Subsidiarity and the art of influencing locally

In a previous post, I talked about how important it is to know who the target of your influencing work might be.  There is little point coming up with a really well-developed strategy to target Westminster MPs if it’s the Scottish Government or an English local council that actually has the decision-making power.  

Subsidiarity is a well-established principle in policy making.  Essentially it means that decisions should be taken at the lowest possible level.  In other words, central government should only do the things that only central government can do.  Those who have studied public policy may be familiar with the principle as a bedrock of the architecture of the European Union.  But it also applies in the UK (although not always successfully, but that’s a discussion for another day!).

In almost every area of public policy, there is at least an element of devolved responsibility (except perhaps in defence and foreign affairs).  There are policy decisions taken at every level that affect all our lives.  Whether that is the obviously local responsibilities of councils around the UK, the formally devolved responsibilities of the Scottish, Welsh and Northern Irish governments, or the operational (and to some extent strategic) decisions that, for example, schools, hospitals and other NHS bodies are responsible for.   

To influence decision making at different levels, you will need to deploy different tactics and strategies.  So, it’s really important as a first step to work out where the decision-making power actually sits.

So, here are my top tips for influencing policy decisions at different levels. 

Tip 1:  The more local you get, the more personal it needs to be

There’s a noticeable difference in the accessibility of decision makers at different levels of the system.  As a general rule of thumb, the more local it becomes, the more accessible decision makers are likely to be.  There’s a big difference between trying to reach a UK Government minister, compared to minister in one of the devolved administrations.  Your tactics will need to be adapted accordingly.

Tip 2:  Think about the optics

This is especially important when trying to influence policy decisions that are the responsibility of the devolved administrations, but also applies to other levels too.  Think carefully about how policy influencing work would look coming from a London or England base.  The reality is that your message is less likely to get cut through. Which brings me to point 3.

Tip 3:  Find local allies and advocates

For anyone working at a national (UK) level trying to influence decisions that might be taken at a different level, the first challenge is how practically you can do that.  A really useful tip is to try to find allies and advocates that you can align with and work with at the right level.  For example, if you’re trying to influence the decisions that local councils might make, think about who the influencers and allies at that level could be, and how you can connect with them.  There’s strength (and reach) in numbers.  

Tip 4: Do your research

When you have worked out where the decision-making responsibility might be, it’s really important to do your research to understand how and when decisions might be taken.  For example, are their groups or committees that will take the decision, and what is the best way to approach them?  Or is it down to an individual? Different organisations will have different processes, and therefore different tactics will be needed to try to influence them.

Tip 5: Understand the context

While responsibility for decision making might be delegated, it’s likely that those decisions will be taken within some broader policy framework.  For example, if you’re trying to influence the way in which decisions about planning are taken in a particular area, what is the overall local planning strategy, and what national policy might provide some constraints to that decision making?  This broader context might give you some strategies and tactics to explore. 

Tip 6: Localise your evidence

In a previous post, I discussed the importance of evidence to support policy influencing activities.  When it comes to influencing decisions at different levels, it’s really important that you can, wherever possible, localise your evidence.  For example, there’s little point using national level data to evidence the need for action on a particular health issue if responsibility for that issue sits at a regional level.  Much better if you can demonstrate what that means for the relevant decision-making body and the population that it serves.  

Tip 7:  Politics matters

It sounds like an obvious thing to say, but don’t forget that different democratic organisations will have different political priorities.  It’s important to tailor your messages accordingly.  This is true for both local councils, for example, but also definitely true for the devolved administrations.  The politics of the Scottish, Welsh or Northern Irish governments will be very different to the politics of Westminster! 

Tip 8:  Councillors can be your best asset

When it comes to influencing local councils, local elected councillors can be incredibly helpful.  They are often more accessible and receptive to the issues and concerns of the communities that they serve.  They can table members’ questions in Council meetings which can be a good way to raise the profile of an issue (don’t forget that citizens can also ask questions in many Council meetings), as well as often being members of relevant council committees.  Connecting with councillors is something best done locally, and ideally in partnership with other local voices. 

Tip 9: Don’t forget regions

There can be a temptation to think in terms of national (Westminster or nation) versus local, and to overlook the regional tier.  In some aspects of public policy, regions can be really important, and they take a variety of different forms depending on the issue at hand.  For example, elected mayors (who often cover a footprint larger than a single traditional local authority), or NHS regions and sub-regions.  

Tip 10:  Think multi-layer

It’s quite possible that for the issue that you are seeking to influence, there may need to be different action at a number of different layers.  For example, you might be pushing the Westminster government to update or amend guidance on a particular issue, while simultaneously wanting the local council which is the intended target of that national guidance to act.  Thinking in an integrated and multi-layered way can be a really effective strategy for a lot of issues. 

What is your experience of trying to influence decisions at different levels and layers? Share your thoughts and experiences in the comments below.