Lobbying and Networking a Methodological Approach

8/9/2019 Lobbying and Networking a Methodological Approach

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From information to knowledgeFrom information to knowledge

part 3part 3

Lobbying and networkingLobbying and networkinga methodological approacha methodological approach

Managing Organization Change

Training Program for ALCUE FOOD

Sixth framework program Priority 5Food Quality and safety

A training byA training by

JeanJean--Pierre BernatPierre Bernat CiradCirad

Armelle ThomasArmelle Thomas -- InforizonInforizon

NovembreNovembre -- 20052005


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Topics

The offensive lobbying

1 General Context

2 Methodological approach

3 European example


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GENERAL CONTEXT

Strategic Intelligence

Strategic intelligence: aim at the global control of the flows of including informalinformation) about the systems and the actors for decision making

Strategy ofpresence

Strategy of presence : practices not only applied beside but within the partnerinstitutions as committees, etc.

Partnership

relation

Partnership relation : exceed the classic commercial negotiation (win-win)(To paraphrase Saint-Exupry, unlike the negotiation where " we look each other ", here we

have to " look together in the same direction")

Lobbying

Lobbying : in fact it is to exercise a direct or indirect pressure, to obtain, to bend or tooppose to a decision (often institutional) in the respect for a deontology and for a

legitimacy of the means.


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STAKES

OBJECTIVES

RESOURCESand

CONSTRAINTS

ACTION AXLES

ACTION PLAN

METHODOLOGICAL APPROACH

The lobbying can be schematize by the following diagram


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STAKES : clarify that is at stake... Know that must be win or lose,"define the stake" in view of the hopes of earnings and the risks,

markets (actual and future) image (individual/collective),investments, partnerships,..

STAKES

OBJECTIVES


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OBJECTIVES : the main objectives are to know where we wantgoing to. Fix the purpose, clarify the offer, the targeting, etc.

What do we want to sell, to whom, when, under what conditions?

STAKES

OBJECTIVES


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RESOURCES and CONTRAINTS : know where we can go. Make theinventory, identify threats and opportunities, know his forces andweaknesses, integrate the different resources and internal or

external constraints

RESOURCESand

CONSTRAINTS


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ACTION AXLES

ACTION AXLES : choose the way. Select one of the severalcombinations between "desirable and possible", check a strategyincluding operational targets.




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ACTION PLAN

ACTION PLAN : define how we are going to go there. Defineplanning (actions, people in charge, terms, means),

evaluation, control.



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Use of the networks

To collect information

Influence work

Disinformation work



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WHO IS WHO ?

The main tools are:

- Business databases (addresses, phone, fax, job, companies)

- History of the company

- Associations ( professional, civil)

- University program

- Personal Information (wife, children, hobbies)



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THE MANAGEMENT OF NETWORKS

AB B



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Techniques of influence

How influence a collective of decision

Identify all the decision makers Know typology of the decision makers Analyze the "Decision Making Unit"

- Methods for its mapping- Influence matrix- Influence diagram

Typology of possible actions to influence on the decision Go with le process of decision



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Techniques of influenceHow identifier a decision maker

Formal authority

Control or access to the main resources

Strong politic allies

Centrality in the network of communication

Reputation

Quality of the person (energy, sensibility, diplomacy,

flexibility, etc.)



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THE EUROPEAN EXAMPLE

The global scope

Council of the E.U. Compass

Committee of the Ministers Decision

European Commission Ideas

European Parliament Consultative voice

Satellite institutions


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The European Council made up of the Heads of State and Government,meets a maximum of four times a year.

The presidency of the European Council is held by each Member State in turnfor a six month period, under a rotating system.

The European Council gives the necessary impetus for the development of the

Union and sets out its general guidelines and political priorities, taking accountof Parliaments recommendations.

Each summit begins with a declaration by the President of the EuropeanParliament, setting out the institutions key positions on the subjects to be

addressed by the Heads of State and Government.

At the end of each summit the President of the European Council presents a

report to Parliament on its outcome and launches a debate with the Members ofthe European Parliament.

THE COUNCIL OF THE E.U. : COMPASS


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THE COMMITTEE OF THE MINISTERS : DECISION

The Council is the main decision-making body of the European Union.

The ministers of the member states meet within the Council of the European

Union. Depending on the issue on the agenda, each country will berepresented by the minister responsible for that subject (foreign affairs,finance, social affairs, transport, agriculture, etc.).

The Presidency of the Council is held for six months by each member state on

a rotational basis.


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THE EUROPEAN COMMISSION : IDEAS

The European Commission, the guardian of the Treaties and the Communitysexecutive arm, works in close collaboration with Parliament.

The Commission presents, explains and defends its legislative proposals to theparliamentary committees, and must take account of the changes called for byParliament.

The Commission is represented at all European Parliament plenary sittings, andmust give an account of its policies when called upon to do so by a Member.

The Commission is required to answer Members written and oral questions.


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THE PARLIAMENT : CONTROL

The European Parliament shares legislative power equally with the Councilof the European Union.This means it is empowered to adopt European laws (directives, regulationsetc,).It can accept, amend or reject the content of European legislation.

The European Parliament and the Council of the European Union together

constitute the Unions budgetary authority, which decides each year on itsexpenditure and revenue. The procedure of examining, then adopting, thebudget takes place between June and late December.

The European Parliament has major supervisory powers over the activitiesof the European Union.


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THE SATELLITE INSTITUTIONS

Other organs control:

- The European Court of justice watches the respect for the community law- The European Court of Auditors watches the legality and the regularity ofreceipts and the expenses.

Finance :

- European Investment Banks finance long-term projects

Consult :-The Economic and Social Committee is the organ of expression of theactors socio economic as syndicates, companies, families..

-The Committee of regions is consulted for any domain touching the regionalinterests it represents the municipalities, the departments and the regions ofEurope.

The main part of the works is going to take place between

The Commission --- The Committee of Ministers --- The Parliament



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EXAMPLE OF AN EUROPEAN PORTAL


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How to approach the European institutions ?

Naturally, it is not possible to propose optimal methods of approach.Everything depends on the subject and the stakes. However, generalprecautions can be useful.

A general approach includes several points :

1 You must make the legislative watch on all the propositions of theEuropean Committee before they are published. How approach EuropeanInstitutions?



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2 - Harmonize the argumentations and the presentations of theGovernment and the concerned lobbies; it is the condition of theefficiency.



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3 Supply clear and focused information, suited to every institution. Thecivil servants of different nationalities, polyglot, are very qualified, andsincerely devoted to the construction of integrated Europe. Not beingnumerous, they cannot any know. The paradox is that it is them who, in the

heart of institutions, need precise information. They are thus very for thelistening of what can teach them the lobbies. Their technical civil servant atlower hierarchical levels are better informed about the technical questions.



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GENERAL METHODOLOGYFOR THESTUDY OF A

CASE OF LOBBYING

Characterize the sector of the concerned company : newactivity/growing activity, mature activity, activity in decline.

List the public problems making up the political diary of the

organization

Synthesis : which are the risks of impact of the public decision onthe organization ?

1 - Analysis of the political environment


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Analysis of the "5 P"

Public problem factual description of the discussed question :What are the indisputable facts at the origin of the public debate?Values mobilized for interpreting these facts.

Phase of the cycle of life of the discussed question, measure of the public audience onthe question.

Public policy (ies) : Which are the existing devices, the previous public decisionsi.e. the inheritance of the past which forces the present.

Public procedure followed to find the definitive decision: identification of the stepsand the points of entrance for the organization.

Engaging parties : identification of all the actors, of their motivations, of their

actions, of their influence capacity.Positions : of each actor, by distinguishing the negotiable elements of the not

negotiable elements.

Possible tools : mapping - political thematics scales.


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2 - Formulation of a politic strategy

Determination of the big objectives to reach (distinguish notablybetween what MUST be obtained and what is secondary, thus whocan be granted: it is necessary to look for the compromise!)

Choice of a mode of relation with authorities : pressure versuslegitimization-cooperation-interaction?

Choice of a level of action : search for individual interests Vs looks

for of collective interests?


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3 - Declension of the political strategyinto tactic policies

The coalition can be ad hoc (on a project) or in the longThe coalition can be ad hoc (on a project) or in the long

run (generally by profession).run (generally by profession).

Creation of a coalition with theCreation of a coalition with the

actors except marketactors except market

The lobbying is understood as the grip of direct contactThe lobbying is understood as the grip of direct contact

with the public decisionwith the public decision--makers to exchange information.makers to exchange information.

This activity can be practiced in a formal frame (offices)This activity can be practiced in a formal frame (offices)

or informal (corridors of an assembly, study trips, etc.).or informal (corridors of an assembly, study trips, etc.).

LobbyingLobbying

We can distinguish the legal forms (more developed inWe can distinguish the legal forms (more developed in

the USA) and the corruptionthe USA) and the corruptionPolitical financingPolitical financing

The objective can be double: exercise an indirectThe objective can be double: exercise an indirectpressure on the elected members, and create a positivepressure on the elected members, and create a positive

image for the organization to legitimize its action.image for the organization to legitimize its action.

AwarnessAwarness of public opinionof public opinion ororAwarnessAwarness of the mediaof the media

The objective is to exercise a pressure on the localThe objective is to exercise a pressure on the local

elected members by mobilizing their voters.elected members by mobilizing their voters.AwarnessAwarness of local votersof local voters

CommentariesCommentariesPolitical tacticsPolitical tactics


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Some of these tactics are more used withthe one or other one of the political strategies

PoliticalPolitical financingfinancing

LobbyingLobbying

Creation of a long term coalitionCreation of a long term coalition

Strategy of interactionStrategy of interaction

Local awareness of the electorsLocal awareness of the electors

Awareness program of the publicAwareness program of the public

opinionopinionAwareness program of the mediaAwareness program of the media

Creation of a ad hoc coalitionCreation of a ad hoc coalition

Strategy of pressureStrategy of pressure

Political tactics most frequentlyPolitical tactics most frequentlyusedusedPolitical strategyPolitical strategy


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4 Implementation of the political strategy

The political strategy declined in coherent tactics has to lean on thepolitical resources to be translated in a continuation of concrete politicalactions.

The expertise declines in severalThe expertise declines in several

separated domains :separated domains :Technical, technological, social,Technical, technological, social,

environmental, legal, economical,environmental, legal, economical, ..

ExpertiseExpertise

CommentariesCommentariesPolitical resourcePolitical resource


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It is a political resource directlyIt is a political resource directly

(political rate) and indirectly ((political rate) and indirectly (

financing of the exploitation of thefinancing of the exploitation of the

other resources).other resources).

Financial resourceFinancial resource





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Formal links (member of a publicFormal links (member of a public

committee for example) andcommittee for example) and

informal (personal knowledge ofinformal (personal knowledge of

public decisionpublic decision--makers).makers).

Relational resource (formal andRelational resource (formal and

informal)informal)





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Resource interns (office ofResource interns (office of

representation, service of publicrepresentation, service of public

affairs and watch,affairs and watch, ) and) and

external (consulting companyexternal (consulting company

under contract, office ofunder contract, office of

professional association,professional association,))

Organizational resourceOrganizational resource





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Some authors use the term ofSome authors use the term of

"political capital" which refer to an"political capital" which refer to an

idea of accumulation during theidea of accumulation during the

time.time.

We can distinguish the reputationWe can distinguish the reputation

of the leaders and that of the firm.of the leaders and that of the firm.

Reputation with the actors exceptReputation with the actors except

marketmarket





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The image can have aThe image can have a

moderating effect on the reactionmoderating effect on the reaction

of authorities to the action ofof authorities to the action of

influence of the firm.influence of the firm.

Image with the publicImage with the public





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The weight of this support is positiveThe weight of this support is positive

function of their number, their unity offunction of their number, their unity of

interest and their variety of origin.interest and their variety of origin.

This support can be organized moreThis support can be organized moreor less formally (of a simple petitionor less formally (of a simple petition

or a public demonstration in theor a public demonstration in the

creation of an association with acreation of an association with a

legal status), and more or lesslegal status), and more or less

durable (organization of a coalitiondurable (organization of a coalition

ad hoc thus shortad hoc thus short--lived or a coalitionlived or a coalition

over several years.over several years.

Support of the engagingSupport of the engaging

partiesparties





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Here we understand more or lessHere we understand more or less

entertaining services got for theentertaining services got for the

public, decision makers andpublic, decision makers and

journalists to obtain an occasionjournalists to obtain an occasion

of a more informal andof a more informal and

personalized contact. Thesepersonalized contact. These

services are multiple : restaurant,services are multiple : restaurant,

hotel, package tours, movementshotel, package tours, movementsby plane, helicopter, etc.by plane, helicopter, etc.

Entertaining resourcesEntertaining resources





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Every political tactics implementation is going to require the use of acombination of political resource. Here is the resource most oftenassociated to every tactics :

Public imagePublic image

Expertise (forward the socioExpertise (forward the socio--

economic stakes)economic stakes)

Support of the engaging partiesSupport of the engaging parties

Awareness of the electorsAwareness of the electors

Awareness of the public opinionAwareness of the public opinion

Awareness of the mediaAwareness of the media

Political resources most oftenPolitical resources most oftenassociatedassociated

Political tacticsPolitical tactics


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Financial resourcesFinancial resourcesPolitical financingPolitical financing





5 I l i f h li i l


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Reputation with authoritiesReputation with authorities

Expertise (s)Expertise (s)

Relational resourcesRelational resources

Organizational resourcesOrganizational resources

LobbyingLobbying





5 I l t ti f th liti l t t


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Relational resourcesRelational resources

Organizational resourcesOrganizational resources

Support of the engaging partiesSupport of the engaging parties

Creation of a coalition with theCreation of a coalition with the

actors except marketactors except market






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6 The actions for implementation

It is the concrete level of the execution of political actions. It is necessaryto ask the questions :

About the availability of political resources : has the company themeans to implement foreseen actions? If not, can she acquire them,

subcontract or become allied?

Of the timing of these actions (spreading in the time, hierarchy of thepriorities); Of the coherence of these actions (mutual intensification).

A classic political action consists of the transmission to a public decision-maker of one " position to paper " who summarizes the point of view ofthe company or its coalition on a public problem.

Th i i


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7 The position paper

One " position to paper " summarize the point of view of the company or itscoalition on a public problem. It results at the suggestion of a public decision

on the subject. This document owes be very concise (1 on 2 pages) otherwiseit will not be read by overwhelmed public decision-makers!

Six points to be approached :

1. Fast factual description of the discussed public problem;2. Position of the company, refuting the opposite positions;3. Centering of the question by moral principles and the equity;4. Impact expected from the public decision for the company. Economic, social

impacts, technical, etc. according to the various solutions envisaged;

Th i i


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5. Objectivity of the position of the company by statements, testimonies of

third party (researchers, employees, politicians, etc.);6. Impact expected from the decision on the public opinion, the concernedcommunity (clarifying of the political in particular electoral stakes for thepublic decision-maker).

In appendix : can represent documents coming to strengthen("objectivize") the position of the firm, notably the articles or the summariesof independent scientific studies.

7 The position paper


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1. BE PROFESSIONAL YOU HAVE TO KNOW :

The processes of decision the strategic timing fordecisions.

The decision makers.

The political orientations.

The useful relations.

8 SEVEN GOLDEN RULES OF THE LOBBYING


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2. BE WATCHFUL YOU MUST :

Catch piece of information.

Build a contact network.

Follow your business.

Know the different arguments and positions.



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3. BE PRECOCIOUS IT IS NECESSARY TO ANTICIPATETHE EVENT :

Play a part as soon as possible.

Be at the origin of the initiatives.

Have a concrete project.

Get ready Build an argument.



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4. SHOW SOLIDARITY TO ACT IN SOLIDARITY :

You must group together.

Appear as collective, multinational.

Build up alliances Create a network of allies.

Accept compromises.

Be supported by several administrations.



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5. BE MULTIPLE YOU OWE :

Always speak with several decision-makers.

Leave nothing to chance in hierarchical level, or with the

institution.

Multiply the arguments, confirm the sources of piece ofinformation.


S GO S O O G


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6. BE DETERMINE - IT SUPPOSES :

Get rid of excessive prejudices.

Define a clear objective.

Agree to invest in a long term.

Agree to support (information, projects) before receiving.

Be persistent, use the appeals.




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7. BE COMMUNICATORS KNOW :

Adopt the logic of authorities.

Put you in the place of others.

Work your messages, in contents and formulation.


EXAMPLE : DATA ABOUT AN


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EXAMPLE : DATA ABOUT ANEUROPEAN MEMBER OF PARLIAMENT

Alain LIPIETZ

Group of the Greens/European Free Alliance/ Member

France

Les Verts - Europe - EcologieBorn on 19 September 1947, Charenton

Chairman : Delegation for relations with the countries of the Andean CommunityMember

Conference of Delegation ChairmanCommittee on International TradeCommittee on Legal Affairs

SubstituteCommittee on Economic and Monetary AffairsDelegation for relations with Mercosur

Parlement europen

Bt. Altiero Spinelli08G21760, rue Wiertz / Wiertzstraat 60B-1047 Bruxelles/BrusselFax : +32 (0)2 284 9207

Parlement europenBt. Louise WeissT05050Alle du PrintempsBP 10024/FF-67070 Strasbourg CedexFax : +33 (0)3 88 17 9207

Postal address : 22, rue du XI Novembre FR-94800 VILLEJUIF MENU

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Lobbying and Networking a Methodological Approach