special knowledge of the needs of our members, we should play a

pro-active, leading role in establishing the ground rules that will govern our

members business activities. Rather than meekly submitting our association

members to the will of others, by becoming part of the policy-making process

we ensure that we will be major players in shaping the environment in which

our association members will pursue their business activities. By becoming

pro-active advocates, we become masters of our own fate.



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ADVOCACY IS CRITICAL TO:

WOMENS ORGANIZATIONS

LAW-MAKERS

THE BUREAUCRACY

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ADVOCACY IS CRITICAL TO


* TO CREATE A FAVORABLE EQUITY

ENVIRONMENT

* FOR STABILITY IN POLICIES

* TO ENSURE SENSIBLE LAWS AND

REGULATIONS

* FOR FAIR AND REASONABLE

ADMINISTRATION OF LAWS AND

REGULATIONS



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ADVOCACY IS CRITICAL TO


* FOR EFFECTIVE APPLICATION ANDENFORCEMENT OF LAWS AND

REGULATIONS

* TO ENSURE ACCESS TO GOVERNMENT--

TO BE IN THE LOOP

* TO ENSURE THE RULE OF LAW

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Advocacy is Cri tical to your Organizations Members !!

Your members require a political and economic environment conducive to the

successful operation of their business activities. They need sensible policies,

stability in pol icies, reasonable policy implementation through regulations and

effective administration.

An effect ive advocacy program thus has tremendous value to your members:

Enabling your association to be part of the policy-making process to havea voice in the formulation of po licies affecting your association members.

Enabling your association to be in the loop to become aware of policychanges before they become law or regulations.

Enabling your association to be pro-active as well as effectively re-active.

Enabling your association to promote democracy, the free market economy,the role of law and other fundamental issues that w ill create a political and

economic environment favorable to the prosperity of the nation in general

and to your association members in particular.



21

ADVOCACY IS CRITICAL TO LAW-

MAKERS AND REGULATORS

z THEY NEED :

* INFORMATION REGARDINGISSUES

* PUBLIC AND CONSTITUENTOPINIONS

* HELP IN THE LAW-MAKING

PROCESS

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Your advocacy is Critical to Policy-Makers !!

It is simpl y not possible for polic y-makers to be expert in every field (even with good staff).

Policy-makers need input from the public , especially those members of t he public actively

engaged in t he area under con sideration. If clear and concise in formation is presented to

them in a non-confrontational manner, policy-makers generally welcome input from

knowledgeable members of the public .

Your association can further assist pol icy-makers by helping them move policies through

the bureaucratic and legislative process. You can provide advice and assistance in the

drafting of legislation and in explaining the issues to those in the executive and legislative

branches of government who must agree to the policy changes.

Policy-makers, particularly elected officials, are sensitive to the opinion of their

constituents. They are much more interested in issues of general concern than they are in

issues of concern to a small group of individuals or businesses. It is thus important to

impress upon them that your associations policy position s have broad support among

your membership and are acceptable to the public generally. By engaging in informational

activities among the public, you can shape public opinion and create the demonstrable

public support necessary to con vince policy-makers that, by acting in the interests of your

association, they are also acting in the public good



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WHAT LAW-MAKERS & REGULATORSNEED FROM ADVOCATES

* LEGITIMACY* HONEST PRESENTATION

* BALANCED OPINIONS

* RESPECT FOR CONFIDENCES

* POLITICAL SENSITIVITY

* PLAY BY THE RULES !

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What Policy-makers Need from Advocates

Policy-makers need to know that you r association and i ts representatives are legitimate

that they truly represent a significant cons tituency rather than the special interests of

a few.

Credibility is critical to your success as an advocate. You must be totally truthful and

balanced in the presentation of your case present both sides of th e argument and

explain why your si de is to be preferred. Present facts and figures, not just emotional

arguments. Show that your position is best for the greater good, not just of your

association members, but of society as a whole.

Your advocates must be politically sensitive. You must understand the various political

forces at play regarding your issue and the pressures they bring to bear on policy-

makers. At times, advocates may find themselves trying to negotiate a political mine-

field, with a need to de-fuse opposition to their positions before they can expect polic y-

makers to seriously consider them. And timing may be critical to successful advocacy fo r example, po li tical ly sensi ti ve i ssues of ten are best not raised just befo re an

election; issues requiring government funding are best not raised in a period of

economic recession and government budget-cutting.

Dont fall into the corruption trap ! In addition to inevitably bringing embarrassment and

penalties to t hose involved, illegally influencing policy-making will almost certainly be

unsuccessful in the long term. You will be building your castles on sand. The best

advice is to play by the rules and taken no shortcuts.



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STEP #1

CREATING THE

ADVOCACY TEAM

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THE ADVOCACY TEAM

* THE CAMPAIGN MANAGER:

CHAIRMAN OF THE ADVOCACY

COMMITTEE

* THE ADVOCACY COMMITTEE

* STAFF

* OUTSIDE CONSULTANTS* COALITION MEMBERS



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STEP #1 - Creating the Advocacy Team

The first step in the advocacy campaign process is to f orm a standing committee of your

association charged with the advocacy functi on, then to assemble your advocacy campaign

team.

(Note: Various names may be used for yo ur advocacy committee, for example: GovernmentRelations Committee, Government Affairs Committee, Policy Committee)

The key team member is the campaign manager the Chair of your Advocacy Commit tee, who

will b e responsible for push ing the agenda and ultimately achieving the set goals. Ideally, the

Chair must have the following qualities:

a good understanding of the indust ry that your association represents, the environment itoperates in and the issues confronting it

team-building, leadership qualitiescommitment to t he advocacy funct ion of the associationtime to d edicate to leading the advocacy campaigngood connections w ith the relevant policy-makers

The Advocacy Committee Chair need not necessarily be a Director of t he association. It is more

important th at he or she have the above-mentioned qualities. Linkage to t he Board of Directors

can be provided by having a Board member sit on the Committee and serve in a liaison rolewith the Board.

Members of t he advocacy committ ee should include those indi viduals who have experience

with the key issues faced by the association members.

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It is crit ical, however, that they be willing to devote their energies to the common goo d of the

membership and not just to the issues that impact their own busin ess. It is, of course, useful if

the Committee members have some personal connection w ith policy-makers, but it is more

critical that they have an understanding of the issues, the commitment to the advocacyfunction and understanding of the advocacy process.

Their role is primarily to organize the advocacy functi on of the association they can tap

others to make personal approaches to policy-makers.

The Advocacy Committee will need staff assistance to accomplish its goals, particularly in th e

areas of issue research, media and publi c relations, community r elations, regulatory affairs

and marketing. Consider utilizing volunteers and staff of association members as well as staff

of the association itself. Ideally such staff members would have the ability to cult ivate working

relationships with the staff of polic y-makers.

Consideration should be given to including outside consult ants, where necessary for needs

not addresses internally. Such consultants could serve either as members of the Advocacy

Committee or as advisors to the Committee. The Committee will need the services of t hose

with professional advocacy experience, legal skills, the ability to draft legislation and

regulations, media and public relations experts, etc. They could be volunteers or hired on afull-time or part-time basis. For example, consideration could be given to retaining the

services of a retired bureaucrat, a retired parliamentarian or a retired attorney with good

connections to government.

As some i ssues wil l go beyond the par ti cu lar in terests o f your associati on members and thus

lead to coalitions w ith other associations, it may be useful to include on the Advocacy

Committee members of other associations, perhaps on an ad hoc basis as regards specific

coalition issues.



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STEP #2

z ISSUEIDENTIFICATION

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ISSUE IDENTIFICATION

* CAST A WIDE NET

* MEMBERSHIP POLLING

* FOCUS GROUPS

* LONG TERM / SHORT TERM

ISSUES

* PRIORITIZE

* COALITION ISSUES



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ISSUE IDENTIFICATION

*PRO-ACTIVE ISSUES

*MONITORING (WATCH DOG)

ISSUES

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STEP #2 - Issue Identification

Obtain Advocacy Committee consensus regarding the business obstacles, suggested reforms and other

issues that you intend to focus on. Issues should be:

those relevant to a substantial portion of your membershipdeal with significant policies, not single incidences or particular transactions

focused on matters that you can influence no point in choosing the national budget deficit as one ofyour issues

amenable to specific, definable solutions a clear fixpolitically feasible

those on which t here is a consensus among your members (but don t let a few members veto your chosenissues or your pr oposed solutions you cant please all your members all the time)

those for which approval by your Board is likely

For starters, ask your staff for their suggestions regarding priority advocacy issues and recommendations

for sol utions. They should have a feel for bus iness obstacles facing your members and may know of

policies being considered by government that would impact your members.

Survey your membership for issues critical to your associatio n. To give your membership the proper focus

for their sugg estions, it may be useful to define the criteria for iss ues (as above) and to give them some

suggested issues for them to consider. (These could be issues initially identified by your association staff

as possible advocacy issues). Be sure to ask the members to prior itize their suggested issues. And be sure

to ask them to propose specific solutions for each issue they suggest.

Re-survey issues periodically (at least annually). Keep your issues fresh up to date. Assess your

progress on issues being advocated and be prepared to drop those for which progress is pr oving too

difficult or which have become less significant to your members.



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Consider convening one or more focus groups from among your membership. Often ideas will come

to the surface in a focus group discussio n that would not have come out of a survey. The use of a

facilitatorsomeone who has a good feel for the industry and government policy impacts on it -- is

often criti cal to the success of a focus grou p. Again, issues should be accompanied by proposed

solutions / desired outcomes a clear plan for policy-makers or administrators to overcome problemsidentified.

It will often be most effective to break issues down into specific sub-issues and component parts to be

tackled in sequence. For example, rather than st reamlining the Bureau of Customs procedures, it

may be most effective to specify the procedures most in need of reform and tackling them individually.

As sug gested above, speci fic solut ions s hould be p ropos ed for each i ssue. The recommendat ions

should show policy-makers or administrators exactly what needs to be done to resolve a certain issue.

Try to look at your i ssues from a policy-makers point of view your proposed solutions should reflect

political realities. Providing policy-makers with a convincing and ready-to-implement recommendation

increases the possibility that the recommendation will be adopted.

Having obtained issues and recommendatio ns from members, have the Committee staff analyze them

and make recommendations to the Committee regarding their im portance to the general membership

and the feasibility of associ ation advocacy. The Advocacy Commit tee must then prioritize the issues,

based upon their relevance to the general membership, the feasibilit y of their resolut ion and the

availability of adequate association resources. In some cases, the Committee may deem it advisable to

submit the list of recommended issues to the general membership for prioritization, possibly reserving

to itself the final determination.

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Issue briefs should be prepared by the Committ ee staff for those prior ity issues selected by the

Committ ee or the general membership. Issue briefs should include:

a title for the issue (e.g., Customs Procedures )

description of the specific problem

background

proposed association position

advocacy objectives/ desired outcomes

the other side of the issue

(See sample US Chamber of Commerce issue brief Appendix A)

The issue briefs will be submitted to the association Board for final approval of t he issues and the

advocacy campaign. Board approval should include prioritization of the issues and approval of

recommended polic y positio ns/ solution s. The Board will generally approve an annual advocacy

program, recognizing that issues may develop during the year that require insertion into the

program.

(As a footno te: At the outset of its advocacy efforts , the association may be well advised to select a

few issues that have a clear chance of successful advocacy in the short term to make clear to the

association membersh ip that the advocacy effort can bear desirable results and that the Advocacy

Committee is not just tilting with windmills.)



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STEP #3

RESEARCH

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RESEARCH

* ASSIGN RESEARCH RESPONSIBILITY

* IDENTIFY INFORMATION SOURCES

* DO OPPOSITION RESEARCH

* ASSESS PUBLIC OPINION and the

POLITICAL ENVIRONMENT



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STEP #3 - Researching the Issues

A key s tep in any advocacy campaign is to gather all of the relevant i nformat ion

concerning both s ides of an issue. Information also should be developed regarding all of

the policy-making entities involved and their role in the policy-making process as regards

the issue. A sound research component will min imize the risk of surprising inf ormation

coming to the surface during the campaign.

Opposition research shoul d be conducted in order to obtain a clear understanding of th e

arguments on the other sid e of the issu e and to be able to prepare rebuttal arguments.

Public opinion must b e assessed as part of the research effort. Elected government

officials are particularly sensitive to public opinion. Misjudging public o pinion can spell

disaster for an advocacy campaign. If it i s determined that a significant segment of public

opinion is against your associations po sition on an issue, it may be necessary to back off

and seek to t urn public opinion around before proceeding to attempt to influence policy-

makers. Among ways of measuring public opinion are opinion/issue polling, telephone

surveys, and focus group testing. It may be necessary for th e Advocacy Committee to hire

a professional pollster and commission a poll or survey to judge the public opinion

impacting your issue. Of a significant number of the public and the views of key segments

of the public need to be incorporated into your message development and overall strategic

approach to advocacy.

Research should include an analysis o f the overall political environment as it i mpacts your

advocacy issue. Political environment analysis paints a pictu re of the political forces

bearing on your issue and the direction policy is moving as regards your issue, enabling

you to focus your advocacy efforts on the most product ive pressure points.

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Research results will permit re-assessment of t he issue, the proposed soluti ons and the

feasibility of su ccessful advocacy. The Advocacy Committee should review the research

results with an open mind and be prepared to recommend to the Board a shift i n positio n

regarding the issu e or the proposed solutions.

The responsibility for research usually falls on the association staff assigned to the

Advocacy Commit tee. Staf f o f associati on members might be assigned research

responsibilities as well. If adequate staff are not available, it may be necessary to farm out

some or all of the research effort to qualified professionals.



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STEP #4

ESTABLISH GOALS

40

GOALS

* DETERMINE FEASIBLE GOALS

FOR EACH PRIORITY ISSUE

* ESTABLISH TIME-LINES

* ESTABLISH MEASUREMENT

CRITERIA



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STEP #4 Establishing the Goal

Any advocacy effor t m ust start wi th a sense of its goals. Am ong those goals some d is tinc tions are

import ant. What are the long-term goals and what are the short-term go als? What are the content

goals (e.g., policy c hange) and what are the process go als (e.g., establishing a worki ng relationshi pwith th e Ministry of Trade and Industry)? These goals need to be defined at the start, in a way that

can launch an effort, draw people to it, and sustain it over tim e.

Your Advocacy Commit tee should, as to each advocacy issue, establish reasonable goals as to

what is to be accomplished and the time-line for accomplishment.

Based upon the research that has been done for t he Committee, consideration shou ld be given as to

precisely what goals can be realisti cally accomplished. It may be determined that only a partial

soluti on to the probl em is feasible at this time, or that the final desired result can be achieved only by

the successful achievement of a series of sub-goals. This determination wil l dictate the advocacy

strategies to be adopted by the Committee.

Research wi ll also in dicate the feasible time-line for advocacy of the issue. It will be seen that some

issues have the possibility of short-term accomplishment while others will require a long-term

commitment.

Based upon the targeted goal and the time-line for accompl ishment, the Committee will have to

assess the resources required for t he advocacy campaign and compare those resources to the

resources available. The inevitably fini te resources will t hen have to be allocated on a priority basisto the advocacy issues to be undertaken.

Establish measurement criteria for each goal so that you can measure your success (or lack

thereof) along your time-line.

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STEP #5

BUDGETING



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BUDGETING

* SELECT PRIORITY ISSUES AND

GOALS

* LIST ACTIVITIES PLANNED FOR

EACH PRIORITY ISSUE

* BUDGET FOR EACH ACTIVITY

* DETERMINE GLOBAL BUDGET

* ALLOCATE BUDGET AMONGCOALITION MEMBERS

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STEP #5 Budgeting

Al l advocacy campaigns have a fin ite amount of resources human and

financial to work w ith, and it is within this framework that your Advocacy

Committee must allocate the proper funding and other resources to ensure

that the advocacy campaign goals can be realized. Preparing a budget will

provide your Committee with a tool to assess how far it can go in designing

campaign strategies that might be necessary or desirable to accomplish the

established goal.

Having designed the campaign strategies and related activities (tactics), the

Committee can estimate the cost of the campaign and, comparing that to the

initial budget allocation, either (1) revise the budget for this campaign basedon a reassessment of the priorit y position of this campaign as compared to

the other issues to be advocated or (2) revise the campaign strategies and

tactics for this campaign.



45

STEP #6

ADVOCACY

TARGETS

46

ADVOCACY TARGETS

* IDENTIFY KEY POLICY-MAKERS

AND ADMINISTRATORS +

OTHERS WHO INFLUENCE THEM

* DETERMINE TARGET APPROACHSTRATEGIES



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STEP #6 Advocacy Targets

Who are the people and institut ions you need to move? This incl udes those who have actual formal

authorit y (e.g., top minist ry offici als, parliamentarians). This also includes those who have the

capacity to infl uence those with form al authority (e.g., lower level bureaucrats/staff, the media and

key constit uencies). In both cases, an effective advocacy effort requires a clear sense of who these

audiences are and what pressure points are available to move them.

For maximum effectiveness with limi ted resources, you will want to use a rifle rather than

shotgun approach to targeting your advocacy directing your money and other resources towards

the individuals and organizations that are key to the advocacy issue. Priorit ize your targets to

effectively allocate your advocacy resources. A sound targeting strategy will give your advocacy

campaign the necessary focus. The success or failure of your advocacy campaign rests on g etting

your message across to key audiences. Targeting allows you to do this effectively.

Become familiar with the policy-making/ regulatory processes so that you can determine the points

in the proc ess where your advocacy can be most eff ective. Determine who t he real decision-makers

are (for example, key ministr y offici als, staff, parliamentary leaders and commit tee members, political

party leaders) and determine how best to approach and work w ith them. Keep in mind that many

issues may be remedied by administrative rather than policy-making or regulatory means.

The most cri tical target may not always be the top person in a government ministr y. Sometimes it

will be most effective to start by targeting key staff and then working your way up through the ranks.

It may in some cases be most effective to init ially target a key bureaucrat or parliamentarian who you

know is symp athetic to your c ause, using him/her to gain access to other key persons. Ideally, you

would be able to find a key ally in government, provide that person w ith the necessary inform ation

and use him/her as the point person in getting your message to the target group.

48

Determine who within your association (or even a friend outside your membership) might have

special access to the target. Give them adequate information and preparation to make a

successful approach then send them forth!

Even in situations wh ere it is necessary to launch a broad PR campaign to infl uence public

opinion generally, there will be key segments of the overall popul ation (for example, consumer

groups, environmental organizations) that are key to your issue and will leverage your efforts by

coming o n side. It may be necessary to do some polli ng or other research to determine whic h

segments of the general population need to be priority targets.

Specific target audiences will usually require the formulation of specific messages for maximum

impact.

Note: A few key points of contact in the Jordanian government structure might be:

Palace Economic Consultative Committee

Prime Ministry Legislation BureauMinistries Ministers

Secretary General

Policy Units

Parliament Secretary General of the National Assembly



49

STEP #7

THE MESSAGE

50

THE MESSAGE

* CREATE POSITION PAPERS FOR EACH

ISSUE & AUDIENCE

* BASED UPON RESEARCH AND POLLING

DATA

* CONCISE WITH EXECUTIVE SUMMARY--

WITH BACK UP DETAILS AVAILABLE* SEND THE RIGHT MESSENGER



51

STEP #7 The Message

Reaching vario us audiences requires crafting and fr aming a set of messages that will be

persuasive. Although these messages must always be rooted in the same basic trut h, they also

need to be tailored dif ferently to dif ferent audiences. Your messages will so metimes depend on

your judgm ent as to what the target audience is ready or willing to hear. In most cases, advocacy

messages will have two basic components: an appeal to what is right and an appeal to the

audiences self-interest.

Aft er you ve set measurable goal s and det ermined the targets of you r advocacy, you wi ll need t o

develop tight, well-thought -out messages that get your ideas across in a persuasive manner. The

more concise your m essages are, the better chance you have of getting your audience to buy int o

what you are trying to sell them.

Messages shoul d be tailored to t he target audience. Different audiences may respond to dif ferent

messages.

Policy-makers will want to know:

Why is this issue important?

What are the positi ve and negative consequences of your prop osal?How will th is be viewed by my politic al base?

How do laws and regulations affect employees, investors, suppliers and customers?

What specific law or regulatio n needs to be changed?

What wording would be most appropriate and effective?

It may be necessary or useful to do some polling or focus group testing to determine the most

effective message.

52

A publ ic relations fi rm or other out side cons ult ant may b e usefu l in c reat ing ef fec ti ve mes sages

The Messenger

The same message can have a very different i mpact depending on w ho commu nicates it. Who are

the most credible messengers for different audiences? In some cases these messengers are

experts whose credibility

is largely technical. In other cases we need to engage the authentic voices who can speak from

personal experience.

When meeting with policy-makers or administrators, remember: be brief, be factual, be truthful.

Start with the main points only and let them draw out specifics dont overwhelm them with detail,

but have the facts and documentation ready. Be prepared to provide draft wordi ng. Specifically ask

for his or her support on a specific vote, sponsorship of a specific policy proposal or support

within deliberations.

Never approach an advocacy target with problems for which you have not

considered suggested answers !



53

STEP #8

ADVOCACY

MATERIALS

54

ADVOCACY MATERIALS

* POSITION PAPERS AIMED AT

ADVOCACY TARGETS

* POSITIVE/NEGATIVE IMPACT

STUDIES, EXPERT OPINION

* FACT SHEETS, Q & A PAPERS* SPEECHES, OP-ED PIECES, PRESS

KITS, BROCHURES



55

STEP #8 Advocacy Materials

Having the right materials available on a timely basis i s vital to an

advocacy campaign. Being able to respond in a timely manner, withavailable materials or with custom-created materials, can make the

difference between winning or losing an issue. Some of the materials

needed for a campaign include:

position papersnegative/ positive impact studies

fact sheetscase historiesspeechesquestion & answer documentsop-eds

brochurespress kits

Match your materials with your advocacy targets and have them ready

for presentation.

56

STEP #9

CREATE GRASSROOTS

ADVOCATES



57

CREATE GRASSROOTS ADVOCATES

* EDUCATE YOUR MEMBERS, THEIR

SHAREHOLDERS, EMPLOYEES &

CUSTOMERS -- ---

ON THE ISSUES ---

ON THE LAW-MAKING

PROCESS

* USE THEM TO EDUCATE OTHERS

58

STEP #9 Create Grassroots AdvocatesInform and educate your association members (through pu blications, seminars,

workshops, etc.) so that they can be active and effective formal or informal advocates

for your organization. Educate them regarding:

your advocacy issuesthe law-making/ regulatory process

One of the most p owerful, but often und er-utilized, assets of a business association are

the members of its extended corporate family the shareholders of association

members, their employees, retired employees, customers and suppliers. Similarly,

there are often other stakeholders who can be mobilized to assist in your campaign

environmentalists, women, students, consumer groups, professional groups (lawyers,

accountants, engineers), etc. Inclusion of these individuals in your campaign can help

the association put on a human face in its advocacy efforts and provides credibilit y to

policy-makers.

The following are the key steps in mobilizing a dedicated group of grassroots activist

advocates:

Education --- the what message

Motivation -- the why message

Acti vat ion -- the how message



59

These messages should be tailored to the particul ar audiences you wish t o involve. For example, the

messages to employees may differ from the messages to shareholders or cus tomers.

Your grassroot s advocates can be mobili zed by a series of mailings addressing each of the above

steps, by convening meetings and workshops and enlisting their help in reaching your advocacy

targets throug h letter writing, telephone, fax, e-mail campaigns, personal visit s, etc. Be careful

however, to use discretion in these effor t an undue volume of identical messages can be annoying

to the advocacy targets and reveal the orchestrated nature of your campaign. But the fact is that

government officials, particularly elected officials, usually respond positively to a volume of contacts

by citizens.

Ano ther m eans o f engagi ng your as soc iat ions extended famil y and stakeho lders is to establ ish an

advisory group to assist in your advocacy campaign.

60

STEP #10

WORK WITH THE

MEDIA



61

EARNED MEDIA

* ESTABLISH MEDIA RELATIONS

PROGRAM

* IDENTIFY MEDIA TARGETS

* CREATE MEDIA ACTIVITIES

* CREATE MEDIA MATERIALS --

FACT SHEETS, BACKGROUND

INFO, PRESS KIT

62

PAID MEDIA

* USE AN ADVERTISING FIRM

EXPERIENCED IN ADVOCACY

* BASE ADS ON SURVEY FINDINGS

* GENERAL VS SPECIFIC

AUDIANCES* CREATE THIRD PARTY &

COALITION ADS



63

STEP #10 Work with the Media

Earned Media Media coverage that results from your associations activities being

news-worthy is referred to as earned media, as opposed to paid media. Earned media

coverage results from media coverage of your activities, press releases, convening newsconferences, submittin g op-eds and letters to the editor, conducting editorial board

visits, etc. Earned media has a high degree of credibility with the public as it is viewed as

news as opposed to advertising.

As an impor tant part of your advocacy campaign, you should:

assign a member of your Advo cacy Committee and staff to oversee development andimplementation of a media relations pro gram

develop media lists t o focus on media targets that will be receptive to your messagesdevelop a press kit to include fact sheets, background information and other of yourmessage materials

create a schedule of media relations activities

Paid Media Paid media encompasses television and radio ads, newspaper and radio

ads, billboards, etc. The paid media component of your advocacy campaign w ill also use

a targeted approach to make the most of your advocacy campaign funds. As much aspossible, target only those audiences that you need to influence.

64

The most important consideration for a paid media campaign, besides targeting, is a

concise message.

If you use an advertising firm, use a firm that has advocacy experience as opposed to

a firm who se expertise lies with development of branded products . These are two

very different types of advertising.

In order to deliver a targeted message to a targeted audience, base your advertising

campaign on your survey or polling findings.

Establish a placement schedule for paid advertising that w ill maximize its impact



65

STEP #11

BECOME PART OF THE

GOVERNMENTAL

PROCESS

66

BECOME PART OF THE GOVERNMENTALPROCESS

* ESTABLISH WORKING

RELATIONSHIPS WITH LAW-

MAKERS AND BUREAUCRATS

* WORK CLOSELY WITH STAFF

* ORGANIZE BRIEFINGS* PROVIDE RESEARCH

* ASSIST IN DRAFTING LAWS AND

REGULATIONS



67

STEP #11 Become Part of the Governmental Process

The fundamental objective of business association advocacy is for associations to become

considered by government to be part of th e policy-making and policy-implementing

(regulatory) process.

There are countless t actics that c an be utilized to this end, all of which need to be tailor ed to the target

indivi duals. For example :

Begin the advocacy process with candidates for public office. Provide them with information regardingyour associations issues and urge them to publicly state their support for your position.

Avo id becoming ident if ied w ith any one pol it ical par ty .

Aft er parl iamentary elec tions , invit e the succes sful cand idates to br ief ing ses sions , poss ibl y includi nga social event

Let elected officials know t hat you are watching them and keeping track of their statements and voti ngrecords regarding your issues.

Keep track of the agendas of policy-makers and regulatory bodies (e.g., throug h their websites ifexistent or through personal contacts) so that your association can make timely interventions.

Hold briefing sessions or roundtable discussions on key issues with policy-makers, regulators /administrators and your members.

In addition to establishing good working relationships with policy-makers, regulators / administrators,

work closely with their staff; establish staff-to-staff relationships between your association andgovernment.

68

Public officials look to their staff for guidance on issues, so it behooves you to build good on-goingrelationships with them. Become a resource for them regarding your members industry sector and

commend them (by letter with a copy to their boss) for their work. Remember: mid-level administrators

and staff will usually survive changes in government and will provide continuity and stability in policies

and administration. It is therefore particularly important to establish good working relationships with

them.

Provide position papers regarding issues under consideration.Arrange for exper ts to provi de briefings or tes timony on issues under consid erat ion .

Arrange for your m embers to visit Parl iament dur ing sessi on to impress par liament arians w ith thenumbers and interest of your members; host a lunch for parliamentarians during such a visit.

Sponsor a lunch or banquet at which top officials will report on the activities of their ministry, of theparliament or a parliamentary committee.

Host regular meetings bringing together government officials that do not normally interact for example nat ional, dist rict , ci ty of fi cials ; or nati onal of fi cials from vari ous depar tments dealing w ith related issues

(e.g., Ministry of Trade & Industry wit h the Bureau of Customs).

Hold r ecognition events to honor policy-makers a banquet, lunch or other special event; take out

newspaper ads or issue press releases highlighting successes within their ministries.Personally thank those who have been particularly involved with your associations issues.

See sample of an actual annual calendar of events of an association advocacy commit tee Appendix B.



69

STEP #12

BUILD COALITIONS

70

BUILD COALITIONS

z SUCCESS IS ON THE SIDE OF

THE BIG ARMIES

z MUCH CAN BE ACCOMPLISHED IF

YOU DONT CARE WHO GETS THECREDIT!



71

STEP #12 Build Coalitions

Policy-makers respond most readily to the demands of large numbers of their constituents. You will be

much more effective in your advocacy efforts if you form coalitions and alliances with like-minded groups.

In some cases, you may have to compromise your position to create a bigger tent to bring in a broader

grouping of advocates.

Identifying and working wit h allies is a key to winning advocacy campaigns. Other associati ons and groups

are invaluable to your campaign because they can be used to broaden your base of support and establish

a credibility that is difficult for a single advocacy group t o accomplish.

In some cases, it will be most effective to work with such allies in a closely-coordinated coalition, sharing

the work l oad and expenses (human resource and monetary). Establish a clear chain-of-comm and and job/

responsibility descriptions to avoid confusion as to roles and responsibilities within the coalition. Organize

the coalition so that you speak with a unified voice through designated spokespersons.

While some organizations may be willing to t ake on an active cooperative role regarding a certain issue,

they may be reluctant to add their name to a coalition . In such a case, work w ith them on an arms-length

but coop erative basis. Try to establish a comm on ground and com mon or related message with them,

possibly approaching the same issue from different angles. Provide them with research information, polling

data, media support , invitations t o your events connected wit h the advocacy campaign and whatever other

support you can offer.

In addition to coalit ion partners and like-minded allies, broad-based public interest groups can be very

useful in adding to the credibility of your advocacy and providing broad public support, whether offering

active support or a simple endorsement.

Be sure to communicate regularly with all members of the coalition to keep them informed about recent

activiti es and developments. Give them ample notice of any major polic y initiative or other developments

in the coalition. Coalition members who feel out of touch or uninformed are not coalition members for long.

72

A NATIONAL BUSINESS AGENDA

z CONSENSUS FOR CHANGE--

BUSINESS COMMUNITY ADDRESSES

GOVERNMENT WITH A UNIFIED

VOICE



73

The National Business AgendaAs bus iness asso ciations and other group s and or gani zations in the c ountry establ ish their advocacy

agendas, common issues will arise that will permit the formation of a broad-based national business

agenda. Such an agenda will lik ely tend to deal with br oader policy is sues as opposed to t he very

specific issues and their solutions that should be the focus of individual or coalition business

association advocacy. Here is where we deal with such i ssues as :tax policiesbalancing national budgets

accounting standards

labor lawspension reform

welfare reform

environmental quality standardsproperty rights

international t rade agreements

monopolies lawprivatization of industry

securities laws

telecommunications infrastructureeducation policy

transportation issues

immigration policies

(and many more !)

The same basic princ iples that apply to indivi dual association and coaliti on advocacy apply to advocacy

of a national business agenda. As these issues tend to be national in sco pe, however, it will b e more

important to seek to influence public opinion in order to create the broad consensus, massive support

and momentum necessary to successfully address such

74

THE FINAL STEP !

ADVOCACY

EVALUATION



75

ADVOCACY EVALUATION

* IS OUR ADVOCACY WORKING??

z EVALUATE: ISSUES-OBJECTIVES-

TARGETS-MESSAGE-MESSENGERS-

DELIVERY-RESOURCES

* IS A MID-COURSE CORRECTION NEEDED

??

76

THE FINAL STEP Advocacy Evaluation

As indicated in Step #4, business associat ion advocacy of any issue should be based

upon very specific goals and time-lines. It is important that, at pre-determined intervals,

your Advocacy Committee steps back and evaluates the status of the advocacy effort.

The Committee should ask such questions as;

Is the issue still r elevant?Has the issue changed in any way?Is furt her research required?Are our goals and t ime-lines st il l r elevant and feasib le?Are we p rogress ing along our time-l ine?Should we revise the time-line to be more realistic?Have we identified the correct t argets fo r advocacy?Are we managing to reach those targets?Do we have the right messengers?

Are the targets responsive to our message?Does the message need revision/ f ine tuning?Are our advocacy s trateg ies and tac tics proving ef fec ti ve?Are our resources (financial and human) proving to be adequate?Have we fully exploited coalition opportunities?

Are our coal it ion partners and o ther al lies coord inating effect ively?



77

Having reviewed the above and other relevant questions, we must ask i f a mid-course

correction is necessary in any aspect of o ur advocacy campaign and, if so, how does that

correction impact t he other aspects of the campaign.

And based on your periodic assessments be sure to promote to your associat ionmembers the benefits produced by your advocacy efforts ! Having reviewed the above and

other relevant questions, we must ask if a mid-course correction is necessary in any

aspect of our advocacy campaign and, if so, how does that cor rection impact the other

aspects of the campaign.

And based on your periodic assessments be sure to promote to your associat ion

members the benefits prod uced by your advocacy efforts !

78

AND FINALLY-------

NEVER QUIT !

(BUT OCCASIONALLY

COMPROMISE)


42/48

Winrock International /New Perspectives for Women

40

APPENDIX A

DRAFT BUSINESS AGENDA

United States Chamber of Commerce Federation (1994)National Business Agenda

Regulatory Reform

Objective:Achieve regulatory relief for business and consumers, and establishinstitutional reforms to help ensure that future regulations will not be unnecessarilyburdensome or harmful.

Problem: Federal regulations are drafted and imposed without due consideration for theirultimate and unintended consequences, in particular how they may interact with otherregulatory and economic factors.

Background: Government regulation of private markets, whether good or bad,constitutes indirect taxation on individuals and business. That regulatory burden has beenrising dramatically. Businesses are now facing an onslaught of new regulations fromrecently enacted legislation while regulations already in force have caused

unemployment, bankruptcies and harmed the nations competitiveness in the worldmarket. Unchecked, the new regulations will raise prices and limit economic growth.According to the March 1992 issue of the Journal of Regulation and Social Costs, regula-tion costs businesses and individuals over $400 billion annually.

Action Needed: Secure regulatory relief through a hold on new regulations and establisha permanent review process for business and consumers.

Chamber Position

Imposing a temporary holding period on theimplementation of all new regulations until the

economy reaches a targeted growth ratewould provide time to review theseregulations, and would afford businesstemporary relief from the onslaught of higherregulatory costs.

The Other Side

A freeze on implementation of newregulations provides little economic

benefits and prevents the enforcement ofhealth and safety related regulations.

Outcomes:- Fewer unnecessary regulations on business.- Reduced cost of regulatory compliance.- Increased competitiveness in the global market.


43/48


41

APPENDIX B

RAPID CITY AREA CHAMBER OF COMMERCE2002 PROGRAM

NAME OF COMMITTEE: Governmental Affairs

COMMITTEE OBJECTIVE: To increase business involvement in political andlegislative issues at the local, state and national levels.

CHAIR: Barb Thiistrap, Black Hills Corp.

LIAISON: Qusi AI-Haj, Micro SolutionsSTAFF: Jim McKeon, Executive Staff

PROJECTS ;,"DATE TO" BE

ACCOMPLISHEDEST

INCOME-EST

EXPENSE

1. Research issues for Chamber Public PolicyPositions

Year Round 500

2. Joint Service Club Luncheon/Pre-Crackerbarrel/Gov's Address

Dec 4000 3500

3. Represent the Chamber before the City, County, and

School Board

Year Round 50

4. Enhance lobbying efforts at the State Legislature Year Round

5. Sponsor Crackerbaxrels Jan/Feb 250

6. Sponsor Trips to Pierre Jan/Feb 5200 4200

7. Sponsor Candidate Forums Congressional Prior to ElectionsSep/Out

200

8. Sponsor "State of Local Governments" March (after session) 1800 1500

9. Post Legislative Appreciation Event Apr-Jun 8500 3500

10. Provide forum for Congressmen Quarterly 200

11. Provide liaison to host Good Morning Rapid City Monthly 100

12. Monitor legislative agenda items for purpose ofdeveloping a chamber position for 2002 session Conduct research Survey members

100500

NOTE: Projects below are also adopted strategies fromcommunity strategic plan Frontiers Forging our Future.

13. Legislative Liaison Program EncourageRepresentatives to become a Frontiers Forging Our

Future Vision Partner (Government, 4)

Jan/Feb Oct-Dec 100

14. Monitor the "Water Quality" study and theHydrology study. Work with government agencies asto their plans and rules to insure water quality andquantity.


44/48


42

EFFECTIVE ADVOCATING(Elected Officials, Boards and Bureaucrats)

Methods of contact:

Personal visits (most effective)Personal letter (next most effective)PetitionsLetter to EditorPhone call or email (least effective

When making phone calls, writing letters or making personal visits, always be polite andcourteous. State your name and the reason for the contact.

Next, state the talking points with absolute undeniable facts. List reasons in order ofimportance.

Always be courteous but firm in your presentation.

Answer questions truthfully. If you do not know, say so and tell them you will get back with theanswer soon. Then do so!!

Thank the person for their time and ask for their favorable vote or other action to support your

project.

When visiting a person at their home or business, go as a group of two or three persons.There is strength in numbers. Substantiatedo not intimidate!

Try to get a vote count before the meeting. Who is firm, who is wavering and make contactsaccordingly.

When attending public meetings, organize beforehand with main speakers speaking first-ontheir area of expertise and facts.

The first speaker should ask that all those in the audience in favor of your proposal pleasestand. This shows strength and support.

Do a summary of all the points by one or two of your main speakers.

Do not be afraid to ask questions and ask for verification of the oppositions points.

If you need more time to develop your plan, ask for a delay until the next meeting. Beprepared!

Thank the board &/or officials for their time and consideration.

Have a group meeting of supporters immediately after the meeting to summarize and developyour next course of action.

Factual information combined with the courage of your convictions is a powerful tool toaccomplish your goal.

A lobbyist &/ lawyer may also be hired to help with legal issues.THE BEST GOVERNMENT STARTS AT THE GRASSROOTS LOCAL LEVEL!


45/48


43

LIEUTENANT GOVERNOR CAROLE HILLARDPO Box 9088

Rapid City, South Dakota 57709Phone: 605-343-7979 Email: [email protected]

EDUCATIONUniversity of Arizona, Tucson, AZ (BA; Special Education) l957University of South Dakota (MAEducation) l983South Dakota State University (MAPolitical Science) l985Harvard University, Cambridge, MA (Certificate, Leadership) l997

GOVERNMENT SERVICE Rapid City Common Council l983-l990 City Council President Chairperson Public Works Committee Chairperson, Legal and Finance Committee

1991 - 1995 Member, South Dakota House of Representatives Vice-chairperson, Judiciary Committee Chairperson, Legislative Audit Committee Member, Local Government, Education committees

1995 2003 Lieutenant Governor President, South Dakota Senate Chairperson, Workers Compensation Commission Chairperson, Fetal Alcohol Syndrome Symposium

PRIVATE SECTORMost of my career has been in the private sector, working as an owner-operatorin a medium/large automobile dealership (Rapid Chevroletl40 employees).1990 - Chairperson, Rapid City Chamber of Commerce.

CONSULTANCIES/OFFICIAL MISSIONSYear 2004

Business Association DevelopmentEgypt

Partners in ParticipationQatar

Election MonitoringPhilippines

Trade DevelopmentBahrain

Project SupervisionPhilippines

Year 2003

Long-Term Election MonitoringNigeria

Small Business-Association BuildingAfghanistan

Political Party Building/Candidate Recruitment and TrainingQatar

Pluralistic Democracy TrainingSierre Leone

Year 2002Political Party Building/Candidate RecruitmentNigeriaPre-Election AssessmentPakistanElection DevelopmentSomilandPolitical Party DevelopmentEast TimorDemocratic Development/Citizen ParticipationNigeriaExpanding Womens Participation in GovernmentMexico


46/48


44

Democratic Development/Decentralization of GovernmentSwitzerlandEmpowerment of Women/Domestic Violence/Crisis Intervention/Small Business

Development/Access to Education/Health IssuesMexico

Democracy Training/Gender Issues in PoliticsIndonesia

Women in PoliticsQatarAlliance Building/Decentralization of Organizational ControlTanzaniaElection MonitoringMaliAssessment of African agricultural programsKenya/UgandaMaking Small Agriculture More Competitive in Global EconomyPoland

Year 200l

Democracy Training/Human Rights Issues/Crisis InterventionBrazilDemocratic Development/Decentralization of GovernmentMexico

Federalism/Decentralization of GovernmentKoreaDevolution Training/Infrastructure DevelopmentNigeriaBoard Building/Participation/Responsibility/Fund RaisingSouth Africa

Bill Drafting/Constituent Relations/Effective MediaRussia

Federalism in the United States/Balanced Federalism DevolutionPakistan

Year 2000

Foreign Investment Attraction and Support

Samara, RussiaPotential trade exchanges/health care needs/technology statusCubaElection MonitoringKyrgyzstanAssessed progress and programs of Governors elected one year earlierNigeria

Recruitment and Training of Women in PoliticsRepublic of GeorgiaPublic Policy Advocacy-Government, Staff Development-Human

ResourcesJordan

Federalism and Democracy Training/Corruption/Institution BuildingBrazil

Training of Candidates in an Emerging DemocracyMongolia

Year l999

Tariffs, Trade, Agriculture Technology Exchange

TaiwanQuotas, Equal Opportunity, Access to CreditJordanIncreasing Association Membership, Networking with Other

AssociationsZimbabwe

Federalism, Devolution, Corruption in GovernmentCanadaForum of FederationTechniques of Training Trainers and Motivating ParticipantsPoland

Training for Parliamentarians/Intergovernmental RelationsBrazil

Budgeting, media relations, time management, cabinet relationsNigeria

Consultation of US Ambassador to BosniaSarajevo, Bosnia

Year l998Election MonitoringCambodia

Project supervision, Assessment of sustainability of programsBolivia/Peru

Recruiting and Training Women for Leadership PositionsAngola

Year l997

Election Supervision, Caucus ParticipationBosnia

Training of Female LegislatorsHawaii


47/48


45

Year l996Consultation with Japanese trade officials and cultural exchange

dignitariesJapan

Year l992

Assessment of National Guard programs in Central AmericaPanama/SanSalvador

Year l99l

Political Assessment and Advising

Czech Republic

PUBLICATIONSCenter for international Private Enterprise (2001)*:

The Art of Leadership Boards, Committees and Meetings Leadership and Development Applying Leadership Skills Communication and People Skills for Leaders

*Co-authored with Senator Fred C. Whiting

The Presidents Child Safety PartnershipWhite House Publication (1985)

AMERICAN RED CROSS1998 Completed all Red Cross training for Disaster Relief. Certified asdisaster team leader. (Damage Assessment)

ACADEMIC GUEST LECTURER Pakistan College of Law (Lahore)

- Federalism: Devolution of Government Authority Fatime Jinnah Womens University (Rawalpindi)

- Federalism: Devolution of Government Authority Pakistan Armed Forces Administrative Staff College (Lahore)

- Federalism: Devolution of Government Authority University of South Dakota (USA)

- Democracy and Free Elections South Dakota School of Mines and Technology (USA)

- Entrepreneurship/Foreign Commercial Transactions Dakota Weslyan University (USA)

- McGovern Food for Peace Conference

BUSINESS HISTORY1998 to present International business/economic/political consultant1980-1995 Co owner/operator Rapid Chevrolet Inc (Rapid City, SD)1972-1979 Co owner/operator Dodge Town, Inc (Rapid City, SD)1958-1965 Teacher, Arizona School System


48/48

COMMUNITY INVOLVEMENTPresent: President, Heifer International Foundation

Director, American Red CrossBoard MemberChildrens Home Society

Past: President, Rapid City Chamber of CommerceChairperson, United Way CampaignPresidential Appointee, Presidents Child Safety PartnershipDirector, Michigan National Bank

President, SD Childrens SocietyPresident, SD Corrections CommissionTrustee, SD Public Assurance AllianceMember, Rapid City Child Care Task ForcePresident, SD Board of Charities and CorrectionsChairperson, Pennington County Jail Advisory BoardVice President, Downtown Development Foundation

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