NEW EU, NEW PLAYERS: WHAT’S YOUR PUBLIC POLICY ADVOCACY STRATEGY GOING TO BE AFTER SUMMER ?

A new European Commission, a new European Parliament means an entirely different set of rules, players, and a dramatically altered landscape for Public Policy Advocates . Today, the number of organizations vying for the EU attention has increased exponentially which means that getting your Public Policy Advocacy message to the right person, at the right time, has never been so critical - or so challenging. Transparency, accountability and a shift in decision making powers continue to increase the complicated juggling act that Public Policy Advocacy staff are expected to perform. Are you aware of how all the changes will affect you? Can you really afford not to get the latest intelligence and strategies from the leading authorities? What's New, What's Changed, What Do You Need To Know?

In order to execute a good Public Policy Advocacy strategy you need to understand the landscape, develop effective communications, and build relationships.

The services we provide for public policy advocacy and EU public policy include the following:

• Monitoring the current legislation related to the client’s interests during the conception, planning, processing and implementation phases;
• Monitoring the political climate concerning the client’s interests;
• Mapping of the influent and efficient decision makers that interest the client, identifying those who, at various levels, are at the helm;
• Analysis of the key objectives the client would like to achieve and the problems related to the interest the company is willing to protect and promote;
• Processing of the public policy advocacy strategy in order to influence EU decision makers  in respect of transparency and fairness, aimed at achieving the results sought from the client;
• Drafting legislative texts and acts to be used during the decision-making process to promote decisions advantageous to client;
• Editing of position papers that summarize the position the client is willing to promote;
• Editing of dossier in support of client’s interest
• Building coalitions with a variety of stakeholders and utilizing trade associations as well as the collaboration with academics, advocacy groups and other policy influencers to further client’s policy objectives;
• Organization of authoritative and incisive meetings with decision makers and others able to influence the decisions in order to inform them on the client’s interests;
• Planning and implementing information campaigns and advocacy advertising on subject related to client’s interest;
• Implementation of the public policy advocacy strategy through direct public policy advocacy on the influent decision makers and indirect public policy advocacy through the mobilization (grass root public policy advocacy) of a wide audience that might indirectly sustain the campaign in order to achieve the client’s objectives;
• Qualitative and quantitative public opinion polls and surveys for getting useful information to support the client’s interest, before and after the public policy advocacy  activity;
• Drafting periodic reports for updating client on the different stages of the public policy advocacy strategy.

Remember 

No matter how sound your case, how good your argument, or how compelling your data – if your request of EU fails to acknowledge political reality or align with the EU’s objectives, you will fail. If your priority project aligns at least partially with the priorities of the EU, your likelihood of success increases. Identifying what is coming up in the pipeline and understanding the political dynamics behind policies are crucial to a successful public policy advocacy programme.

In Brussels it is all about having the right contacts and knowing the right people. But knowing where to find them and how to approach them can be quite challenging. Networking is key, and identifying where to look for the right persons. You won’t achieve success alone. You need to establish a coalition of like-minded partners. On its own, one organization doesn’t always have the network, the resources, nor the capability to achieve significant policy change. While it takes time and effort to manage a coalition of partners working toward a common goal, the results are usually worthwhile.

Most organizations fail to decide on a single priority with which to ask EU’s help. If you go to the EU with a laundry list of things to fund or fix, then you’re not particularly effective at delivering your message. Spend some time deciding what one thing will make the biggest difference to your company, your charity, or your industry, and work on that. Keeping your priorities in focus will make it easier for you to communicate with the EU . And it will ensure that the EU hears what you’re asking for.

Once you’ve decided on your priorities, then make sure your request of EU is clear and concise. Save the weighty research reports, studies and surveys as back-up material. Produce them upon request. But when you go into a meeting with an EU official, make a straightforward ask. And reinforce it: leave behind one piece of paper that reminds them of the ask. Follow up your meeting with a letter or an email that reiterates the ask. And be consistent and repetitious with your ask as you try to build support for an idea or a cause. Clear, consistent messaging will help to ensure you’re heard.

The requests of EU that fall on deaf ears tend to be those that haven’t taken the audience into consideration. First off, make sure you’re asking the right level of the EU for help. Take some time to talk to the EU – both EU civil servants, MEPs, and staff members – to find out what’s important to them. You need to temper your asks with the notion of risk tolerance in mind.

Companies often complain that the EU isn’t responsive. You need  to adjust your expectations. The EU is a large bureaucracy. By definition, that makes it less nimble in its ability to respond to last-minute requests or to change direction quickly. And because it’s a large and complex system , there are lots of individual people involved in making decisions. Be patient. Understand that you’re going to have to knock on more than one door, and have more than one conversation before your idea gains traction. If you can find someone within the EU to champion your cause, so much the better.

Credit and praise are the most valuable things you can give the EU in exchange for it doing something you’ve asked. Even if a brilliant policy idea was yours initially, stand back and let the EU take the bow for following through. Be generous with the credit for good ideas. Shout your praise from the rooftops. And voice your criticism behind closed doors. Doing so will make you a trusted partner. If you’re unhappy with a decision the EU has made, you can express that dissatisfaction –– just don’t do it through a news release. Public criticism makes the EU more cautious about dealing with your organization, and leaves them little room to manoeuvre to respond to your request if circumstances change. Public criticism will strain your relationships with individual bureaucrats or elected officials. And you’ll find it more difficult to get your next project underway.

The secret to successful government relations is to work hard and be nice to people. Good GR is about building relationships with multiple levels of government, multiple political parties, staffers and members of the bureaucracy. Effective GR is about understanding the landscape, communicating effectively, and building sound relationships.