WORKSHOP: Importance of lobbying for information professionals. Delivered by : J.A.K. DANSO-QUAYSON (Public Relations Manager GIMPA) 15th April 2008.

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Reynard Francis Briggs
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1 WORKSHOP: Importance of lobbying for information professionals Delivered by : J.A.K. DANSO-QUAYSON (Public Relations Manager GIMPA) 15th April

2 THE IMPORTANCE OF LOBBYING FOR INFORMATION PROFESSIONALS TO LOBBY Try to persuade a politician, the government or an official group that a particular thing should or should not, or that a law should, be changed. (small business can lobby hard against changes in tax laws), (residents can lobby to have a factory shut down). --- CAMBRIDGE ADVANCED LEARNERS DICTIONARY ed. 2

3 THE IMPORTANCE OF LOBBYING FOR INFORMATION PROFESSIONALS LOBBY A group of people who try to persuade the government or an official group to do something: the anti-abortion lobby LOBBYIST Someone who tries to persuade a politician or official group to do something. 3

4 THE IMPORTANCE OF LOBBYING FOR INFORMATION PROFESSIONALS ADVOCATE To publicly support or suggest an idea, development or way of doing something. (I am a strong advocate of commercialization of Research and Development) ADVOCACY ENCOMPASSES A BROAD RANGE OF ACTIVITIES THAT INVOLVE IDENTIFYING, EMBRACING AND PROMOTING A COURSE. IT IS AN EFFORT TO SHAPE PUBLIC PERCEPTION TO EFFECT CHANGE THAT MAY OR MAY NOT REQUIRE CHANGES IN THE LAW 4

5 THE IMPORTANCE OF LOBBYING FOR INFORMATION PROFESSIONALS PROXY Authority given to a person to act for someone else, such as by voting for them in an election, or the person who this authority is given to: a proxy vote. 5

6 ADVOCACY & LOBBYING LOBBYING IS VIRTUALLY ANY ADVOCACY ACTIVITY AIMED AT INFLUENCING A LEGISLATOR S VOTE OR SPECIFIC LEGISLATION. The term lobbying carries negative connotations for many people. It is often associated with scandals involving paid lobbyists representing corporate interests 6

7 TYPES OF LOBBYING DIRECT LOBBYING This occurs when a non-profit organization attempts to influence specific legislation stating a position to a legislator or other government employee who participates in the formulation of the legislation. GRASSROOTS LOBBYING This occurs when a nonprofit organization urges the general public to take action on specific legislation. 7

8 MODELS OF ENGAGEMENT Direct Action Grassroots Engagement Organizational Engagement Network-centric Engagement 8

9 MODELS OF ENGAGEMENT Direct Action Participants individually engage with the government. Lone actors seek to exert influence based on their own capacity to do so. 9

10 MODELS OF ENGAGEMENT Grassroots Engagement Individuals work together with others to develop a strategy, collect necessary resources and implement action in an informal alliance. Such Grassroots advocacy is characterised by a lack of an official top-down organizational structure to govern, manage resources and direct engagement. 10

11 MODELS OF ENGAGEMENT Organizational Advocacy This is characterised by the use of a particular organisation that serves as a vehicle for engagement between the individual and government or other policy-making entity. Organisations recruit and manage volunteers, leaders ansd supporters. They develop governance structures to direct efforts and manage resources including staff time, reputation, political clout and funds. 11

12 MODELS OF ENGAGEMENT Network-centric Engagement-1 This is a hybrid of the individual determination and participation typical of direct and grassroots models with the efficiencies and strengths of the organizational model. This approach relies on dense communication ties to provide the synchronizing effects, prioritization and deployment roles of the organization. 12

13 MODELS OF ENGAGEMENT Network-centric Engagement-2 The potential of this advocacy increases with each advancement in connectivity technology: Web meetings Teleconference, Voice mail, Cell-phones, Voice over IP, etc. 13

14 LOBBYING FIVE MAIN CATEGORIES OF LEGISLATORS TO TARGET Champions Allies Fence Sitters Mellow Opponents Hard Core Opponents 14

15 BUILDING & MAINTAINING CORPORATE IMAGE FOR THE LEADER/ HIGH OFFICIAL How people perceive the organisation is mirrored in the image/degree of respect they have for the official The perception of people and their experiences with the organisation influence their level of confidence and respect for the leader 15

16 UNDERSTANDING THE COMPONENTS OF PR There are two major components to which we need to direct actions in order to effectively influence the way people think and feel about an organisation: 1. IMAGE Image is the set of beliefs, ideas and impressions that a person holds of an object. The image a person holds of an object not only influences their thinking but tends to produce a positive or negative affect in the person. This may often unconsciously dictate their attitude and pronouncement about the organisation 16

17 UNDERSTANDING THE COMPONENTS OF PR 2 PUBLIC A public is any group that has an actual or potential interest or impact on an organisation s ability to achieve its objectives. The Public of an organisation include: - stakeholders - competitors - Media Houses and the Press - Government (depending on the nature of business) - staff - customers / clients 17

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